የኢትዮጵያ ከይዘን ኢንስቲትዩት

ማኑፋክቸሪንግ ኢንዱስትሪ ትራንስፎርሜሽን ከይዘን ሽግግርና ልማት ዘርፍ

አጠቃላይ የጥራት ስራ አመራር

(አጥስአ)
ጥቅምት
2009
 ይዘት
ክፍል-1፡-የአጠቃላይ የጥራት ስራ አመራር መሰረታዊ ፅንሰ ሃሳብ
1.1. የጥራት ፅንሰ ሃሳብ
1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች
1.3. የጥራት ልህቃን/ ፋናወጊዎች
1.4. የአጥስአ ትርጓሜ
1.5. መሰረታዊ የአጥስአ መርሆች
1.6. የአጥስአ መገለጫ ባህሪያት(6) የመጀመሪያው ምዕራፍ)
1.7. አጥስአ ከአደድ ጋር ያለው ዝምድና (TQM vs QMS-ISO)
ክፍል-2፡-የአጥስአ ቴክኒኮችና መሳሪያዎች( Tools and techniques)
2.1. ፖሊሲ ማውረድ/policy deployment/
2.2. የጥምረት አመራር/Cross Functional Management /
2.3. ምርጥ ተሞክሮ /Benchmarking/
2.4. የጥራት ስራን ማውረድ/Quality Function Deployment(QFD)
2.5. የውድቀት መንገዶች እና የተፅኖ ትንተና/FMEA/
2.6. የጥራት ወጪ/Cost of quality/
2.7. ስታስቲካል የስራ ሂደት ቁጥጥር/Statistical Process Control(SPC)
ክፍል-3፡-የአጥስአ ትግበራ
3.1. የትግበራ ማዕቀፎች
3.2. የትግበራ አካሂያዶች
3.3. የትግበራ ተሞክሮዎች
 የስልጠናው ዓላማ
ሰልጣኞች
ቀድሞ የነበራቸው የጥራት እና የደንበኛ እርካታ እይታ
ጥልቀት የተሻለ ይሆናል፡፡
ስለጥራት ፅንሰ ሃሳብ እና አጠቃላይ የጥራት ስራ አመራር
የዕድገት ደረጃዎች፣ መሰረታዊ መርሆዎች፣ ቴክኒኮች እና
መሳሪያዎች ያላቸው ግንዛቤ ይጨምራል፡፡
የአጠቃላይ ጥራት ስራ አመራር ቴክኒኮችን እና
መሳሪያዎችን ተግባር ላይ ለማዋል የሚያስችላቸው
ክህሎት ያዳብራሉ፡፡
የአጠቃላይ ጥራት ስራ አመራር ትግበራን ለማስቀጠል
የሚያስችል ዕውቀት ያገኛሉ፡፡
ክፍል-1፡-የአጠቃላይ ስራ አመራር መሰረታዊ ፅንሰ
ሃሳብ
 1.1. የጥራት ፅንሰ ሃሳብ
ለጥራት ትኩረት እንዲሰጥ አስገዳጅ/ዘዋሪ ሁኔታዎች
ድርጅቶች ውስጥ ለጥራት ቅድሚያ እንዲሰጥ የሚያደረጉ ምክንያቶች

1. ውድድር፡- የዛሬ ዘመን ገበያ ከፍተኛ ጥራት ያለው ምርት/አገልግሎት ብቻ ሳይሆን ዝቅተኛ

ወጪንም ይጠይቃል፡፡ ስለዚህ ይንን ተግባራዊ በማድረግ ደንበኛን ለመሳብ ሆነ ለማቆየትም

መወዳደር ግድ ነው፡፡

2. የደንበኛ ፍላጎት፡- አዳዲስ ደንበኞች ገበያውን የሚመሩት በምርት/አገልግሎት መጠን ሳይሆን

በጥራት እየሆነ መጥቷል

3. የቢዝነስ መቀያየር፡- የምርት ዓይነት/ስብጥር ከከፍተኛ መጠን-ዝቅተኛ ዋጋ ወደ ዝቅተኛ

መጠን-ዝቅተኛ ዋጋ መቀየሩ እና የምርቶች መወሳሰብ አመራረት ስርዓቶች አስቸጋሪ

እንዲሆኑ በማድረጉ እና የዕቃዎች/ምርቶች አስተማማኝነት አስፈላጊ እየሆነ መምጣቱ

 1.1. የጥራት ፅንሰ ሃሳብ…
የጥራት ትርጉም
ጥራት በቀላሉ ሲተረጎም የደንበኛን ፍላጎት ማሟላት ሲሆን የተለያዩ
ፀሀፊዎች ደግሞ እንደሚከተለው ገልፀውታል፡-
1. “ምርት ወይም አገልግሎት ለሚፈለግበት ጉዳይ/ዓላማ/ ግልጋሎት ብቁ
መሆን” - ጁራን የጥራት ስራ አመራር ቀደምት ፋናወጊ
2. “ደንበኛ ያስቀመጠውን ፍላጎት ለማርካት የሚያስችሉ የምርትና
አገልግሎት መሰረታዊ መገለጫዎችና ባህርያት በጥቅሉ” አደድ-8402
የጥራት መዝገበ ቃላት፤ ክፍል-1 አለም አቀፍ መጠሪያ/Int. Terms/
3. “የጥራት ኢላማ አሁን ያለው እና ወደፊት የሚመጣው የደንበኛ ፍላጎት
ላይ ያነጣጠረ መሆን አለበት” ዴሚንግ ሌላኛው የጥራት ስራ አመራር
ቀደምት ፋናወጊ
 1.1. የጥራት ፅንሰ ሃሳብ…
የጥራት ትርጉም…
4. “የደንበኛውን ፍላጎት እንዲሟላ የሚያደረጉ የምርትና
አገልግሎት ግብይት፣ ዲዛይን/ምህንድስና፣ አመራረትና ጥገና
ጥቅል መገለጫዎች/ባህሪዎች” ፌገንባውም ‘አጠቃላይ
ጥራት’ በሚል ርዕስ የፃፈ የመጀመሪያው ሰው
5. “ደረጃዎችን ወይም የተቀመጡ መስፈርቶችን ማሟላት”
ክሮስቢ በ1980 ዎቹ ዕውቅ አሜሪካዊ አማካሪ
6. “መሰረታዊ የምርት/አገልግሎት ባህሪያት የተቀመጡ
ፍላጎቶችን የማሟላታቸው ደረጃ ” አደድ 9000፡2000
የጥራት ስራ አመራር ስርዓቶች- መሰረታዊ እና መዝገበ ቃላት
 1.1. የጥራት ፅንሰ ሃሳብ…
የጥራት መለያ ባህሪያት/መገለጫዎች
 የጥራት መለያ ባህሪያት/መገለጫዎች በሶስት ይከፈላሉ
1. የንድፍ ጥራት
2. ከመስፍርቶች ጋር የመስማማት ጥራት
3. የአፈፃፀም ጥራት
1. የንድፍ ጥራት
 የንድፍ ጥራት የቴክኒክ ቃል ሲሆን በሚከተሉት የታወቁ ተከታታይ ተግባራት
ጥምረት ይገለፃል፡፡
1) የደንበኛው ፍላጎት ምን አንደሆነ መለየት(የገበያ ጥናት ጥራት)
2) የደንበኛውን ፍላጎት ሊያሟላ የሚችል የምርት ወይም የአገልግሎት
ሀሳብ/concept/ መምረጥ(የሀሳብ ጥራት)
3) የተመረጠውን የምርት/የአገለግሎት ሀሳብ ተግባራዊ ሲደረጉ የደንበኛውን
ፍላጎት ሊያሟሉ ወደሚችሉ ዝርዝር መስፈርቶች መቀየር(የመስፈርቶች
ጥራት)
 ስለዚህ የንድፍ ጥራት ማለት የገበያ ጥናት ጥራት፣ የሀሳብ ጥራት እና
የመስፈርቶች ጥራት ድምር ነው
 1.1. የጥራት ፅንሰ ሃሳብ…
የጥራት መለያ ባህሪያት/መገለጫዎች …
2. የተስማሚነት ጥራት
 ንድፍ የደንበኞችን ፍላጎት ተስማሚነት ማንፀባረቅ አለበት፡፡ የሚመረቱ ምርቶች ደግሞ ከንድፉ ጋር
ተስማሚ መሆን ይጠበቅባቸዋል፡፡
 ምርቶች በንድፍ ውስጥ የተጠቀሱትን መስፈርቶች የማሟላታቸው ደረጃ “የተስማሚነት ጥራት”
ይባላል፡፡
 የተስማሚነት ደረጃ በሚከተሉት ሁኔታዎች ይወሰናል፡-
 የስራ ሂደት ምርጫ፤ ማለትም የተጠቀሱትን የተፈቀዱ ወሰኖች/tolerance ማስጠበቅ መቻሉ

 የሱፐርቫይዘሮች እና ሰራተኞች ስልጠና መሰጠቱ

 የተቀመጡ የፍተሻ ፕሮግራሞችን፣ ሙከራዎችን፣ ኦዲቶችን በአግባቡ መተግበራቸው
 ከፍተኛ የተስማሚነት ጥራት ወጪን ከመቀነስ ጋር አብሮ ተግባራዊ ማድረግ ይቻላል፡፡

3. የአፈፃፀም ጥራት፡-
የአፈፃፀም ጥራት ደግሞ ምርትና አገልግሎቶች የደንበኛውን ፍላጎት/ደንበኛው የጠበቀውን ግልጋሎት
የማሟላት ደረጃ ነው፡፡
 1.1.የጥራት ፅንሰ ሃሳብ…
የሀርቫርድ ዩኒቨርስቲ ፕሮፌሰር ዴቪድ ጋርቪን ደግሞ ጥራት የተለያየ
ትርጉም ሊይዝ የሚችልባቸውን ምክንያቶች በመጥቀስ በሚከተለው
መልኩ ክፍሎ ተርጉሞታል፡-(1)
1. የላቀ ጥራት/Transcendent/
2. ምርትን መሰረት ያደረገ ጥራት/Product based/
3. ተጠቃሚውን መሰረት ያደረገ ጥራት/User based/
4. አመራረትን መሰረት ያደረገ ጥራት/Manufacturing based/
5. ዕሴትን መሰረት ያደረገ/Value based/

17
 1.1. የጥራት ፅንሰ ሃሳብ…
1. የላቀ ጥራት/Transcendent/
 ይህን ዕይታ የሚጠቀሙ ሰዎች ‘ጥራቱ እንዲህ ነው ማለት ይከብደኛል ግን
ሳየው አውቀዋለሁ ይላሉ’
 የምርትና አገልግሎት ማስታወቂያዎች እንደዚህ አይነቱ የጥራት አገላለፅ
በብዛት ይጠቀሙታል፡፡
ለምሳሌ፡-
1. ዕቃ መግዛት ደስ የሚያሰኝበት(ለገበያ ማዕከሎች)
2. መብረር እንወዳለን(ለአየር መንገዶች)
 ይህ ዕይታ ስሜትን መሰረት ያደረገ በመሆኑ ጥራትን በተክክል ተርጉሞ
ተግባራዊ ማድረግ አስቸጋሪ ነው፡፡
 በተጫማሪም ንድፍ ስራ፣ አምራች እና አገልግሎት ሰጪ የስራ ክፍሎች
በዚህ ዕይታ ተመርኩዘው ጥራትን ለመምራት ወይም ለማሻሻል
ይቸገራሉ፡፡
19
 1.1. የጥራት ፅንሰ ሃሳብ…

2. ምርትን መሰረት ያደረገ ጥራት/Product based/

 በዚህ ዕይታ ጥራት መለካት የሚችል የምርቱ ባህሪይ ወይም መገለጫ
ነው፡፡ ለምሳሌ ለረዥም ጊዜ ማገለገሉ ወይም አስተማማኝነቱ ሊለካ
እና ሊነደፍ/በንድፍ ውስጥ ሊካተት ይችላል፡፡
 በዚህ ጊዜ ጥራትን በግልፅ እና በማያሻማ መልኩ ማስቀመጥ ስለሚቻል
ብዙ ጥቅሞች አሉት፡፡
 በተቃራኒው ደግሞ ይህ ዕይታ የግለሰቦች ምርጫን ማካተት አስፈላጊ
በሆነበት ጊዜ መጠቀም አስቸጋሪ ይሆናል፡፡

21
 1.1. የጥራት ፅንሰ ሃሳብ…
3.ተጠቃሚውን መሰረት ያደረገ ጥራት/User based
 ይህ ዕይታ ጥራት የግለሰቦች የምርጫ ጉዳይ ነው በሚል ሀሳብ ላይ የተመሰረተ ሆኖ እነዚህን
ምርጫዎች የበለጠ ማሟላት የቻለ ምርት ከፍተኛ ጥራት አለው ይባላል፡፡
 ምንም እንኳን ዕይታው ምክንያታዊ ቢሆንም የሚከተሉትን ችግሮችን ያስከትላል፡-
1. የደንበኛ ምርጫ/ፍላጎት በከፍተኛ ሁኔታ የሚቀያየር በመሆኑ እነዚህን ምርጫዎች በምርቱ
ላይ ሙሉ በሙሉ ለማካተት አስቸጋሪ ነው፡፡
2. ከኒቼ ስትራቴጂ እና ከገበያ ጥምረት ዘዴ ለመምረጥ መቸገርን ያመጣል፡፡
3. ጥራትና የደንበኛ እርካታ አንድ ናቸው ወይ?” የሚለው ጥያቄም ችግር ይፈጥራል፡፡
ምክንያቱም አንድ ምርት ብዙ የጥራት መገለጫዎች ኖረውት ነገር ግን ዕርካታ ሊያመጣ
የሚችለው ሌላ ሊሆን ይችላል፡፡

22
 1.1. የጥራት ፅንሰ ሃሳብ…
4. አመራረትን መሰረት ያደረገ ጥራት/ Manufacturing based
 የምህንድስናን እና የአመራረት አሰራር ልምዶችን መሰረት ያደረገ ሆኖ
በንድፍ ላይ የተጠቀሱትን መስፈርቶች ማሟላት መቻልን ይመለከታል
(ለተቀመጡ መስፈርቶች ተስማሚነት)
 ይህ ጥራት ራሱ አምራቹ/አገልግሎት ሰጭው የሚያስቀምጠው ሲሆን
የደንበኛው የጥራት ፍላጎት ተሳካ የምንለው ይህን ካስቀመጥነው
የጥራት መስፈርቶች ጋር ተስማሚ የሆነ ምርት ሲመረት ነው፡፡

24
 1.1. የጥራት ፅንሰ ሃሳብ…

4. ዕሴትን መሰረት ያደረገ/Value based

 በወጪ እና በዋጋ የሚገለፅ ነው፡፡ ስለዚህ የደንበኛው የመግዛት ውሳኔ
መሰረት የሚያደርገው ጥራት ያለው ምርት በተጣጣኝ ዋጋ፡፡
 ይህ የአተያይ መንገድ ጥራትን እና ዕሴትን በአንድ ላይ ይገልፃል፡፡ ከፍተኛ
ጥራት ማለት ሁሌም የተሻለ ዕሴት ማለት አይደለም፡፡
 1.1. የጥራት ፅንሰ ሃሳብ…
የጥራት መለኪዎች /Dimensions of Quality (ጋርቪን 1998)
መለኪያ ትርጉም
አፈፃፀም/ performance መሰረታዊ/ ቀዳሚ የምርት ባህሪያትን ማሟላት
ገፅታ/Features/ ተጨማሪ ባህሪያት/ መገለጫዎች
ተስማሚነት/ conformance/ መስፈርቶችን ወይም የኢንድስትሪ ደረጃዎችን ማሟላት
አስተማማኝነት/Reliability በጊዜ ሂደት የአፈፃፀም አለመቀያየር
ረዥም ዕደሜ/ጥንካሬ/Durability በጥቅም ላይ የቆየበት ጊዜ
አገልግሎት/የመጠገን ችግሮችን እና ቅሬታዎችን መፍታት፣ የመጠገን /የክብካቤ ቀላልነት
አመችነት/serviceability
የደንበኛ አገልግሎት / customer ሰብዓዊ ግንኙነት፣ / የአምራችና የደንበኛ/ ግንኙነት
service
የውጭውበት/Appearances ስሜትን የሚስቡ ባህሪያት እና ማሸጊያዎች

ዝና/perceived quality የለፈ አፈፃፀም፣ አንደኛ ደረጃ መሆን፣ ልዩነት መፍጠር/branding

 ሁሉም መለኪያዎች ራሳቸውን የቻሉ ናቸው

 ጥቂት የጥራት መለኪያዎች ላይ ትኩረት ማድረግ ይመረጣል (ለምሳሌ የጃፓን መኪኖች
አስተማማኝነት፣ ተስማሚነት እና የውጭ ውበት ላይ ትኩረት ይሰጣሉ)
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች

ታሪካዊ አመጣጥ
 መካከለኛው ዘመን– የዕጅ ሙያ – Guilds (training)

 የኢንዱስትሪ አብዮት– ሰራተኞች በአንድ አይነት ስራ ላይ ብቻ ማተኮር የተጀመረበት

 ባለሙያነት የቀነሰበት ፣ ምርቶች አሁንም የልተወሳሰቡት ጊዜ ነበር ስለሆነም 100%

ፍተሻ ይደረግ በነበር

 1924 – ዋልተር ሸውሃርት ስታስቲካዊ ቻርትን መጠቀም ጀመረ

 ዶድጂ እና ሮሚንግ የቅበላ ናሙናን/Acceptance Sampling/ በ100% ፍተሻ ፋንታ

ማበልፀግ ቻሉ
 1950 – ዴሚንግ የጃፓን የስራ ዋና የስራ አስፈፃሚዎችን ስለ ስታስቲካዊ የጥራት

ቁጥጥር አስተማረ
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች…

1954- ጁራን በጃፓን ስለአመራሮች የጥራት ሃላፊነት አስተማረ

1960 – በጃፓን የጥራት ቁጥጥር ቡድኖች ተመሰረቱ

1980 ዎቹ – የናይትድ ስቴት የጥራት ንቅናቄ፣ የአጥስራ ፅንሰ ሃሳቦች

ታተሙ፣ኢንዱስትሪዎች ስታስቲካዊ የስራ ሂደት ቁጥጥር ላይ ትኩረት ሰጡት፣

suppliers required to use Malcolm Balridge Award established,

Taguchi method,
1990’s – አደድ 9000 ተከታታየ አለም አቀፍ የጥራት ማረጋገጫ ደረጃ፣

የደንበኞች ዕርካታ በISO 14000 ተዋወቀ

2000 – አዲሱ ISO 9000:2000 ዕትም፣ 6 ሲግማ ተዋወቀ
 Evolution of Quality
1200-1799
1900-1940 1946-Present
Guilds of Medieval
Process Orientation Birth of TQ
Europe

1800-1899 1941-1945
Product Orientation Quality during
World War II

Quality as a Function of Time and Methods

TQM
Quality by
Quality

Design

SPC Improved
Inspection Design

31
1920 1940 1960 1980 2000
32
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች…
የአጠቃላይ ጥራት መወለድ(1946- አሁን)
 ከሁለተኛው የአለም ጦርነት በኋላ የጃፓን ኩባንያዎች የጦርነት ምርቶችን
ከማምረት ወደ የሚሸጡ የሲቪል ዕቃዎች ማምረት ተሸጋገሩ
– ጃፓን ስለ ጥራት አዳዲስ አስተሳሰቦችን ፍላጋ ላይ አተኮረች(ዴሚንግ እና
ጁራን ስልጠና ተወሰደ)
– ፍተሻ ላይ ሙሉ ለሙሉ ከማተኮር አጠቃላይ ጥራት ሁሉምን የስራ ሂደቶች
ሰራተኞችን በማሳተፍ ማሻሻል ላይ ትኩረት ተደረገ
 እንዴት አዚህ ደረጃ ልንደርስ ቻልን…
• ዴሚንግ እና ጁራን የጥራት አመራር መርሆችን አስተምረዋል.
• መርሆዎችን ታይቺ ኦኖ ቶዮታ መኪና ማምረቻ ውስጥ ተግባራዊ አደረገ
• ጃፓን የሀገር አቀፍ የጥራት ሽልማት ስርዓትን አቋቋመች(1951).
• የናይትድ ስቴት እና አውሮፓ የጥራት አመራር ፕሮግራሞችን መተግበር
ጀመሩ(1980).
• የናይትድ ስቴት የማልኮለም ባልድሪጅ የጥራት ሽልማት አቋቋመች (1987).
• አሁን ጥራት ለማንኛውም አይነት ቢዝነስ የመማይተው ጉዳይ
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች…
የጥራት ዕድገት ደረጃዎች
የተስማሚነት ትርጉም ዘዴ ውስንነት
ዓይነት
• ለደረጃዎች • መስፈርቶችን • ደረጃዎችን ማውጣት ፡- ቅደም • ፈታሾችን እንደ ጠላት መቁጠር
ተስማሚ ማሟላት ተከተላቸውን የጠበቁ ድርጊቶች • ፈታሾች የሚጨምሩት ዕሴት
መሆን • የምርት ውጤትን እና የተፃፉ የስራ ቅደም የለም
ከመስፈርቶች ጋር ተከተሎች • ለመስፈርቶች ተስማሚ መሆን
ማወዳደር • ስታትስቲካዊ የጥራት ቁጥጥር ማለት ሁሌም ለፍላጎት ተስማሚ
• ፍተሻ፡ ምርትን ጥሩ እና መጥፎ መሆን ማለት አይደለም
ብሎ መለየት፣
• 100% ወይም ናሙና

• የግልጋሎት • ከሚጠበቀው አገልግ • በቀጥታም ሆነ በተዘዋዋሪ • ፈታሾችን እንደ ጠላት መቁጠር፣

ተስማሚነት ሎት/ጥቅም ጋር ደንበኛውን በማግኘትና የገበያ ፈታሾች የሚጨምሩት ዕሴት
ተስማሚ መሆን ጥናት በማድረግ የለም
/ማሟላት • ፍተሻ በማከናወን • መስፈርቶች የደንበኛ ፍላጎት
እንዳደረጉ ታሳቢ ያደረጋል
• ፍተሻ ያስፈልገዋል
• ጥራትን ምርቱ ላይ
መገንባት/ማካተትን ትኩረት
መስጠት አለበት
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች…
የጥራት ዕድገት ደረጃዎች
የተስማሚነት ትርጉም ዘዴ ውስንነት
ዓይነት
ለወጪ • ከሚጠበቅ ግልጋሎት • የስራ ሂደት አፈፃፀም ልዩነቶችን መቀነስ፣ ምርትን -ሁሉም
ተስማሚነት እና ዋጋ ጋር ተስማሚ ሳይሆን የስራ ሂደትን መቆጣጠር መቅዳት
መሆን • ስታስቲካል የስራ ሂደት ቁጥጥር ተግባራዊ ይችላል
በማድረግ የማያሰሩ የስራ ሂደቶችን ለመለየት • e.g Asian
• በየደረጃው ግብረመልሶችን መስጠት tigers
• ሰራተኞችን በንድፍና በማሻሻያ ስራዎች ላይ
ማሳተፍ (7ቱ የጥራት ቁጥጥር ደረጃዎች እና 7ቱ
የጥራት ቁጥጥር መሳሪያዎች )
ለድብቅ • በደንበኛው ዘንድ • መስፈርቶች የሚወጡት ከደንበኛ አስተሳሰብ
/ስውር/የተዳፈነ ከፍተኛ ጥራትና እና በመነሳት እንጅ በራስ እሳቤ ብቻ አይደለም
ፍላጎቶች አነስተኛ ወጪ • የጥራት ማረጋገጫ መንገዶች ወጪን መጨመር
ተስማሚነት • ያልተጠበቁ የለባቸውም ፣ በስራሂሀደቱ ውስጥ ወይም በሰዎች
ፍላጎቶተች ጋር ውስጥ የተገነቡ መሆን አለባቸው
ተስማሚነት • ምርቶች የደንበኛን ፍላጎት ማሟላት መቻላቸውን
ማረጋገጥ

39
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች…
የጥራት አመራር ዕድገት ባለ 4-ደረጃ ሞዴል
ፍተሻ ማዳን፣ መለየት፣ ደረጃ ማውጣት፣ መቀየጥ፣ የዕርምት
(1910) እርምጃዎች፣ ተስማሚነት ጉድለቶችን ምንጭ መለየት

የጥራት ማኑዋል ማዘጋጀት፣ የስራ ሂደት አፈፃፀም መረጃ፣ ራስ

ጥራት ቁጥጥር መር ፍተሻ፣ የምርት ሙከራ፣ መሰረታዊ የጥራት ዕቅድ፣
(1924) መሰረታዊ ስታትስቲክስን መጠቀም፣ የወረቀት ስራን መቆጣጠር

የጥራት ስርዓቶች ዕድገት፣ ከፍተኛ ደረጃ የጥራት እቅድ፣ ሁሉን አቀፍ የጥራት
ማኑዋሎች፣ የጥራት ወጪ አስተሳሰብን መጠቀም፣ አምራች ያልሆኑ የስራ
ጥራት ማረጋገጥ
ክፍሎችን ማሳተፍ፣ የብልሽት መንገዶች እና የተፅእኖ ትንተና(FMEA)፣
(1950)
ስታትስቲካል የስራ ሂደት ቁጥጥር(SPC).

ፖሊሲን ማውረድ፣ አቅራቢዎችን እና ደንበኞችን ማሳተፍ፣ ሁሉን

አጠቃላይ ጥራት ስራ
አመራር (1980)
የስራ ክፍል ማካተት፣ የስራ ሂደት አመራር፣ አፈፃፀምን መለካት፣
የቡድን ስራ፣ የሰራተኞች ተሳትፎ
 1.2. የአጥስአ ታሪካዊ አመጣጥ እና የዕድገት ደረጃዎች…
ደረጃ የጥራት የፅንሰ ሀሳብ ዋና ዋና መገለጫዎች ግብ
ዕድገት
መጠሪያ
1 ፍተሻ  ጥሩውን ከመጥፎፈው መለየት  ግድፈቶችን በመለየት
 ለዘብተኛ የፍተሻ አስተሳሰብ ደረጃዎችን ማሟላት

2 ጥራት ቁጥጥር  በሰራተኞች ፍተሻን በራሳቸው  ግድፈቶችን በመለየትና

ማከናወናቸው በግብረ መልስ በማረም
 የምርት መስመር ላይ ግብረመልስ መሰጠት ደረጃዎችን ማሟላት
መጀመሩ
 “የፈታሽነት” ስሜት መቅረቱ እና መማማር
በተወሰነ ደረጃ መኖሩ

3 ጥራት የጥራት ስርዓታዊ ተግባራት እና ቅደም  ግድፈቶች እንዳይከሰቱ

ማረጋገጥ ተከተሎችን ቀድሞ በመንደፍ እና በማቀድ መከላከል
ምንም አይነት ግድፈት እንዳይፈጠር ማረጋገጥ

4 አጠቃላይ  ጥራት ላይ ትኩረት ያደረገ አመራር  የደንበኛ ዕርካታ

ጥራት ስራ  ሁሉን ሰራተኞች እና በለድርሻ ማሳተፍ  ቀጣይነት ያለው ማሻሻያ
አመራር
Overview of TQM 45
Summary: Quality Gurus and their Contribution

An important contribution of the Japanese was the utilization

of Quality Control (QC) Circles in helping identify, analyze and
solve work-related problems
 1.3. የጥራት ፋናወጊዎች
የጥራት ፋና ወጊ ያበረከቱት አስተዋፅኦ

ዋልተር ሸውሃርት  የስራ ሂደት መቀያየር አረዳድ ላይ አስተዋፅ አድርጓል

 የስታስቲካዊ ቁጥጥር ቻርት ፅንሰ ሃሳብን አሳድጓል
ኤድዋርድ ዴሚንግ  ለጥራት የአመራሩ ሊኖረው የሚገባውን ሃላፊነት አፅንኦት ሰጥቷል፡፡
 ኩባንያዎች ጥራትን ለማሻሻል የሚጠቀሙበት ባለ 14 ነጥብ መመሪያ
አዘጋጅቷል፡፡

ጆሴፍ ጁራን  ጥራትን “ከፍላጎት/ግልጋሎት ጋር ተስማሚነት” በማለት ተርጉሟል

 የጥራት ወጪ ፅንሰ ሃሳብን አበልፅጓል
አማንድ ፌገነባውም  የአጠቃላይ ጥራት ቁጥጥርን ፅንሰ ሀሳብ አስተዋውቋል

ፊሊፕ ክሮዝቢ  “ጥራት ነፃ ነው” የሚለውን አባባል አስተላልፏል

 ግድፈት አልባ ፅንሰ ሀሳብ አስተዋውቋል
ካውሩ ኢሽካዋ  የመንስኤ እና ተፅዕኖ/ውጤት ማሳያ ስዕልን አስተዋውቋል
 የውስጥ ደንበኛ ፅንሰ ሀሳብ ለይቷል
ጌኒቺ ታጉቺ  የምርት ዲዛይን ጥራት ላይ ትኩረት አድር ጓል
 የታጉቺ የኪሳራ/እጦት ስርዓት/lose function/ አስተዋውቋል

ጃፓናውያን በዋናነት አስተዋፅኦ ያደረጉበት የጥራት ቁጥጥር ቡድኖች በስራ ቦታቸው ያሉ ችግሮችን
በመለየት እና በመተንተን መፍታት የሚያስችል ነው፡፡
 TQM Definition
• TQM is defined as both philosophy and a set of guiding
principles that represent the foundation of continuously
improving organization. It is the application of
quantitative methods and human resources to improve
all the process within the organization and exceed
customer needs now and in the future.
• It is a philosophy that is designed to make an
organization faster, flexible, focused and friendly. It
leads to a structured system that focus each employee
on the customer. It creates an environment that allows
organization-wide participation in planning and
implementing a continuous improvement process to
meet customer needs. 48
In his book Total Quality Control, Feigenbaum (1960) states that TQC is an
effective system for integrating the various initiatives in the field of quality to
enable production and services to be carried out as cheaply as possible
consistent with customer satisfaction.
This definition contains the very root of the problem. The reason why TQC was
not a success in Western forms is especially due to the fact that Western
management was misled by Feigenbaum’s reference to an effective system into
thinking that TQC could be left to a central quality department. As a result,
management failed to realize that an essential ingredient of TQC is
management’s unequivocal commitment to quality improvements. Effective
systems are a necessary but by no means sufficient condition for TQC.
50
 1.4. የአጥስአ ትርጓሜ
አጥአስ ማለት ድርጅቶች የተለያዩ ዘዴዎችን(አህዛዊ) በመጠቀምና
ሁሉንም ሰራተኞች በማሳተፍ የስራ ሂደቶችን በቀጣይነት
የሚያሻሽሉበትና የደንበኞች ፍላጎትን ማርካት የሚያስችል ፍልስፍና እና
መርሆዎች ስብሰብ ነው፡፡
 አጥአስ ድርጅቶችን ፈጣን፣ ተለማጭ፣ ትኩረታቸው የተሰበሰበ እና
ሰው ወዳድ/ምቹ እንዲሆኑ ለማድረግ የተነደፈ ፍልስፍና ነው፡፡
 አጥአስ ሁሉም ሰራተኞች ደንበኛ ላይ እንዲያተኩሩ ማድረግ
የሚያስችል የተዋቀረ ስርዓት እንዲፈጠር ያደርጋል፡፡
 በተጨማሪም ቀጣይነት ያለው የማሻሻያ ስራ ላይ በተቋም ደረጃ
ሁሉምን በማሳተፍ የደንበኛን ፍላጎት ማሟላት የሚቻልበት ከባቢን
ይፈጥራል፡፡
 1.4. የአጥስአ ትርጓሜ…
 በሌላ መልኩ ሲተረጎም ደግሞ አጥአስ ሁሉም የድርጅቱ ሰራተኞች በንቃት
የሚሳተፉበት ቀጣይነት ያለው ለውጥ በማምጣት ደንበኛን ማርካት
የተቻለበት ተቋማዊ ባህል ዕውን የሚሆንበት ራዕይ ነው፡፡
 ጥራት የዚህ ትርጉም አካል ሲሆን አጥስአ የሚከተሉት የጥራት ትርጉሞች
ተዋረድ ውህድ ነው፡-
1. ጥራት - የደንበኛን ፍላጎት በቀጣይነት ማርካት
2. አጠቃላይ ጥራት - ጥራትን በአነስተኛ ወጪ ማግኘት፡፡
3. አጠቃላይ የጥራት ስራ አመራር - አጠቃላይ ጥራትን በሁሉም ተሳትፎ
ማግኘት
ማንኛውም ጥራት ላይ ተፅዕኖ መፍጠር የሚችል በሙሉ ቀጣይነት ላለው
መሻሻል/ለውጥ ኢላማ ነው፡፡ በዚህም መሰረት ሰዎች፣ የስራ ሂደቶች፣
ምርቶች ወይም አገልግሎቶችና እና አከባቢ በለውጡ ትኩረት
የሚሰጣቸው ናቸው፡፡
The Core Principles of TQM
TQM is a philosophy grounded on six core principles
1) Focusing on the customer
2) Participation and teamwork
3) Continuous improvement
4) Factual based decisions
5) Management commitment
6) Supplier partnership

53
 1.5. መሰረታዊ የአጥስአ መርሆች

 አጥስአ በስድስት መሰረታዊ መርሆዎች የተዋቀረ ሲሆን

እነሱም፡-
1) ለደንበኛ ትኩረት መስጠት
2) አሳታፊነትና እና የቡድን ስራ
3) ቀጣይነት ያለው ማሻሻያ
4) እውነትን/መረጃን መሰረት ያደረገ ውሳኔ
5) የአመራር ቁርጠኝነት
6) ከአቅራቢዎች ጋር አብሮ መስራት
1) Focusing on customer
 Focusing on the customer is a business strategy. Any
organization has four customer-related objectives
1. Satisfy the customer
2. Achieve higher customer satisfaction than its competitors
3. Gain larger market share
4. Retaining customers in the long run
Why we need that?
 Dissatisfied customers will buy from competitors next
time
 Tell twice as many friends about their bad
experiences than the good experience
 Has effect on market share and the total revenue
 Cost five times more to get new customers than to retain

55
 1.5.1) ለደንበኛ ት ኩረት መስጠት
 ደንበኛ ላይ ትኩረት ማድረግ እንደ የቢዝነስ ስትራቴጂ ሊወሰደ
ይችላል፡፡ ማንኛውም ኩባንያ አራት ደንበኛን የሚመለከቱ ግቦች
ይኖሩታል፡፡
1) ደንበኛን ማርካት
2) ከተወዳዳሪዎች የበለጠ የደንበኛ እርካታን ማስገኘት
3) ትልቅ የገበያ ድርሻ ማግኘት
4) ደንበኞችን ለረዥም ጊዜ ማቆየት
 ይህን ማድረግ ለምን አስፈለገ?
 ያልረኩ ደንበኞች
 በሚቀጥለው ጊዜ ከተወዳዳሪዎች ይገዛሉ
 እርካታቸውን ከሚገልፁላቸው ጓደኞቻቸው ብዛት ይልቅ ስለቅሬታቸው ሁለት እጥፍ
ለሆኑ ጓደኞቻቸው ስለሚናገሩ
 የገበያ ድርሻ እና አጠቃላይ ገቢ ላይ ከፍተኛ ተፅዕኖ ስላለው
 አዳዲስ ደንበኛን ለማግኘት የሚወጣው ወጪ ለማቆየት ከሚወጣው
ወጪ በአምስት እጥፍ መብለጡ
Customer issues
a)Customer satisfaction
b)Customer perception of quality,
c) customer complaints and feedback,

d)customer retention,
e)employee involvement

Overview of TQM 57
 የደንበኛ ጉዳዮች

1. የደንበኛ እርካታ
2. ደንበኛ ለጥራት ያለው ዕይታ
3. የደንበኛ ቅሬታ እና ግብረ መልስ
4. ደንበኛን መያዝ/ማቆየት

5. የሰራተኞች ተሳትፎ

58
a) Customer Satisfaction
Requirement of Internal and External Customers
• Customer satisfaction is a process never ending
• High level of quality - meeting all his needs
• High degree of flexibility - product flexibility
• High levels of service - maximum service
• Low costs - value for money, customers pride is
for the lowest cost product
• Quick response - Less waiting period, demo,
billing, packing, delivery
• Little or no variability - minimum deviation from the
target and expectation

59
 ሀ) የደንበኛ እርካታ
 የውስጥና የውጭ ደንበኞች ፍላጎቶች
 የደንበኛን ፍላጎት ማርካት የማያቋርጥ ሂደት መሆኑን መረዳት
 ከፍተኛ የጥራት ደረጃ ማለት ሁሉንም ፍላጎቶች ማሟላት እንደሆነ
 ከፍተኛ ደረጃ ተለማጭነት ማለትም የምርት ተለማጭነት
 ከፍተኛ ደረጃ/የላቀ አገልግሎት
 አነስተኛ ዋጋ፡- ለወጣ ገንዘብ የተገኘው እሴት፤ ደንበኛ የሚኮራው
አነስተኛ ዋጋ ባላቸው ምርቶች ነው፡፡
 ፈጣን ምላሽ
 አነስተኛ ወይም ባዶ ልዩነት፡- ከኢላማ ወይም ደንበኛ ከሚጠበቀው ነገር
በአነስተኛ መጠን ማፈንገጥ
 Creating satisfied customers
Customer Satisfaction
Three Part System Customer needs and expectations
(Expected quality)

Human Resource Customer

Management Expectations Identification of
customer needs

Technical Translation into products

and services (designed quality)

Process output
(actual quality)
Company
Operations
Customer Customer perception
(Processes)
Satisfaction (perceived quality)

61
 ሀ)የደንበኛ እርካታ…
የሶስትዮሽ አካላት ስርዓት
የደንበኛ
የሰው ሀብት ፍላጎት
አሰተዳደር

የደንበኛ እርካታ
የኩባንያው
ስራዎች
(የስራ ሂደቶች)
ሀ) የደንበኛ እርካታ…
የደንበኛ ፍላጎት እና የሚጠብቀው
(የሚጠበቅ ጥራት)

የደንበኛን ፍላጎት መለየት

ፍላጎቱን ወደ ምርትና አገልግሎት በቴክኒክ መቀየር

(የንድፍ ጥራት)

የስራ ሂደት ውጤት (ትክክለኛ

ጥራት)

የደንበኛው ዕይታ
 ለ.

Overview of TQM 64
How companies succeed?
 Understand the short term and long term customer needs and
expectations through systematic approach
 Understand the linkage between the voice of the customer
and the design, production and delivery processes
 Make commitment to customer that promotes trust and
confidence in their product and service
 Have effective customer relationship management process
 Measure customer satisfaction, compare the results relative to
competitors, and use the result to improve internal processes
Measuring customer satisfaction can be done trough two ways
1. Analysis of customer complaints
2. Customer research and comparison of results with competitor
results

65
b) Customer perception of quality
Technical Quality versus Functional Quality
• Technical quality - the core element of the good or service.
• Functional quality - customer perception of how the good
functions or the service is delivered.
Expectations and Perceptions
• Customers’ prior expectations (generalized and specific service
experiences) and their perception of service performance affect
their satisfaction with a service.
Satisfaction = (Perception of Performance) – (Expectation)
Gap Gap

product or service
perceptions of the
perceptions of the
product or service
expectations for

expectations of

expectations for
the product or

the product or

the product or
perceptions of
the product or
Customers’

Customers’

Customers’

Customers’
Customers’
Customers’
service

service

service
service

Expectations > perceptions Expectations = perceptions Expectations < perceptions

Perceived quality is poor, Perceived quality is good,

dissatisfied customer Overview of TQM delighting the customer 66
c) Customer compliant and Feedback
Features of Feedback
1. Finds dissatisfaction - dissatisfied customer
normally tend to report and register complaint
2. Priority for quality - Match between organization
perceptions of quality to that of customer
3. Comparison with competitors - Evaluation by
customers who would have known the competitors
4. Customer needs - The real needs of customers is
known directly from the customer
5. Scope for improvement - Future enhancement in
terms of quality

67
Sources of Feedback
1.Comment Card- card attached with the warranty
2.Questionnaire- Mostly close ended and open questions.
3.Analyze and interpret data.
4.Focus Group- call for a meeting and discuss
5.Toll Free Numbers- Free telephone for assistance, register
complaints
6.Customer Visit- customer is put on top priority
7.Report Card- giving a grading sheet to the customer
8.Internet- Online and email feedback.
9.Employee feedback- Customer says what is happening,
employees say why it is happening. Reactive to proactive
approach
10.Mass Customization- instant changes to requirement. 68
Complaints - Feedbacks are proactive complaints are
reactive.
• Help as a proactive device for the future.
– All must be acknowledge as early as possible
– get the information about the progress of the complaint
• Frontline staffs get the direct complaint
Handling complaints
• Develop procedure for complaints, recording, actions to be
taken, inform the staffs
• Categorize complaints - product, service, cost, … etc
• Communicate process of handling complaints to staffs
• Provide regular complaints reports
• Investigate complaint promptly both positive and negative
• Senior managers must have direct involvement
Overview of TQM 69
d) Customer Retention
• It is the final result of customer satisfaction and customer loyalty
• Most cases what customer says or feels may vary from actual consumption or
purchase
• Customer must refer more customers and increase the revenue
• External research must be done to feel the pulse of the customer
• Employee retention is proportional customer retention
Customer Care –
The boss just handles the cash it is the customer who pays your salary, (Henry Ford)
• Meet customers expectation – treat customers alike, respond quickly
• Get the customer’s point of view
• Deliver what is promised
• Make the customer feel valued
• Respond to all complaints
• Over-respond - make him feel he is cloud nine
• Provide clean and comfortable reception area
Communication - All forms of communication
• Minimize the number of contact points – channels and levels
• Write document in customer friendly language
70
e) Front-line people - The people who have first and
direct contact or interaction with the customer
• Hire people who like people - train groom them
• Challenge them to develop better methods – small
changes in packing, billing etc
• Give them authority to solve problems - give
discounts, free gifts etc
• Serve them as internal customers
• Make sure they are adequately trained - written
and oral communication, body language etc
• Recognize and reward performance -

71
Customer-Supplier relationship
 survival of a company and its growth largely depends on
customer satisfaction.
 Customer satisfaction depends on Quality, Price, and Delivery.
 Quality, Price, and Delivery are linked to Process Capability.
 Process Capability is greatly limited by process variation.
 Process variation leads to an increased number of rejects, higher
costs, and longer production time
CUSTOMER
DELIVERY
CYCLE TIME

PRICE Need
Do COST

QUALITY
DEFECTS 72
SUPPLIER
1.5.2 Participation and team work
Participation
• Effective involvement and utilization of the entire work force. TQM is an
organization–wide challenge that is everyone’s responsibility.
• All personnel must be trained in TQM and other appropriate quality
improvement skills so they can effectively participate on project teams.
• People must think about how to improve their jobs, people must be
empowered at the lowest possible level to perform processes in an
optimum manner.
 Involving and empowering employees to simultaneously bring more
minds on decision-making process and increase the ownership feel.
 Well-planned and carried-out controls (not loss of control).
Basis for involving employees:
1. to increase the likelihood of a good decision or a better plan;
2. to promote ownership of decisions by involving who will have to
implement them.
73
 Responsibility for Quality
• Quality not responsibility of any one person or department –
everyone’s job (operator to CEO)
• Start from marketing – determine customer requirements until
product received by satisfied customer
• Delegated to areas with authority to make quality decisions
• Areas responsible (figure next slide)

Customer

Marketing
Product Service

Packing & Quality Design

Storage Product / Engineering
Service
Inspection &  Procurement
Test (Purchasing)

Production Process
74
Design
Team work
 A team is a small number of people with complementary
skills, who are committed to a common purpose, set of
performance goals and approach for which they hold
themselves mutually accountable.
Functions
 To solve problems that are difficult for individuals through
– Brain storming to discover improvement opportunities
– Recommending corrective actions
– Tracking the effectiveness of solutions.

75
1.5.3 ) Continuous improvement
 Improvement should be a proactive task of management
not simply a reaction to problems and competitive
threats
• To understand the process of TQM , all work is seen
as 'process' and TQM is a continuous process of
improvement for individuals, groups of people and
whole organizations.
• TQM is not a quick management fix; it is about changing
the way things are done within organization's lifetime.
• To improve the process, therefore, people must know
what to do , how to do it, have the right methods to do
it, and be able to measure the improvement of the
process and the current level of achievement. 76
• The importance of continuous improvements has by now been
amply illustrated. Masaaki Imai’s world-famous book Kaizen, written
in 1986, focused precisely on this aspect of TQM. In this book, Imai
presented an interesting, but also singular, definition of quality. He
simply defined quality as ‘everything which can be improved’. From
a Western point of view, this sounds a bit extreme.

77
TQM and Continuous Improvement
• TQM is the management process used to make
continuous improvements to all functions.
• TQM is ongoing, continuous commitment to improvement.
• Meeting customer need through CI

Continuous Improvement versus Traditional Approach

Traditional Approach Continuous Improvement
• Market-share focus • Customer focus
• Individuals • Cross-functional teams
• Focus on ‘who” and “why” • Focus on “what” and “how”
• Short-term focus • Long-term focus
• Status quo focus • Continuous improvement
• Product focus • Process improvement focus
• Innovation • Incremental improvements
• Fire fighting • Problem solving
78
• Achieving the highest levels of performance requires a
well-defined and well-executed approach to continuous
improvement and learning.
• “Continuous improvement” refers to both incremental
and breakthrough” improvement.
• Improvement and learning need to be a regular part of
daily work,
• seek to eliminate problems at their source, and
• be driven by opportunities to do better as well as by problems
that need to be corrected.
• Improvements may be of several types:
– Enhancing value to the customer through new and improved
products and services;
– Improving productivity and operational performance through
better work processes and reductions in errors, defects, and
waste; and
– Improving flexibility, responsiveness and cycle time.
Overview of TQM 79
Continuous improvements and their consequences. 80
1.5.4. Management by fact
• To realize the TQM vision, set up a system for continuous
measurement, collection and reporting of quality facts.
– Before you start to change anything, find out where you are now!
• The quality process starts with measurements so that the future
operations are based on facts, not beliefs and opinions.
– the measurement concerns the process and final result,
– Hard data are used in establishing benchmarks, monitoring
performance, and making improvements.
– Decision making and problem solving is based on scientific
principals.
– Data provide real-time information to identify assignable reasons
for variation, determine root causes, and take corrective action.
– Performance data such as yields, cycle times, and productivity
help determine effectiveness and improving.
• Three kind of measurements
1. CSI=Customer Satisfaction Index
2. ESI=Employee Satisfaction Index
3. Measurements of processes - ‘quality checkpoints’ and ‘quality
control points’.
81
Overall customer satisfaction
• Overall customer satisfaction (Customer Satisfaction
Index, or CSI) —can then be calculated as a simple
weighted average: CSI=W1C1+W2C2+…+ WnCn

Quality measurements: expanded concept

Firm Customer Society
Process Employee satisfaction External checkpoints
Control and (environmental, political,
checkpoints social)
Result Customer satisfaction Ethical/social accounting
Business result
Overview of TQM 82
Total experienced quality. 83
Quality Control Points And Quality Checkpoints
• A firm is a collection of connected processes producing
some ‘result’
• Measures are:
• Quality control points - ‘R criteria’ (=result criteria), measures a
given process result,
• quality checkpoints ‘P criteria’ (=process criteria), measures the
state of the process
• quality control point for one process can be quality
checkpoint for another.
The control point is given by
Total defects per unit = number of defects/number of
units produced or tested
– defect = anything which caused customer dissatisfaction.
– unit = any unit of work
• This metric provided a common terminology and
methodology in driving the quality improvement process.
Overview of TQM 84
Quality Costs
• Total quality costs can be found by comparing the firm
with ‘the perfect firm’ or ‘the perfect processes’ - concept
of benchmarking.
• There is also a close connection between quality control
points and quality costs.
• Each of the firm’s processes can be compared with ‘the
perfect process’ and all the potential control points can
therefore be compared with the result of ‘the perfect
process’.
• The comparison result Opportunity For Improvement
measured in money (OFIs) which can be determined
from annual quality audit or when quality improvement
teams choose new quality problems to solve.
– Visible costs are costs which the firm has decided to record.
Overview of TQM 85
 Table 4.3A new classification of the firm’s quality costs
Internal costs External costs Total
Visible 1a. Scrap/repair costs 2. Guarantee/ 1+2
costs 1 b. Preventive/ appraisal ex gratia costs
costs (complaints)
Invisible 3a. Loss of efficiency due to 4. Loss of good 3+4 (?)
costs poor quality/ bad will due to poor
management 3b. quality/ bad
Preventive/ appraisal costs management
Total 1+3 (?) 2+4 (?) 1+2+3+4 (?)

86
1.5.5) Management commitment (Leadership)
• TQM starts at the top, where serious obsession commitment
to quality leadership must be demonstrated.
• Chief executive must accept the commitment to a quality
policy that deals with the organization for quality, the
customer needs, the ability of the organization, supplied
materials and services, education and training, and review
of management systems for never-ending improvement.
• A committed and involved management to provide long-term
top-to-bottom organizational support.
 They create a strategic vision and clear quality
 Set high expectations: leaders can inspire people to do things that
they do not believe they can do.
 Demonstrate substantial personal commitment
 Integrate quality values to the daily leadership and management
 Sustain an environment for quality exercise
87
Quality Leadership is top management responsibility
• Senior leaders need to commit to the development of the
entire workforce and encourage participation, learning,
innovation, and creativity throughout the organization..
• Senior leadership must set directions; create a customer
orientation, clear quality values, and high expectations that
address the needs; and build them into operation.
• Achieving quality and market leadership requires a strong
future orientation and a willingness to make long-term
commitments to key stakeholders-customers, employees,
suppliers, stockholders, the public, and the community.
• Basic Tenets of TQM that Quality goals are a moving
target, thereby requiring a commitment toward CI.
Overview of TQM 88
 The principles of TQM as a pyramid
1. The base is the principles and concepts to the sides
2. The leadership is central to create TOM organization
3. The organization has to be guided through TOM principles
and core concepts by leadership.

Figure 3 Pyramid model

of TQM, Source: Kanji
and Asher, 1993

Overview of TQM 89
1.5.6) Supplier partnership
• Treating suppliers as partners. On the
average 40% of the sales is purchased
product or service, therefore, the supplier
quality must be outstanding. The focus
should be on quality and life cycle costs
rather than price.
• Suppliers should be few in number so that
true partnering can occur.

90
• Partnering :Organizations increasingly
recognize the need to establish mutually
beneficial relationships in partnerships.
The philosophies behind TQM and
‘Excellence’ laydown principles and
guidelines to support them.
• How partnerships are planned and
managed must be in line with overall
policies and strategies and support the
operation of the processes.
91
• Establishing effective partnerships
requires attention to identification of key
strategic partners, design/development of
relationships, structured value-adding
• supply chains, cultural fit and mutual
development, shared knowledge and
• learning, improved processes, measured
performance and feedback

92
• When establishing partnerships, attention
should be given to maximizing the
understanding of what is to be delivered
by the partnership – the needs of the
customer and the capability of the supplier
must match perfectly if satisfaction and
loyalty are to be the result;

.
93
 Total Quality Management understanding what represents value for
money – getting the commercial relationship right;
• understanding the respective roles and ensuring an appropriate
allocation of responsibilities – to the party best able to manage
them; working in a supportive, constructive and a team-based
relationship; having solid programs of work, comprising agreed
plans, timetables, targets, key milestones and decision points;
structuring the resolution of complaints, concerns or disputes rapidly
and at the lowest practical level; enabling the incorporation of
knowledge transfer and making sure this adds value; developing a
stronger and stronger working relationship geared to delivering
better and better products or services to the end customer – based
on continuous improvement principles

94
Overview of TQM 95
ክፍል-2፡-የአጥስአ ቴክኒኮችና መሳሪያዎች

Overview of TQM 96
2.1. የፖሊስ አመራር /policy management ment
የአጥስአ የፖሊስ አመራር

የድርጅቱ ራዕ/vistion
የድርጅቱ ተልዕኮ/misstion
የድርጅቱ የብዝነስ ፖሊሲ/Business
policy

መምሪያ/Division መምሪያ/ Division

policy policy
ክፍሎች/Se ክፍሎች/Se ክፍሎች/Se ክፍሎች/Se
c. policy c. policy c. policy c. policy
መርሃ ግብር/ Deploy to
action plan

የአጥስአ የፖሊስ አመራር

97
 2.2 ፖሊስን ማውረድ/ Policy Deployment

Company
Mission
&Vision
The executive decides the
Business company-wide policy and
assigns challenges to
Breakdown Policy each 　 division

Responding to the company

Division policy and challenges, the
supervisor of each division
Breakdown Policy decides on measures to realize
the policy of the division and
assigns challenges to sections.

Section Individual
Breakdown policy goals

Responding to the policy and

challenges of the division,
sections consider measures to
realize the policy 98
2.2.1. የጥ.መ.ድ.ስ ትንተና መጠቀም/ Utilizing SWOT Analysis

ከድርጅቱ ራዕ እና ተልዕኮ በመነሳት ትንተና መከናወን

አዎንታዊ ትንጣቶች/Positive factor አሉታዊ /Negative factor

መልካም አጋጣሚዎች/
ውስጣዊ ሁኔታ/
Opportunity 　　　 ስጋት/Threat
External
environment 　　 　　　

ጥንካሬ/Strength
ውጫዊ ሁኔታ/
Internal 　　　　　 ድክመት/weakness
environment 　

Capture positive factors Sidestep negative factors

and and
strengthen/extend resolve/overcome
99
 2.2 የጥምረት አመራር /Cross functional management
1. Introduction
What is “ Cross-functional Management “?
Cross-functional management is the activities which is done to achieve company wide targets
in management elements like quality, cost, production volume, and delivery date etc. efficiently
according to
① Cross- cooperation among departments
② Making of a proper task allotment for each department

In general, even if each department in the entire company manages the tasks of the
department respectively, integrated power cannot be demonstrated as the entire company.
In TQM, there are activities done in a single section and done by the cooperation of two or
more departments . It can be said that the former is vertical activities and latter is horizontal
activities . The latter is called “Cross-functional Management “

The purpose of “ Cross-functional Management is strengthening the coordinated activity

among organizations.
As for the solution of the important problems related to a lot of departments or the problems that
must be solved as the entire company , it is difficult to solve problems in the activities of a single
department. Solving this respect, “Cross-Functional Management is introduced.
2
 2. Examples of functions
2. Examples of functions
①2.Company-wide
Examples of integrated planning
functions
① Company-wide integrated planning
2. Examples
② The
① Company-wide
② The of tasks from
function
of
function to achieve functions
company
integrated
② The function to achieve
③ A series products
to achieve
wide targets for quality and the cost, etc.
planning
company wide targets for quality and the cost, etc.
planning,
company product
wide targetsdesign to sales
for quality and(Processes)
the cost, etc.
③ A series of tasks from products planning, product design to sales (Processes)
① Company-wide
④ Human resource
③ A series of tasks integrated
management
from
④ Human resource management
or general
products planning
affair
planning,
or general
management,
product etc. that
design to sales provide
(Processes)
affair management, etc. that provide
services
④ Human to above mentioned
resource functions.
management or general affair management, etc. that provide
② The services
function tomentioned
achieve
services to above mentioned functions.
to above company wide targets for
functions.
quality and the cost, etc.
③ A series of tasks from products planning, product
design to sales (Processes)
④ Human resource management or general affair
management, etc. that provide
services to above mentioned functions.

Overview of TQM 101

 Function

Human Resource
General Affair
Management

Management
Management
Assurance
Quality

Cost
Planning
Affilitates

Sales Function Products

Products Planning

Producst Design
Quality Assurance
Cost Management

Production
Products
(including Production Preparation
Design
Inspection)
Purchasing
Production
Purchasing Production
Preparations
( including Inspection)
Function
Sales
Human Resource Management
・General affair Management etc. Overview of TQM 102
3. Targets in “Cross-functional Management”
It can be said, “Cross-Functional Management” is entire company activities
with a certain purpose.

The setting of function items in “Cross-Functional Management” is different by

a corporate performance, the form of enterprises, the scale of enterprises, and
company‘s basic principles, etc.

Generally, the following three functions are often made a target.

　 ① Quality assurance （ Q)
　 ② Cost management(Profit ）（ C)
　 ③ Production volume management （ D)

Besides these, there are order (sales) management, new products development
management, delivery management, subcontract management, a safety control,
information management, a human resources management, and environmental
protection, etc. as functional items.
4
2.3 ከምርጥ ተሞክሮ ራስን ማነፃፀር
/Bench marking/
ማንኛውም ድርጅት በተሰማራበት የስራ ዘርፍ ምርጥ ለመሆን ከሌሎች ምርጥ የአሰራር
ዘዴዎችን (Methods) ምርጥ ተሞክሮን (best practices) እና የስራ ሂደትን (process)
ይህን ምርጥ ውጤታቸውን እንዴት እንደገኙት በማወቅና ፤ ተሞክሮውን በመቀመር ፤ ከራስ ልዩ
ሁኔታ ጋር በማዛመድና በማላመድ ስራ ላይ በማዋል፤ የነበረውን የአፈፃጸም ደረጃ ወደ ላቀ ደረጃ
በማድረስ ምርጥ ድርጅት ለመሆን የሚደረግ ጥረትና የአሰራር ዘዴ ነው፡፡

ከትኩረት መስክ አ ኳ ያ ቤንች ማርኪንግ በሁለት ይከፈላል

1. ውጤት ተኮር/result or performance/ ከሉም በላይ ትኩረተ በምርቱ የአገልግሎቱ

የመጨረሻ ውጤት ላይ ሲሆን የምርቱን ዋጋን፤ የቴክኒክ ብቃቱን ፤ፍጥነቱን
አስተማማኝነቱን እና ሎሎች ጉዳዮችን በማንሳት የሚነፃፀርበት ዘዴ ነው

2. ስራ ሂደት-ተኮር /process/ ከውጤቱ ባሻገር ፤ ምርቱ ውይም አገልግሎቱ የተገኘበት

የአሰራር ሂደት ፤ ለሂደቱ ግብኣት ስለሆኑ ጉዳዮች ፣ስትራቴጂ ዕቅድም ቢሆን
የተዘጋጀበትን ሂደት መመርመር ይመርጣል፣ ለሂደቱ ጥራት ትኩረት ይ ሰጠል፡፡ 104
2.3.1 የቤንችማርኪንግ ዓይነቶች

1. ውስጣዊ ምርጥ ተመክሮ /internal bench marking

2. ከተፎካካሪ የሚቀሰም ምርጥ ተሞክሮ/ Competitors bench marking
3. የስራ ዘርፎችን መሰረት ያደረገ ምርጥ ተሞክሮ/Functional bench
marking
4. አዳዲስ እና ፈጠራ የታከለበት አሰራር ምርጥ ተሞክሮ/Generic bench
marking/

105
2.4 የጥራት ስራን ማውረድ/Quality
Function Deployment(QFD)

Overview of TQM 106

 2.6. የጥራት ወጪ/Cost of quality
ከጥራት ጋር በተያያዙ ወጪዎች በሶስት ዋና ዋና ክፍሎች
የሚመደቡ ናቸው

1. ውስጣዊ የጥራት ችግሮች ወጪዎች ውጫዊ የጥራት ችግር

ወጪዎች
2. ምርት/አገልግሎት ተፈላጊ ሆኔታዎች(መስፍርቶች)
ስለመሟላታቸው የመረጋገጫ ወጪዎች
3. የመከላከያ እርምጃ ወጪዎች

የትምህርት እና ስልጠና ወቸ 107

 የጥራት ወጪ/Cost of quality
የጠቅላለ የጥራት አመራር ስርዓት ትግበራ በፊት እና በኻለ
ውስጣዊ ወጪዎች የተቆጠበ ገንዘብ
300000 250000
ውስጣዊ ወጪዎች
150000
ውጫዊ ወጪዎች
ውጫዊ ወጪዎች 100000
200000 ተፈላጊ መስፈርቶች
ስለመሟላቸው የማረጋገጫ
ወጪዎቸ
100000
ተፈላጊ መስፈርቶች
ስለመሟላቸው የማረጋገጫ
ወጪዎቸ የመከላከያ እርምጃ
200000 ወጪዎች 200000 ብር
የመከላከያ እርምጃ
ወጪዎች 100000 ብር
108
2.5. የውድቀት መንገዶች እና የተፅኖ
ትንተና/FMEA/

Overview of TQM 109

2.7. ስታስቲካል የስራ ሂደት ቁጥጥር/Statistical
Process Control(SPC በመጠቀም ችግሮችን መፍተት

Overview of TQM 110

 ርዕሰ ጉዳይ ለመምረጥ

ነባራዊ ኹናቴ ለማጥናት የድርጊት መርሐ ግብር ለማዘጋጀት

የችግሩን ምንጭ ለማወቅ

የመፍትሔ ሃሳብ እና ትግበራውን መገምገም

ውጤታማነቱን ለማረጋገጥ ወጥነቱን ለማረጋገጥ
እናመሰግናለን