ORGANIZING

FOR
QUALITY
 KAIZEN
CHANGE GOOD

• It is a never-ending journey centered on the concept of starting anew each day

with the principle that methods can always be improved.
• It is the process of continuous improvement in small increments that make the
process more—efficient, effective, under control, and adaptable
• The emphasis is on encouraging everyone to make improvements.

Org ani zi ng for Qual i ty

 FOCUS OF
IMPROVEMENT
1. Value-added and non-value-added work activities.
2. Muda, which refers to the seven classes of waste—over-production, delay,
transportation, processing, inventory, wasted motion, and defective parts.
3. Principles of motion study and the use of cell technology.
4. Principles of materials handling and use of one-piece flow.
5. Documentation of standard operating procedures.
6. The five S’s for workplace organization, which are five Japanese words that mean
proper arrangement (seiko), orderliness (seiton), personal cleanliness (seiketso),
cleanup (seiso), and discipline (shitsuke).
 FOCUS OF
IMPROVEMENT
7. Visual management by means of visual displays that everyone in the
plant can use for better communications.
8. Just-in-time principles to produce only the units in the right quantities,
at the right time, and with the right resources.
9. Poka-yoke to prevent or detect errors.
10. Team dynamics, which include problem solving, communication skills,
and conflict resolution.
 QUALITY CIRCLES
Quality Circles is a group of workers doing similar work who meet:

• Voluntarily

• Regularly

• In normal working time

• Under the leadership of their ‘supervisor’

• TO identify, analyze, and solve work-related problems

• TO recommend solutions to management

Org ani zi ng for Qual i ty

Structure of a quality circle organization
The unique feature about quality circles or kaizen teams is that people are asked to join
and not told to do so.

MEMBERS • Possess the ability to identify and solve work-related problems.

LEADERS • The immediate supervisors or foremen of the members

FACILITATORS • The managers of the quality circle programs

MANAGEMENT • It supports and commitment are necessary to quality circles or, like any other concept,

they will not succeed

Org ani zi ng for Qual i ty

Training quality
circles
The training of circle/kaizen leaders and
members is the foundation of all
successful programs. The whole basis of
the training operation is that the ideas
must be easy to take in and be put across
in a way that facilitates understanding.
Training quality circles
1 Introduction to quality circles

2 Brainstorming

3 Data gathering and histograms

4 Cause and effect analysis

Training quality circles
5 Pareto analysis

6 Sampling and stratification

7 Control charts

8 Presentation techniques
Awards in Quality
Management

QUA LIT Y M ANAGEM ENT

 AWARDS IN QUALITY
MANAGEMENT
MBNQA RGNQA Deming prize

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Malcolm The Rajiv Gandhi Deming Prize

Baldrige National Quality National Quality
Award (RGN QA) 1994
Award
 Malcolm Baldrige National Quality
Award
The Malcolm Baldrige National Quality Award (MBNQA) is an annual
award to recognize U.S. organizations for performance excellence. It was
created by Public Law 100–107 on August 20, 1987. The award
promotes: understanding
of the requirements for performance excellence and competitiveness
improvement, sharing of information on successful performance
strategies, and the benefits derived from using these strategies. There are
five categories: manufacturing, service, small business, health care, and
education. Three awards may be given each year in each category.
 The Rajiv Gandhi National Quality Award
(RGN QA) 1994

Named after India’s late Prime Minister Shri Rajiv Gandhi, the Rajiv
Gandhi National Quality Award was initiated by the Bureau of Indian
Standards in 1991. Its evaluation procedure is very much comparable to
that of the MBNQA. There are four award categories: ‘large scale
manufacturing units,’ ‘small scale manufacturing units,’ ‘service sector
organisations,’ and ‘best of all’; one award for each of them.
There are six commendation certificates each for the large- and small-
scale manufacturing units.
DEMING PRIZE
The Deming Prize is the longest-running and one of the highest
awards on TQM (Total Quality Management) in the world. It
recognizes both individuals for their contributions to the field of
Total Quality Management (TQM) and businesses that have
successfully implemented TQM.[1] It was established in 1951 to
honor W. Edwards Deming who contributed greatly to Japan’s
proliferation of statistical quality control after World War II.

www. real l y greatsi te .c om

 Quality
Management
Systems

QUA LIT Y M ANAGEM ENT

 ISO 9000
ISO 9000 is a set of standards for quality management, developed as an
internationally-acceptable baseline for performance by businesses and other
organizations. It was created by the International Organization for Standardization
(ISO) with input from standards professionals from many nations.

QUA LIT Y M ANAGEM ENT

 8 PRINCIPLES OF ISO 9000
1. Customer focus
2. Leadership
3. Involvement
4. Process approach
5. System approach to management
6. Continual Improvement
7. Factual approach to decision making
8. Mutually beneficial supplier relationships
IMPLEMENTATION
1 Top Management Commitment
2 Appoint the Management Representative
3 Awareness
4 Appoint an Implementation Team
5 Training
6 Time Schedule
7 Select Element Owners
IMPLEMENTATION
8 Review the Present System
9 Write the Documents
10 Install the New System
11 Internal Audit
12 Management Review
13 Preassessment
14 Registration
 ISO 14000
It is related to environmental management that exists to help organizations
minimize how their operations negatively affect the environment, comply with
applicable laws, regulations, and other environmentally oriented requirements;
and continually improve in the above.

QUA LIT Y M ANAGEM ENT

Organizational
Evaluation
Standards
• ISO 14001, entitled, “Environmental Management Systems—Specifications with Guidance for
Use,” gives the elements that organizations are required to conform to if they seek registration.
This standard is the heart of the standards and will be discussed in greater detail later in the
chapter.
• ISO 14004, entitled, “Environmental Management Systems—Guidelines on Principles, Systems,
and Supporting Techniques,” provides supplementary material. It is for information only and is
not to be used for registration.
• ISO 19011:2002 (Guidelines for quality and environmental management system auditing), which
covers a range of audit related functions. It is intended that by using this new standard,
organizations can save time and money by:
o Avoiding confusion over objectives of environmental or quality audit programs.
o Establishing agreement of goals between individual audit programs.
o Reducing duplication of efforts.
o Ensuring the use of best audit formats.
o Evaluating competence of audit team members againsts appropriate criteria.
• ISO 14031, entitled, “Guidelines on Environmental Performance Evaluation,” presents
information on recording information to track performance. It helps the organization meet the
requirements of ISO 14001, Section 4.5.1, Monitoring and Measuring.
Product Evaluation
Standards
• ISO Guide 64:2008 entitled, “Environmental Aspects in Product Standards,” is designed to help
writers develop product standards. Writers should carefully consider the environmental
consequences when developing criteria, elements, and characteristics that go into the standard.
• ISO 14020:2000, entitled, “Environmental Labels and Declarations—General Principles for All
Environmental Labeling,” provides guidance on the goals and principles that should be used in
development and use of environmental labels and declarations. Product improvement is a
desirable benefit but not the objective of the standard. This standard is not intended for use as a
specification for certification and registration purposes.
• ISO 14021:1999 entitled, “Environmental Labeling—Self-Declaration of Environmental
Claims: Terms and Definitions,” applies to organizations that are declaring that their product has
an environmental attribute such as being recyclable or energy efficient. The standard ensures that
this type of labeling is accurate, verifiable, and not deceptive.
• ISO 14024, entitled, “Environmental Labeling—Practitioner Programs: Guiding Principles,
Practices, and Certification Procedures for Multiple Criteria Programs,” establishes criteria for
third-party labeling or seal programs. These programs determine which products have overall
environmental superiority as compared to other products.
• ISO 14025:2006, entitled “Environmental Labels and Declarations—Type III Declarations—
Principles and Procedures.” This standard establishes principles for use of environmental
information, in addition to those given in ISO 14020:2000. Type III environmental declarations
as described in this standard are intended to be usedin business communication.
• ISO 14040:2006, entitled, “Life-Cycle Assessment—Principles and Framework,” provides an
overview of the practice, applications, and limitations of LCA. Life-cycle assessment and life-
cycle invest (LCI) attempt to determine the long-range environmental effect of a product.
• ISO 14044:2006, entitled “Life-Cycle Assessment—Requirements and Guidelines” specifics
requirements and provides guidelines for LCA, LCI and Life-Cycle Impact Assesment (LCIA).
 ISO 26000

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ISO 26000
It provides guidance to those who recognize that respect for
society and environment is a critical success factor. As well
as being the “right thing” to do, application of ISO 26000 is
increasingly viewed as a way of assessing an organization’s
commitment to sustainability and its overall performance.