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DESIGNING ORGANISATIONFOR QUALITY

-AN OVERVIEW

BY,S.SANTHOSH

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ORGANISATION FOR QUALITY

Role of upper management,

Establish and serve on quality council

Establish quality policies Establish and deploy quality goals

Provide the resources

Provide for reward

Provide problem-oriented training

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Quality council

Formulating quality policy

Estimating major dimensions of the qualityproblem

Establishing an infrastructure including Qualitycouncils ,assignment of roles and responsibilities.

Providing for coordination .

Establishing new measures for progress review.

Designing a plan for recognition. Establishing a plan for publicity of quality related

activities.

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Role of middle management

Nominating quality problems for solutions

Serving as leaders of various types of qualityteams.

Serving as members of quality teams.

Leading the quality activities within their ownarea by demonstrating a personal commitmentand encouraging their employees.

Identifying customers and suppliers and meetingwith them to discover and address their needs.

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Copyright 2006 John Wiley &Sons, Inc.

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QualityProductivity Ratio

QPR

productivity index that includes productivity andquality costs

QPR =

(non-defective units)

(input) (processing cost) + (defective units) (reworked cost)

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Copyright 2006 John Wiley &Sons, Inc.

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PresentationImplementation

Monitoring

SolutionProblem results

Problem AnalysisCause and effect

Data collection and

analysis

Problem

IdentificationList alternativesConsensus

Brainstorming

Training

Group processesData collection

Problem analysis

Organization8-10 members

Same area

Supervisor/moderator

Quality Circle

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Quality circle pursue 2 types of problems.Those concerned with personal well being of the

workers and

Those concerned with well being of the company.

Benefits of quality circles

Measurable savings and

improvements in attitude and behavior of people

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TRAIN UPPER

MANAGEMENT

CREATE QUALITY

COMTROL TASK

FORCE

TRAIN MIDDLE

MANAGEMENT

DEFINE

BROAD

GOALS AND

POLICIES

ANNOUNCEAPPROACH

TO ALLNOMINATE PROJECTS

,SELECT TEAM

MEMBERS, PROVIDE

TRAINING

SET UP CROSS

FUNCTIONAL AND

DEPT PROJECTS

EVALUATE

RESULTS,IMPLEMENT

FRAMEWORK,

REVIEW

PROGRESS

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Copyright 2006 John Wiley &Sons, Inc.

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Strategic Implications of

TQM

Strong leadership

Goals, vision, or mission

Operational plans and policies

Mechanism for feedback

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Copyright 2006 John Wiley & Sons, Inc. 3-11

Black Belts and Green

Belts

Black Belt

project leader

Master Black Belt

a teacher and mentor

for Black Belts

Green Belts project team members

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Copyright 2006 John Wiley &Sons, Inc.

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3.4 DPMO

67,000 DPMO

cost = 25% of

sales

DEFINE CONTROLIMPROVEANALYZEMEASURE

Six Sigma: DMAIC

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Copyright 2006 John Wiley &Sons, Inc.

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Seven Quality Control Tools

Pareto Analysis

Flow Chart

Check Sheet

Histogram

Scatter Diagram

SPCChart

Cause-and-Effect Diagram