QUALITY MANAGEMENT

1

• QUALITY MANAGEMENT

2

• CURRENT DEMANDS FROM ORGANISATIONS
• TO UNDERSTAND WHAT CUSTOMER WANTS
• AND TO PROVIDE IT , IMMEDIATELY ON
  DEMAND ,
• AT LOWEST COST
• TO PROVIDE PRODUCTS SERVICES OF HIGH
  QUALITY AND RELIABILITY CONSISTENTLY
• TO KEEP UP WITH PACE OF CHANGE ,
  TECHNOLOGICAL AS WELL AS POLITICAL AND
  SOCIAL
• TO BE ONE STEP AHEAD OF THE
  CUSTOMERS NEEDS THAT IS , TO PREDICT
  WHAT THE CUSTOMER WILL WANT ONE
  YEAR OR TEN YEARS FROM NOW
• CUSTOMER MEANS INTERNAL CUSTOMER AS WELL

3
QUALITY MANAGEMENT TRIANGLE
COMMITMENT TO NEVER-ENDING QUALITY
IMPROVEMENT
SCIENTIFIC KNOWLEDGE
INVOLVEMENT
4
WHAT IS
QUALITY ? EVERYTHING WHICH MATTERS
TO THE CUSTOMER WHAT IS POTENTIAL
OF AN ORGANISATION ? (
INCLUDING THE EFFECT OF SYNERGY )
WHAT IS PRESENT LEVEL OF PERFORMANCE ? QUALITY
MANAGEMENT ATTEMPTS TO FILL THIS GAP
REVENUE-EARNING PER STAFF PER ANNUM FOR IR
5

• Traditionally Quality has 3 main dimensions
• Performance
• Price
• Promptness
• In present context , following more dimensions
• should be added to Concern for Quality
• Global competitiveness
• Concern for environment
• Concern for safety ( for Transport Orgn. )

6

• SOME QUALITY GURUS
• DEMING - 14 POINTS
• CONSTANCY OF PURPOSE
• ADOPT NEW PHILOSOPHY
• CEASE DEPENDENCE ON INSPECTION
• DONT DO BUSINESS ON PRICE TAG ALONE
• IMPROVE PROCESSES CONSTANTLY
• INSTITUTE TRAINING ON THE JOB
• INSTITUTE LEADERSHIP
• DRIVE OUT FEAR
• BREAKDOWN BARRIERS BETWEEN DEPARTMENTS
• ELIMINATE SLOGANS
• ELIMINATE NUMERICAL TARGETS
• REMOVE BARRIERS TO PRIDE IN WORKMANSHIP
• SUPPORT SELF IMPROVEMENT , AND
• DO IT

7
QUALITY GURUS .

• JURAN QUALITY TRILOGY
• QUALITY PLANNING , QUALITY IMPROVEMENT PROJECTS
  , QUALITY CONTROL
• CROSBY QUALITY IS FREE
• ZERO DEFECTS , DO IT RIGHT FIRST TIME , ASSIGN
  MONEY
• VALUE TO NON CONFORMANCE TO QUALITY
• TAGUCHI - LOSS FUNCTION
• LOSS TO SOCIETY IS PROPORTIONAL TO SQAURE OF
• DEVIATION FROM THE TARGET

8

• 8 QUALITY MANAGEMENT PRINCIPLES
• ( As per ISO 9000 Standard )
• CUSTOMER FOCUS
• LEADERSHIP
• INVOLVEMENT OF PEOPLE
• PROCESS APPROACH
• SYSTEM APPROACH TO MANAGEMENT
• CONTINUAL IMPROVEMENT
• FACTUAL APPROACH TO DECISION MAKING
• MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS

9

• CONCEPTS UNIQUE TO QUALITY MANAGEMENT
• PREVENTION VS. DETECTION OF DEFECTS
• JAPANESE MANAGEMENT PRACTICES
• KAIZEN, 5S ( SEIRI - SORTING,
  SEITON- ORDER,
• SEISO- CLEANLINESS , SEIKETSU- STANDARDIZE AND
• SHIT SUKE- SELF DISCIPLINE), POKAYOKE,
  
• JIT, QUALITY CIRCLES ETC.
• QUALITY LOSSES - INTERNAL /EXTERNAL FAILURES
• LEAD TIME REDUCTION - TOTAL TIME CONSISTS OF-
• SET-UP TIME, PROCESS TIME , QUEUE TIME
  DUE TO
• BOTTLENECKS AND WAIT TIME FOR ANOTHER ACTIVITY
• TO COMPLETE , LEAD TIME VS. BUTT- TO
  BUTT TIME
• BENCHMARKING - PERFORMANCE , PROCESS , PRODUCT

10

• MORE QUALITY MANAGEMENT CONCEPTS
• 7 QUALITY IMPROVEMENT TOOLS CHECK SHEET,
• SCATTER DIAGRAM, STRATIFICATION, HISTOGRAM,
• CONTROL CHARTS, PARETO DIAGRAM AND
• CAUSE EFFECT DIAGRAM
• LAW OF VARIATION
• PROCESS CAPABILITY
• CROSS - FUNCTIONAL TEAMS
• P-D-C-A CYCLE
• HIGHLIGHTING FAILURES
• PUSH VS. PULL WAY OF WORKING

11

• HOW TO START QUALITY MANAGEMENT
• CONSTITUTE AN APEX QUALITY COUNCIL
• START ISO 9000 AWARENESS SUGGESTION SCHEME
• INCREASE TRAINING CULTURE FOR ONE AND ALL
• INTRODUCE FORMAL REGULAR INTERACTIONS
• WITH YOUR CUSTOMERS
• FORM CROSS-FUNCTIONAL TEAMS TO SOLVE PROBLEMS.
• EMPOWER THEM
• FORM SMALL AUTONOMOUS TEAMS FOR VARIOUS
• REGULAR ACTIVITIES. GIVE THEM FREEDOM
• CAREFULLY SELECT QUALITY SUPPLIERS AND BUILD
• JOINT WORKING CULTURE

12

• 5 BROAD REQUIREMENTS OF ISO 90012000
• QUALITY MANAGEMENT SYSTEM
• MANAGEMENT RESPONSIBILITY
• RESOURCE MANAGEMENT
• PRODUCT REALIZATION
• MEASUREMENT, ANALYSIS AND IMPROVEMENT

13
21 st . century winners

• Total quality - focused.
• Information technology based.
• Vision directed.
• Flatter and empowered.
• Customer driven.
• Flexible and adaptive.
• Time based.
• Innovative.
• Global.
• Networked.

14
For Indian Railways Year 2003-2004 has been
declared as Customer Satisfaction Year