Total Quality Management - CII Institute of Logistics
Total Quality Management - CII Institute of Logistics
Total Quality Management - CII Institute of Logistics
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
SEMESTER - IV<br />
TOTAL QUALITY MANAGEMENT<br />
COURSE MATERIAL<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 1<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
CONTENT DEVELOPED BY<br />
P K Vishwanathan<br />
All rights reserved. No part <strong>of</strong> this work may be reproduced in any form, without the permission<br />
in writing from <strong>CII</strong> INSTITUTE OF LOGISTICS. Material adopted from the reading material<br />
prepared for the Post Graduate Diploma in Supply Chain <strong>Management</strong>, <strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong><br />
for the specific requirements <strong>of</strong> the course “PG Diploma in <strong>Logistics</strong> <strong>Management</strong>” <strong>of</strong>fered for<br />
the Post Graduate students <strong>of</strong> MIM, Chennai. No part <strong>of</strong> this material could be shared by the<br />
intended readers with others.<br />
Further information about the course <strong>of</strong>fered by <strong>CII</strong> INSTITUTE OF LOGISTICS may be<br />
obtained from the <strong>CII</strong> INSTITUTE OF LOGISTICS (Southern Regional Headquarters) at<br />
Velacherry Main Road, Guindy, Chennai – 600 032.<br />
For restricted circulation only.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 2<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Course Content<br />
Module 1<br />
1. Introduction<br />
2. Approaches & Philosophies in TQM<br />
3. <strong>Quality</strong> & Competitiveness<br />
4. Enhancing Customer value through TQM<br />
5. Strategic Planning for <strong>Quality</strong><br />
Module 2<br />
6. Implementation<br />
7. Leadership<br />
8. Teambuilding & Teamwork<br />
9. Employee empowerment<br />
Module 3<br />
10. Tools for <strong>Quality</strong> Improvement<br />
11. <strong>Quality</strong> Function Deployment<br />
12. Statistical Process Control<br />
13. Continuous Improvement<br />
Module 4<br />
14. Benchmarking<br />
15. JIT<br />
16. Six Sigma<br />
17. ISO Standards & <strong>Quality</strong> <strong>Management</strong><br />
18. <strong>Quality</strong> <strong>Management</strong> & Ethics<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 3<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
1.1 Introduction<br />
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong> (TQM) a sound methodology for continuous improvement<br />
has established itself very well over the years. It is deep rooted in the philosophy that<br />
status quo is painful and indeed going backwards. In-built in the minds <strong>of</strong> all <strong>of</strong> us is a<br />
strong desire to improve. TQM has evolved as a system, which can facilitate<br />
‘improvement-efforts’ within organizations. We are not merely talking about<br />
increased pr<strong>of</strong>its but more importantly interested in relentless improvement programs<br />
where excellence in service and product quality is paramount.<br />
Some organizations may begin their TQM journey from a position <strong>of</strong> financial strength<br />
or quality reputation. Others may begin from a position <strong>of</strong> survival in which there are<br />
two alternatives namely get smarter or go out <strong>of</strong> existence. In a lighter vein, Dr.<br />
Deming said, “Survival is not compulsory”.<br />
In this present challenging and changing world, remaining static is a definite passport<br />
for existence. [‘standing still’ is a definite recipe for going out <strong>of</strong> existence]. The<br />
climate today is such that any progressive organization that wants not only to survive<br />
but also to grow and prosper on a long-term time horizon must be able to cope with<br />
rising customer expectations, higher standards in product and service quality, and<br />
intense competition both in the domestic and international marketplace. In addition, the<br />
other important factors namely government policies and legislations, demographic<br />
changes, customer choices and tastes, and external environmental pressures will<br />
compulsorily kindle the desire to improve.<br />
TQM is a long-term strategy. It is not simply a matter <strong>of</strong> conformance to customer’s<br />
specifications. If developed and implemented correctly, TQM will positively impact the<br />
hearts and minds <strong>of</strong> all people in an organization who are involved in various tasks.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 4<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Historical Perspective <strong>of</strong> TQM<br />
In the 1920s, W.A. Shewhart developed control charts for reducing and stabilizing<br />
process variation using statistical methods. Thus, he paved the way for what we call<br />
statistical process control (SPC).<br />
In the 1930s, Dr. W. Edward Deming and Dr. Joseph M. Juran started to develop best<br />
approaches to quality control and assurance. While Dr. Deming was focusing on the<br />
philosophical foundations <strong>of</strong> quality, Dr. Juran adopted a full systems approach to<br />
quality. In 1948, Deming went to Japan and conducted his first seminar having found<br />
virtually no acceptance for his ideas in USA, which was giving more importance to<br />
quantity than quality. Japanese Standards Association was formed in 1950 and in the<br />
following year the Deming Award Scheme was announced.<br />
The 1950s saw Japan consolidating its home market, adding value to product and<br />
copying ideas from the rest <strong>of</strong> the world. The low cost structure <strong>of</strong> the 1960s enabled<br />
Japan to export globally, continuously adapting and exploiting markets. Yet, the<br />
western perception about Japan was still one <strong>of</strong> poor-quality goods. In the following<br />
twenty years, in a dramatic manner, the perception about Japanese goods and services<br />
has changed from shoddy quality to reliability, and good value for money, with the<br />
result that the economic balance <strong>of</strong> power has shifted from the West to Japan and the<br />
East in industries that include motor vehicles, shipbuilding, consumer goods, electronic<br />
components, textiles, banking and financial services, photography, video and watch<br />
making among the many.<br />
In the mid 1060s, United States pointed to a slow development <strong>of</strong> conventional quality<br />
control techniques coupled with <strong>Quality</strong> Circles. During the same period, Philip B.<br />
Crosby introduced the concept <strong>of</strong> ‘zero defects’ as a performance yardstick within the<br />
conceptual framework <strong>of</strong> his quality absolutes. At the end <strong>of</strong> the 1970s, the first<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 5<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Fortune 500 companies started adopting the organization wide quality management<br />
processes and Tom Peters rejuvenated <strong>Total</strong> <strong>Quality</strong> <strong>Management</strong> movement through<br />
his famous book “In Search <strong>of</strong> Excellence”.<br />
In the United Kingdom in the year 1963, the National Productivity Council made<br />
pioneering efforts in quality management movement through its far-seeing film “Right<br />
First Time”, but with little success. The year 1966 was National <strong>Quality</strong> and Reliability<br />
Year, which raised awareness <strong>of</strong> the value <strong>of</strong> quality followed by Productivity Year in<br />
1967??. In 1978, the National Strategy for <strong>Quality</strong> was formed by the government,<br />
based on the belief or assumptions that enormous money was being wasted every year<br />
on account <strong>of</strong> bad quality. The campaign went out with the Labor Government in 1979,<br />
and was replaced four years later by The National <strong>Quality</strong> Campaign, which continues<br />
to this day to be the most sustained program in UK history.<br />
1.2 What is <strong>Total</strong> <strong>Quality</strong> <strong>Management</strong>?<br />
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong> popularly known as TQM was pioneered initially by the<br />
quality Guru Dr. Edward Deming and further strengthened by Dr. Juran, and Philip<br />
Crosby. These three luminaries can be considered to be the triple pillars <strong>of</strong> TQM who<br />
spread the TQM movement like a current <strong>of</strong> air. The following definition succinctly<br />
brings out the essence <strong>of</strong> TQM.<br />
TQM Definition<br />
TQM involves continuous improvement in quality to meet or exceed customer norms<br />
at the lowest cost by releasing the potential <strong>of</strong> employees <strong>of</strong> the concerned organization.<br />
If we read some <strong>of</strong> the <strong>Quality</strong> Policy Statements <strong>of</strong> the world’s leading organizations<br />
we will see words similar to those above recurring regularly. For the experienced TQM<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 6<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
practitioner there are probably four elements in the definition, which stand out as being<br />
important. Please note that they are highlighted in bold.<br />
1) Continuous Improvement in <strong>Quality</strong> implies that TQM is not a short-term program<br />
but a long-term strategy focusing on the right way <strong>of</strong> operating for all time.<br />
2 )Customers are both internal and external, and in order to meet the requirements it is<br />
essential to articulate in a clear fashion what needs to be done so that all assumptions<br />
between the customers and suppliers have been eliminated.<br />
3) Lowest Cost means building quality into the products and services in every stage.<br />
This includes preventing defectives from being manufactured in the first place thus<br />
eliminating financial loss. Lowest cost implies lowest in relation to competition in the<br />
marketplace.<br />
4) Employees are concerned with reducing fear and creating a climate where ideas are<br />
encouraged, recognized, rewarded, and acted upon so that the full potential <strong>of</strong> the<br />
employees is realized.<br />
TQM Definition-Point to Ponder<br />
Each <strong>of</strong> the four elements is vitally important. However, their strength lies in their<br />
collective synergy. Organizations that would like to achieve long-term success cannot do<br />
so by choosing one or two <strong>of</strong> the elements and ignoring the rest; they have to vigorously<br />
pursue each <strong>of</strong> them without any compromise. There is no room for saying “sorry”.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 7<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
1.3 Approaches and Philosophies in TQM<br />
Deming’s Philosophy<br />
The Deming philosophy focuses on continual improvements in product and service<br />
quality by reducing uncertainty and variability in design, manufacturing and service<br />
processes, driven by the leadership <strong>of</strong> top management.<br />
Deming Chain Reaction Model<br />
The Deming "chain reaction" model is based on the conviction that, the only way to<br />
decrease cost is to improve quality <strong>of</strong> products and services. It states that by (a)<br />
improving quality, a firm can (b) decrease costs because <strong>of</strong> less rework, fewer mistakes,<br />
delays, and snags, and better use <strong>of</strong> time and materials, thus (c) improving productivity.<br />
The firm will therefore be able to (d) capture the ma rket with better quality at lower<br />
prices, and thus, not only (e) stay in business, but also (f) provide and create more jobs.<br />
(See Fig 1)<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 8<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Deming’s System <strong>of</strong> Pr<strong>of</strong>ound Knowledge<br />
Deming's System <strong>of</strong> Pr<strong>of</strong>ound Knowledge consists <strong>of</strong> four interrelated parts: (1)<br />
appreciation for a system; (2) understanding <strong>of</strong> variation; (3) theory <strong>of</strong> knowledge; and<br />
(4) psychology. Appreciating a system involves understanding how each component <strong>of</strong><br />
the system works to produce the end product or service, and understanding how the<br />
system may be optimized for better or smoother performance. Understanding <strong>of</strong><br />
variation involves knowing and anticipating factors (i.e. increasing personnel, the<br />
wearing out <strong>of</strong> tools) that may cause the system to change, for better or worse. Theory<br />
<strong>of</strong> knowledge involves understanding the system and current and possible variations<br />
within, to the point where past and present events and performances can suggest<br />
possible outcomes <strong>of</strong> future courses <strong>of</strong> action within the system. Psychology involves<br />
the understanding <strong>of</strong> ‘what motivates people’, including the facts such as, people must<br />
enjoy their work, be treated with respect, work within a system that promotes dignity<br />
and self-esteem, receive adequate recognition, not for just financial remuneration, and<br />
feel that they are part <strong>of</strong> a winning, high quality team that makes a difference.<br />
Deming’s 14 Points-Principles for Transformation<br />
These famous 14 points are the basis for transformation <strong>of</strong> any industry into the TQM<br />
philosophy. It will not suffice merely to solve problems, big or little. Adoption and<br />
action on the 14 points are a signal that the management intends to stay in business and<br />
aim to protect investors and jobs. Such a system formed the basis for lessons for top<br />
management in Japan in 1950 and in subsequent years.<br />
The ‘14 point principles’ apply to all organizations irrespective <strong>of</strong> its size [small and<br />
large] and type [service industry and manufacturing]. They also apply to a division<br />
within a company.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 9<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Deming’s 14 Points<br />
1. Create constancy <strong>of</strong> purpose towards improvement <strong>of</strong> product and service,<br />
with the aim to become competitive; to stay in business; and to provide jobs.<br />
2. Adopt the new philosophy. We are in a new economic age. Modern<br />
management must awaken to the challenge, must learn their responsibilities<br />
and take on leadership for change.<br />
3. Cease dependence on inspection to achieve quality. Eliminate the need for<br />
inspection on a mass basis by building quality into the product in the first<br />
place.<br />
4. End the practice <strong>of</strong> awarding business on the basis <strong>of</strong> price tag alone.<br />
Instead, minimize total cost. Move toward a single supplier for any one<br />
item. On a long-term relationship <strong>of</strong> loyalty and trust.<br />
5. Improve constantly and forever the system <strong>of</strong> production and service, to<br />
improve quality and productivity, and thus constantly decrease costs.<br />
6. <strong>Institute</strong> training on the job.<br />
7. <strong>Institute</strong> leadership. The aim <strong>of</strong> supervision should be to help people,<br />
machines and gadgets to do a better job.<br />
8. Drive out fear, so that everyone may work effectively for the company.<br />
9. Break down barriers between departments. People in research, design, sales<br />
and production must work as a team to foresee problems <strong>of</strong> production and<br />
in use that may be encountered with the product or service.<br />
10. Eliminate slogans, exhortations and targets for the work force asking for<br />
zero defects and new levels <strong>of</strong> productivity. Such exhortations only create<br />
adversarial relationships, as the bulk <strong>of</strong> the causes <strong>of</strong> low quality and low<br />
productivity belong to the system and thus lie beyond the power <strong>of</strong> the work<br />
force.<br />
11. Eliminate work standards (quotas) on the factory floor. Substitute<br />
leadership. Eliminate management by objectives. Eliminate management by<br />
numbers and numerical goals. Substitute leadership.<br />
12. Remove barriers that rob the hourly worker <strong>of</strong> his right to pride <strong>of</strong><br />
workmanship. The responsibility <strong>of</strong> supervisors must be changed from sheer<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 10<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
numbers to quality. Remove barriers that rob people in management and in<br />
engineering <strong>of</strong> their right to pride <strong>of</strong> workmanship.<br />
13. <strong>Institute</strong> a vigorous program <strong>of</strong> education and self-improvement.<br />
14. Put everybody in the company to work to accomplish to transformation. The<br />
transformation is everybody’s job.<br />
Adapted from “Out <strong>of</strong> the Crisis”-Dr. Deming<br />
Connection between 14 Points <strong>of</strong> Deming and his Systems <strong>of</strong> Pr<strong>of</strong>ound Knowledge<br />
Under appreciation for a system, points 1, 2, 4, 5, 9, 13, and 14 are most oriented<br />
towards systems. Numbers 1 and 2, relating to vision, commitment, and development<br />
<strong>of</strong> a new philosophy <strong>of</strong> leadership require a “big picture” view <strong>of</strong> the organization and<br />
its place in business and society. Number 4 relates to the requirement that total costs,<br />
not incremental costs, must be optimized throughout an organizational system. Number<br />
5 is a call to make improvements continuously throughout the system. Number 9<br />
requires the development <strong>of</strong> teamwork and breaking down <strong>of</strong> artificial barriers between<br />
departments and organizational units. Number 13 relates to broad education to benefit<br />
both the organization and society, in the long run. Point 14 calls for a major cultural<br />
change within the organization, and is similar to point 2.<br />
To understand variation, Deming established points 3, 5, 10, and 11. Point 3 requires<br />
that everyone understand inspection and use it to understand variation by avoiding mass<br />
inspection. Point 5 advises to “improve constantly and forever,” thus eliminating the<br />
causes <strong>of</strong> excessive variation and waste. Number 10 suggests that improvement does<br />
not take place by exhorting workers to do a better job, but by understanding the cause<br />
<strong>of</strong> poor quality and eliminating them. Point 11 makes a similar point that quotas and<br />
management by objectives are approaches that do not encourage improvement, but<br />
instead, create fear.<br />
When people don’t understand the theory <strong>of</strong> knowledge, they don’t know how to plan,<br />
accomplish learning, improve, change, or solve problems, despite their best efforts.<br />
Thus points 1, 2, 5, 6, and 13 may be seen as falling under theory <strong>of</strong> knowledge<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 11<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
category. Deming’s concept in points 1 and 2 <strong>of</strong> constancy <strong>of</strong> purpose and learning his<br />
“new philosophy” are needed in order to effectively plan, learn and change. Point 5<br />
relating to constant improvement is also essential to knowledge, as is point 6 on<br />
instituting training, so that workers will be able to understand their work processes,<br />
predict the result <strong>of</strong> changes, and actively participate in problem solving and<br />
improvement. Point 13 is related in that it advises that education and self-improvement<br />
will assist the organization in learning, changing, improving and reaching<br />
organizational goals.<br />
An understanding and appreciation <strong>of</strong> psychology is a requirement for points 7 through<br />
13. Each <strong>of</strong> these has leadership and motivational characteristics that are essential to<br />
Deming’s new philosophy and to improved quality and productivity. Numbers 7 and 11<br />
are related to improving leadership; points 8, 9, 10, 11, and 12 advise removing barriers<br />
that keep workers from doing their best, most effective work; and number 13 advises<br />
that workers should be educated, not just trained.<br />
1.4 Dr. Juran’s Philosophy<br />
Juran's "<strong>Quality</strong> Trilogy," like most trilogies these days, consists <strong>of</strong> three parts: <strong>Quality</strong><br />
planning--the process for preparing to meet quality goals; quality control--the process<br />
for meeting quality goals during operations; and quality improvement--the process for<br />
breaking through to unprecedented levels <strong>of</strong> performance.<br />
<strong>Quality</strong> planning begins with identifying customers, both external and internal,<br />
determining their needs, and developing product features that respond to customer<br />
needs. <strong>Quality</strong> goals are then established that meet the needs <strong>of</strong> customers and suppliers<br />
alike, and do so at a minimum combined cost.<br />
<strong>Quality</strong> control involves determining what to control, establishing units <strong>of</strong> measurement<br />
so that data may be objectively evaluated, establishing standards <strong>of</strong> performance,<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 12<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
measuring actual performance, interpreting the difference between actual performance<br />
and the standard, and taking action on the difference.<br />
Juran specifies a program for quality improvement which involves proving the need for<br />
improvement, identifying specific projects for improvement, organizing guidance for<br />
the projects, diagnosing the causes, providing remedies for the causes, proving that the<br />
remedies are effective under operating conditions, and providing control to maintain<br />
improvements.<br />
Like Deming, Juran advocated company-wide quality management, with a neverending<br />
process <strong>of</strong> quality improvement, involving such activities as market research,<br />
product development, production process control, inspection and testing, and customer<br />
feedback. He emphasized the need for management commitment to quality<br />
improvement, and the need for training <strong>of</strong> all employees in quality techniques. Juran<br />
also asked workers to get to know their external and internal customers, and to identify<br />
and reduce causes <strong>of</strong> variation by determining the difference between standard and<br />
actual performance and taking action on the difference.<br />
Unlike Deming, Juran did not propose major cultural changes in the organization, but<br />
sought to improve quality within the system familiar to U.S. managers. His detailed<br />
plan was based on identifying areas for improvement and acting accordingly. Juran also<br />
recognized the different "languages," or trains <strong>of</strong> thought, which occupy different levels<br />
<strong>of</strong> an organization, and advocated communication between these "languages," where<br />
Deming proposed that statistics should be shared as a common language.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 13<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
1.5 Philip Crosby’s Philosophy<br />
The Central Idea <strong>of</strong> Crosby<br />
“<strong>Quality</strong> is free. It’s not a gift, but it is free. What costs money are the unquality things --<br />
all the actions that involve not doing jobs right the first time.”<br />
The famous absolutes <strong>of</strong> quality management enunciated by Crosby are delineated below:<br />
(1) <strong>Quality</strong> means conformance to requirements, not elegance. Crosby sees requirements<br />
as being ironclad; they are communication devices which must be clearly stated so<br />
that they cannot be misunderstood. Once this is done, a company can take<br />
measurements to determine conformance to those requirements.<br />
(2) Crosby maintains there is no such thing as a quality problem. Those individuals or<br />
departments that cause them, so there are accounting problems, manufacturing<br />
problems, logic problems, etc, must identify problems.<br />
(3) There is no such thing as the economics <strong>of</strong> quality; it is always cheaper to do the job<br />
right the first time. Most <strong>of</strong> us will remember this one as a frequent and sometime<br />
annoying axiom, used by our mothers every time we had to perform some<br />
complicated chore. Crosby supports the premise that "economics <strong>of</strong> quality" has no<br />
meaning. <strong>Quality</strong> is free. What costs money are all actions that involve not doing jobs<br />
right the first time.<br />
(4) The only performance measurement is the cost <strong>of</strong> quality. The cost <strong>of</strong> quality is the<br />
expense <strong>of</strong> nonconformance. Crosby's program calls for measuring and publicizing<br />
the cost <strong>of</strong> poor quality.<br />
(5) The only performance standard is "Zero Defects." Zero Defects is a performance<br />
standard, NOT a motivational program. The idea behind ZD is to do it right the first<br />
time, to concentrate on preventing defects rather than just finding and fixing them.<br />
“Please remember that you should do the right thing right, first time every time”.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 14<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
(6) People are conditioned to believe that error is inevitable; thus they not only accept<br />
error, they anticipate it. Each <strong>of</strong> us has limits within which we can accept errors.<br />
Eventually we reach a point where the errors are unacceptable. This usually occurs<br />
when the errors affect us personally, such as when you discover that your bank has<br />
made a $100 error in your account, in their favor.<br />
Crosby's Basic Elements <strong>of</strong> Improvement include determination, education, and<br />
implementation. According to Crosby, most human error is caused by lack <strong>of</strong><br />
attention rather than lack <strong>of</strong> knowledge. Lack <strong>of</strong> attention is created when we assume<br />
that error is inevitable. By determination, Crosby means that top management must be<br />
serious about quality improvement. Everyone must understand the Absolutes; this can<br />
be accomplished only through education. Finally, every member <strong>of</strong> the management<br />
team must understand the implementation process.<br />
Like Deming, Crosby advocated interior searches by individual departments (i.e.<br />
manufacturing, accounting) within a firm for sources <strong>of</strong> negative variation and acting<br />
to reduce these. He also advocated the policy <strong>of</strong> doing the job right the first time.<br />
Unlike Deming, Crosby's plan focuses on managerial thinking, calling for change<br />
within the current system, holding employees, as well as management accountable for<br />
reducing defects, and not requiring a complete organizational overhaul.<br />
1.6 Philosophy and Frameworks <strong>of</strong> Other Key People<br />
A.V. Feigenbaum is primarily known for three contributions to quality -- his<br />
international promotion <strong>of</strong> the quality ethic, his development <strong>of</strong> the concept <strong>of</strong> total<br />
quality control, and his development <strong>of</strong> the quality cost classification.<br />
Kaoru Ishikawa was instrumental in the development <strong>of</strong> the broad outlines <strong>of</strong> Japanese<br />
quality strategy, the concept <strong>of</strong> CWQC, the audit process used for determining whether<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 15<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
a company will be selected to receive the Deming award, the quality control circle, and<br />
cause-and-effect diagrams--a principle tool for quality management.<br />
Taguchi’s contributions were centered on explaining the economic value <strong>of</strong> reducing<br />
variation. He maintained that the manufacturing-based definition <strong>of</strong> quality as<br />
conformance to specification limits is inherently flawed. He also contributed to<br />
improving engineering approaches to product design. By designing a product that is<br />
insensitive to variation in manufacture, specification limits become meaningless.<br />
Taguchi advocated certain techniques <strong>of</strong> experimental design to identify the most<br />
important design variables in order to minimize the effects <strong>of</strong> uncontrollable factors on<br />
product variation. Thus, his approaches attacked quality problems early in the design<br />
stage rather than react to problems that might arise later in production.<br />
Taguchi measured quality as the variation from the target value <strong>of</strong> a design<br />
specification, and then translated that variation into an economic "loss function" that<br />
expresses the cost <strong>of</strong> variation in monetary terms. In doing this, Taguchi <strong>of</strong>fered a<br />
method <strong>of</strong> measuring the monetary loss resulting from creation <strong>of</strong> products or services<br />
that do not conform to quality standards. This method was used by Deming to compare<br />
the decreased costs <strong>of</strong> producing products or services with quality values closer to those<br />
<strong>of</strong> standard quality specifications.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 16<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
1.7 <strong>Quality</strong> and Competitiveness<br />
Attempt to Define and Delineate <strong>Quality</strong><br />
Webster's definition <strong>of</strong> quality is vague and simplistic. "(<strong>Quality</strong> is) that which makes<br />
something what it is; characteristic element."<br />
The ANSI/ASQ definition states quality is "the totality <strong>of</strong> features and characteristics <strong>of</strong><br />
a product or service that bears on its ability to satisfy given needs." No single definition<br />
is adequate because customer needs are constantly changing and because quality is<br />
"situational" -- e.g. a good design for one purpose, and in the eyes <strong>of</strong> one set <strong>of</strong><br />
customers, may represent a poor design for another use or another set <strong>of</strong> customers.<br />
Reliance on a single definition <strong>of</strong> quality is frequently a source <strong>of</strong> problems.<br />
Formal definitions <strong>of</strong> quality followed by distilled practitioners are given in the<br />
following table:<br />
Popular <strong>Quality</strong> Definitions<br />
Transcendent definition: Excellence<br />
Product-based definition: Quantities <strong>of</strong> product attributes<br />
User-based definition: Fitness for intended use<br />
Value-based definition: <strong>Quality</strong> vs. price<br />
Manufacturing-based definition: Conformance to specifications<br />
<strong>Quality</strong> definitions, such as the user-based, value-based, and even manufacturingbased<br />
concepts are applicable both to products and services. For example, in a<br />
university setting, fitness for intended use may be seen by the example <strong>of</strong> a small<br />
liberal-arts college that provides an outstanding science curriculum for people who<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 17<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
wish to go to work in industry. This example also can be related to the user-based<br />
definition, based on how well the product performs its intended function. Someone<br />
who chooses a respected regional university rather than attending an expensive<br />
nationally known private university, would be seen as applying the value-based<br />
definition, based on how well the selected university provides performance at an<br />
acceptable price or conformance to perceived quality standards at an acceptable cost.<br />
The manufacturing-based definition measures quality by the product's "conformance<br />
to specifications;" in other words, how much does the product resemble the perfected<br />
prototype when it rolls <strong>of</strong>f the assembly line? Students may look at the catalog<br />
description or course syllabus, when doing a course evaluation, and make a judgment as<br />
to whether the resulting course “conformed to specifications” given in these documents.<br />
<strong>Quality</strong> Definition for a Hospital<br />
A particular hospital may like to differentiate itself by advertising its “rating” in a<br />
specialty, such as cardiac care, with an implied guarantee <strong>of</strong> better results, which is<br />
product-based claim. If the “intended use” for a patient were simply to treat a badly<br />
upset stomach, then a low-cost local emergency care clinic would be satisfactory.<br />
However, if the “intended use” is to have the best possible care, a person may want to go<br />
to the number one hospital in terms <strong>of</strong> the state <strong>of</strong> the art facilities. Money is no<br />
consideration. <strong>Quality</strong> <strong>of</strong> treatment is important. This is a classic “value-based” scenario.<br />
Finally, a “manufacturing-based” healthcare experience would be one that conformed<br />
to specifications. Typically this would mean a general hospital with an emergency room<br />
that will take care <strong>of</strong> any sort <strong>of</strong> trauma injury, from automobile accidents to gunshot<br />
wounds, quickly and efficiently.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 18<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
1.8 Competitiveness<br />
A firm's competitive advantage lies in its ability to achieve market superiority. It is a)<br />
driven by customer wants and needs; b) makes a significant contribution to the success <strong>of</strong><br />
the organization; c) matches the organization’s unique resources with opportunities in the<br />
environment; d) is durable, lasting, and difficult for competitors to copy; e) provides a<br />
basis for further improvement; and f) provides direction and motivation to the entire<br />
organization. <strong>Quality</strong> supports a firm's competitive advantage by providing for more<br />
efficient use <strong>of</strong> resources and production methods within the company, thus producing<br />
products or services that are superior to those <strong>of</strong> competitors.<br />
Point to Ponder<br />
<strong>Quality</strong> is not a Competitive Edge. It is the Competitive Edge! It is worth remembering<br />
Dr. Deming’s chain reaction model, which emphatically declares that improvement in<br />
quality alone, will decrease the cost and that in turn will make a firm competitive in the<br />
market place.<br />
1.9 Enhancing Customer Value through TQM<br />
CRM is the Key<br />
A firm that is “market driven” would exhibit several customer-focused characteristics<br />
that a “marketing driven” compa ny might not have. In fact, it would be rare for a<br />
“marketing driven” firm to pay much attention to developing a customer relationship<br />
management (CRM) system. This attention to customer needs would be more typical <strong>of</strong><br />
a “market driven” firm. A CRM system requires that an organization establish effective<br />
strategies for listening to, and learning from, customers, as well as developing<br />
approaches to measure satisfaction relative to competitors. The system must also be<br />
designed to build relationships, in order to understand present and future customer<br />
needs, and keep pace with changing markets. The “marketing driven” firm may be<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 19<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
much more focused on “selling” the customer a product that may or may not meet the<br />
customer’s needs. <strong>Quality</strong> is directly related to market share and to pr<strong>of</strong>itability. Quite a<br />
few studies have shown that people are willing to pay more for products that they<br />
perceive as having high quality. Thus, without high quality, good marketing <strong>of</strong> products<br />
and services would appear to be impossible, since salespeople would have little to sell<br />
that would meet the needs <strong>of</strong> their customer. However, without good marketing, where<br />
salespeople listen and respond to the needs <strong>of</strong> customers, even the best-designed<br />
products will remain unsold.<br />
CRM at Amazon.com<br />
Amazon’s CRM s<strong>of</strong>tware helps in multiple ways to gain market share and maintain<br />
competitive advantage over their rivals. The list <strong>of</strong> the characteristics that make up their<br />
vision <strong>of</strong> customer service points to numerous features that are hard to duplicate in<br />
conventional websites or store chains. For instance, Amazon:<br />
has deep selection that is unconstrained by shelf space.<br />
turns their inventory 19 times in a year.<br />
personalizes the store for every customer.<br />
trades real estate for technology<br />
displays customer reviews critical <strong>of</strong> their products.<br />
allows customers can make a purchase with a few seconds and one click.<br />
puts used products next to new ones so customers can choose.<br />
shares their prime real estate, their product detail pages, with third parties,<br />
and, if they can <strong>of</strong>fer better value, they let them<br />
adopts leading-edge technology for the company’s website<br />
has served customer needs by being one <strong>of</strong> the early pioneers to develop<br />
s<strong>of</strong>tware for “collaborative filtering” <strong>of</strong> customer data<br />
Advantages <strong>of</strong> CRM Approach to Amazon<br />
<br />
<br />
Segmenting markets based on demographic and behavioral characteristics,<br />
Tracking sales trends and advertising effectiveness by customer and<br />
market segment,<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 20<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
<br />
<br />
<br />
<br />
<br />
Identifying which customers should be the focus <strong>of</strong> targeted marketing<br />
initiatives with predicted high customer response rates,<br />
Forecasting customer retention (and defection) rates and provides<br />
feedback as to why customers leave a company,<br />
Studying which goods and services are purchased together, leading to<br />
good ways to bundle them, and<br />
Studying and predicting what Web characteristics are most attractive to<br />
customers and how the Web site might be improved.<br />
The capabilities <strong>of</strong> its high-tech warehouses, such as its nearly perfect<br />
process for sorting multiple item orders.<br />
1.10 Customer Focus Delineations<br />
The Importance <strong>of</strong> Customers<br />
Organizations only continue to exist because <strong>of</strong> their ability to meet their external<br />
customer requirement. The needs <strong>of</strong> external customers must drive all the internal<br />
processes within the organization. It is no good continuously improving the<br />
effectiveness <strong>of</strong> the internal processes if, at the end <strong>of</strong> the day, they are not producing<br />
the outputs which the customer requires. It is essential that organizations understand:<br />
i. Who are their external customers and what are their requirements?<br />
ii. Who are the internal processes, which produce the service or product<br />
required by the external customer?<br />
iii. Their customers’ perceptions <strong>of</strong> current performance<br />
iv. How performance can be improved?<br />
When implementing a <strong>Quality</strong> Improvement Program [QIP], it is easy to fall into the<br />
trap <strong>of</strong> becoming focused internally; concentrating resource on improving internal<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 21<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
processes and reducing costs at the expense <strong>of</strong> the needs <strong>of</strong> external customers.<br />
Understanding customer requirements is an essential part <strong>of</strong> any QIP.<br />
Understanding the Customer<br />
It is essential that a comprehensive picture <strong>of</strong> customer requirements is determined.<br />
This is not restricted to the product or service delivered to the customer, but covers the<br />
total service required from the organization as a supplier. There may be a number <strong>of</strong><br />
different customers to consider, even within the same organization. The person who<br />
places the order has requirements; the receiving department where goods are delivered<br />
has requirements; the person who pays the invoice has requirements. A company,<br />
which wishes to succeed, must be aware <strong>of</strong> all these requirements and constantly<br />
improve its ability to meet them.<br />
There are a number <strong>of</strong> sources <strong>of</strong> information on customer requirements. Examples<br />
include:<br />
Customer surveys<br />
Trade surveys<br />
Working with selected customers<br />
Competitor analysis<br />
Focus groups<br />
Benchmarking<br />
Customer complaints<br />
Legal and guideline standards (for example, ISO 9000)<br />
Informal customer, or potential customer comments received from sources<br />
such as: the sales force after customer visits; feedback from other employees<br />
and comments heard at conferences, training courses and trade exhibitions<br />
Every contact with an existing, or potential, customer at any level in the organization is<br />
an opportunity to learn more about their requirements. It is important that this<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 22<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
information is tapped and used to improve the ability <strong>of</strong> the business to meet customer<br />
requirements.<br />
Internal Processes<br />
An external customer requirement can only be met if internal processes within an<br />
organization are set up effectively to deliver the requirement. A breakdown in the<br />
internal supply chain <strong>of</strong>ten results in failure to meet external customer requirements. An<br />
important part <strong>of</strong> <strong>Quality</strong> Improvement is the analysis <strong>of</strong> the whole organization to<br />
ensure that it is set up effectively to meet the requirements <strong>of</strong> its customers. The<br />
following steps are useful guide to achieve this:<br />
Identify the basic purpose and objectives <strong>of</strong> the business. What customer<br />
requirements does it exist to fulfill?<br />
Identify existing and potential future customers <strong>of</strong> the business. Tap as many<br />
sources as possible to ensure their requirements are understood. This includes<br />
understanding why potential customers are not actual customers!<br />
Identify the overall role each department plays in meeting customer<br />
requirements and business objectives. This may reveal that changes are<br />
required in the roles <strong>of</strong> departments within the organization<br />
Identify the internal processes, which link together to meet the external<br />
customer requirements. Ensure the external customer requirements flow back<br />
through the supply chain to determine the customer requirements for each<br />
internal process. Only by doing this at each stage in the supply chain can the<br />
external customer requirements are met?<br />
Measure overall performance for each process<br />
Introduce improvements to each process to improve performance<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 23<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Customer Service Dimensions<br />
1) Tangibles<br />
Appearance <strong>of</strong> physical facilities, equipment, personnel, and communication materials.<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
Are the bank's facilities attractive?<br />
Is my stockbroker dressed appropriately?<br />
Is my credit card statement easy to understand?<br />
Do the tools used by the repair person look modern?<br />
2) Reliability<br />
Ability to perform the promised service dependably and accurately<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
When a loan <strong>of</strong>ficer says she will call me back in 15 minutes, does she do so?<br />
Does the stockbroker follow my exact instructions to buy or sell?<br />
Is my credit card statement free <strong>of</strong> errors?<br />
Is my washing machine repaired right the first time?<br />
3) Responsiveness<br />
Willingness to help customers and provide prompt service<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
When there is a problem with my bank statement, does the bank resolve the problem<br />
quickly?<br />
Is my stockbroker willing to answer my questions?<br />
Are charges for returned merchandise credited to my account promptly?<br />
Is the repair firm willing to give me a specific time when the repair person will show<br />
up?<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 24<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
4) Competence<br />
Possession <strong>of</strong> the required skills and knowledge to perform the service<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
Is the bank teller able to process my transactions without fumbling around?<br />
Does my brokerage firm have the research capabilities to accurately track market<br />
developments?<br />
When I call my credit card company, is the person at the other end able to answer<br />
my questions?<br />
Does the repairperson appear to know what he is doing?<br />
5) Courtesy<br />
Politeness, respect, consideration, and friendliness <strong>of</strong> contact-personnel<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
Does the bank teller have a pleasant demeanor?<br />
Does my broker refrain from acting busy or being rude when I ask questions?<br />
Are the telephone operators in the credit card company consistently polite when<br />
answering my calls?<br />
Does the repairperson take <strong>of</strong>f his muddy shoes before stepping on my carpet?<br />
6) Credibility<br />
Trustworthiness, believability, honesty <strong>of</strong> the service provider<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
Does the bank have a good reputation?<br />
Does the broker refrain from pressuring me to buy?<br />
Are the interest rates/fees charged by my credit card company consistent with the<br />
services provided?<br />
Does the repair firm guarantee its services?<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 25<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
7) Security<br />
Freedom from danger, risks, or doubt<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
Is it safe for me to use the bank's automatic teller machine?<br />
Does my brokerage firm know where my stock certificate is?<br />
Is my credit card safe from unauthorized use?<br />
Can I be confident that the repair job was done properly?<br />
8) Access<br />
Approachability and ease <strong>of</strong> contact<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
How easy is it for me to talk to senior bank <strong>of</strong>ficials when I have a problem?<br />
Is it easy to get through to my broker over the telephone?<br />
Does the credit card company have a 24-hour, toll-free telephone number?<br />
Is the repair service facility conveniently located?<br />
9) Communication<br />
Keeping customers informed in language they can understand and listening to them<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<br />
<br />
<br />
<br />
Can the loan <strong>of</strong>ficer explain clearly the various charges related to the mortgage loan?<br />
Does my broker avoid using technical jargon?<br />
When I call my credit card company, are they willing to listen to me?<br />
Does the repair firm call when they are unable to keep a scheduled repair<br />
appointment?<br />
10) Understanding the Customer<br />
Making the effort to know customers and their needs<br />
Examples <strong>of</strong> Specific Questions Raised by Customers<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 26<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
<br />
<br />
<br />
<br />
Does someone in my bank recognize me as a regular customer?<br />
Does my broker try to determine what my specific financial objectives are?<br />
Is the credit limit set by my credit card company consistent with what I can afford<br />
(i.e., neither too high nor too low)?<br />
Is the repair firm willing to be flexible enough to accommodate my schedule?<br />
The ultimate five dimensions <strong>of</strong> service quality are Reliability, Responsiveness,<br />
Assurance, Empathy, and Tangibles in the order <strong>of</strong> importance. The contribution made<br />
by these five dimensions is succinctly given in the following visual (Fig 2).<br />
Fig 2:<br />
Contribution By ServQual Dimensions<br />
11%<br />
16%<br />
19%<br />
22%<br />
32%<br />
Reliabilty<br />
Responsiveness<br />
Assurance<br />
Empathy<br />
Tangibles<br />
Please note that Reliability, Responsiveness, and Tangibles are independent<br />
dimensions. Assurance is obtained by collapsing Competence, Courtesy, Credibility,<br />
and Security <strong>of</strong> the original Servqual dimensions. Likewise, Empathy is an<br />
amalgamation <strong>of</strong> Access, Communication, and Understanding the Customer <strong>of</strong> the<br />
original Servqual dimensions.<br />
(Source: Delivering <strong>Quality</strong> Service by Dr. Parasuraman)<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 27<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
1.11 Strategic Planning for <strong>Quality</strong><br />
Strategy<br />
A strategy is a pattern or plan that integrates an organization's major goals, policies<br />
and action sequences into a cohesive whole. Formal strategies contain three elements:<br />
1. Goals to be achieved.<br />
2. Policies that guide or limit action.<br />
3. Action sequences, or programs, that accomplish the goals.<br />
The leading practices for firms that do effective strategic planning include:<br />
<br />
<br />
<br />
<br />
Both top management and employees actively participate in the planning<br />
process.<br />
They use customer wants and needs to drive the strategy.<br />
They involve suppliers in the strategic planning process.<br />
They have well-established feedback systems for continuous measurement<br />
and re-evaluation <strong>of</strong> the planning process.<br />
Steps in Strategic Planning<br />
The steps in the strategic planning process are shown in Figure 3. Once the company's<br />
mission, vision, and guiding principles have been determined, the organization must<br />
assess the gap as to where it is now, and where it wants to be as described in its vision.<br />
Using this assessment, it must then develop goals, strategies, and objectives that will<br />
enable it to bridge this gap.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 28<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Fig 3<br />
The purpose, or mission, <strong>of</strong> the organization is a statement <strong>of</strong> "why the organization is<br />
in business" In the past, the purpose <strong>of</strong> the organization was frequently stated in terms<br />
<strong>of</strong> products or services produced or pr<strong>of</strong>itability to stockholders. TQ-focused firms are<br />
now stating their purpose in terms <strong>of</strong> their customer focus and their commitment to<br />
strive for higher levels <strong>of</strong> quality.<br />
The vision statement is a statement <strong>of</strong> guiding values, principles, and direction <strong>of</strong><br />
expected growth <strong>of</strong> an organization or some segment <strong>of</strong> it, and is generally developed<br />
by key managers and others who are responsible for planning and carrying out that<br />
vision. Vision statements may be developed at any level within the organizational<br />
hierarchy from top to bottom. This is a worthwhile activity, as long as the statements<br />
are coordinated so as to fit with those <strong>of</strong> the next higher level and the overall<br />
organization's vision.<br />
Values, or guiding principles, guide the journey to that vision by defining attitudes<br />
and policies for all employees, that are reinforced through conscious and subconscious<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 29<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
behavior at all levels <strong>of</strong> the organization. The mission, vision, and guiding principles<br />
serve as the foundation for strategic planning. Top management and others who lead,<br />
especially the CEO, must articulate them. They also have to be transmitted, practiced,<br />
and reinforced through symbolic and real action before they become "real" to the<br />
employees, and the people, groups, and organizations in the external environment that<br />
do business with the firm.<br />
Hoshin kanri, known as policy deployment or management by planning in the U.S.A.,<br />
is the Japanese process <strong>of</strong> deploying management strategy. Various companies have<br />
various definitions for policy deployment. In all cases, it emphasizes organization-wide<br />
planning and setting <strong>of</strong> priorities, provides resources to meet objectives, and measures<br />
performance as a basis for improving performance. Essentially, it is a TQ-based<br />
approach to executing a strategy.<br />
Catchball is the term for the negotiating process used within an organization to<br />
determine long- and short-term quality objectives. Leaders communicate mid-term<br />
objectives and measures to middle managers who develop short-term objectives and<br />
recommend necessary resources, targets, and roles/responsibilities. Catchball is not an<br />
autocratic, top-down management style. It marshals the collective expertise <strong>of</strong> the<br />
whole organization and results in realistic and achievable objectives that do not<br />
conflict.<br />
Policy deployment is a planning and implementation method that ties improvement<br />
activities to long-term strategies <strong>of</strong> the organization. It is driven by data, supported by<br />
documentation, emphasizes company-wide planning, and includes setting <strong>of</strong> priorities<br />
for improvement. It is somewhat similar to MBO, but has a different focus. First, MBO<br />
focuses on the performance <strong>of</strong> the individual employee, while policy deployment<br />
focuses on the organization as a whole. Objectives in MBO are tied to performance<br />
evaluation and rewards. Second, MBO objectives do not support the company's<br />
objectives, but are set independently. Third, the focus <strong>of</strong> MBO is as a control<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 30<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
mechanism between supervisors and subordinates. Fourth, MBO objectives usually are<br />
not emphasized in daily work, but are brought out only at performance review time.<br />
Key business factors in the environmental assessment include:<br />
the nature <strong>of</strong> a company's products and services, its principal customers, major<br />
markets, and key customer quality requirements<br />
position in market and competitive environment<br />
facilities and technologies<br />
suppliers<br />
other factors, such as the regulatory environment, industry changes, etc.<br />
Strategic plans must be consistent with the important business factors <strong>of</strong> the company.<br />
For example, plans for a company in a highly competitive, fast-changing market might<br />
include fast cycle time and more attention to understanding emerging customer needs<br />
than plans for a company with a low-cost focus on a mature market.<br />
1.5.2 The Seven <strong>Management</strong> Planning Tools<br />
1. Affinity diagrams--This is a tool for organizing a large number <strong>of</strong> ideas, opinions, and<br />
facts relating to a broad problem or subject area, i.e. a vision statement.<br />
2. Interrelationship digraphs--Identifies and explores casual relationships among related<br />
concepts or ideas. It shows that every idea can be logically linked with more than one<br />
idea at a time, and allows for "lateral thinking" rather than "linear thinking."<br />
3. Tree diagram--Maps out the paths and tasks necessary to complete a specific project or<br />
reach a specified goal.<br />
4. Matrix diagrams--These are "spreadsheets" that graphically display relationships<br />
between ideas, activities, or other dimensions in such a way as to provide logical<br />
connecting points between each item.<br />
5. Matrix data analysis--Takes data and arranges it to display quantitative relationships<br />
among variables to make them more easily understood and analyzed.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 31<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
6. Process decision program chart--A method for mapping out every conceivable event and<br />
contingency that can occur when moving from a problem statement to possible<br />
solutions.<br />
7 Arrow diagrams-- Arrow diagrams are another name for PERT/CPM project<br />
planning diagrams. Students who have had a basic operations management course may<br />
be familiar with the term network diagram<br />
1.12 Structure and Strategy<br />
The implications for quality are that the quality philosophy, systems, procedures, and<br />
people must be aligned with the organization structure and vice-versa. It has been said<br />
that “structure follows strategy,” so, the quality strategy will ideally “drive” the<br />
development <strong>of</strong> a structure in order to carry it out. In reality, structures that have been<br />
in place for a long time are <strong>of</strong>ten difficult to change when the strategy changes, which<br />
creates significant misalignment and organizational stress. For example, when a highly<br />
regulated industry, such as telecommunications or electric power is deregulated, then<br />
the need for customer focus, increased service quality, and organizational structural<br />
change becomes painfully apparent, but difficult to accomplish.<br />
Many variations <strong>of</strong> organization structure exist, but they are commonly based on one <strong>of</strong><br />
the following three forms: 1) line organization, 2) line and staff organization, or 3)<br />
matrix organization forms. The line organization is a simple form that is most<br />
successful in small firms. It is not generally used in large organizations, where the line<br />
and staff structure is most prevalent. Neither the pure line organization nor line and<br />
staff organization works very well where the environment <strong>of</strong> the firm and its industry is<br />
changing very rapidly. That is because these types <strong>of</strong> organizations tend to be rigidly<br />
structured. The matrix organizational form is better suited to rapidly changing<br />
environments, but it is more difficult to develop effective control <strong>of</strong> outcomes in order<br />
to meet goals using this form <strong>of</strong> organization.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 32<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
TQ focused organizations are <strong>of</strong>ten taking a process view <strong>of</strong> organization. Therefore,<br />
they are increasingly structuring their organization around functional or crossfunctional<br />
teams. To carry out the work, high performance teams that focus on core<br />
processes, quality improvement or other targets are <strong>of</strong>ten formed. These are frequently<br />
coordinated through cross-functional coordinating committees, management (or quality<br />
management) councils, etc. to overcome the problems <strong>of</strong> lack <strong>of</strong> control and<br />
accountability inherent in such matrix-form organizations.<br />
Essence <strong>of</strong> Strategic Planning<br />
Strategic Planning focuses on drivers <strong>of</strong> customer satisfaction, customer retention, and<br />
market share that lead to higher competitiveness, pr<strong>of</strong>itability, and business success. The<br />
category is divided into two sections, labeled as Strategy Development and Strategy<br />
Deployment. Strategy Development requires applicants to outline how they create a view<br />
<strong>of</strong> the future that takes into account the market factors in which they compete and the<br />
process <strong>of</strong> “how” they compete. Strategy Deployment seeks information about specific<br />
action plans that a company develops, how they are deployed, and a projection <strong>of</strong><br />
performance. The Strategic Planning category requirements are intended to encourage<br />
strategic thinking and action, but do not imply that formalized plans or planning systems<br />
must be developed.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 33<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
TQM Themes<br />
Introduction<br />
A Process such as TQM requires guidelines, which serve as a framework, upon which<br />
practitioners <strong>of</strong> the process may start their understanding. The more we learn, the more<br />
we come back to these central and fundamental themes. This module succinctly brings<br />
out the key themes that are the cornerstones <strong>of</strong> TQM<br />
2.1 Everyone has suppliers and customers<br />
Every task undertaken, every responsibility held and every process <strong>of</strong> which we are<br />
part, there is, or should be, somebody, somewhere who is dependent on the quality <strong>of</strong><br />
the work carried out.<br />
TQM examines process and the customer / supplier interaction at each state within the<br />
process (Figure 2.1). Understanding the needs is a prerequisite to customer satisfaction.<br />
Fig 2.1<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 34<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Every process, which flows through an organization, is made up <strong>of</strong> customer supplier<br />
chains, whether it is a manufacturing process, a sales ordering process or a management<br />
reporting process (Figure 2.2).<br />
Fig 2.2<br />
2.2 People make quality<br />
People make quality, but Deming suggests that over 85% <strong>of</strong> failures are created by<br />
management systems, which have unclear requirements, inadequate training,<br />
inappropriate equipment, poor communications or no leadership.<br />
The responsibility for developing people to become committed to <strong>Total</strong> <strong>Quality</strong> rests<br />
with all managers. This includes understanding and agreeing the requirements <strong>of</strong> the<br />
job, knowing how to do the job and why it is being done, having the necessary<br />
materials, tools and information, being able to measure improvements and knowing<br />
what to do when things go wrong are also fundamental to this development.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 35<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
2.3 Teamwork<br />
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong> emphasizes that teamwork is essential for success. Teams<br />
can be as broad as a business or as narrow as two or three people working together in a<br />
department. Working in teams brings benefits that individuals cannot necessarily<br />
achieve and maximizes the use <strong>of</strong> skills resulting in better decisions. Lading<br />
commercial companies have found that cross-functional teams provide 80% plus <strong>of</strong> the<br />
benefits. This is not unreasonable as the major processes in an organization usually<br />
involve more than one function.<br />
2.4 Effective Communication<br />
The possibility <strong>of</strong> misinterpretation from the sender to the receiver is substantial in any<br />
communication. We all have the need to communicate with each other to explain our<br />
requirements to give feedback, to suggest ideas, to raise problems and so on. Effective<br />
communication requires sufficient forethought in order to eliminate assumptions on<br />
both sides.<br />
The two-dimensional model <strong>of</strong> communication, up and down, must be extended to<br />
include communication across the organization thus breaking down artificial<br />
boundaries (see Figure 2.3). Requirements, plans, changes, goals and objectives,<br />
progress, should all be considered within the scope <strong>of</strong> effective communication.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 36<br />
Website: www.ciilogistics.com<br />
Fig 2.3
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Effectiveness implies ‘doing the right things’. The key elements <strong>of</strong> effectiveness<br />
improvement include:<br />
Statement <strong>of</strong> a vision: how an organization sees itself in the future; this,<br />
together with a mission, focuses the whole organization on a clear direction.<br />
Identification <strong>of</strong> key processes: for delivering the mission and challenging the<br />
need to continue with processes, which do not add value.<br />
Identification <strong>of</strong> customer/supplier relationships: deciding who is the customer<br />
and their requirements.<br />
Measurement <strong>of</strong> performance: develops the understanding <strong>of</strong> how services<br />
will be measured leading to ‘internal contracts’.<br />
Clarity <strong>of</strong> authority and responsibility: establishes who are ‘owners’ and who<br />
are ‘contributors’ to a process and identifies weaknesses in the roles and<br />
responsibilities context.<br />
Improving effectiveness is a way <strong>of</strong> focusing effort and resources on providing customers<br />
with a product or service that meets their requirements.<br />
2.5 Departmental Purpose Analysis<br />
Departmental Purpose Analysis (DPA) is a technique giving a practical approach to<br />
improving effectiveness (Figure 2.4). The first part <strong>of</strong> this is a structural review defining<br />
the role and responsibilities <strong>of</strong> each function in relation to the mission. The second part<br />
looks at the customer/supplier relationship and identifies value-added processes or<br />
opportunities for quality improvement. The third and fourth stages quantify the cost <strong>of</strong><br />
quality opportunities and an action plan to gain measurable improvement.<br />
It can be argued that all activities should add value to an organization. If they do not, why<br />
do them? Thus each person in the supply chain should add value to the process. The<br />
benefits associated with these activities may be financially quantifiable. In most cases,<br />
the benefits will be very much more subjective.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 37<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Fig 2.4<br />
At the same time as looking inwards for effectiveness, the outside world is changing all<br />
the time through product and service innovation, thereby becoming more competitive.<br />
Figure 2.5 encapsulates the process <strong>of</strong> attaining quality improvement in terms <strong>of</strong> a time<br />
frame.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 38<br />
Website: www.ciilogistics.com<br />
Fig 2.5
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
2. 6 Benchmarking<br />
How can we measure our organization’s effectiveness compared to external<br />
organizations? One structured approach is ‘benchmarking’ where current products,<br />
services and practices are measure against those competitors or organizations, which are<br />
recognized as leaders in their field, with the purpose that superior performance is<br />
realized.<br />
The process is dependent upon involvement, openness and commitment to make it work;<br />
also it requires a detailed understanding <strong>of</strong> what is happening internally through operating<br />
procedures, DPA and documented standards. See Figure 2.6<br />
Fig 2.6<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 39<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
There are four basic types <strong>of</strong> benchmarking. Internal benchmarking is essentially a<br />
comparison within the organization, although it could be on different sites or between<br />
countries. Competitive benchmarking looks at direct competition and data is usually<br />
more difficult to obtain. Functional leader benchmarking is comparing a function or<br />
specific process, which occurs across services or industries, e.g. filling bottles with<br />
liquids. Generic benchmarking is taking a wider view where functions or processes are<br />
the same regardless <strong>of</strong> dissimilarities <strong>of</strong> industries. Order processing, billing, etc., are<br />
examples, which are common to all businesses. It is the possibility <strong>of</strong> uncovering readily<br />
transferable proven ideas with little or no adjustment, which is the breakthrough<br />
attraction.<br />
2.7 A Change <strong>of</strong> Culture<br />
An aspect <strong>of</strong> TQM that is less <strong>of</strong>ten considered is that this ‘process <strong>of</strong> change’<br />
undoubtedly impacts the way we do things or the way we want things done, but what,<br />
therefore, are the requirements?<br />
Openness: Reflects on the ability <strong>of</strong> an organization to share and<br />
communicate information, which is contrary to the view that information is<br />
power and power should be retained by the few. Openness is about mutual<br />
trust, where only commercially sensitive or national interest type information<br />
cannot be disclosed.<br />
Involvement: Involvement is linked to openness on the basis <strong>of</strong> trust in<br />
people and where employees work as a true team, knowing that in the long<br />
run it is simply in their mutual best interest. Involvement is for all not just for<br />
the selected few.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 40<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
2.8 Key Requirements <strong>of</strong> <strong>Quality</strong> <strong>Management</strong><br />
The idea that ‘prevention is better than cure’ is a truism that has been with us for a long<br />
time. It is based on the idea that it takes less effort, causes less pain and is undoubtedly<br />
less expensive in the long run.<br />
The concept <strong>of</strong> never having time to do something properly, but always having time to do<br />
it twice, is challenged. Resources applied to activities that help prevent error are<br />
explored. This requires an understanding <strong>of</strong> root causes <strong>of</strong> problems.<br />
Prevention is about knowing the requirements and the standards, having the skills and<br />
resources in place, monitoring or measuring performance, and taking ownership <strong>of</strong> the<br />
activity.<br />
Do we stop to think about whether we are doing something for a second time, which<br />
should not be necessary? Are we checking an on-line process to make sure it does not go<br />
wrong? Are we building-in activities that will prevent the process going wrong in the first<br />
place?<br />
Performance: is assessed by looking at the time and money being used under<br />
three headings:<br />
Prevention Activities, which are designed to ensure that work is done right<br />
first time (e.g. Training, Planning, Standards Specifications, Operating<br />
Procedures)<br />
Appraisal Activities, which are designed to see whether work has been done<br />
right first time (e.g. Checking, Inspecting, Surveillance, Audit)<br />
Failure Activities, which are made necessary by failure to do work right, first<br />
time (e.g. Reworking, Downtime, Chasing, Apologizing!)<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 41<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
If we measure the relative time and resources dedicated to each, it may be a surprise as to<br />
how little attention we pay to prevention. We are used to dealing with complaints<br />
procedure, rework, managing wastage, shortages, grievances, etc. How much time, on the<br />
other hand, do we devote to planning, preparation, eliminating, assumptions, etc?<br />
The shift in culture <strong>of</strong> any organization not only lies with how much we think about<br />
prevention, but also what we should do and what we actually do about it.<br />
Cost <strong>of</strong> quality is the summation <strong>of</strong> prevention, appraisal and failure. The target is to<br />
reduce failure and appraisal activities and increase preventive measures over a period <strong>of</strong><br />
time. Leading manufacturers no longer measure percentage defects, but have improved to<br />
a position where they measure defects in parts per million or even billion!<br />
Keeping Promises: No longer is it acceptable to promise delivery on the 21st only to<br />
deliver the goods on the 22nd or the 20th. The pursuit <strong>of</strong> pinpoint accuracy by the<br />
customer has forced Just in Time (JIT) activities on suppliers, who in turn are required to<br />
develop internal disciplines to keep the promise. It is not just a matter <strong>of</strong> on-time<br />
delivery, because suppliers should be trying to keep the promise on all seven critical<br />
dimensions <strong>of</strong> quality:<br />
Performance<br />
Reliability<br />
Conformance<br />
Durability<br />
Serviceability<br />
Features<br />
Aesthetics<br />
Some or all <strong>of</strong> these may be important to the customer; TQM requires that the quality<br />
promise related to each must be fulfilled.<br />
There is an eighth dimension <strong>of</strong> quality, which is the ‘Perception <strong>of</strong> the Customer’. This<br />
is the consumer’s impression <strong>of</strong> a product or service formed by images, conversations<br />
and past experiences. Customer surveys have discovered that only 4 out <strong>of</strong> every 100<br />
dissatisfied customer will complain. Each dissatisfied customer will tell ten other<br />
consumers, but only one in ten dissatisfied will continue to buy. It costs at least five time<br />
as much to attract new customers as it does to keep an existing one.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 42<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Values: Values are the shared beliefs, which guide the actions and decisions towards the<br />
vision. From living the values and constantly referring to them, this determines in part the<br />
culture <strong>of</strong> the organization. Culture may be comprised <strong>of</strong> many components such as<br />
respect, honesty, integrity, pr<strong>of</strong>it, people, commitment, risk-taking initiative, mutuality,<br />
recognition and many others. Values qualify how the mission might be achieved. At the<br />
heart <strong>of</strong> the McKinsey 7-S Framework is shared values, which represents the conduct <strong>of</strong><br />
how business will be transacted (Figure 2.7).<br />
Fig 2.7<br />
Values need to be developed at the same time as a mission statement and communicated<br />
to everyone in the organization. Above all, values are those unwritten rules <strong>of</strong> ‘the way<br />
we want things done’.<br />
Listening there is an old saying, which goes along the lines….<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 43<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
If I am listening, I have the advantage<br />
If I am talking, others have it<br />
The culture change for management is to be actively seen listening to work place<br />
problems and responding appropriately. No longer is it sufficient to respond with such<br />
phrases as ‘I hear what you say’ and then do nothing about it.<br />
Ownership TQM requires that employees are able to feel a sense <strong>of</strong> ownership <strong>of</strong> the<br />
organization. There are different ways <strong>of</strong> achieving this and there is no one formula.<br />
TQM sets out to create an excellence environment in which participation, on a voluntary<br />
basis, becomes the accepted norm.<br />
Ownership <strong>of</strong> problem requires managers and supervisors to think through their role more<br />
closely. Taking responsibility for decisions, willingness to take balanced risk and<br />
discovering information could be cultural shift. Upwards or downwards delegation or<br />
assuming other people will carry out the task or function are no longer the only options.<br />
Eliminating the ‘over the wall’ mentality is a culture change <strong>of</strong> significant proportions in<br />
many organizations. The required ethic is that <strong>of</strong> ‘me first’ in taking up responsibility.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 44<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Implementation <strong>of</strong> TQM<br />
Introduction<br />
Before a <strong>Quality</strong> Improvement Program (QIP) can be successfully implemented, senior<br />
management must recognize the need for <strong>Quality</strong> Improvement and must understand the<br />
total commitment required from them if it is to succeed.<br />
Having committed themselves to implement <strong>Quality</strong> Improvement, they then need to put<br />
together a detailed plan to guide the implementation <strong>of</strong> the Program.<br />
3.1 <strong>Management</strong> Commitment and Involvement<br />
Having recognized the need for <strong>Quality</strong> Improvement, the first objective it to ensure<br />
management commitment to the new company culture, focusing on preventing errors,<br />
rather then merely fixing them once they have arisen. The commitment required from<br />
management to a QIP is absolute if the Program is to succeed.<br />
It is then necessary to gain the support and commitment <strong>of</strong> the entire workforce. The<br />
attitudes and actions <strong>of</strong> employees are generally determined by what they believe<br />
management wants <strong>of</strong> them. It is therefore essential that management defines clearly and<br />
unambiguously its requirements in relation to <strong>Quality</strong>. This is recorded formally in the<br />
<strong>Quality</strong> Policy <strong>of</strong> the Company.<br />
The <strong>Quality</strong> Policy is an important statement <strong>of</strong> management’s intention as regard<br />
<strong>Quality</strong>. But it is the demonstration by every manager in their day-to-day work that they<br />
are never prepared to compromise their commitment to the <strong>Quality</strong> Policy that will make<br />
a <strong>Quality</strong> Improvement Program succeed.<br />
Gaining the support and commitment <strong>of</strong> senior management is not easy and is one <strong>of</strong> the<br />
major reasons for the failure <strong>of</strong> a <strong>Quality</strong> Improvement Program. The go-ahead to<br />
implement a Program may be relatively easy to attain. It is the personal commitment and<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 45<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
involvement from every manager that is difficult. Gaining this commitment requires<br />
persuasion, practical examples, reports on the benefits <strong>of</strong> a QIP and continuous effort!<br />
Any and every means possible should be used. They may include:<br />
estimate <strong>of</strong> the cost <strong>of</strong> non-conformance. This demonstrates the cost <strong>of</strong> not<br />
committing to continuous improvement.<br />
obtain customer input on current performance and how well their<br />
requirements are being met.<br />
describe accounts <strong>of</strong> other companies’ experiences and the benefits they have<br />
realized.<br />
consider using videos, articles and press clippings on <strong>Quality</strong> Improvement to<br />
reinforce the message.<br />
training and seminars<br />
a pilot run in a department committed to <strong>Quality</strong> Improvement to demonstrate<br />
the benefits<br />
Although management commitment may be difficult to attain, it generally gets easier as<br />
the Program develops and the benefits <strong>of</strong> success begin to be realized. The publication<br />
and celebration <strong>of</strong> early successes is an essential part <strong>of</strong> increasing the momentum <strong>of</strong> a<br />
<strong>Quality</strong> Improvement Program.<br />
3.2 <strong>Quality</strong> Improvement Structure<br />
In most companies, significant changes are required when implementing a <strong>Quality</strong><br />
Improvement Program (QIP). In order to plan and pilot the implementation <strong>of</strong> the<br />
Program most companies form a <strong>Quality</strong> Improvement Team (QIT). The team should be<br />
composed <strong>of</strong> a chairman, an administrator and a representative <strong>of</strong> each department.<br />
Selection <strong>of</strong> the chairman and administrator is important since they will become deeply<br />
involved in the Program and will direct the running <strong>of</strong> the QIT.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 46<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
3.3 The Importance <strong>of</strong> Customers<br />
This area focuses on customers, how their requirements are identified and how these<br />
requirements are communicated throughout the business.<br />
Organizations only continue to exist because <strong>of</strong> their ability to meet their external<br />
customer requirement. The needs <strong>of</strong> external customers must drive all the internal<br />
processes within the organization. It is no good continuously improving the effectiveness<br />
<strong>of</strong> the internal processes if, at the end <strong>of</strong> the day, they are not producing the outputs<br />
which the customer requires. It is essential that organizations understand:<br />
v. Who are their external customers and what are their requirements?<br />
vi. Who are the internal processes, which produce the service or product<br />
required by the external customer?<br />
vii. Their customers’ perceptions <strong>of</strong> current performance<br />
viii. How performance can be improved?<br />
When implementing a <strong>Quality</strong> Improvement Program, it is easy to fall into the trap <strong>of</strong><br />
becoming focused internally; concentrating resource on improving internal processes and<br />
reducing costs at the expense <strong>of</strong> the needs <strong>of</strong> external customers. Understanding customer<br />
requirements is an essential part <strong>of</strong> any QIP.<br />
Understanding the Customer<br />
It is essential that a comprehensive picture <strong>of</strong> customer requirements is determined. This<br />
is not restricted to the product or service delivered to the customer, but covers the total<br />
service required from the organization as a supplier. There may be a number <strong>of</strong> different<br />
customers to consider, even within the same organization. The person who places the<br />
order has requirements; the receiving department where goods are delivered has<br />
requirements; the person who pays the invoice has requirements. A company, which<br />
wishes to succeed, must be aware <strong>of</strong> all these requirements and constantly improve it s<br />
ability to meet them.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 47<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
There are a number <strong>of</strong> sources <strong>of</strong> information on customer requirements. Examples<br />
include:<br />
Customer survey s and trials<br />
Trade surveys and trials<br />
Working with selected customers<br />
Competitor analysis<br />
Focus groups<br />
Benchmarking<br />
Customer complaints<br />
Legal and guideline standards (for example, ISO 9000)<br />
Informal customer, or potential customer comments received from sources<br />
such as: the sales force after customer visits; feedback from other<br />
employees and comments heard at conferences, training courses and trade<br />
exhibitions<br />
Every contact with an existing, or potential, customer at any level in the organization is<br />
an opportunity to learn more about their requirements. It is important that this<br />
information is tapped and used to improve the ability <strong>of</strong> the business to meet customer<br />
requirements.<br />
Internal Processes<br />
An external customer requirement can only be met if internal processes within an<br />
organization are set up effectively to deliver the requirement. A breakdown in the internal<br />
supply chain <strong>of</strong>ten results in failure to meet external customer requirements. An<br />
important part <strong>of</strong> <strong>Quality</strong> Improvement is the analysis <strong>of</strong> the whole organization to ensure<br />
it is set up effectively to meet the requirements <strong>of</strong> its customers. The following steps are<br />
useful guide to achieving this:<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 48<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Identify the basic purpose and objectives <strong>of</strong> the business. What customer<br />
requirements does it exist to fulfill?<br />
Identify existing and potential future customers <strong>of</strong> the business. Tap as<br />
many sources as possible to ensure their requirements are understood. This<br />
includes understanding why potential customers are not actual customers!<br />
Identify the overall role each department plays in meeting customer<br />
requirements and business objectives. This may reveal that changes are<br />
required in the roles <strong>of</strong> departments within the organization<br />
Identify the internal processes, which link together to meet the external<br />
customer requirements. Ensure the external customer requirements flow<br />
back through the supply chain to determine the customer requirements for<br />
each internal process. Only by doing this at each stage in the supply chain<br />
can the external customer requirements be met?<br />
Measure performance overall, and for each process<br />
Introduce improvements to each process to improve performance<br />
3.4 Identifying quality costs<br />
The objective <strong>of</strong> the <strong>Quality</strong> Improvement Program is to develop an approach, which<br />
ensures goods, and services are produced which meet customer requirements for the<br />
minimum cost.<br />
The objective is to eliminate the costs associated with not getting this right the first time,<br />
the cost <strong>of</strong> non-conformance (CONC).<br />
The Importance <strong>of</strong> Identifying the CONC<br />
Recognizing the amount <strong>of</strong> money devoted to the CONC at the beginning <strong>of</strong> a QIP<br />
frequently underlines the strategic necessity <strong>of</strong> introducing the program. Findings from a<br />
number <strong>of</strong> businesses suggest that the CONC can amount to as much as 25 per cent <strong>of</strong><br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 49<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
turnover in both manufacturing and in service industries. This is certainly a figure, which<br />
grabs management attention.<br />
Monitoring the CONC can provide a measure <strong>of</strong> the success <strong>of</strong> the QIP. However, it<br />
should be recognized that when a QIP is introduced the CONC frequently appears to rise<br />
initially. This is because people become more aware <strong>of</strong> non-conformance and its<br />
associated costs as they become able to identify them. Consequently costs become<br />
included which would not initially have been thought <strong>of</strong> as non-conformance costs.<br />
Knowing the CONC associated with individual activities can be used to help priorities<br />
corrective actions, focusing attention on the highest priority areas.<br />
Being aware <strong>of</strong> the cost associated with error helps every department and individual in<br />
their commitment to perform every task right first time.<br />
Calculating the <strong>Quality</strong> Related Costs<br />
One <strong>of</strong> the most useful ways <strong>of</strong> classifying <strong>Quality</strong> related costs is to distinguish between<br />
the costs <strong>of</strong> conformance and the costs <strong>of</strong> non-conformance. Costs <strong>of</strong> non-conformance<br />
are all the costs incurred because failure occurs; if there were no failures there would be<br />
no requirement for the activity. Costs <strong>of</strong> conformance are all the costs associated with<br />
preventing non-conformance arising.<br />
Cost <strong>of</strong> Non-Conformance (CONC)<br />
The most obvious element <strong>of</strong> CONC are the costs associated with failure to achieve<br />
conformance to requirements – the failure costs.<br />
Failure costs occur in all areas <strong>of</strong> the company. They are <strong>of</strong>ten accepted as pat <strong>of</strong> the<br />
normal course <strong>of</strong> events and so are easily overlooked.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 50<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
The fact that failure costs exist is generally well recognized in industry. In order to<br />
minimize failure costs many companies operate systems to find failures. There are<br />
inevitably costs associated with finding these errors.<br />
These are the Appraisal Costs<br />
Today many <strong>of</strong> us expect failures to happen and so we need appraisal activities to find<br />
them. If failure were eliminated the vast majority <strong>of</strong> appraisal activities would also no<br />
longer be necessary.<br />
Cost <strong>of</strong> Conformance<br />
To reduce the CONC we need to invest in prevention activities. Prevention activities<br />
inevitably result in some costs. These are prevention costs. Investing in the prevention <strong>of</strong><br />
failure enables failure and associated appraisal costs to be minimized. This is the<br />
fundamental principle underlying <strong>Quality</strong> Improvement.<br />
The key feature <strong>of</strong> a QIP environment is that failures are not accepted as a normal<br />
occurrence. The root causes <strong>of</strong> any failures are identified and eliminated by the<br />
introduction <strong>of</strong> prevention activities. Failure is an exceptional occurrence rather than the<br />
norm. In this environment we do not need vast appraisal activity, we only need a small<br />
audit activity to ensure our prevention system is working correctly. So after focusing on<br />
reducing failure costs we can then look at reducing appraisal costs.<br />
The Role <strong>of</strong> the <strong>Quality</strong> Improvement Team<br />
The role <strong>of</strong> the QIT is to devise a method for identifying the <strong>Total</strong> <strong>Quality</strong> related costs<br />
across the company. It is important that all <strong>Quality</strong> related costs are included at this stage<br />
and not just the obvious costs associated with manufacturing. This analysis can then be<br />
used as a basis for measuring progress as the QIP is implemented. It can also be used to<br />
reinforce the need for implementing the Improvement Program when communicating<br />
with management and employees. The measurement <strong>of</strong> quality costs provides valuable<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 51<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
management information and will require the active participation <strong>of</strong> every manager and<br />
supervisor if it is to be a meaningful measure <strong>of</strong> current business performance.<br />
The objective <strong>of</strong> the QIP is to eliminate the CONC by investing in prevention.<br />
3.5 <strong>Quality</strong> awareness<br />
This module explains the importance <strong>of</strong> involving everyone in the <strong>Quality</strong> Improvement<br />
Program and describes effective means for achieving this objective.<br />
The Individual Commitment to <strong>Quality</strong><br />
To be successful, a <strong>Quality</strong> Improvement program <strong>of</strong>ten requires a complete change in<br />
the way an organization is run:<br />
i. All employees require a greater understanding <strong>of</strong> customer requirements and<br />
the internal processes required to meet these requirements<br />
ii. It will no longer be acceptable to reply on finding and fixing errors. The<br />
organization will have to become committed to investing resources in<br />
preventing errors arising and<br />
iii. Individuals should be empowered to take actions to improve the <strong>Quality</strong> <strong>of</strong><br />
output from their own work areas<br />
To achieve these changes requires the commitment <strong>of</strong> every employee within the<br />
company. The required level <strong>of</strong> personal commitment is only likely to be achieved if<br />
every individual understands the aims and benefits <strong>of</strong> the Program, the role they can play,<br />
and how they can implement improvement in a successful QIP. A number <strong>of</strong> activities<br />
can help achieve this personal commitment to <strong>Quality</strong> Improvement:<br />
i. Education, Individuals need to understand the reasons for change, what it<br />
will mean to them and how they are equipped to contribute. The training<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 52<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
ii.<br />
iii.<br />
must be relevant, interesting and enable people to understand and participate<br />
in <strong>Quality</strong> Improvement.<br />
Communication. A constant flow <strong>of</strong> information is necessary, describing<br />
progress made by the QIP, how and when individuals will be involved and<br />
the successes achieved.<br />
Recognition. A system to recognize and publicly reward those who make an<br />
outstanding contribution to <strong>Quality</strong> Improvement can play an important part<br />
in encouraging employee commitment.<br />
3.6 Measurements and targets for improvement<br />
This section explains the importance <strong>of</strong> introducing objective measurements in all<br />
departments throughout the organization, and then setting targets for the improvement <strong>of</strong><br />
performance.<br />
Objectives <strong>of</strong> Performance Measurement<br />
Accurate measurement <strong>of</strong> the quality <strong>of</strong> all process is the cornerstone to improvement –<br />
until we know where we are today, we cannot improve.<br />
Objective measurements enable management and employees to focus attention on areas<br />
<strong>of</strong> weakness and to monitor progress.<br />
Since all departments are involved in meeting customer requirements and in generating<br />
and fixing errors, all departments should be involved in the <strong>Quality</strong> Improvement<br />
Program and all departments need to introduce appropriate measures to enable<br />
performance to be monitored.<br />
Measurements can be used to highlight opportunities for improvement and also to<br />
monitor the success <strong>of</strong> the Program. It is important that all measurements, which are<br />
introduced, fulfill two primary objectives:<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 53<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
i. They should be meaningful to the business. Improvements in these areas<br />
should lead to improved business performance<br />
ii. The measurements should be owned by individuals or work groups<br />
It is <strong>of</strong>ten difficult to define measurements, which meet both these objectives. As a result,<br />
the introduction <strong>of</strong> measurement is <strong>of</strong>ten best approached from two angles:<br />
i. From the top down. These are the initial measurements introduced and<br />
owned by managers and their dependents. They are key functional measures<br />
where improvements will result in direct, tangible benefits to the business.<br />
These measurements effectively define the ‘big picture’ into which the other<br />
measurements will fit.<br />
ii. From the bottom up. These are measurements introduced directly by<br />
individuals and work groups as the program progresses and individuals<br />
become involved in the program. They are <strong>of</strong>ten measurements <strong>of</strong> smaller,<br />
more personal activities which are <strong>of</strong>ten more meaningful to the individuals<br />
than the ‘big picture’ measurements.<br />
With any Improvement Program it is important to have both types <strong>of</strong> measurements; one<br />
without the other reduces the benefits <strong>of</strong> the Improvement Program. Bottom up measures<br />
on their own can trivialize the Program as the benefits to the business may be relatively<br />
small. Top down measurements on their own can limit the extent to which individuals<br />
become involved in <strong>Quality</strong> Improvement. This can prevent individuals from realizing<br />
they have an important role to play.<br />
Fundamentals <strong>of</strong> Top Down Measurements<br />
Before introducing new measurements at the beginning <strong>of</strong> QIP, it is essential to focus<br />
attention on those areas, which have a real impact on the business. This helps set the<br />
scene for a forward looking Program, which individuals can recognize is driven by<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 54<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
business needs. Once the Program has been running for a while, individuals and groups<br />
will begin to introduce measurements <strong>of</strong> their own. The following sequence has been<br />
found in practice to provide an effective way to identify appropriate measures:<br />
i. Identify the basic purpose <strong>of</strong> the business and its objective. The whole<br />
management team will need to be involved at this point. The results <strong>of</strong> this<br />
analysis should then be interpreted for each department. Functional analysis<br />
is a key technique to use at this stage.<br />
ii. Identify the key measure <strong>of</strong> performance for each department. For example,<br />
one <strong>of</strong> the key measures for the personnel department might be to ensure<br />
that each <strong>of</strong> the other departments has its full quota <strong>of</strong> staff. The appropriate<br />
measure in this case might be variances from target head count.<br />
iii. Each department then establishes a number <strong>of</strong> functional measures.<br />
Functional measures reflect the major activities <strong>of</strong> each department to meet<br />
the key objectives for the department. For the personal department one <strong>of</strong><br />
the functional measures might be the time taken to agree the job<br />
specification once the vacancy has been identified. Improvement in these<br />
functional measures can be monitored. Progress in the functional measures<br />
supports the department’s over all business objectives.<br />
iv. As the program cascades through the organization these measurement will<br />
be developed and added to until everyone has establishes performance<br />
indicators within his own work area.<br />
v. These measurements should be reviewed as part <strong>of</strong> the annual business<br />
planning cycle to ensure they continue to reflect the overall business<br />
objectives.<br />
Each measurement should be agreed and owned by the department being measured. Only<br />
then is the department likely to take the measurement seriously.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 55<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Measurement is only effective if it produces information, which people can easily<br />
understand and use. Data must therefore, be accurate and the operating and reporting<br />
methods must be straightforward.<br />
Once accepted by the departments concerned, all measurements should be prominently<br />
displayed for everyone to see. This ensures commitment to the measurements by the<br />
department being measured, and allows an opportunity for everyone interested to<br />
participate in the improvement program. Measurements are not just for managers, they<br />
are for everyone interested to participate in the improvement program. Measurements are<br />
not just for managers, they are everyone involved in the process.<br />
Measurements should be made regularly. The frequency depends on the specific<br />
measurement being made.<br />
3.8 The Measurement <strong>of</strong> <strong>Quality</strong> in Practice<br />
Most companies operates systems to measure performance within manufacturing<br />
divisions but have difficulty in deciding on measures to use within other areas. The<br />
following are examples <strong>of</strong> measures, which may be appropriate within other areas:<br />
Engineering : Number <strong>of</strong> engineering changes<br />
S<strong>of</strong>tware bugs reported in released s<strong>of</strong>tware<br />
Number <strong>of</strong> weeks projects slip<br />
Sales : Time to respond to request for quotations<br />
Percentage <strong>of</strong> orders incorrectly entered<br />
Comparison <strong>of</strong> actual orders against forecast<br />
Service : Turn-around time for repairs<br />
Warranty claims after service<br />
Excessive service spares inventory<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 56<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Accounts : Incorrect invoices raised<br />
Debtor days outstanding<br />
Personnel : Time to fill vacancies<br />
Staff turnover rates<br />
Administration : Number <strong>of</strong> items returned due to typing errors<br />
Number <strong>of</strong> hours late producing the typed copy<br />
Time taken to pass messages to the recipient<br />
One <strong>of</strong> the most useful ways to display measurements is by the use <strong>of</strong> trend charts. These<br />
charts should be posted on a regular basis (daily, weekly, monthly) to record progress<br />
over time.<br />
The charts, however, only record status and progress. It is the action taken as a result <strong>of</strong><br />
the information on the charts, which results in improvement.<br />
3.9 Prevention<br />
This section focuses attention on the need to adopt prevention as the system for <strong>Quality</strong><br />
Improvement throughout the organization. It explains the Zero Defects Concept, and the<br />
importance <strong>of</strong> introducing effective corrective action systems to eliminate the causes <strong>of</strong><br />
non-conformance and prevent their recurrence.<br />
The Zero Defects Concept<br />
The implementation <strong>of</strong> a successful <strong>Quality</strong> Improvement Program requires a company to<br />
adopt prevention as the system for managing <strong>Quality</strong>. Prevention requires everyone<br />
within the company to believe that errors are not an inevitable part <strong>of</strong> working life; that<br />
correct systems, training, equipment, materials and above all, personal attitudes, can<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 57<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
prevent errors occurring. This belief is summarized in the Zero Defects concept. There is<br />
some question as to who first propounded the Zero Defects concept, but it is most closely<br />
associated with Philip Crosby, and has been extensively used by him, and his consultancy<br />
organization, in implementing <strong>Quality</strong> Improvements in many organizations world-wide.<br />
The fundamental principal underlying the Zero Defects concept is that it is possible to do<br />
all operations right the first time. Zero Defects does not mean that everything has to be<br />
gold plated or the place has to be crawling with inspectors. It simply means that each and<br />
every one <strong>of</strong> us has to believe it is possible to carry out activities without error. Errors are<br />
not inevitable. We should not anticipate errors and then build up massive systems to find<br />
and correct them. If we except errors to occur and build systems to deal with them, they<br />
will happen. We are then effectively saying that errors do not matter. We will find and fix<br />
them. This is a very costly path to tread.<br />
If errors are not expected to occur, and preventive actions are introduced to eliminate<br />
problems, the errors will not happen. The new attitude is that errors are not tolerated. A<br />
big fix-it outfit should not be available, just waiting for errors to happen. Everyone will<br />
be more careful and will work to eliminate the causes <strong>of</strong> errors so that eventually they<br />
will no longer occur.<br />
In our personal life we do not expect to put on odd shoes in the morning on a given<br />
number <strong>of</strong> days in a year. If we did expect this to happen then we could ask our partner to<br />
check our shoes every morning before going out and then rectify any errors found! This<br />
would prove very costly in terms <strong>of</strong> our partner’s time and patience. We do not, however,<br />
expect this to happen because we implement a preventive action such as putting our shoes<br />
in pairs when we take them <strong>of</strong>f.<br />
The Zero Defects philosophy requires us to apply our personal standards to our work and<br />
asks everyone else in the company to do the same.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 58<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
By adopting the Zero Defects concept, employees underline their commitment to the<br />
attitude and belief that errors are not inevitable. Errors can be avoided by applying<br />
prevention techniques.<br />
The Fundamental Importance <strong>of</strong> Effective Corrective Action Systems<br />
The fundamental objective <strong>of</strong> corrective action is to ensure that having identified a<br />
problem the action taken ensures it does not recur. The corrective action should be<br />
designed to prevent the same type <strong>of</strong> error from happening again, not just today but<br />
forever. Although at the start <strong>of</strong> a <strong>Quality</strong> Improvement Program it is important to focus<br />
attention on major problems, in the long run no error is too small to require corrective<br />
action.<br />
We have already discussed the need to introduce measurements <strong>of</strong> performance in all<br />
areas <strong>of</strong> the company. These provide raw data to enable us to identify and evaluate the<br />
impact <strong>of</strong> problems. The correct use <strong>of</strong> effective measurements enables us to monitor the<br />
progress resulting from corrective actions taken to eliminate problems.<br />
However, it must be stressed that measurements only provide information. It is the action<br />
taken as a result <strong>of</strong> this information, which produce the necessary improvements. We<br />
therefore need to make sure that an adequate system is in place to ensure that effective<br />
corrective actions are taken when a problem is identified.<br />
The Failure <strong>of</strong> Typical Existing Correction Action Systems<br />
Most companies already operate corrective action systems. The resolution <strong>of</strong> audit<br />
deficiencies and meetings with suppliers to review the reasons for reject components and<br />
improve performance are two typical examples. However, existing systems in many<br />
companies fail to succeed for three main reasons:<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 59<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
i. The action taken as a result <strong>of</strong> problems are <strong>of</strong>ten not really preventive<br />
actions. They may fix today’s problem but generally do not introduce the<br />
long-run improvements necessary to prevent the problem recurring in the<br />
future.<br />
ii. Many companies do not operate a mechanism for collecting details <strong>of</strong> the<br />
day-to-day problems faced by employees. This can be countered by<br />
introducing an Error Cause Removal (ECR) system.<br />
iii. The typical approach to resolving problems in many companies is to form a<br />
team <strong>of</strong> managers and supervisors. These teams are formed on an ad hoc<br />
basis and meet to try and resolve significant problems as they are identified.<br />
By only using managers and supervisors in these teams we restrict the<br />
number <strong>of</strong> problems which can be tackled and frequently do not get the<br />
benefit <strong>of</strong> the practical experience <strong>of</strong> the people actually doing the job on a<br />
day-to-day basis.<br />
Features <strong>of</strong> Effective Corrective Action System<br />
To be effective it is important that corrective actions are properly planned and carefully<br />
designed to result in the elimination <strong>of</strong> the problem concerned, once and for all. The<br />
following features typically need to be present in order for a corrective action system to<br />
be effective.<br />
i. An effective mechanism must exist to identify the problems to be solved. It<br />
is important systematically to analyze the features <strong>of</strong> a business and examine<br />
whether processes could be carried out more effectively. It is also important<br />
to establish a mechanism to identify practical problems facing the workforce<br />
(the ECR system).<br />
ii. Once a problem has been identified it is important to involve all the people<br />
concerned with the problem in developing corrective actions (corrective<br />
action groups).<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 60<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
iii. Someone within each group, frequently the supervisor, needs to have some<br />
knowledge <strong>of</strong> problem solving methods.<br />
iv. The outcome from these meetings should be reported to team members<br />
regularly.<br />
v. Corrective actions should be carefully assessed to ensure they are the most<br />
effective means to eliminate the problem once and for all. Once introduced,<br />
the results <strong>of</strong> the corrective action must be monitored to ensure they achieve<br />
the objectives set for them.<br />
vi. <strong>Management</strong> must support the activity and demonstrate their commitment<br />
by taking an interest in the progress made.<br />
Corrective Action Groups<br />
In addition to improving the existing corrective action system, it is generally necessary to<br />
consider introducing formal problem solving groups. He two most important types <strong>of</strong><br />
group are:<br />
i. Progress Groups (also known as <strong>Quality</strong> Circles): A progress group is<br />
generally a small group <strong>of</strong> individuals from within one department who<br />
carry out similar work. The group meets regularly to identify, implement<br />
and monitor the progress <strong>of</strong> corrective actions for problems arising within<br />
their work area.<br />
ii. Corrective Action Task Force: Complex problems frequently arise during<br />
the course <strong>of</strong> a <strong>Quality</strong> Improvement Program. A Corrective Action Task<br />
Force is an interdepartmental group with a member from each department<br />
affected by the problem.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 61<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
The Error Cause Removal System<br />
An important feature <strong>of</strong> a successful <strong>Quality</strong> Improvement Program is the introduction <strong>of</strong><br />
a simple method, which allows any individual to bring out into the open problems, which<br />
prevent him performing error-free work. These problems can then be targeted by<br />
management with the objectives <strong>of</strong> finding a solution. This is the error cause removal<br />
(ECR) system. This type <strong>of</strong> system differs from a suggestion scheme because in this case,<br />
the employee need only identify the problem. In a suggestion scheme an individual is<br />
only asked to contribute if he can also propose a solution. In this way a whole host <strong>of</strong><br />
problems go unidentified and unresolved. Many companies already operate an ECR<br />
system. In some cases this has fallen into disrepute because there is no real management<br />
commitment to solving the problems identified. As a result, individuals have to wait a<br />
long time for what is <strong>of</strong>ten an unsatisfactory answer. Eventually, the system is no longer<br />
used. Like quality circles, an ECR system is only likely to be successful as part <strong>of</strong> a<br />
<strong>Quality</strong> Improvement Program. In this case management actively wants to know about<br />
problems and is committed to effecting solutions.<br />
Fundamentals <strong>of</strong> an ECR System<br />
The following features should be present for an ECR system to work effectively:<br />
i. The ECR system should be introduced early in the <strong>Quality</strong> Improvement<br />
Program, so it is available for individual to use as they become involved in<br />
the Program.<br />
ii. The forms should be short, simple to complete and readily available.<br />
iii. ECRs should initially be submitted to the individual’s supervisor. An ECR<br />
should be acknowledged within two days <strong>of</strong> receipt.<br />
iv. If the problem cannot be resolved by the supervisor, then the form should be<br />
sent to the department responsible for the problem. The individual should<br />
receive a reply from the department within two weeks. This should give<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 62<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
details <strong>of</strong> the decision or a report on the actions taken so far together with an<br />
estimated completion date.<br />
v. Whenever it is decided to do nothing about an ECR this should be cleared<br />
with al least the next level <strong>of</strong> management. The individual must be given a<br />
clear explanation <strong>of</strong> why no action is being taken.<br />
vi. Every ECR should be taken seriously. No one should be criticized for<br />
raising an ECR.<br />
vii. All corrective actions introduced must resolve the problem permanently<br />
through preventive action. They should not just fix the problem in the short<br />
term.<br />
viii. The system should ensure that each ECR is resolved at the lowest possible<br />
level <strong>of</strong> supervision. Of all ECRs raised, experience has shown that 85 per<br />
cent can frequently be resolved by the first level <strong>of</strong> supervision, 13 per cent<br />
at the next level and 2 per cent might need to be referred to the department<br />
head or the QIT.<br />
ix. The efficiency <strong>of</strong> the system should be monitored by the QIT. They should<br />
look particularly at the response time and the actions taken. If either <strong>of</strong> these<br />
is unsatisfactory, individuals will cease to use the system and the<br />
Improvement Program will lose its credibility.<br />
3.10 Education and training<br />
After the management team agrees on the need for <strong>Quality</strong> Improvement and accepts the<br />
Program in principle, the QIT should attend an intensive training course. This course<br />
should explain their responsibilities for implementing the <strong>Quality</strong> Improvement Program<br />
and ensure they thoroughly understand how it can be implemented. This course may be<br />
run internally or by an external trainer depending on the level <strong>of</strong> existing expertise within<br />
the company.<br />
Having been trained, the QIT should plan the education Program for the rest <strong>of</strong><br />
workforce. It is important that the whole workforce is included in the training Program.<br />
Everyone has their part to play in a company. A receptionist may help to gain or lose a<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 63<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
customer as easily as a manager. If a message is not passed on quickly, the customer may<br />
choose to look elsewhere for his need. Production line staffs are likely to know more<br />
about the things that are wrong where they work than their managers and supervisors.<br />
They have probably been living with the problem and fixing things for a number <strong>of</strong> years.<br />
Experience has shown that the most effective approach to training within a company is to<br />
cascade the learning process from the manager to the supervisors and then to individual<br />
employees. The duration and content <strong>of</strong> the education Program depends on the<br />
individuals being trained. But they should all understand why the Program is required and<br />
their personal involvement in the drive for Improvement. At each stage the supervisor<br />
should be actively involved in the training. This ensures that the supervisor fully<br />
understands the Program and how it affects his area <strong>of</strong> the business. It also provides an<br />
important opportunity to demonstrate his commitment to the Program to his team. This<br />
approach has the added advantage <strong>of</strong> helping to develop a team approach in all areas <strong>of</strong> a<br />
company. This can result in a dramatic improvement in performance as people become<br />
personally committed to their team.<br />
Once teams form and begin looking at areas requiring improvement they will need<br />
training in how to analyze and resolve problems. It is no good asking people to make<br />
improvements if they have not been given the tools to enable them to do so. The training<br />
Program should be designed to enable them to use the essential problem solving tools.<br />
The techniques taught will depend on the business, but may include functional analysis,<br />
data gathering, Pareto analysis, brainstorming, fishbone diagrams and process control.<br />
In view <strong>of</strong> the time and experience required to produce training material, many<br />
organizations use externally generated training materials. If external material is used it<br />
must be adapted to ensure it is relevant to the organization and to the individuals being<br />
trained.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 64<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Statistical and Problem Solving Techniques<br />
4. 1 Basic Principles<br />
WIDELY USED TERMS IN SQC<br />
Frequency Distribution<br />
Normal distribution curve<br />
Fishbone diagram<br />
Chance causes or system causes<br />
Assignable causes or special causes<br />
Stable process<br />
Histogram<br />
Process spread<br />
Standard deviation<br />
Sigma ()<br />
Control limits<br />
Variables chart<br />
Attribute Chart<br />
Average and range chart<br />
Average<br />
<br />
X<br />
Range<br />
R<br />
Upper control limit<br />
Lower control limit<br />
Out <strong>of</strong> control<br />
In control<br />
Percent defective chart<br />
<strong>Management</strong> solvable problem<br />
Floor solvable problem<br />
Have you ever been sick enough to be confined to a hospital bed, with a nurse coming<br />
around and taking your temperature, your pulse and your blood pressure? If you have,<br />
you already know something about statistical quality control. The readings that the<br />
nurse records on a chart are like the readings you will record on charts on your job.<br />
When you are sick, the doctor wants to know what is normal about you and what is not.<br />
With this information he will take the right steps to make you well.<br />
Jobs can get sick, just like people. Like the doctor, you need a picture <strong>of</strong> how the job is<br />
performing. You need a running record <strong>of</strong> what is happening on your job to tell when it<br />
is sick and when you must take action to make it well.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 65<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Just as the doctor uses temperature and pulse charts to keep track <strong>of</strong> your condition, you<br />
will use control charts to monitor the condition <strong>of</strong> your job. When properly used,<br />
control charts will tell you three things:<br />
1. When you're doing something you shouldn't<br />
2. When you're not doing something you should<br />
3. When you're doing things right<br />
In short, control charts will indicate how "well" your job is. They'll show you:<br />
1. When the job is running satisfactorily<br />
Or<br />
2. When something has gone wrong which needs correction<br />
Control charts will provide you with "stop" and "go" signals. They'll enable you to<br />
"point with pride" or "view with alarm" (and look for the cause <strong>of</strong> the trouble!).<br />
To use these statistical tools effectively and pr<strong>of</strong>itably, you must understand some <strong>of</strong><br />
the basic principles underlying statistical quality control techniques. You may be one <strong>of</strong><br />
the many people who feel uncomfortable when the world "statistics" is mentioned, but<br />
in using statistical quality control techniques, you don't need to get deeply involved in<br />
mathematics. All you need to do is learn a few basic principles. An understanding <strong>of</strong><br />
these principles will make it easier for you to understand and use the control chart<br />
techniques presented in this program.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 66<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
All the ideas and techniques in this program are based on six principles. The first<br />
principle is:<br />
1. No two things are exactly alike<br />
Experience has shown that things are never exactly alike. When two things seem to be<br />
alike, we <strong>of</strong>ten say that they're "like two peas in a pod". But when we open a pea pod<br />
and take a close look at the peas, we see slight differences. The peas are different in<br />
size, shape or freedom from blemish. If you're concerned with manufacturing parts, you<br />
know that no two manufactured parts are exactly alike either. In one way or another, the<br />
parts will be slightly different in size, shape or finish.<br />
We <strong>of</strong>ten want to make parts interchangeable. To do this, we want to make them<br />
identical, but no two things are exactly alike. Therefore, we want to keep the variation<br />
between parts as small as possible. To help ourselves do this, we use a second basic<br />
principle.<br />
2. Variation in a product or process can be measured<br />
Some variation is normal to your job, and this variation tends to increase. If you make<br />
no effort to measure or monitor the variation normally expected in your job, you could<br />
find yourself in a lot <strong>of</strong> trouble. That is, all processes that are not monitored "go<br />
downhill". Therefore, it's necessary to measure the output <strong>of</strong> any process or operation to<br />
know when trouble is brewing.<br />
When you check the output <strong>of</strong> process or operation, you will quickly notice one feature.<br />
This feature provides a basis for the third principle.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 67<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
3. Things vary according to a definite pattern<br />
If you want to see this pattern take shape, all you need to do is record the measurements<br />
<strong>of</strong> a dimension on parts from one <strong>of</strong> your operations on your job. If you record them in<br />
tally form, you will see a pattern begin to form after you have measured and recorded<br />
several parts. An easy way to demonstrate this principle is to roll a pair <strong>of</strong> dice<br />
fifty or more times and record the total number <strong>of</strong> spots that come up in each throw.<br />
After a while you will see a pattern begin to form. This pattern sometimes called a<br />
frequency distribution, and is shown in Figure 4.1<br />
12 x<br />
11 x<br />
10 xxxxx<br />
9 xxxx<br />
8 xxxxx xxx<br />
7 xxxxx xxxxx x<br />
6 xxxxx Xx<br />
5 xxxxx x<br />
4 xxxx<br />
3 xx<br />
2 x<br />
Figure 4.1 Frequency Distribution<br />
A frequency distribution curve is formed by enclosing the tally marks in a curved line.<br />
This curve shows that there are more measurements or numbers in the middle and<br />
fewer as you go away from the middle. As you can see, the curve is shaped like a bell<br />
(see Figure 4.2)<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 68<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
12 x<br />
11 x<br />
10 xxxxx<br />
9 xxxx<br />
8 xxxxx xxx<br />
7 xxxxx xxxxx x<br />
6 xxxxx Xx<br />
5 xxxxx x<br />
4 xxxx<br />
3 xx<br />
2 x<br />
Figure 4.2 Bell-Shaped Curve<br />
A frequency distribution curve will repeat itself whenever you take groups <strong>of</strong><br />
measurements. This fact leads to the fourth basic principle.<br />
4. Whenever things <strong>of</strong> same kind are measured, a large group <strong>of</strong> the<br />
measurements will tend to cluster around the middle<br />
Most measurements fall close to the middle. In fact, mathematicians can make a fairly<br />
accurate prediction <strong>of</strong> the percentage <strong>of</strong> measurements in various sections <strong>of</strong> the<br />
frequency distribution curve. This prediction is shown in Figure 1.3.<br />
Figure 4.3 Approximate Percentages <strong>of</strong> Different Measurements Within the<br />
Normal Distribution Curve<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 69<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
How can we understand this curve in a practical way?<br />
<br />
<br />
<br />
<br />
If we measure each piece that comes from a machine or operation and make a<br />
tally <strong>of</strong> the measurements, we will eventually have a curve similar to the one<br />
in Figure 4.3<br />
If we don't measure, each piece, but merely reach into a tote pan, grab a<br />
handful <strong>of</strong> pieces and measure them, the chances are that 68 out <strong>of</strong> 100<br />
measures (34 % + 34%) will fall within the two middle sections <strong>of</strong> the graph<br />
in Figure 4.3.<br />
The chance are that 28 out <strong>of</strong> 100 pieces (14% + 14%) will fall into the next<br />
two sections, one on each sides <strong>of</strong> the middle sections.<br />
Finally, the chances are that 4 out <strong>of</strong> 100 <strong>of</strong> the pieces (2% + 2%) will fall into<br />
the two outside sections.<br />
This may sound a little complicated, but don't worry about it. Just remember that<br />
measures do tend to cluster around the middle, as shown by the bell shape <strong>of</strong> the curve.<br />
This particular curve is known as the normal distribution curve.<br />
All <strong>of</strong> this brings us to the fifth basic principle.<br />
5. It's possible to determine the shape <strong>of</strong> the distribution curve for parts<br />
produced by any process<br />
By making a tally or frequency distribution <strong>of</strong> the pieces produced by a process, we can<br />
compare it to the blueprint specification for that dimension. In this way we can learn<br />
what the process is doing, as compared to what we want it to do. If we don't like the<br />
comparison, we may have to change the process or the blueprint.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 70<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
CAUSES OF VARIATION<br />
The source <strong>of</strong> variation in a process can be found in one or more <strong>of</strong> five areas. These<br />
are the materials, the machines, the methods, the environment and the operators.<br />
All variation in a product is caused by variation in these five areas, as illustrated in<br />
Figure 4.4<br />
Figure 4.4 Fishbone Diagram<br />
The diagram in Figure 4.4 is sometimes called a fishbone diagram, which is very useful<br />
for searching out causes <strong>of</strong> trouble in a process.<br />
The variation seen when measuring pieces from a process is the result <strong>of</strong> two types <strong>of</strong><br />
causes. In this book we will call them chance causes and assign causes. (Some people<br />
call them system causes and special causes). Chance causes are those we can normally<br />
do nothing about; they are continuously active in the process and are built in as part <strong>of</strong><br />
the process. Assignable causes are those we can do something about. They can be<br />
detected because they are not always active in the process.<br />
If the variations in the product (caused by materials, machines, methods, environment<br />
and operators) are due to chance causes alone, the product will vary in a normal,<br />
predictable manner. The process is said to be stable. We want to know how the product<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 71<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
varies under normal, state conditions - that is, when only chance causes are contributing<br />
to the variations. Then, if any unusual change occurs, we can see this change in our<br />
normal distribution curve. We can say that it's the result <strong>of</strong> an assignable cause and not<br />
due to chance causes alone.<br />
When assignable causes are present, the curve will be distorted and lose its normal bell<br />
shape. Figure 4.5 shows some typical distortions to the normal distribution curve.<br />
Figure 4.5 Distortions to the Normal Curve<br />
Normal<br />
Distribution<br />
Measurements tail <strong>of</strong>f<br />
to the right<br />
Measurements from two<br />
different groups<br />
Measurements from two<br />
different<br />
Groups that overlap<br />
Measurements tail <strong>of</strong>f<br />
to the left<br />
Tails <strong>of</strong> the distribution are<br />
chopped <strong>of</strong>f. Parts were<br />
probably sorted.<br />
This brings us to the sixth basic principle.<br />
6. Variations due to assignable causes tend to distort the normal distribution<br />
curve<br />
A frequency distribution is a tally <strong>of</strong> measurements that shows the number <strong>of</strong> times<br />
each measurement is included in the tally. The tally you saw in Figure 4.1, which was<br />
made by rolling dice, is a frequency distribution.<br />
A frequency distribution helps us determine whether chance causes alone exist in a<br />
process or whether an assignable cause is also present. (We have statistical techniques<br />
that can detect when an assignable cause is present. Frequency distributions are a very<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 72<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
good quality control tool because <strong>of</strong> their simplicity and they are a very good way to<br />
illustrate the six basic principles.<br />
These basic principles are the foundation stones upon which entire tools <strong>of</strong> quality have<br />
been built. Let's take another look at them before we move on.<br />
1. No two things are exactly alike.<br />
2. Variation in a product or process can be measured.<br />
3. Things vary according to a definite pattern.<br />
4. Whenever many things <strong>of</strong> the same kind are measured, a large group <strong>of</strong> the<br />
measurements will tend to cluster around the middle.<br />
5. It's possible to determine the shape <strong>of</strong> the distribution curve for parts produced<br />
by any process.<br />
6. Variation due to assignable causes tends to distort the normal distribution<br />
curve.<br />
4.2 TOOLS OF QUALITY- AN OVERVIEW<br />
To improve the quality <strong>of</strong> our products or to maintain current quality, your must have<br />
stable processes. The six basic principles we have discussed are the basis for the<br />
statistical techniques you will use to answer these questions:<br />
<br />
<br />
<br />
Are we doing something we shouldn't?<br />
Are we failing to do something we should?<br />
Is the process operating satisfactorily, or has something gone wrong which<br />
needs correction?<br />
The techniques we will discuss in this program can be used on a one-time basis to solve<br />
specific quality problems, but their greatest value comes from using them everyday to<br />
control quality. They must become a way <strong>of</strong> life in your workplace.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 73<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Your goal should be to demonstrate that your job is operating in a stable manner. When<br />
the assignable causes have all been corrected, the variation in your products is due only<br />
to chance causes.<br />
When your operation is stable, then - and only then - can you know with confidence<br />
what your quality level is. When your operation is stable, your productivity and quality<br />
are the best they can be with your process.<br />
Statistical methods <strong>of</strong> quality control give you a way to picture and control quality<br />
through the use <strong>of</strong> these "tools <strong>of</strong> quality".<br />
1. The histogram or frequency distribution<br />
2. The control chart<br />
THE HISTOGRAM OR FREQUENCY DISTRIBUTION<br />
In many families it is a custom to have a picture taken each year. Just as a family<br />
picture is a snapshot <strong>of</strong> a group <strong>of</strong> people, the histogram is a "snapshot" <strong>of</strong> a group <strong>of</strong><br />
parts from a manufacturing operation. It shows how a process is operating at a given<br />
time.<br />
A histogram is simple to construct. It is nothing more than a frequency distribution put<br />
into block form. Let's just say we want a picture <strong>of</strong> the diameters <strong>of</strong> 100 bushings being<br />
machined on a lathe.<br />
By the end <strong>of</strong> our check, the frequency distribution might be as it is shown in Figure<br />
4.6. Putting this distribution into graphic form produces the histogram shown in Figure<br />
4.7. Like the family picture, each histogram has a story to tell.<br />
SPE<br />
C.<br />
x<br />
x<br />
x<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 74<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
x<br />
Figure 4.6 Frequency Distribution<br />
Three questions can be answered by a quick look at the pattern <strong>of</strong> the histogram:<br />
1. Is the process producing parts to the bell-shaped curve?<br />
2. Where is the process centered?<br />
3. Is the process capable <strong>of</strong> meeting the engineering specification?<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 75<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
SPE<br />
C.<br />
.5623<br />
.5622<br />
.5621<br />
.5620<br />
.5619<br />
.5618<br />
.5617<br />
Figure 4.7 Histogram<br />
Let's review each <strong>of</strong> these questions in terms <strong>of</strong> the histogram in Figure 4.7<br />
1. Is the process producing parts to the bell-shaped curve?<br />
Because the histogram is roughly bell-shaped, then for practical applications we<br />
may say:<br />
a. The process appears "normal" and stable<br />
b. Variations are generally due to chance clauses.<br />
However when the histogram is not roughly bell-shaped:<br />
a. The process is not "normal"<br />
b. Assignable causes are influencing the variations. In special cases a frequency<br />
distribution or histogram <strong>of</strong> measurements from a stable process will not match<br />
the formal curve, but in most manufacturing operations, measurements from a<br />
stable process will make a good match to the normal curve.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 76<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
2. Where is the process centered?<br />
The average <strong>of</strong> the histogram and the specification midpoint are close together;<br />
therefore, the process is well centered. When the average <strong>of</strong> the histogram and the<br />
specification midpoint are far apart, then the process setting needs some<br />
adjustment.<br />
3. Is the process capable <strong>of</strong> meeting the engineering specification?<br />
The spread <strong>of</strong> the process falls within the specification limits; therefore, the<br />
process is estimated to be capable <strong>of</strong> meeting the engineering specification.<br />
Remember that the histogram is merely a snapshot <strong>of</strong> the process. If we take another set<br />
<strong>of</strong> data at another time, the picture may be different. However, the information we have<br />
on this process tells us that it is capable <strong>of</strong> meeting the engineering specification.<br />
People in manufacturing <strong>of</strong>ten form opinions about the quality <strong>of</strong> the parts they are<br />
making based on far less information than we had in the example above. It is much wiser<br />
and safer to use a statistical technique, as we did, to see what the job is doing before we<br />
decide how good or how bad the parts are. Remember the old saying, "One picture is<br />
worth a thousand words". Few people can look at a set <strong>of</strong> jumbled-up data and see the<br />
same things they can see after the data have been organized in pictorial form.<br />
Once you begin to think statistically about your job, you will find that you naturally want<br />
to get factual data and plot it in the appropriate form. With this method, you will make<br />
good decisions based on facts instead <strong>of</strong> giving opinions based on measurements from<br />
only a few pieces.<br />
The process spread is determined by the curve it forms. When this curve is compared to<br />
the specification, we can tell when the process is making parts outside the specification.<br />
When the spread <strong>of</strong> the curve is wider than the specification or when one tail <strong>of</strong> the curve<br />
goes outside <strong>of</strong> the specification, we can estimate the number <strong>of</strong> pieces that fall outside<br />
the specification.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 77<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
The curve in Figure 4.8 also shows standard deviations. The sections <strong>of</strong> the<br />
curve are labeled here with the symbol (sigma). This is the symbol for the standard<br />
deviation <strong>of</strong> the normal curve. The standard deviation is calculated mathematically and<br />
can be estimated in graphic form, but for now let's just say this is a number that describes<br />
how the measurements cluster around the middle <strong>of</strong> the normal curve.<br />
In Figure 4.8 a normal curve is compared to the specification; 2% <strong>of</strong> the pieces at each<br />
end or 4% will fall outside the specification.<br />
Specification<br />
2% 14% 34% 34% 14% 2%<br />
_ _ _ _ _ _ _<br />
X-3 X-2 X-1 X X+1 X+2 X+3<br />
Figure 4.8 Normal Curve<br />
The frequency distribution and the histogram are used for the following purposes:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Evaluating or checking processes<br />
Indicating the need to take corrective action<br />
Measuring the effects <strong>of</strong> corrective actions<br />
Comparing machine performances<br />
Comparing materials<br />
Comparing vendors<br />
The frequency distribution and histogram are like a snapshot or a picture <strong>of</strong> a process at a<br />
particular time. Because <strong>of</strong> the time required to gather and record measurements for a<br />
frequency distribution, it is not practical to make more than a few distributions per day.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 78<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Between distributions the process may change and many defective parts may be<br />
produced. Any action to correct the process after the defective parts have been produced<br />
is like locking the barn after the horse has been stolen.<br />
For this reason frequency distributions or histograms are a good statistical tools for the<br />
purpose listed above, but they are not very good for monitoring the quality level <strong>of</strong> an<br />
ongoing manufacturing process. To monitor an ongoing process we have another useful<br />
tool - the control chart.<br />
4.3 THE CONTROL CHART<br />
If the frequency distribution is like a snapshot <strong>of</strong> process, then a control chart is like a<br />
movie - a continuous series <strong>of</strong> small pictures. A control chart is a record <strong>of</strong> the results <strong>of</strong><br />
periodic small inspections.<br />
The control chart is a running record <strong>of</strong> the job - it tells us when the process is running<br />
smoothly and when it needs attention. You will find the control chart a very good tool to<br />
show when you have problem and when you have corrected the problem successfully.<br />
Some people think they can tell if a job is okay by looking at one or two pieces or by<br />
using some sort <strong>of</strong> mystical powers. Most <strong>of</strong> us find that we don't need mystical powers,<br />
but we do need control limits for our control charts.<br />
Control limits are the boundaries on a control chart within which we can operate safely.<br />
These limits are based on past performance and they show what we can expect from the<br />
process as long as nothing is changed. Each time we check the job, we compare the<br />
results to the control limits. If the results are within the limits - no problem. But if some<br />
<strong>of</strong> the points on a control chart fall outside the control limits, we know something has<br />
happened and the job is no longer operating normally. When this happens, we should take<br />
action to correct the situation.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 79<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
In other words, control limits are warning sings that tell us:<br />
1. When to take action<br />
2. When to leave the job alone. This doesn't necessarily mean you don't have a<br />
problem. It just means you must take a different tack to identify the problem.<br />
There are two general types <strong>of</strong> control charts.<br />
1. Variable chart:<br />
This type <strong>of</strong> chart is used where a dimension or characteristic is measured and<br />
the result is a number.<br />
2. Attribute Chart:<br />
This type <strong>of</strong> chart is used where a dimension or characteristic is not measured<br />
in numbers, but is considered either "good" or "bad".<br />
VARIABLE CHARTS:<br />
_<br />
Average and Range Chart ( X and R Chart)<br />
The average and range chart is the most commonly used <strong>of</strong> the variable charts. Several<br />
other variable charts can be used, but we will use the average and range chart for<br />
illustration.<br />
The example shown here is taken from a bushing grinding operation. The<br />
diameter has been measured and the results <strong>of</strong> the measurements have been recorded on<br />
the control chart. (Se e Figure 4.9). The specified diameter for this bushing is 0.6250<br />
inches ± .0003 inch. The chart shows that parts were measured and recorded hourly. The<br />
performance <strong>of</strong> this job is shown for an eight-hour period. Let's see how this chart was<br />
developed.<br />
The operator, or an inspector, checked the job hourly by taking five pieces in a row from<br />
the operation and measuring the diameter <strong>of</strong> each.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 80<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
On the chart, where it says, "sample measurements", you will note that small numbers<br />
have been recorded. Obviously, these small numbers are not the whole measurement the<br />
operator read from the gauge. This job is a precision grinding operation, requiring<br />
measurements to one-tenth <strong>of</strong> a thousandth <strong>of</strong> an inch.<br />
_<br />
VARIABLE CONTROL CHART (X& R)<br />
Part Name (Product): BUSHING<br />
OPERATOR MACHINE: GRINDER GAGE<br />
DATE: 8/4/99<br />
TIME<br />
SAMPLE<br />
MEASUREMENTS<br />
SUM<br />
AVERAGE<br />
RANGE<br />
NOTES<br />
1<br />
2<br />
3<br />
4<br />
5<br />
8.00 9.00 10.00 10.45 11.00 11.15 1.00 2.00 2.30 3.00 3.30 4.00<br />
-1 -2 -2 4 5 -2 1 -2 -1 -2 -2 1<br />
-2 0 -2 1 4 2 0 -2 -2 -1 1 0<br />
-3 0 -2 2 0 1 0 1 -3 -3 3 0<br />
-2 1 -2 -2 1 2 -1 -2 -2 -2 2 -1<br />
-2 1 0 0 5 2 0 -1 -2 -2 1 0<br />
-10 0 5 5 15 5 0 -5 -10 -10 5 0<br />
-2 0 1 1 3 1 0 -1 -2 -2 1 0<br />
2 3 6 6 5 4 2 3 2 2 5 2<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 81<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17<br />
<br />
2<br />
UCL<br />
<br />
1<br />
<br />
<br />
0<br />
<br />
<br />
<br />
AVERAGES<br />
-1<br />
-2<br />
<br />
<br />
LCL<br />
<br />
<br />
<br />
<br />
UCL<br />
6<br />
<br />
<br />
RANGES<br />
4<br />
2<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
0001<br />
<br />
Figure 4.9<br />
The numbers are small because it isn't easy to write the full reading in the space allotted<br />
on the control chart. It would be a nuisance to have to add and divide the full<br />
measurement numbers. Instead, the operator has used a technique <strong>of</strong> coding the<br />
measurements. The first piece measured and recorded at 8.00 was .6249 inches. This is<br />
0.0001 inch less than the specified diameter <strong>of</strong> 0.6250, and so it was recorded -1. The<br />
measurements recorded on this control chart are all coded to show the bushing diameter<br />
in tenths <strong>of</strong> thousandths <strong>of</strong> an inch. When the measured diameter is 0.6250, a zero is<br />
recorded. When the measured diameter is 0.6251, a plus 1 (+ 1 or 1) is recorded. When<br />
the measured diameter is 0.6248, a minus 2 ( -2) is recorded. This method greatly<br />
simplifies the arithmetic needed to use this chart.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 82<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
This chart makes use <strong>of</strong> a five-piece sample each hour. After the five measurements are<br />
recorded, they are added together and this total is recorded in the "sum" line. Next, figure<br />
the average <strong>of</strong> the five measurements by dividing the total, or sum, <strong>of</strong> the measurements<br />
by the number <strong>of</strong> parts measured (five, in this case) and enters it in the "average" line.<br />
The average is plotted as one point on the chart.<br />
Another point to be plotted on the chart is the range. We find the range (or R, as it is<br />
called) by subtracting the smallest <strong>of</strong> the five readings from the largest <strong>of</strong> the readings.<br />
This number is recorded on the "range" line <strong>of</strong> the chart and plotted as one point on the<br />
range chart.<br />
As you can see, the average and range chart actually consists <strong>of</strong> two charts. We use the<br />
average to monitor how well the operation is centered on the specified dimension, and we<br />
use the range to monitor the spread <strong>of</strong> the dimension around the average.<br />
You can see lines on the chart that are marked UCL and LCL. These letters stand for<br />
upper control limit and lower control limit. The upper control limit (UCL) and the lower<br />
control limit (LCL) are the limits within which we expect the plotted points to stay. If a<br />
point falls outside one <strong>of</strong> these limits, the job is said to be "out <strong>of</strong> control".<br />
In our example we can see that an average point fell outside the upper control limit at<br />
11:00. This is a signal that something was distorting the normal distribution <strong>of</strong> the<br />
diameter <strong>of</strong> the bushing. A grinding wheel adjustment was made, and the job was back in<br />
control again.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 83<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
ATTRIBUTE CHARTS<br />
We use attribute charts with "go / no go" or "good / bad" inspection results and we do this<br />
by finding ways to assign numbers to these results. When we can assign number to our<br />
information, we can use a statistical technique to monitor and control those numbers.<br />
While several different attribute charts are available, the widely used charts are the p-<br />
chart and the c-chart. Now, for a simple illustration, let's look at an attribute chart that<br />
was used to monitor an earlier operation on the bushing described above.<br />
This job was rough grinding operation, which prepared the bushing for the precision<br />
grinding operation. The diameter specified for bushing all this operation was 0.625 inches<br />
± 0.003 inch, a much larger tolerance than the one allowed for the precision operation. It<br />
is not unusual in such an operation to use a "go" and "no-go" snap gauge. Such a gauge<br />
tells when the part is within the limits established for gauging and when it is not. It gives<br />
no actual dimensional readings.<br />
An average and range chart cannot be used when this type <strong>of</strong> information is available.<br />
Instead we use an attribute chart. One commonly used type <strong>of</strong> attribute chart is the<br />
percent defective chart, which is shown in simplified form in Figure 4.10.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 84<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
20<br />
16<br />
12<br />
8<br />
4<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
UCL<br />
<br />
<br />
<br />
LCL<br />
Date 8/4/<br />
Time<br />
8:05<br />
9:00<br />
9:50<br />
10:30<br />
11:30<br />
11:15<br />
% Defective<br />
1:00<br />
1:40<br />
2:30<br />
3:00<br />
3:30<br />
4:00<br />
5:00<br />
Figure 4.10<br />
The points plotted on this chart were obtained by checking a sample <strong>of</strong> fifty pieces each<br />
time an inspection was called for. The operator or an inspector gauged the pieces,<br />
counted the number rejected by the gauge, and calculated the percent defective <strong>of</strong> the<br />
fifty-piece sample. The percentage value was then plotted on the percent defective chart.<br />
Here again, the points within the control limits indicate that everything is satisfactory,<br />
while the point outside the upper control limit (UCL) shows that something needs to be<br />
corrected.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 85<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
SUMMARY<br />
You will have to learn how to develop these control charts and their control limits and<br />
how to interpret them, but for now you can see that they are statistical tools, which are<br />
based on a few easy-to-understand basic principles.<br />
The greatest use <strong>of</strong> control charts is to demonstrate that the process is operating in<br />
statistical control (that is, all points on the chart fall between the upper and lower control<br />
limits), but is till producing parts that are out <strong>of</strong> specification. When this happens, it is a<br />
waste <strong>of</strong> time to try to find a solution to the problem by adjusting the process. You can<br />
make this type <strong>of</strong> adjustment or take this kind <strong>of</strong> corrective action only when assignable<br />
causes are present.<br />
When a process is in statistical control, the only variation seen in the process is due to<br />
chance causes. Even those parts that fall outside the specification limits are made as a<br />
result <strong>of</strong> chance. You will not find an assignable cause for that variation. The only way to<br />
solve such a problem effectively is to make a basic change in the process. This is <strong>of</strong>ten<br />
called a management solvable problem.<br />
On the other hand, if the control chart indicates that the process is out <strong>of</strong> statistical<br />
control, it means that an assignable cause is present, and it can be found and corrected.<br />
This is <strong>of</strong>ten called a floor solvable problem, and it's the type <strong>of</strong> problem most <strong>of</strong> you<br />
face each day on the job.<br />
It is <strong>of</strong>ten said that 85% <strong>of</strong> all quality problems are management solvable and 15% are<br />
floor solvable. Statistical methods <strong>of</strong> quality control will help you detect the existence <strong>of</strong><br />
assignable or floor solvable causes, which you must identify and correct.<br />
Those who are uninformed in the use <strong>of</strong> statistical methods <strong>of</strong> quality control might say,<br />
"This is all well and good, but can I use it in my work area?". The answer can be given in<br />
one word: Yes! A control chart can be used on anything that can be assigned a number.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 86<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
If you intend to use control charts to help maintain and improve the quality <strong>of</strong> your work<br />
and your products, you must learn to think statistically. All the statistical techniques you<br />
will encounter in the context <strong>of</strong> quality have their foundation in the basic principles and<br />
an understanding <strong>of</strong> these principles will help you understand and use statistical control<br />
charts.<br />
4.4 ACCEPTANCE SAMPLING<br />
The Design and the Inspection <strong>of</strong> Individual Products<br />
In Industry, it is everyday experience that large items <strong>of</strong> (intermediary or finished)<br />
products or raw materials are inspected for their quality, for the purpose <strong>of</strong> arriving at a<br />
decision about their acceptance or rejection. This ACCEPTANCE may mean merely<br />
passing the intermediary products to the next stage <strong>of</strong> manufacture, or releasing the<br />
finished product to the market, or accepting the raw material for the purchase. In market<br />
purchases, if the product inspected is not satisfactory in quality, one may go elsewhere<br />
for the purchase; <strong>of</strong> course, the question <strong>of</strong> price <strong>of</strong> the product is interwoven with this<br />
decision <strong>of</strong> the acceptable quality. But it is perhaps easier and more scientific to make a<br />
decision about quality and consider the price acceptability separately.<br />
The Inspection Department in a factory, is usually charged with this specific function <strong>of</strong><br />
declaring materials or product as acceptable (or otherwise) in quality at th e time <strong>of</strong><br />
purchase or at suitable stages in manufacturing, including the last stage <strong>of</strong> actual shipping<br />
to the markets. The technological, engineering or chemical methods <strong>of</strong> testing are<br />
developed by the Inspection Department to suit each situation. Also, they have to have a<br />
clear notion about what is to be done when their verdict is "not to accept". Where every<br />
unit <strong>of</strong> product is inspected the procedure is said to be 100% inspection. In such cases,<br />
the accepted products are passed on to the next stage and the not accepted ones are<br />
suitably disposed <strong>of</strong>f for re-work or as scrap.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 87<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
In declaring a submitted product as acceptable or not acceptable, the Inspection<br />
Department has to keep in focus the specifications (or the blue print) given by the Design<br />
Department. It is a very healthy rule, that at every inspection stage, there should be<br />
precise specifications for the quality <strong>of</strong> the individual product inspected; this drawing up<br />
<strong>of</strong> the specifications for the product quality, is the responsibility <strong>of</strong> the Design<br />
department. When the specifications are clearly set out, the devising <strong>of</strong> acceptance<br />
procedures should be the concern <strong>of</strong> the Inspection department, if necessary in<br />
consultation with the other departments (e.g., the Design and the Product Departments).<br />
The acceptance procedures devised should aim at passing all products that satisfy the<br />
design specifications and rejecting all the others. This is the ideal.<br />
100% Inspection Versus Sampling Inspection<br />
The inspection <strong>of</strong> every unit in mass produced articles may be uneconomical. For items<br />
like screws and bolts, 100 percent inspection method, even with gauges, may cost more<br />
than the cost <strong>of</strong> manufacture; also the 100 percent inspection may take considerable time.<br />
Added to these, the inspection fatigue may intervene in the case <strong>of</strong> large number <strong>of</strong> items<br />
and vitiate the quality assurance aimed at. Industrial experience has demonstrated that in<br />
many cases where time and costs are important considerations, a suitable sampling plan is<br />
able to give a pre-assigned quality assurance more effectively than 100 percent<br />
inspection, because <strong>of</strong> improved efficiency in the inspection <strong>of</strong> an individual product. If<br />
the item is critical and no individual product not conforming to the design specification,<br />
is to be passed as accepted, there is no other way than to insist on 100 percent inspection<br />
and improve the reliability by fighting away the fatigue with increases in costs, time and<br />
personnel. But such critical items are very exceptional and may not be amenable to the<br />
economics <strong>of</strong> mass production. Even in such cases, if the procedure involves destructive<br />
tests, obviously 100 percent inspection cannot be resorted to. In practice, including highly<br />
critical items, suitable sample tests (perhaps very stringent) have to be used on practical<br />
considerations.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 88<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
The feeling that 100 percent inspection always eliminates all unsatisfactory products has<br />
not been confirmed by industrial experiences. In many accepted aggregates or products<br />
after 100 percent inspections with their high costs and delay, certain amount <strong>of</strong><br />
unsatisfactory (or non -conforming) products have been found, by properly designed<br />
sample checks. It would be more realistic to fix a limit to this proportion <strong>of</strong> nonconforming<br />
products among the accepted products and evaluate the quality assurance <strong>of</strong><br />
100 percent inspection versus a suitable sampling plan. This limit may be as low as<br />
desired on practical considerations. Of course, the ideal for this limit is zero. But the ideal<br />
is not always achieved in the practical world; there may be some inevitable margin <strong>of</strong><br />
non-conforming products in the best-inspected and passed aggregates <strong>of</strong> products in the<br />
long run. It would be scientific and desirable to keep this point in mind, while devising<br />
acceptance procedures.<br />
To devise a suitable acceptance procedure, we have to examine some preliminary<br />
concepts on decision making; for acceptance or rejection in this case.<br />
The Co-ordination<br />
The actual implementation <strong>of</strong> the acceptance procedures is the responsibility <strong>of</strong> the<br />
Inspection Department. But in the drawing up <strong>of</strong> the procedures, the other departments<br />
mainly the design and the production should play their due roles. It is advisable that the<br />
Design Department fully appreciates the acceptance specifications for the individual<br />
product and the aggregates so that the design specifications would be suitably reviewed<br />
to meet the performance <strong>of</strong> the product.<br />
All these departments should appreciate that the risk <strong>of</strong> a few non-confirming products<br />
escaping in accepted aggregates and the risk <strong>of</strong> a few conforming products being<br />
included in accepted aggregates, cannot altogether be removed. Even in very careful,<br />
slow and costly 100 percent inspection, these risks cannot be eliminated, but can be kept<br />
low and at any pre-assigned levels. These considerations bring us to face the difficult<br />
problem <strong>of</strong> making decisions with a some amount <strong>of</strong> risk, though the risk may be kept<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 89<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
small. Here, the theory <strong>of</strong> probability has given us certain results, which are <strong>of</strong> use in the<br />
consideration <strong>of</strong> our decision.<br />
Key Terms used in Sampling Inspection<br />
Operating Characteristic Curve (OC)<br />
This curve depicts the probability <strong>of</strong> acceptance for various values <strong>of</strong> proportion<br />
defective. A typical diagram is given below:<br />
PROBABILITY OF ACCEPTANCE<br />
PA<br />
1.0<br />
0.95<br />
0.5<br />
0.1<br />
PRODUCERS RISK<br />
CONSUMERS RISK<br />
0<br />
AQL<br />
INDIFFERENCE QUALITY<br />
Proportion Defective (p)<br />
Producer's Risk<br />
This is the probability <strong>of</strong> rejecting a lot whose proportion defective is equal to the<br />
AQL (Acceptance <strong>Quality</strong> Level). Generally AQL is define as the value <strong>of</strong> proportion<br />
defective for which the probability <strong>of</strong> acceptance is 0.95. This implies that in practice,<br />
producer's risk is fixed at 0.05 (5%).<br />
Consumer's Risk<br />
This is the probability <strong>of</strong> acceptance <strong>of</strong> a lot whose proportion defective is equal to the<br />
rejectable quality level (also known as Lot Tolerance Percent Defective - LTPD). It is<br />
generally fixed at 0.10.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 90<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Bird’s Eye View <strong>of</strong> Six Sigma<br />
5.1 Six Sigma<br />
In the last 25 years or more executives have been both exposed to and involved fairly<br />
extensively in the popular programs that include <strong>Quality</strong> Circles, Benchmarking, Zero<br />
Defects, <strong>Total</strong> <strong>Quality</strong> <strong>Management</strong>, Customer Satisfaction, Data Mining, and Business<br />
Process Reengineering. They are meant to provide answers to complex industry<br />
problems. Very <strong>of</strong>ten, in practice, the executives and staff in many enterprises view these<br />
training programs with trepidation, and they are confident that these will fade way as<br />
time passes. It seems the next wave <strong>of</strong> the quality revolution that is currently impacting<br />
us is Six Sigma! Now you won't be able to either do a presentation or conduct a program<br />
without using the term "Six Sigma" somewhere in the middle.<br />
One may wonder if this is yet another business term coined by management pr<strong>of</strong>essionals<br />
and the elite corporate houses. No doubt a good degree <strong>of</strong> hype is associated with Six<br />
Sigma, as is generally encountered with every new management movement. It is in this<br />
context, we have to examine whether Six Sigma is a mere mantra or it is an effective<br />
action plan that can trigger a leapfrog jump in the corporate pr<strong>of</strong>itability.<br />
How Six Sigma is different from the rest? Is it a Breakthrough Strategy that can be<br />
likened to a renaissance in changing the mind set <strong>of</strong> the people in the organization? Is it<br />
entirely a new management tool or old wine in the new bottle? What distinguishes Six<br />
Sigma from the other methodologies <strong>of</strong> quality? In this section, an attempt is made to<br />
provide some kind <strong>of</strong> answers to these issues that are extremely important for any<br />
pr<strong>of</strong>essional who is concerned with improving the bottom line as well as enhancing the<br />
quality image <strong>of</strong> his/her organization.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 91<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
5.2 What is Six Sigma?<br />
Six Sigma is a statistical measure that says that in a well-managed process be it<br />
manufacturing or service, you encounter only 3.4 Defects Per Million Opportunities<br />
(DPMO). In the parlance <strong>of</strong> Six Sigma, any thing that inhibits the attainment <strong>of</strong> customer<br />
expectation and satisfaction is a defect. First, we compute the ratio between the actual<br />
defects and the total number <strong>of</strong> opportunities for the organization to make mistakes from<br />
the customers’ angle. If this ratio is multiplied by one million, you get the Sigma level<br />
achieved by your organization. This level may be far from Six Sigma. For example, it<br />
may correspond to 2 Sigma, 3 Sigma or 3.5 Sigma. In the context <strong>of</strong> Six Sigma, we are<br />
99.99966% confident that the product or service delivered by us is defect free. Only<br />
0.00034% <strong>of</strong> the times the product or service delivered are defect prone. When multiplied<br />
by one million, this becomes 3.4 DPMO.<br />
Six Sigma measure is based on the bell shaped normal distribution. Normal distribution is<br />
the foundation stone upon which the entire statistical inference is built. The following<br />
diagram succinctly captures the meaning <strong>of</strong> Six Sigma<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 92<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Please note that 3.4 ppm is shown in the graduated scale corresponding to the number 6.0<br />
in the graph above. This is same as saying that there are 3.4 defects per million<br />
opportunities.<br />
Six Sigma entirely focuses on PROCESS IMPROVEMENT. The idea is to achieve<br />
Six-Sigma process performance with the help <strong>of</strong> Statistical Techniques to measure,<br />
monitor and control the actual performance <strong>of</strong> a process.<br />
A Process is a sequence <strong>of</strong> activities that transforms inputs to produce value for the<br />
stakeholders. It is the fulcrum <strong>of</strong> business that needs to be pr<strong>of</strong>essionally managed so as<br />
to make the business add value to the inputs.<br />
One distinguishing feature <strong>of</strong> Six Sigma is that it emphasizes on measurement<br />
much more than the other quality management tools. In fact, it is interwoven with<br />
statistical analysis tools in every conceivable process with a view to meeting<br />
customer specifications. Everything starts from customers’ perspective; then the<br />
process performance is aimed at Six Sigma level so that virtually you produce<br />
zero defects, which in the parlance <strong>of</strong> Six Sigma implies 3.4DPMO.<br />
Six Sigma practices can be applied to manufacturing as well as service sector.<br />
A Motivating Story<br />
Motorola the pioneer in Six Sigma, in the year 1979, articulated openly “Our<br />
<strong>Quality</strong> Stinks” and therefore started the journey <strong>of</strong> Six Sigma with a view to<br />
achieving excellence in its products’ and services’ quality. At this point in time,<br />
many American firms believed that quality costs money. Motorola understood<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 93<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
that the only way to decrease cost is to improve the quality <strong>of</strong> products and<br />
services, a philosophy and theme propounded by Dr. Deming the father <strong>of</strong> quality<br />
revolution. After the World War II, a large number <strong>of</strong> American companies<br />
focused on quantity instead <strong>of</strong> quality for a very long while. Motorola found that it<br />
was spending as much as 15% <strong>of</strong> its sales revenue for correcting poor quality. In<br />
terms <strong>of</strong> money value, it was $800 million to $1000 million each year.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 94<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Motorola’s quest to reduce cost <strong>of</strong> quality began formally and vigorously in 1985. The<br />
company pioneered an implementable Six Sigma methodology that focused on making<br />
continuous improvements in all operations within a given process rather than an orthodox<br />
TQM practice that would focus on continuous improvements in individual operations<br />
with unrelated processes. This indeed proved to be a breakthrough strategy producing a<br />
quantum leap in corporate pr<strong>of</strong>itability. By the year 1993, Motorola was operating at<br />
nearly Six Sigma in most <strong>of</strong> its manufacturing operations. In the next four years, the<br />
company could save as much as $2.2 billions entirely on account <strong>of</strong> a full-fledged Six<br />
Sigma operation. Figure 5.1 captures the significant reduction accomplished by Motorola<br />
over the years in Cost <strong>of</strong> Poor <strong>Quality</strong>.<br />
The results following the implementation <strong>of</strong> Six Sigma in a long journey <strong>of</strong> 11 years from<br />
1986 to 1997 in Motorola are indeed astonishing. Table 5.1 succinctly captures the<br />
success story <strong>of</strong> this great organization.<br />
Figure 5.1<br />
Motorola story staggers us by its outstanding results(refer table 5.1) that would not have<br />
been possible by traditional quality improvement plans, which lack a strong focus on the<br />
bottom line <strong>of</strong> an enterprise. The moral <strong>of</strong> this story is “Six Sigma is a breakthrough<br />
strategy that requires real hard work involving a longer time horizon”.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 95<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Please note that there are many organizations that are adopting Six Sigma Practices. The<br />
list includes among many the following:<br />
GE<br />
Kodak<br />
Allied Signal<br />
IBM<br />
ABB<br />
Texas Instruments<br />
Citibank<br />
Wipro<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 96<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Table 5.1<br />
Highlights <strong>of</strong> 11 Years Journey <strong>of</strong> Motorola(1986-1997) Culled out from the Company<br />
Records<br />
Financial Gains<br />
<br />
<br />
<br />
Sales (Up 5.05x) $29.8 Billion in 1997 representing an Average Compound Growth<br />
Rate <strong>of</strong> 16.9% Per Year<br />
Pr<strong>of</strong>its (Up 6.03x) $1.18 Billion in 1997 representing an Average Compound Growth<br />
Rate <strong>of</strong> 19.5% Per Year<br />
Stock (Up 7.0x) representing an Average Compound Growth Rate <strong>of</strong> 21.3% Per Year<br />
Breakthrough in <strong>Quality</strong><br />
<br />
<br />
<br />
<br />
<br />
Eliminated more than 99.7% <strong>of</strong> In-Process Defects<br />
Reduced Cost <strong>of</strong> Poor <strong>Quality</strong> more than 84% on a Per Unit Basis<br />
Cumulative Savings in Manufacturing Cost over $13 Billion<br />
Employee Productivity increased 3-Fold representing a 12 % Average Per Year<br />
Product Reliability in terms <strong>of</strong> Mean Time Between Two Failures (MBTF) increased<br />
5-10 Fold<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 97<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
5.3 Six Sigma and <strong>Total</strong> <strong>Quality</strong> <strong>Management</strong> (TQM)<br />
If we combine the wisdom <strong>of</strong> Dr. Deming, Dr. Juran, and Crosby, TQM could be<br />
explained as under:<br />
TQM involves continuous improvement in quality to meet or exceed customer<br />
norms at the lowest cost by releasing the potential <strong>of</strong> employees <strong>of</strong> the concerned<br />
organization.<br />
Let us ponder the expressions in bold.<br />
Continuous Improvement is based on the principle “Standing Still is Going<br />
Backwards”. This is very pr<strong>of</strong>oundly embedded in Six Sigma. Benchmarking Customer<br />
Satisfaction, Product, Process, and Service <strong>Quality</strong> are the corner stones upon which the<br />
entire Six Sigma is built. We also know that Benchmarking is an integral part <strong>of</strong> TQM.<br />
Customer Norms are the specifications and expectations <strong>of</strong> the customers. Six Sigma<br />
process starts from the voice <strong>of</strong> the customer and does everything to more than satisfy<br />
the customers. In fact, the cardinal principle <strong>of</strong> defects per million opportunities<br />
(DPMO) is deep rooted in the Six Sigma soil because anything that inhibits customer<br />
satisfaction is a defect. So, it focuses on opportunities to go wrong from the customers’<br />
angle or perception. Metrics are built around <strong>Total</strong> Customer Satisfaction (TCS) in a<br />
very committed manner in Six Sigma.<br />
Cost <strong>of</strong> poor quality is an extremely important measure in Six Sigma. It is expressed as<br />
percentage to sales revenues. Please recall from the Motorola story, how reduction in<br />
cost <strong>of</strong> poor quality helped Motorola achieve a quantum jump in pr<strong>of</strong>it! This is a key<br />
area in Six Sigma that will produce results for the corporate.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 98<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Employees play a pivotal role in Six Sigma as much as in TQM. The concept <strong>of</strong><br />
empowerment, autonomy, accountability, teamwork, training workshops, and<br />
leadership are as vital in Six Sigma as they are in TQM.<br />
Then what are the differences?<br />
1. Six Sigma emphasizes much more on metrics and measurement than TQM and the<br />
feedback and control <strong>of</strong> information system is significantly more impeccable in Six<br />
Sigma than in TQM<br />
2. There is a clear focus on Corporate Pr<strong>of</strong>it that permeates through out Six Sigma<br />
operations which is not the case in TQM operations.<br />
3. Six Sigma is articulated and implemented as a breakthrough strategy that<br />
incorporates mind-boggling radical reforms in order to achieve significant<br />
improvements both in quality and in finance function. This is not the case in the<br />
orthodox TQM practices.<br />
3. TQM focuses on continuous improvement in individual operations with unrelated<br />
processes whereas Six Sigma focuses on continuous improvement in all operations<br />
within a process. As a result <strong>of</strong> this difference in approach, Six Sigma can get a<br />
company to perform phenomenally in pr<strong>of</strong>it enhancement and in elimination <strong>of</strong><br />
defects.<br />
It is interesting to note that a modified TQM that incorporates a strong measurement<br />
system interwoven with statistical analysis, continuous improvement in all operations<br />
within a process, and a focus on corporate pr<strong>of</strong>itability is indeed Six Sigma!<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 99<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
5.4 Important Six Sigma Themes<br />
1) Focus on the Customer<br />
In a Tennis Tournament, if a player has an eye only on the scoreboard instead <strong>of</strong> the<br />
ball, he or she cannot win the game. The player must focus on the ball. Likewise, if<br />
a company has an eye only on the bottom line instead <strong>of</strong> the customer, it can neither<br />
attain market leadership nor can improve its corporate pr<strong>of</strong>it substantially. The<br />
company is the tennis player, the customer is the ball, and the bottom line<br />
(corporate pr<strong>of</strong>it) is the scoreboard. This is the cardinal principle <strong>of</strong> Six Sigma. Six<br />
Sigma is emphatic about the importance <strong>of</strong> achieving a quantum jump in pr<strong>of</strong>its by<br />
meticulously and sincerely implementing everything from the customers’<br />
viewpoint. The interesting difference in this tennis tournament is that one player is<br />
playing with many opponents and is trying to win the game. The many opponents<br />
mentioned here are the competitors in the marketplace. Thus Six Sigma is indeed a<br />
corporate strategy that aims to achieve and sustain market leadership through<br />
excellence in quality.<br />
2) Data and Information Based Decision<br />
All decisions in the Six Sigma environment are based on data, facts, and<br />
information and not on intuition or guess work. Benchmarking key activities<br />
using well-defined metrics against the best in class is at the heart <strong>of</strong> Six Sigma<br />
process. Of course, even TQM uses Benchmarking as a theme but the extent <strong>of</strong><br />
metrics used with a clear focus on pr<strong>of</strong>its by eliminating failures and defects from<br />
the customers’ angle is far greater in Six Sigma than in TQM. This in a way is<br />
responsible for very high hit rate <strong>of</strong> success (83%) where as hit rate <strong>of</strong> success in<br />
TQM companies is reported to be just in the vicinity <strong>of</strong> 25% to 40%. In the words<br />
<strong>of</strong> Motorola , the connection between quality and benchmarking is succinctly<br />
described as under:<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 100<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Benchmarking Implies<br />
There are no secrets to quality.<br />
There are no “Silver Bullets” or short cuts to good quality.<br />
<strong>Quality</strong> doesn’t take time, it saves time.<br />
It is not only free, it pays dividends.<br />
Average company spends close to 25% <strong>of</strong> its revenue on waste -- non-value added.<br />
<strong>Quality</strong> process applies to the administrative side <strong>of</strong> business as well.<br />
Service companies are not different from manufacturing.<br />
3) DMAIC<br />
Define the goals <strong>of</strong> the improvement activity.<br />
Measure the existing system.<br />
Analyze the system to identify ways to eliminate the gap between the current<br />
performance <strong>of</strong> the system or process and the desired goal.<br />
Improve the system.<br />
Control the new system.<br />
This acronym stands for Define – Measure – Analyze – Improve – Control. Each term<br />
is briefly discussed in the table below:<br />
If you carefully examine each term in the table above, you will realize it is an adapted<br />
Deming’s PDCA cycle. PDCA stands for Plan-Do-Check-Act. Define the goals <strong>of</strong> the<br />
improvement activity in a verifiable manner is part <strong>of</strong> Plan in the Deming’s cycle.<br />
Measure the systems’ parameters using rigorous statistical formats amount to Do in the<br />
Deming’s cycle. Analyze the system using statistical tools extensively to eliminate gaps<br />
between actual performance and the desired goal is nothing but Check in the Deming’s<br />
cycle. Likewise, Improve and control the system is nothing but Act in the Deming’s<br />
cycle.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 101<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
4) Focus on Process and not on Outcome<br />
This is a very interesting and pr<strong>of</strong>oundly true theme that runs all through the Six<br />
Sigma operations within an enterprise. Outcomes or end results are determined by<br />
what happens during the process. When the organization over a period <strong>of</strong> time<br />
builds a better and robust process, it is in a position to eliminate opportunities for<br />
defects before they actually occur.<br />
Six Sigma simplifies systems, improves process capability, and in the end finds a way<br />
to optimize rather than automate the systems and processes so that defects and failures<br />
are eliminated and the concerned organization achieves the milestone <strong>of</strong> 3.4 Defects Per<br />
Million Opportunities (DPMO). Also the feedback and control mechanism implanted in<br />
the processes ensure sustainability <strong>of</strong> Six Sigma level (3.4DPMO) on a long-term time<br />
horizon.<br />
5) Change Agents as Facilitators<br />
Experts and Pr<strong>of</strong>essional Mangers agree that change is difficult, pretty expensive, and<br />
is a major cause <strong>of</strong> error. So, why bother? Status quo is simply not possible.<br />
Organizations have to even embrace change in a proactive manner in view <strong>of</strong><br />
Competition in the marketplace, Technological Advancement where new technologies<br />
make the existing ones obsolete, Training Needs, Customer Demands, and <strong>Quality</strong><br />
Related Programs such as ISO, and QSO. It is in this context, the role <strong>of</strong> change<br />
agents looms large. A brief description <strong>of</strong> the important change agents is given below:<br />
Leadership<br />
David Kearns introduced the concept <strong>of</strong> Leadership Through <strong>Quality</strong> in Xerox<br />
Corporation in the context <strong>of</strong> a formal Benchmarking process for the first time in the<br />
US Industry to resurrect the company from the onslaught <strong>of</strong> the competitor -Canon<br />
Photocopier. Canon produced a machine that was as good in quality as one from Xerox<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 102<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
but amazingly could set its selling price equal to the manufacturing cost <strong>of</strong> Xerox<br />
copier. This was possible for Canon because <strong>of</strong> superior quality management tools.<br />
More than 4000 people lost their jobs in Xerox and its market share dwindled steeply.<br />
David Kearns emerged as a champion leader and turned around Xerox in a span <strong>of</strong> 5<br />
years using benchmarking process. Yet, the truth <strong>of</strong> the matter is that Xerox<br />
benchmarked its key activities only when it was threatened and thus the company was<br />
reactive instead <strong>of</strong> proactive in its attitude.<br />
On the contrary, leadership is dynamic and proactive in Six Sigma. In fact, leadership<br />
and quality are the warp and wo<strong>of</strong> <strong>of</strong> Six Sigma. Leadership is the foundation stone<br />
thorough which the organization’s strategic goals are to be achieved. Six Sigma focuses<br />
on changing key business value channels that cut across organizational barriers. Six<br />
Sigma can be successfully implemented only from the top down. Lip service or<br />
lukewarm style <strong>of</strong> leadership is the major cause <strong>of</strong> failure <strong>of</strong> Six Sigma endeavors in<br />
certain organizations. It is also a rarity to find any one organization where leadership<br />
from the top fully embraced Six Sigma. It must be noted that because Six Sigma<br />
focuses on cross-functional and company-wide quality processes, leadership from the<br />
top down is the key for its success.<br />
Black Belt<br />
A Black Belt is a person who may have emerged from any discipline to start with but<br />
has a very sound knowledge in using advanced statistical techniques to systems and<br />
processes. Depending upon the nature <strong>of</strong> the problem, the tools may range all the way<br />
from simple descriptive statistics to sampling distributions, control charts, process<br />
capability analysis, correlation and regression, hypothesis testing, and design <strong>of</strong><br />
experiments. This individual should also be an expert in Six Sigma Strategies and<br />
Tools, and an Effective Leader capable <strong>of</strong> training, consulting, and mentoring<br />
subordinates.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 103<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Green Belt<br />
Green Belts are typically Six Sigma Project Leaders who are capable <strong>of</strong> taking the<br />
organization from the concept stage <strong>of</strong> projects to their successful completion. They are<br />
trained by Black Belts in statistical data analysis, quality management tools, problem<br />
solving, and project management. These people are the key persons who would<br />
successfully implement Six Sigma practices within the enterprise.<br />
Master Black Belt<br />
This is the highest level in the echelon <strong>of</strong> Technical Expertise. A Master Black Belt<br />
must possess very superior knowledge in the use <strong>of</strong> advanced statistical analysis, the<br />
subtle intricacies <strong>of</strong> the key processes <strong>of</strong> Six Sigma, deep understanding in project<br />
management, and above all, outstanding leadership qualities to drive the Six Sigma in<br />
every stage by inspiring the Green Belts, and other Black Belts. Master Black Belts<br />
perform the role <strong>of</strong> Mentors as well as the role <strong>of</strong> training the trainers (A Master Black<br />
Belt trains the other Black Belts who in turn train the Green Belts).<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 104<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
5.5 A Broad Picture <strong>of</strong> Six Sigma Process<br />
It is pertinent to point out here that a clear description <strong>of</strong> the process <strong>of</strong> Six Sigma is<br />
beautifully outlined by Motorola. The following diagram captures the six steps involved<br />
in the process.<br />
For an organization engaged in multi-products, you simply apply the 80-20 rule (Pareto<br />
Analysis) that will help you identify key products. These key products will produce 80%<br />
<strong>of</strong> the pr<strong>of</strong>its, For each <strong>of</strong> these key products/services, identify the customers and their<br />
expectations/requirements, determine your needs and suppliers, define the process that<br />
will consist <strong>of</strong> individual operations, eliminate defect sources and optimize the process.<br />
Continuously improve the Six Sigma level is the last step in the diagram above. This<br />
envisages a feedback mechanism to take you back to the previous step <strong>of</strong> defect<br />
elimination and optimization until you attain the Six-Sigma level. It may be mentioned in<br />
the passing that Six Sigma level corresponds to a Cp level <strong>of</strong> 2 or more and<br />
simultaneously a Cpk level <strong>of</strong> 1.5 or more in the orthodox process capability analysis.<br />
Please note that in the worst case, there will be no more than 3.4 DPMO with<br />
specification limits 4.5 sigma on one side and 7.5 sigma on the other side <strong>of</strong> the bell<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 105<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
shaped normal distribution curve. The feedback loop also suggests that even after<br />
achieving a Six Sigma level, you have to keep on eliminating defects and keep on<br />
optimizing the process in order to sustain the magic number 3.4DPMO.<br />
5.6 Golden Rules for Successfully Implementing Six Sigma<br />
It is imperative to have Top down Commitment and Involvement <strong>of</strong> <strong>Management</strong> all<br />
through the Six Sigma Process. Pr<strong>of</strong>essional managers can set the example by<br />
actively participating in the various stages <strong>of</strong> the process.<br />
The organization must have a strong measurement and monitoring system to keep a<br />
tag on the progress made. The measurement system will have to do both within and<br />
outside the organization. It would include for example, a comprehensive marketing<br />
research and information system to track customer preferences and expectations.<br />
Within the enterprise, a strong information system should be in place to review and<br />
take actions when required on the process. In this regard, a host <strong>of</strong> techniques that<br />
would include SQC, SPC, Design <strong>of</strong> Experiments, Supply Chain Optimization,<br />
Hypothesis Testing and so on will be used with an applied orientation.<br />
Tough and ambitious goals must be set on various critical to quality characteristics<br />
that impact the customer expectation and satisfaction. The company must take its<br />
people out <strong>of</strong> the comfort zone. Benchmarking process must be an integral part <strong>of</strong> the<br />
goal setting process wherein the targets on key dimensions are set based on what is<br />
being achieved by the best in class.<br />
Provide appropriate education and training that will pave the way for the attainment<br />
<strong>of</strong> the goals in the Six Sigma environment. The training modules will envisage a<br />
strong background in advanced statistical methods, resource optimization models, and<br />
analytical problem solving skills. The Six Sigma agents Master Black Belts, Black<br />
Belts, and Green Belts should be the champions and inspiring leaders in the entire<br />
gamut <strong>of</strong> the education and training programs to employees.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 106<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Communicate through out the organization, the success stories that may take place in<br />
certain projects. They may reveal reduction in defects, increase in pr<strong>of</strong>its, and<br />
productivity. In the initial stages, the improvements witnessed may not be very<br />
substantial. But, it points to the fact that the enterprise is positively progressing in the<br />
Six Sigma process and spreading success stories will create a winning attitude<br />
through out the organization. This in turn, will lay a strong foundation upon which the<br />
company will maximize customer satisfaction.<br />
Deployment process must focus on empowerment, accountability for quality<br />
improvement, and reward and recognition for good performance.<br />
5.7 Concluding Remarks –Making Six Sigma an Effective Action Plan<br />
No organization should become too intoxicated with winning the metrics game. Just by<br />
applying a few out <strong>of</strong> the assorted Six Sigma methods, a company cannot be classified as<br />
a Six Sigma company. Likewise, a pr<strong>of</strong>essionally managed company with a high degree<br />
<strong>of</strong> commitment and passion for quality may be classified as a Six Sigma company even if<br />
it has not achieved 3.4 DPMO! What is important to realize is that a cultural change<br />
required to transform an organization into a full-fledged Six Sigma organization is much<br />
more important than the mere metrics game.<br />
Customers’ priorities are paramount in Six Sigma. At no point in time, should a company<br />
become complacent and lose sight <strong>of</strong> the preferences and priorities <strong>of</strong> the customer. This<br />
is also the cardinal principle <strong>of</strong> marketing that is focused on the central theme “Customer<br />
is the Foundation <strong>of</strong> Business”.<br />
Organizations who are adopting Six Sigma will have to be careful in not allowing<br />
themselves to become supercilious once they reach the target. By benchmarking process<br />
and continuous improvement strategies, competitors can overtake you, if you remain<br />
status quo. This is also pr<strong>of</strong>oundly true in TQM practices. We are all aware that if<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 107<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
reaching the top is difficult, it is even more difficult to remain on top for a longer time<br />
horizon. So, the moral <strong>of</strong> the story is that continuous improvement to eliminate defects,<br />
to optimize process, and to improve pr<strong>of</strong>its substantially is a never-ending process. Six<br />
Sigma focuses emphatically on all these three aspects.<br />
Just like TQM, Six Sigma is a long journey towards excellence in quality. It is not<br />
realistic to expect fantastic results within a very short time. Motorola took about 11 years<br />
to achieve Six Sigma level from scratch. Unlike other traditional quality tools, if you start<br />
the journey <strong>of</strong> Six Sigma with passion, involvement, and commitment, even in the short<br />
run say within three years you can have a reasonable jump in pr<strong>of</strong>its and there after, year<br />
after year you will start reporting phenomenal improvements in corporate pr<strong>of</strong>its.<br />
All factors considered, Six Sigma is not a mere mantra but an effective action plan that<br />
can pave the way for enhancing significantly the corporate pr<strong>of</strong>itability if implemented<br />
with total commitment. The results <strong>of</strong> Six Sigma practices will be far superior to other<br />
<strong>Quality</strong> Practices including TQM because <strong>of</strong> its focus on a breakthrough strategy that is<br />
highly radical in nature. Six Sigma strategy incorporates rigorous statistical measurement<br />
systems and powerful benchmarking metrics that are truly responsible for substantial<br />
improvements in performance in the twin elements <strong>of</strong> quality and pr<strong>of</strong>its.<br />
Six Sigma chases perfection and in the process catches excellence in all dimensions <strong>of</strong><br />
quality!<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 108<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
Bird’s Eye View <strong>of</strong> ISO 9000 Standards<br />
6.1 WHAT IS I. S. O?<br />
The International Organization for Standardization (ISO) is the specialized international<br />
agency for standardization, at present comprising <strong>of</strong> the national standards bodies <strong>of</strong> 91<br />
countries including INDIA. ISO is made up <strong>of</strong> approximately 180 technical<br />
committees.<br />
Each Technical Committee is responsible for one <strong>of</strong> the many areas <strong>of</strong> specialization.<br />
The object <strong>of</strong> ISO is to promote the development <strong>of</strong> standardization and relate world<br />
activities with a view to facilitating international exchange <strong>of</strong> goods and services and to<br />
develop co-operation in the sphere <strong>of</strong> intellectual, scientific, technological and<br />
economic activity.<br />
The results <strong>of</strong> ISO technical work are published as international standard. The standards<br />
discussed here are results <strong>of</strong> this process.<br />
6.2 WHAT ARE THE ISO 9000 SERIES STANDARDS?<br />
With increased focus on quality issue worldwide, various standard-developing<br />
organizations prepared standards and guidelines in the quality field. Although there<br />
were similarities among the many standards, the quality picture became quite cloudy.<br />
Terms such as <strong>Quality</strong> <strong>Management</strong>, <strong>Quality</strong> Control, <strong>Quality</strong> Systems, <strong>Quality</strong><br />
Assurance and <strong>Quality</strong> Policy, had acquired different and sometimes conflicting<br />
meaning from country to country, within a country and even within an industry.<br />
Standardization was needed at the international level. Work was initiated within the<br />
International Organization for Standardization (ISO) and in 1987 six standards (Known<br />
as the ISO 9000 series) which clarify the relation between different quality concepts<br />
and present three model for quality assurance systems.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 109<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
ISO 9000 standard series tell suppliers and manufacturers what is required <strong>of</strong> a quality<br />
oriented system. It does not set out extra special requirements which only a very few<br />
firms can or need comply with, but is practical standard for quality systems which can<br />
be used by all Indian Organizations.<br />
The principles <strong>of</strong> ISO 9000 are applicable whether you employ 10 or 10,000 people. It<br />
defines the basic concepts and specifies the procedures and criteria to ensure, that what<br />
leaves your organization meets the customer requirement.<br />
6.3 WHY THEY SHOULD BE USED?<br />
ISO 9000 is an opportunity and a challenge to developing nations. They can now know<br />
with agood degree <strong>of</strong> certainty the level <strong>of</strong> quality that purchases expect. They also can<br />
learn the pre-requisites and characteristics <strong>of</strong> good quality assurance and quality<br />
management. The challenge to developing nation is to motivate processors and<br />
manufacturers to adopt and implement these standards, and to establish a credible<br />
national quality registration scheme, which will be recognized by trading partners.<br />
In an increasing number <strong>of</strong> markets and industries, third – party quality assessment and<br />
registration is becoming a prerequisite for doing business. ISO 9000 registration is<br />
considered the minimum acceptable level for a supplier, and those who cannot<br />
demonstrate this minimum level may not only have difficulty in selling in certain<br />
markets but also may be barred from those markets. A supplier without ISO 9000<br />
registration can face higher insurance rates, or be denied insurance in some markets.<br />
The reason for this attitude by insurers is the new approach to product liability recently<br />
instituted by 12 countries <strong>of</strong> the European Community and Austria. Not only must a<br />
defendant be able to demonstrate that his product is well designed and conforms to all<br />
standards and regulations, but he must be able to demonstrate that the product is<br />
manufactured consistently within a system that conforms at least, to internationally<br />
accepted standards.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 110<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
In addition ISO 9000 series standard also:<br />
Motivates exporters<br />
Sets a baseline<br />
Establishes reasonable standards for government procurement<br />
Sets General Market Procedure for regulating health and safety<br />
Reduce time-consuming audits by customers and regulators<br />
Improves their quality image<br />
Gives marketing advantage and EC92 positioning<br />
Raises levels <strong>of</strong> motivation, co-operation, workmanship and quality awareness<br />
Improves efficiency; reduces scrap and rework<br />
6.4 HOW DOES THE SERIES WORK?<br />
The standards are designed to be user-friendly. They are generic in nature and follow a<br />
logical, easily understood format. However, each company is unique and there may be<br />
wide differences in companies’ readiness to implement the standards.<br />
ISO 9000 is the road map for the series. Its purpose is to provide the user with<br />
guidelines for selection and use <strong>of</strong> ISO series standards.<br />
Line diagram and table given below illustrates the same<br />
Definition <strong>of</strong><br />
Concepts<br />
ISO 8402<br />
Non-Contractual<br />
Situations<br />
Definition <strong>of</strong><br />
Concepts<br />
Contractual<br />
Situations<br />
ISO 9000<br />
<strong>Quality</strong> <strong>Management</strong><br />
<strong>Quality</strong> systems<br />
ISO 9004<br />
Three <strong>Quality</strong> ISO 9001<br />
assurance ISO 9002 models ISO<br />
9003<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 111<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
EQUIVALENT QUALITY SYSTEM STANDARDS<br />
ISO IS<br />
EN Title<br />
(Indian<br />
Standards)<br />
(European<br />
Norms)<br />
9000 14000 29000 <strong>Quality</strong> <strong>Management</strong> and <strong>Quality</strong> Assurance<br />
Standards – Selection and Use<br />
9001 14001 29001 Model for <strong>Quality</strong> Assurance in Design /<br />
Development, Production, Installation, and<br />
Servicing all elements<br />
9002 14002 29002 Model for <strong>Quality</strong> Assurance in Production and<br />
Installation<br />
9003 14003 29003 Model for <strong>Quality</strong> Assurance in Final<br />
Inspection and Tests<br />
9004 14004 29004 Guidelines on development <strong>of</strong> <strong>Quality</strong><br />
<strong>Management</strong> Systems to minimize costs and<br />
maximize benefits<br />
HOW MUCH WILL IT COST AND HOW LONG WILL IT TAKE TO IMPLEMENT<br />
THESE STANDARDS?<br />
Unfortunately there is no set answer. Each company is different. The answer really<br />
depends on how developed your present system is and the implementation strategy you<br />
adopt.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 112<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
6.5 WHEN SHALL AN ORGANIZATION BE REQUIRED TO USE THESE<br />
STANDARDS?<br />
While the ISO 9000 quality standards were written to be used in voluntary or two –<br />
party contractual situations, they are fast becoming pre-requisites for doing business in<br />
Europe and other regions. ISO 9000 is being incorporated into buyer / seller<br />
agreements, government regulations and certification procedures by many nations. The<br />
ISO 9000 quality management standards will have considerable impact on the markets<br />
throughout the world.<br />
WHERE DO I PURCHASE COPIES OF THE STANDARDS?<br />
ISO 9000 Series standards are available with the Bureau <strong>of</strong> Indian Standards and the<br />
Standards are known as IS 14000 to IS 14004 (BIS). They are available from their HQs<br />
in Delhi and branch <strong>of</strong>fices all over India. You can address you enquiry to:<br />
Director – Sales,<br />
Bureau <strong>of</strong> Indian Standards, Manak Bhavan,<br />
9 Bahadur Zafar Marg, New Delhi 110 002.<br />
WHAT DOES ISO 9000 REGISTRATION MEAN?<br />
6.6 HOW TO ACHIEVE IT?<br />
ISO 9000 Registration-means the certification <strong>of</strong> Company <strong>Quality</strong> Systems by third<br />
Party through their mechanism <strong>of</strong> registration. Of all the questions about the ISO 9000<br />
Series, this is probably the one that causes the most concern. Increasingly, European<br />
customers expect Indian companies to have their quality systems registered to ISO<br />
9001, 9002 or 9003. This is generally done by having an accredited independent third<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 113<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
party on – site audit <strong>of</strong> your company’s operations against the requirements <strong>of</strong> the<br />
appropriate standard. Upon successful completion <strong>of</strong> this audit, your company will<br />
receive a registration certificate that identifies your quality systems as being in<br />
compliance with ISO 9001, 9002 or 9003. Your company will also be listed in a<br />
register maintained by the accredited third party registration organization. You may<br />
publicize your registration and use the third party register’s certification mark on your<br />
advertising, letterheads and other publicity materials (but not on your products).<br />
At present BIS is available in India for Registration and also many other countries have<br />
established their registration bodies and are willing to extend the same to India.<br />
Invoking third party assessment and registration to ISO 9000 criteria is becoming a<br />
basic principle in the European Community to eliminate trade barriers within the<br />
world’s largest market. This EC focus on quality and third party assessment has been a<br />
major (Possibly the major) stimulus to adoption <strong>of</strong> IO 9000 in the rest <strong>of</strong> the world.<br />
THE STANDARD IN SERVICES – ISO 9004 PART II<br />
WHERE DOES IT APPLY?<br />
Catering<br />
Hotels<br />
Tourism<br />
Entertainment Media<br />
Air, Road, Rail and Sea Travel<br />
Telecommunications<br />
Postal<br />
Hospital<br />
Doctors<br />
Dentists, Opticians<br />
Public Services<br />
Legal and Education<br />
……and many more<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 114<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
QUALITY IN SERVICES<br />
Service Requirements<br />
Delivery Requirements<br />
SERVICE REQUIREMENTS<br />
QUANTITATIVE<br />
Waiting Time<br />
Delivery Time<br />
Accuracy <strong>of</strong> Service<br />
Completeness <strong>of</strong> Service<br />
Accuracy <strong>of</strong> Billing<br />
QUALITATIVE<br />
Credibility<br />
Accessibility<br />
Security<br />
Responsiveness<br />
Courtesy<br />
Comfort<br />
Aesthetic<br />
Hygiene<br />
DELIVERY REQUIREMENTS<br />
QUANTITATIVE<br />
Service Capacity<br />
Quantity <strong>of</strong> Stores<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 115<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
No. <strong>of</strong> Personnel<br />
Process Times<br />
QUALITATIVE<br />
Competence<br />
Dependability<br />
Communication<br />
Service requirements are directly observable by “THE CUSTOMER” while service<br />
delivery requirements may not always be observable, but will, “AFFECT THE<br />
SERVICE”.<br />
THE EELEMENTS IN THE STANDARDS<br />
Policy and Objectives<br />
System<br />
Resources<br />
Documentation<br />
POLICY AND OBJECTIVES<br />
Commitment to a quality policy from the top<br />
The customers needs, stated or implied<br />
A system <strong>of</strong> preventative action<br />
Creation <strong>of</strong> collective will for quality service review<br />
An independent review <strong>of</strong> the effectiveness <strong>of</strong> the quality system in meeting the<br />
policy is “DEMANDED”<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 116<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
SYSTEM<br />
<br />
<br />
Market assessment – what others <strong>of</strong>fer<br />
Customer / Consumer expectation<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Taste<br />
<strong>Quality</strong><br />
Reliability<br />
Legislation<br />
Research<br />
Changing Market<br />
New Technology<br />
<br />
Service Brief Documented<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Continuous system <strong>of</strong> appraisal<br />
Feedback<br />
Supplier assessment<br />
Customer reaction<br />
Complaints<br />
Audits<br />
The system is also expected to yield opportunities for improvement and seeks out the<br />
following:<br />
<br />
<br />
<br />
<br />
The area where improvements would give the most benefits<br />
Changing market attributes which could affect service<br />
Missing controls<br />
Opportunities for greater productivity<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 117<br />
Website: www.ciilogistics.com
<strong>Total</strong> <strong>Quality</strong> <strong>Management</strong><br />
RESOURCES<br />
The standard asks for a work environment, which will foster excellence, stability and<br />
security. It also asks for Training, Education and Employee motivation.<br />
DOCUMENTATION<br />
Documentations is demanded, particularly a <strong>Quality</strong> Manual, <strong>Quality</strong> Plans and records<br />
<strong>of</strong> all <strong>of</strong> the relevant activities which require measurement.<br />
<strong>CII</strong> <strong>Institute</strong> <strong>of</strong> <strong>Logistics</strong> 118<br />
Website: www.ciilogistics.com