Total Quality Management - CII Institute of Logistics

More documents

Recommendations

Info

Total Quality Management i. The action taken as a result of problems are often not really preventive actions. They may fix today’s problem but generally do not introduce the long-run improvements necessary to prevent the problem recurring in the future. ii. Many companies do not operate a mechanism for collecting details of the day-to-day problems faced by employees. This can be countered by introducing an Error Cause Removal (ECR) system. iii. The typical approach to resolving problems in many companies is to form a team of managers and supervisors. These teams are formed on an ad hoc basis and meet to try and resolve significant problems as they are identified. By only using managers and supervisors in these teams we restrict the number of problems which can be tackled and frequently do not get the benefit of the practical experience of the people actually doing the job on a day-to-day basis. Features of Effective Corrective Action System To be effective it is important that corrective actions are properly planned and carefully designed to result in the elimination of the problem concerned, once and for all. The following features typically need to be present in order for a corrective action system to be effective. i. An effective mechanism must exist to identify the problems to be solved. It is important systematically to analyze the features of a business and examine whether processes could be carried out more effectively. It is also important to establish a mechanism to identify practical problems facing the workforce (the ECR system). ii. Once a problem has been identified it is important to involve all the people concerned with the problem in developing corrective actions (corrective action groups). CII Institute of Logistics 60 Website: www.ciilogistics.com
Total Quality Management iii. Someone within each group, frequently the supervisor, needs to have some knowledge of problem solving methods. iv. The outcome from these meetings should be reported to team members regularly. v. Corrective actions should be carefully assessed to ensure they are the most effective means to eliminate the problem once and for all. Once introduced, the results of the corrective action must be monitored to ensure they achieve the objectives set for them. vi. Management must support the activity and demonstrate their commitment by taking an interest in the progress made. Corrective Action Groups In addition to improving the existing corrective action system, it is generally necessary to consider introducing formal problem solving groups. He two most important types of group are: i. Progress Groups (also known as Quality Circles): A progress group is generally a small group of individuals from within one department who carry out similar work. The group meets regularly to identify, implement and monitor the progress of corrective actions for problems arising within their work area. ii. Corrective Action Task Force: Complex problems frequently arise during the course of a Quality Improvement Program. A Corrective Action Task Force is an interdepartmental group with a member from each department affected by the problem. CII Institute of Logistics 61 Website: www.ciilogistics.com
Page 1 and 2:
Total Quality Management SEMESTER -
Page 3 and 4:
Total Quality Management Course Con
Page 5 and 6:
Total Quality Management Historical
Page 7 and 8:
Total Quality Management practition
Page 9 and 10: Total Quality Management Deming’s
Page 11 and 12: Total Quality Management numbers to
Page 13 and 14: Total Quality Management measuring
Page 15 and 16: Total Quality Management (6) People
Page 17 and 18: Total Quality Management 1.7 Qualit
Page 19 and 20: Total Quality Management 1.8 Compet
Page 21 and 22: Total Quality Management Ident
Page 23 and 24: Total Quality Management informatio
Page 25 and 26: Total Quality Management 4) Compete
Page 27 and 28: Total Quality Management Does s
Page 29 and 30: Total Quality Management Fig 3 The
Page 31 and 32: Total Quality Management mechanism
Page 33 and 34: Total Quality Management TQ focused
Page 35 and 36: Total Quality Management Every proc
Page 37 and 38: Total Quality Management Effectiven
Page 39 and 40: Total Quality Management 2. 6 Bench
Page 41 and 42: Total Quality Management 2.8 Key Re
Page 43 and 44: Total Quality Management Values: Va
Page 45 and 46: Total Quality Management Implementa
Page 47 and 48: Total Quality Management 3.3 The Im
Page 49 and 50: Total Quality Management Identify
Page 51 and 52: Total Quality Management The fact t
Page 53 and 54: Total Quality Management ii. iii. m
Page 55 and 56: Total Quality Management business n
Page 57 and 58: Total Quality Management Accounts :
Page 59: Total Quality Management By adoptin
Page 63 and 64: Total Quality Management details of
Page 65 and 66: Total Quality Management Statistica
Page 67 and 68: Total Quality Management All the id
Page 69 and 70: Total Quality Management 12 x 11 x
Page 71 and 72: Total Quality Management CAUSES OF
Page 73 and 74: Total Quality Management good quali
Page 75 and 76: Total Quality Management x x x x x
Page 77 and 78: Total Quality Management 2. Where i
Page 79 and 80: Total Quality Management Between di
Page 81 and 82: Total Quality Management On the cha
Page 83 and 84: Total Quality Management This chart
Page 85 and 86: Total Quality Management 20 16 12 8
Page 87 and 88: Total Quality Management If you int
Page 89 and 90: Total Quality Management The feelin
Page 91 and 92: Total Quality Management Bird’s E
Page 93 and 94: Total Quality Management Please not
Page 95 and 96: Total Quality Management Motorola
Page 97 and 98: Total Quality Management Table 5.1
Page 99 and 100: Total Quality Management Employees
Page 101 and 102: Total Quality Management Benchmarki
Page 103 and 104: Total Quality Management but amazin
Page 105 and 106: Total Quality Management 5.5 A Broa
Page 107 and 108: Total Quality Management Communica
Page 109 and 110: Total Quality Management Bird’s E
Page 111 and 112:
Total Quality Management In additio
Page 113 and 114:
Total Quality Management 6.5 WHEN S
Page 115 and 116:
Total Quality Management QUALITY IN
Page 117 and 118:
Total Quality Management SYSTEM M
show all

Total Quality Management - CII Institute of Logistics

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?