Total Quality Management - CII Institute of Logistics

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Total Quality Management The Error Cause Removal System An important feature of a successful Quality Improvement Program is the introduction of a simple method, which allows any individual to bring out into the open problems, which prevent him performing error-free work. These problems can then be targeted by management with the objectives of finding a solution. This is the error cause removal (ECR) system. This type of system differs from a suggestion scheme because in this case, the employee need only identify the problem. In a suggestion scheme an individual is only asked to contribute if he can also propose a solution. In this way a whole host of problems go unidentified and unresolved. Many companies already operate an ECR system. In some cases this has fallen into disrepute because there is no real management commitment to solving the problems identified. As a result, individuals have to wait a long time for what is often an unsatisfactory answer. Eventually, the system is no longer used. Like quality circles, an ECR system is only likely to be successful as part of a Quality Improvement Program. In this case management actively wants to know about problems and is committed to effecting solutions. Fundamentals of an ECR System The following features should be present for an ECR system to work effectively: i. The ECR system should be introduced early in the Quality Improvement Program, so it is available for individual to use as they become involved in the Program. ii. The forms should be short, simple to complete and readily available. iii. ECRs should initially be submitted to the individual’s supervisor. An ECR should be acknowledged within two days of receipt. iv. If the problem cannot be resolved by the supervisor, then the form should be sent to the department responsible for the problem. The individual should receive a reply from the department within two weeks. This should give CII Institute of Logistics 62 Website: www.ciilogistics.com
Total Quality Management details of the decision or a report on the actions taken so far together with an estimated completion date. v. Whenever it is decided to do nothing about an ECR this should be cleared with al least the next level of management. The individual must be given a clear explanation of why no action is being taken. vi. Every ECR should be taken seriously. No one should be criticized for raising an ECR. vii. All corrective actions introduced must resolve the problem permanently through preventive action. They should not just fix the problem in the short term. viii. The system should ensure that each ECR is resolved at the lowest possible level of supervision. Of all ECRs raised, experience has shown that 85 per cent can frequently be resolved by the first level of supervision, 13 per cent at the next level and 2 per cent might need to be referred to the department head or the QIT. ix. The efficiency of the system should be monitored by the QIT. They should look particularly at the response time and the actions taken. If either of these is unsatisfactory, individuals will cease to use the system and the Improvement Program will lose its credibility. 3.10 Education and training After the management team agrees on the need for Quality Improvement and accepts the Program in principle, the QIT should attend an intensive training course. This course should explain their responsibilities for implementing the Quality Improvement Program and ensure they thoroughly understand how it can be implemented. This course may be run internally or by an external trainer depending on the level of existing expertise within the company. Having been trained, the QIT should plan the education Program for the rest of workforce. It is important that the whole workforce is included in the training Program. Everyone has their part to play in a company. A receptionist may help to gain or lose a CII Institute of Logistics 63 Website: www.ciilogistics.com
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Total Quality Management - CII Institute of Logistics

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