Total Quality Management - CII Institute of Logistics

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Total Quality Management customer as easily as a manager. If a message is not passed on quickly, the customer may choose to look elsewhere for his need. Production line staffs are likely to know more about the things that are wrong where they work than their managers and supervisors. They have probably been living with the problem and fixing things for a number of years. Experience has shown that the most effective approach to training within a company is to cascade the learning process from the manager to the supervisors and then to individual employees. The duration and content of the education Program depends on the individuals being trained. But they should all understand why the Program is required and their personal involvement in the drive for Improvement. At each stage the supervisor should be actively involved in the training. This ensures that the supervisor fully understands the Program and how it affects his area of the business. It also provides an important opportunity to demonstrate his commitment to the Program to his team. This approach has the added advantage of helping to develop a team approach in all areas of a company. This can result in a dramatic improvement in performance as people become personally committed to their team. Once teams form and begin looking at areas requiring improvement they will need training in how to analyze and resolve problems. It is no good asking people to make improvements if they have not been given the tools to enable them to do so. The training Program should be designed to enable them to use the essential problem solving tools. The techniques taught will depend on the business, but may include functional analysis, data gathering, Pareto analysis, brainstorming, fishbone diagrams and process control. In view of the time and experience required to produce training material, many organizations use externally generated training materials. If external material is used it must be adapted to ensure it is relevant to the organization and to the individuals being trained. CII Institute of Logistics 64 Website: www.ciilogistics.com
Total Quality Management Statistical and Problem Solving Techniques 4. 1 Basic Principles WIDELY USED TERMS IN SQC Frequency Distribution Normal distribution curve Fishbone diagram Chance causes or system causes Assignable causes or special causes Stable process Histogram Process spread Standard deviation Sigma () Control limits Variables chart Attribute Chart Average and range chart Average X Range R Upper control limit Lower control limit Out of control In control Percent defective chart Management solvable problem Floor solvable problem Have you ever been sick enough to be confined to a hospital bed, with a nurse coming around and taking your temperature, your pulse and your blood pressure? If you have, you already know something about statistical quality control. The readings that the nurse records on a chart are like the readings you will record on charts on your job. When you are sick, the doctor wants to know what is normal about you and what is not. With this information he will take the right steps to make you well. Jobs can get sick, just like people. Like the doctor, you need a picture of how the job is performing. You need a running record of what is happening on your job to tell when it is sick and when you must take action to make it well. CII Institute of Logistics 65 Website: www.ciilogistics.com
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