ORGANIZING FOR QORGANIZING FOR Q

Quality ManagementQuality Management

QUALITY CONTROL

QUALITYSURVEILLANCE

QUALITYASSURANCE

Quality Assurance(OFFLINE)Quality Assurance(OFFLINE)

- Planning focusses on products - Planning focusses on products and processes and processes

Quality Control (ONLINE)Quality Control (ONLINE)

- Inspection, N D Inspection, - Inspection, N D Inspection, Testing, Certification Testing, Certification - Fault finding - Fault finding

Q SurveillanceQ Surveillance - - done on inspectors (Audit) done on inspectors (Audit) i.e., on inspected products i.e., on inspected products - Fact finding exercise - Fact finding exercise

Usually done in MNCs where Usually done in MNCs where locations are numerous. locations are numerous.

Not usually done in a single firmNot usually done in a single firm..

Q system to incorporate the Q system to incorporate the following:following:

A)A) TraceabilityTraceabilityB)B) Elements related to Elements related to Measurement and RecordingMeasurement and RecordingC)C) Control of Work InstructionControl of Work InstructionD)D) Documents and RecordsDocuments and Records

Traceability Traceability Helps identify better the cause Helps identify better the cause Leads to unique identification Leads to unique identification of of - Men- Men - Materials - Materials - Processes - Processes - Tools - Tools - Suppliers etc. - Suppliers etc.

Barcodes, batch nos. in medicines-commonBarcodes, batch nos. in medicines-common

NEED FOR CODINGNEED FOR CODING

The extent to which The extent to which coding for uniquenesscoding for uniqueness is made is dependent on the significance of is made is dependent on the significance of the product the product end use.end use. Eg: Medicines, Engines etc Eg: Medicines, Engines etc are criticalare critical Bulbs, pipes are Bulbs, pipes are not not critical critical and hence not and hence not required to be coded required to be coded

CONTROL OF WORK INSTRUCTIONCONTROL OF WORK INSTRUCTION

Work Instruction entails Work Instruction entails What to do What to do How to do How to do If anything goes wrong – If anything goes wrong – what is to be donewhat is to be doneShould define : 1) AuthorityShould define : 1) Authority

2) Responsibility 2) Responsibility

•

The workperformer is the The workperformer is the ultimate authority eg. ‘Handle ultimate authority eg. ‘Handle with care’.with care’.

He is the authority to execute the He is the authority to execute the tasktask

Amply supported by training and Amply supported by training and retraining - usually done on the retraining - usually done on the shop floorshop floor

Documentation and RecordsDocumentation and Records

III Tier documentation for traceabilityIII Tier documentation for traceability

Tier I :Tier I : Apex Document – Quality Apex Document – Quality manualmanual - who is responsible- who is responsible - who has powers - who has powers Tier IITier II : : Process Document Process Document - - Procedures for controllingProcedures for controlling

Tier III Tier III : Work Instructions : Work Instructions - - Stamping-letter size, painting,Stamping-letter size, painting, engraving, label font etc. engraving, label font etc.

There is There is no restrictionno restriction on the on the manner of documentationmanner of documentation

- Variable from industry to - Variable from industry to industry; firm to firmindustry; firm to firm

Formats are variable:Formats are variable:- Fill up blanks- Fill up blanks- electronic form- electronic form- Table form- Table form

““QUALITY IS FOR THE QUALITY IS FOR THE ORGANISATION. NOT FOR ORGANISATION. NOT FOR THE CUSTOMER AS IT IS THE CUSTOMER AS IT IS INTERPRETED”INTERPRETED”

“ BUILD YOUR OWN QUALITY “ BUILD YOUR OWN QUALITY SYSTEMS. DO NOT COPY IT”SYSTEMS. DO NOT COPY IT”

benchmark

Q FUNCTION Q FUNCTION REORGANISATIONREORGANISATION

Targetx

Rate of improvement

Rate of improvement increased by

Incremental

Normal

Breakthrough (requires guts, vision,

high risk involvement)

““Maintenance organisations”Maintenance organisations” –established to –established to take up activities to achieve conformancetake up activities to achieve conformance-Creating change consisting of processing -Creating change consisting of processing small, similar changes small, similar changes eg: new colors, sizes, shapeseg: new colors, sizes, shapes “Parallel Organisations for creating change”-“Parallel Organisations for creating change”- important approach to innovationimportant approach to innovationeg: Q C, Q I project teams, Biz.process QMeg: Q C, Q I project teams, Biz.process QMMay be permanent or adhoc(B P vs.QI team)May be permanent or adhoc(B P vs.QI team)Mandatory/Voluntary (Q.Council Vs Q Circle)Mandatory/Voluntary (Q.Council Vs Q Circle)

MANAGING PROCESSESMANAGING PROCESSES

Long range planning process

Contract Related Processes

Resource Mgt Process

Investments,

Modernisation

Marketing, Sales,Engineer,Procurement,Despatch, Billing, Cash collection,

Servicing

HR, IT

CONVENTIONAL ORGANISATIONS RESTRICT TO THIS SECTOR ONLY

Five Fingers of Measurement of QualityFive Fingers of Measurement of Quality

- Quality - Quality - Cost - Cost - Delivery Time/ Cost time - Delivery Time/ Cost time - Safety - Safety - Morale - Morale - Physical Maturity- presence of employees, - Physical Maturity- presence of employees, coming on time coming on time - Emotional maturity – performance of work, - Emotional maturity – performance of work, productivity norms productivity norms - Intellectual maturity – participation in - Intellectual maturity – participation in

crossfunctional discussions crossfunctional discussions

Role of Upper ManagementRole of Upper Management

Establish and serve on a Q CouncilEstablish and serve on a Q CouncilEstablish Q policiesEstablish Q policiesEstablish and deploy Q goalsEstablish and deploy Q goalsProvide the resourceProvide the resourceProvide problem oriented trainingProvide problem oriented trainingServe on upper management QI teams which Serve on upper management QI teams which address chronic problems of an upper address chronic problems of an upper management naturemanagement natureStimulate improvementStimulate improvementProvide for reward and recognitionProvide for reward and recognition

Price paid for active leadership- 10% of Price paid for active leadership- 10% of the time for upper mgt.the time for upper mgt.

3 “natural phases” of Q effort and role 3 “natural phases” of Q effort and role of upper management in each phaseof upper management in each phase“euphoria”“euphoria” – initial problems solved – initial problems solved“Slow down”“Slow down” – tougher problems – tougher problems require more timerequire more time“Settling in”“Settling in” – making improvement process – making improvement process a permanent part of the co.a permanent part of the co.

Q COUNCILQ COUNCILMembership comprises line and Membership comprises line and

staffstaffWhen Q becomes a “way of life” When Q becomes a “way of life” the Q C ideas blends with upper the Q C ideas blends with upper

management agenda. management agenda.

Activities of QC includeActivities of QC include

Formulating Q PolicyFormulating Q PolicyEstablishing major dimensions of Q problemEstablishing major dimensions of Q problemEstablishing infrastructure- Q Councils, project System Establishing infrastructure- Q Councils, project System role and responsibility assignmentrole and responsibility assignmentPlanning for training at all levelsPlanning for training at all levelsEstablishing support for teamsEstablishing support for teamsProviding for coordinationProviding for coordinationEstablishing new measures for progress reviewEstablishing new measures for progress reviewRevising merit rating approachRevising merit rating approachDesigning a plan for recognitionDesigning a plan for recognitionEstablishing a plan for publicity of Q related activitiesEstablishing a plan for publicity of Q related activities

Role of middle managementRole of middle management

Nominating Q problems for solutionsNominating Q problems for solutionsServing as leaders of various types of Q teamsServing as leaders of various types of Q teamsServing as members of Q teamsServing as members of Q teamsServing on task forces to assist Q C in developing Serving on task forces to assist Q C in developing elements of Q strategyelements of Q strategyLeading Q activities in their own area by Leading Q activities in their own area by demonstrating personal commitment and demonstrating personal commitment and encouraging their folkencouraging their folk

Identifying customers and suppliers toIdentifying customers and suppliers to know their know their needsneeds

CHALLENGESCHALLENGES

W.R.T. a Q I cross functional team:W.R.T. a Q I cross functional team:

- No hierarchical authority as they come - No hierarchical authority as they come from various departmentsfrom various departments- Team members serve part time, have - Team members serve part time, have priorities back in their home departmentspriorities back in their home departments

Hence high merit in technical areas, soft Hence high merit in technical areas, soft skills, personal commitment - criticalskills, personal commitment - critical

ROLE OF WORKFORCEROLE OF WORKFORCE

Nominating Q problems for solutionsNominating Q problems for solutionsServing as members of various types of Q teamsServing as members of various types of Q teamsIdentifying elements in their own jobIdentifying elements in their own jobBecoming knowledgeable on the needs of the Becoming knowledgeable on the needs of the customerscustomers

Tap the potential using its experience, Tap the potential using its experience, training and knowledgetraining and knowledge

“No one knows a workplace and a radius of “No one knows a workplace and a radius of twentyfeet around it better than the worker”twentyfeet around it better than the worker”