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International Journal of Engineering, Applied and Management Sciences Paradigms
Volume 52, Issue 04, Quarter 04 (October-November-December 2018)
An Indexed and Referred Journal with Impact Factor: 2.50
ISSN (Online): 2320-6608
www.ijeam.com
IJEAM
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TQM Elements Identification for Various Indian
Industries
Rajkumar1, Pardeep Gahlot2, Naveen Hooda3 and Ashish4
1,2,3,4Mechanical Engineering Department, U.I.E.T.,
Maharshi Dayanand University, Rohtak, INDIA
Publishing Date: October 12, 2018
Abstract Purpose- The ever growing human needs have forced the
business world to get transformation in quality policies all
through the decades. This transformation introduced the
world with a philosophy named TQM in 1980’s. TQM
entered into the Indian industries after the globalization and
liberalization of Indian economy done by Government of
India in early 1990’s. Before this, the Indian industries
were stuck to traditional quality and statistical tools only.
Achieving short term targets was always remained their top
priority. TQM introduced the Indian industries with global
counterparts and strengthen them to sustain global
competition. TQM is an organized, amalgamated,
dependable and company-wide philosophy which
inculcates a culture of continuous improvement. The
purpose of this study is to develop a TQM element
instrument after studying different novel instruments and
find the importance of the instrument.
Research Methodology- After focusing on detailed
literature and particularly focusing on five novel
instruments, a TQM elements instrument was prepared
having 8 elements and 52 items.
Findings- To investigate the insight being given to
different TQM elements group by various Indian industries
along with an inter industry comparison to verify if there is
any noteworthy variation arise in different industry groups
concerning TQM elements.
Research Implications- The study is subject to the regular
boundations of survey and is entirely based on the data
responded by different respondents which may not present
evident measures of performance.
Originality/value- The study is supportive in portraying
the TQM elements favorable for its sustainment after
implementation in India. It will certainly help in upbringing
the root causes of failure and success of TQM. Keywords: Total Quality Management, Elements,
Instrument.
Introduction
Quality has its narrative in what you deliver to the
customer (Reeves and Bednar 1994). Customer’s
outlook has always contributed an organization to
juggle around enhanced quality (Dahlgaard-Park
2012) and is a decade old observation which even
facilitated Japanese to eradicate their inferior quality
products after Second World War to enhance quality
of their industrial products in comparison to United
States of America and European world (Soltani et al.
2008). This scenario of quality augmentation forced
business houses to switch to Total Quality in late
1960’s at all levels which was fastened earlier just to
product quality (Bhat and Rajashekhar 2009). With
the amplified demand of superior quality products
across the world, it became mandatory for global
enterprises to develop such a culture of continuous
quality improvement which was well advised and
established by some pioneers of this field namely
(Maheshwari and Zhao 1994). Deming, Juran,
Feiganbaum and Ishikawa etc. Nevertheless, a
management philosophy named Total Quality
Management (TQM) glorified this concept and took a
center stage in the 1980’s (Miller 1992). TQM is
such a management philosophy which intends to
deliver continuous improvement in an organization
by pivoting its attention to the organization’s
definition of quality (Milakovich 1990). TQM always
addresses the all important need of top management
whereby it cited very clearly that if the leadership is
totally committed towards quality products, then only
the outcome will be as per expectations (Gehani
1993). TQM not only enhances both the
organizational effectiveness as well as performance
but at the same time puts forward improvement
strategy along with recognition and better use of the
International Journal of Engineering, Applied and Management Sciences Paradigms
Volume 52, Issue 04, Quarter 04 (October-November-December 2018)
An Indexed and Referred Journal with Impact Factor: 2.50
ISSN (Online): 2320-6608
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most articulated asset of an organization known as
“Employee” (Lakhe and Mohanty 1994). TQM
allows every individual within an organization to
indulge, to contribute and to build up wisdom of
continuous improvement in them (Zadry and Yusof
2006). One must see TQM as a culture, not as a
program because if once it is established through all
the corners of an organization, then glorification of
business will become its permanent feature
(Hackman and Wagemen 1995). Before
implementing TQM, an industry must have an
organizational culture to respond (Krajewski et al.
2013).
Development of TQM Elements
Instrument
The widespread TQM literature review suggested
that TQM comprises an enormous continuum of
topics and perspectives. Various instruments have
been developed and discussed so far through the
literature of TQM. The impending theories of
different pioneers namely: Deming, Juran, Ishikawa
and Feigenbaum have always motivated others to
follow their footprints for bringing new approaches
over the years. As there are several Quality Awards
across the globe, such as Deming Prize of Japan,
European Quality Award of Europe, Rajiv Gandhi
National Quality Award of India and Malcolm
Baldrige National Quality Award of USA. Each of
these awards has their foundations on a well
prescribed model or framework of TQM. In fact, the
present work has tracked these suggestions and an
attempt has been made to incorporate Pioneer’s TQM
approaches. Deming (1982) mentioned that superior
quality always brings fewer rework, costs and prices
as well as elevated productivity and improved market
share. To compete globally, one must have to
hypothesize the principles of TQM in a set (Powell
1995). Based on the extensive literature considering
TQM, the following 8 elements were considered to
be the TQM elements for constructing an
implementation instrument:
1 Leadership and commitment
2 Customer satisfaction
3 Supplier’s quality management
4 Employee involvement and empowerment
5 Quality planning
6 Product design
7 Evaluation and continuous improvement
8 Process management and control.
A detailed explanation of these 8 elements is as
follows:
Leadership and Commitment
Usually it is maintained that an effective top
management leadership and their utmost commitment
are the key foundations for a successful TQM
program. Top management endows with deeds,
manners and dealings provide a necessary leadership
environment and exhibit the model of flourishing
TQM implementation (Anderson and Adams 1997).
Commitment, cooperation, appraisal, support and
developing teamwork for distinction are illustrations
of a profound leadership. TQM as a management
philosophy requires an attempt from top management
to bring a transformation from conventional
administration to uninterrupted upgrading
management style within an organization (Deming
1986). Top leadership must recognize and admit this
novel notion and formulate the dedication to this
edifying transformation (Westbrook 1993). As
management approach is culture dependent, different
studies worldwide have established that cultural
disparity might influence the efficacy of TQM
implementation (Chang and Wiebe 1996).
Customer Satisfaction
The main imperative asset of any organization is its
customer. The customer is the foundation for survival
and expansion of any organization. Customers are
broadly categorized as external and internal. Both
external and internal customers are imperative for
quality improvement in any organization (Finn et al.
1996). The class considering customer satisfaction is
alienated into customer contemplation and customer
feedback. Customer requirement is soul of TQM and
if it is only ascertain by it than TQM success will
depend only on marketing (Sun 1999).
Transformation in customer values along with
mammoth financial anxiety and changing global
market have together fashioned a spirited
environment (Wali et al. 2003). Business will not
strive if customers will not drive upgrading efforts in
an organization (Yusof and Aspinwall 2000a).
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Volume 52, Issue 04, Quarter 04 (October-November-December 2018)
An Indexed and Referred Journal with Impact Factor: 2.50
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Customer based specifications should be included in
design of product (Taguchi and Clausing 1990).
Kanji and Asher (1996) maintained that customer
needs and continuous innovation has an affirmative
connection in adhocratic culture.
Suppliers Quality Management
Supplier quality management is a dynamic
association within those who yield an output and
those who provide an input for that. Top most
organizations around the world forever mull over
their suppliers as a chief outside constituent to
resolve their management practices. These industries
have repeatedly encouraged suppliers to converse
their views about quality improvement program (Hua
et al. 2000). An affirmative supplier partnership
guarantees that input resources inflowing to
organization are having adequate quality. To assist
this assignment, supplier must be selected on the
foundation of quality more willingly than the basis of
cost (Hackman and Wageman 1995). Selecting a
single supplier repeatedly can obstruct constant
improvement of the production by padlocking the
organization into solitary method (Hyde 1992) but a
long term supplier relationship helps in achieving
reduced cost of quality control (Zhang et al. 2000).
Employee Involvement and
Empowerment
With the evolution of TQM, employee participation
has garnered a maintained space in an organization
(Gunasekaran 1999) which includes employee
training, empowerment, recognition, appraisal and
involvement in quality related programs (Deming
1986). Earlier there was a perception of “winning the
orders” but TQM have changed this slogan to
“achieving the excellence” along with employee
involvement in doing so. Firms building quality into
employees (Imai 1986) have covered half journey
towards excellence (Bakotic and Rogosic 2015).
Quality authors have argued to include employee
reward system (Lawler III 1994), an all inclusive
work environment (Evans and Lindsay 1996) and
employee training in association with employee
participation (Lakhal et al. 2006) to bring employee
involvement (Kaynak 2003). Employee training
aspires at bringing personal management (Choi and
Behling 1997), which aims at fostering an
individual’s skills & concepts in managing a holistic
relationship between employee personality and
service provider’s needs (Milakovich and Boudreau
1997).
Quality Planning
Once TQM effectiveness is guaranteed, the next
juncture for administration is to choose which
department will be liable for its encouragement.
Organizations after identifying the customer needs
set the target to please the customer based on the new
product development (NPD) and design, it attempts
to eliminate problems which have become constant in
the processing (Juran and Gryna 1993). The vision of
top management i.e. quality planning can only be laid
into reality by an interlinking between different
structural blocks (Zairi 1991). An organization must
put its efforts in developing and driving its decisions
that may employ quality tools & concepts to ascertain
the thriving prologue and execution of new product
and process (Pekar 1995). Quality planning begins
when top management includes prevention in place
of detection in its quality strategy and initiates to
incorporate the improvement attempts of different
departments. It will lead to the next level which is
total quality management (Dale 2003). Juran defines
quality as ‘fitness for use’ and developed a ‘quality
trilogy’ encompassing quality planning, quality
control and quality improvement.
Product Design
Quality of design in association with quality of
conformance in production concludes the decisive
performance, consistency and worth of the product.
The better design conditions affect the efficiency of
manufacture, momentum of repair & services and
litheness of sales tactics. Thus, product design is a
concurrent activity in organizations. A better way to
assure quality in design process passes through
product design (Helms and Hutchins 1992).
Normally, a product design process requires time and
resources for its stabilization but retrieval will pay in
terms of reduced production variations (Agus and
Abdullah 2004). Enabling suppliers into decision
making will pay in terms of improved product design
and reduced lead time (Clark 1991). Better product
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Volume 52, Issue 04, Quarter 04 (October-November-December 2018)
An Indexed and Referred Journal with Impact Factor: 2.50
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design reduces production costs, which are also
favored by Feigenbaum, Ishikawa and Juran (Reed et
al. 2000). Firms choosing quality of design will learn
a steeper experience than firms who produce
conformance to design specification products (Fine
1986).
Evaluation and Continuous Improvement
The concept of TQM revolves around continuous
improvement as its nucleus for the upper
management and zero defect as its outfitted objective
(Bounds et al. 1994). TQM integrates processes in an
organization to ascertain continuous improvement of
goods and services (Ross 1996). Continuous
improvement involves every employee in the process
and guarantees their responsibility for quality
assurance (Dale and Cooper 1997). Tan (1997)
asserted that TQM carries competitiveness within it
by including total integration, continuous
improvement and professionalism. Quality
management methods employed for evaluation also
helps in nurturing the continuous approach in
organizations (Zhang et al. 2000). Effective TQM
implementation requires performance evaluation
through feedback mode at regular time interval
(Soltani 2003), which is also maintained by Choi and
Eboch (1998) stating that continuous improvement
being a central control loop in TQM forms the basis
to bring curative management action.
Process Management and Control
Process management is defined as designing the
processes in such way to create and allocate goods
and service while managing the daily needs and
continuous growth at same (Evans and Lindsay
1996). Process management and control emphasizes
on the introduction of management principles to the
vanguard a process centric organization (Richardson
2007). Berry (1991) described the evolution of
process management followed by Doss and Kamery
(2006) who compelled the need of an all-inclusive
framework for portraying efficient implementation of
managing processes. Choi and Chan (1997)
maintained that management of processes is needed
in regards of augmented transformation over the
course of time. Juran (1989) mentioned three
elemental principles of TQM by citing process
orientation as one of them, which is supported by
Saraph et al. (1989) & Black and Porter (1995) who
have portrayed the importance of process
management in their instrument while discussing
critical factors of quality management. Juran also
messages about “built quality into the processes”
(Ishikawa 1985), which is maintained by Dahlgaard
et al. (1994) by citing processes and measurements as
one of the core principles of TQM. Table 1 elaborates
an all-inclusive list of the TQM elements included in
this study, which is briefly discussed below.
Table 1: Total Quality Management (TQM) Elements
Element Description Source
Leadership and
Commitment
Commitment of higher management
to total quality management and
make it evident by monitoring the
improvement
Crosby (1979), Kennedy (1989), Saraph et al.
(1989), Juran (1993), Flynn et al. (1994), Powell
(1995), Ahire et al. (1996a), Black and Porter
(1996), Zeitz et al. (1997)
Customer
Satisfaction
Finding customer’s needs and putting
best efforts to meet them in such a
way that there should not be any
delay in delivery and quick response
to customer’s complaints, if any
Crosby (1979), Deming (1982), Saraph et al.
(1989), Juran (1993), Flynn et al. (1994), Powell
(1995), Ahire et al. (1996a), Black and Porter
(1996), Zeitz et al. (1997)
Suppliers
Quality
Management
Policies for evaluating and enhancing
the supplier’s potential and
performance in different multiple
vicinities such as raw material
quality, design support and delivery
etc.
Crosby (1979), Deming (1982), Saraph et al.
(1989), Roth and Miller (1992), Juran (1993),
Flynn et al. (1994), Powell (1995), Black and
Porter (1996), Zeitz et al. (1997)
Employee Permitting employees to endow their Crosby (1979), Deming (1982), Ebrahimpour
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Involvement
and
Empowerment
views about work and action plans
alongside train them individually or
in cross functional teams
(1985), Flynn et al. (1994), Powell (1995), Ahire
et al. (1996a), Black and Porter (1996), Zeitz et
al. (1997)
Quality
Planning
Initiating quality planning efforts
with quality branch, quality
managers and employees
Deming (1982), Saraph et al. (1989), Younger
(1993), Black and Porter (1996), Lau and
Anderson (1998), Choi and Eboch (1998)
Product Design
Varieties of new products have to be
introduced and time required from
design of a product to its sale
Juran and Gryna (1980), Saraph et al. (1989),
Flynn et al. (1994), Ahire et al. (1996a), Zhang et
al. (2000)
Evaluation and
Continuous
Improvement
A long lasting and never-ending
attempt to depict and eradicate root
causes of problems
Imai (1986), Chase and Aquilano (1992), Zhang
et al. (2000)
Process
Management
and Control
By putting continuous measures to
achieve the aim and put your zeal for
performance data
Crosby (1979), Juran and Gryna (1980), Deming
(1982), Saraph et al. (1989), Ross (1991),
Feigenbaum (1991), Flynn et al. (1994), Powell
(1995)
Instrument Comparison
The widespread TQM literature review suggested
that TQM comprises an enormous continuum of
topics and perspectives. Various instruments have
been developed and discussed so far through the
literature of TQM. In this study five instruments
developed by Saraph et al. (1989), Flynn et al.
(1994), Powell (1995), Black and Porter (1996) as
well as Ahire et al. (1996) were chosen for selecting
TQM elements (shown in Table 1) and developing an
instrument. The instrument developed for this study
was compared with five above mentioned
instruments as tabulated in Table 2. These five
instruments were carrying unique features within
them such as wide spectrum focusing TQM, different
dimensions of TQM and performance measurement
at different levels etc. The impending theories of
pioneers have always motivated others to follow their
footprints for bringing new approaches. In fact, the
present work has tracked these suggestions and an
attempt has been made to incorporate Pioneer’s TQM
approaches. Table 1 lists the eight (8) TQM elements
of this study where ‘leadership and commitment’,
‘customer satisfaction’ and ‘supplier quality
management’ were chosen for being the core of TQM
and they were also considered by all referred
instruments. ‘Supplier performance’ an element
included by Ahire et al. (1996) was merged in
‘supplier quality management’. As normally every
single organization these days has quality
department, that’s why ‘role of quality department’ in
the Saraph et al. (1989) framework was kept out.
‘Process control’ included in the Flynn et al. (1994),
‘process management’ included in Saraph et al.
(1989) and ‘process improvement’ included in
Powell (1995) were modified to ‘process
management and control’ in this study. ‘Product
design’ was adopted from Flynn et al. (1994) whereas
‘quality planning’ included by Black and Porter
(1996) was also adopted. ‘Employee involvement’
and ‘employee empowerment’ included in Ahire et
al. (1996) were merged together to form ‘employee
involvement and empowerment’. ‘Evaluation and
continuous improvement’ being a trend these days to
triumph business was selected after a through
literature review. All the elements in this study were
included keeping in view the recent scenario of
Indian industries. Table 2 discusses about the
comparison of instrument developed in this study
with some historic instruments developed so far
across the periphery of TQM.
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Volume 52, Issue 04, Quarter 04 (October-November-December 2018)
An Indexed and Referred Journal with Impact Factor: 2.50
ISSN (Online): 2320-6608
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Table 2: Instrument Comparison
This
Instrument
(8 elements, 52
items)
Saraph et al.
(1989)
Instrument
(8 factors, 78
items)
Flynn et al.
(1994)
Instrument (7
dimensions, 14
scales)
Powell (1995)
Instrument (12
variables, 47
items)
Ahire et al.
(1996)
Instrument (12
attributes)
Black and Porter
(1996) Instrument
(10 factors, 39
items)
Leadership and
commitment
Customer
satisfaction
Suppliers
quality
management
Employee
involvement
and
empowerment
Quality
planning
Product design
Evaluation and
continuous
improvement
Process
management
and control
Role of
divisional top
management
and quality
policy
Role of the
quality
department
Training
Product/ service
design
Supplier quality
management
Process
management/
operating
procedures
Quality data and
reporting
Employee
relations
Top
management
support
Quality
information
Process
management
Product design
Workforce
management
Supplier
involvement
Customer
involvement
Executive
commitment
Adopting the
philosophy
Closer to
customers
Closer to
suppliers
Benchmarking
Training
Open
organization
Employee
empowerment
Zero-defects
mentality
Flexible
manufacturing
Process
improvement
Measurement
Top
management
commitment
Customer
satisfaction
Supplier quality
management
Design quality
management
Benchmarking
SPC usage
Internal quality
information
usage
Employee
empowerment
Employee
involvement
Training
Supplier
performance
Product quality
People and
customer
management
Supplier
partnerships
Communication of
improvement
information
Customer
satisfaction
orientation
External interface
management
Strategic quality
management
Teamwork
structures for
improvement
Operational quality
planning
Quality
improvement
measurement
systems
Corporate quality
culture
Research Methodology
The aim of this study is to develop an instrument for
measuring TQM elements implementation in various
Indian industries. This was realized on the basis of an
extensive review of the TQM literature and expert
suggestions. A mailed survey methodology was used
for further progression of research. The types of
industries included (engineering works, automobile,
power plant, textile, chemical/ petrochemical,
pharmaceutical, electronics/ electrical and plastic/
rubber) were those who were dealing in
manufacturing the products of these types across the
Indian Territory. The instrument was send to 178
industries through e-mail and manually visiting the
industries, out of which 117 industries responded.
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Due to missing data and inappropriate response, 12
questionnaires were excluded. So, 105 valid
questionnaires for the study were left which carries a
response rate of 58.99%, that is superior one.
Empirical Assessment of the Instrument
In the present work, the instrument developed
consisted of 8 elements and 52 items. These scales
had to be empirically tested and validated. This
section will discuss how the reliability and validity of
these elements were evaluated.
Table 3: Type of Respondent Industries
Type of Respondent Industries Frequency Percentage (%)
Engineering Works 25 23.81
Automobile 44 41.90
Power Plant 9 8.57
Textile 3 2.86
Chemicals/ Petrochemicals 3 2.86
Pharmaceuticals 4 3.81
Electronics/ Electricals 10 9.52
Plastics/ Rubber 7 6.67
Total 105 100
Reliability
Reliability specifies the level to which a test
capitulate the alike results on repeated examinations
(Carmines and Zeller, 1979). Internal consistency
reliability is the frequently used measure in assessing
survey instruments. It is a feature which tells how
fine the different items compute the same idea.
Internal consistency is measured by calculating a
statistic named as Cronbach's coefficient alpha
(Nunnally 1967). Table 4 is specifying the
Cronbach's alpha values for different scales. It should
be noted that none of the item was deleted after factor
analysis. Table 4 indicates that the Cronbach's alpha
coefficients ranged from 0.8417 to 0.9324. Normally,
reliability coefficients of 0.70 or more are considered
good (Nunnally, 1967). Accordingly, the 8 scales
developed for measuring TQM elements instrument
were considered to be reliable.
Table 4: Internal consistency analysis
Element Name Number of items Deleted items Cronbach's alpha
Leadership and commitment 8 No 0.8815
Customer satisfaction 5 No 0.9324
Suppliers quality management 5 No 0.8926
Employee involvement and empowerment 8 No 0.8417
Quality planning 8 No 0.9072
Product design 5 No 0.9164
Evaluation and continuous improvement 5 No 0.8975
Process management and control 8 No 0.8791
Item analysis
It is a technique to estimate the assignment of items
to scales was developed by Nunnally (1967). This
method reflects the correlation of each item with each
scale. The scale-score is caculated by computing the
arithmetic average of the scores of the items that
comprise that scale. If an item does not correlate
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highly with any of the scales, it must be eliminated.
Saraph et al. (1989) used this method to evaluate the
assignment of items to scales for developing their
instrument. Table 5 lists the correlation matrix for the
8 scales and their measurement items. The correlation
analysis indicates that the items correlated well with
the scales. Every value in table 5 was found to be
more than 0.5. Therefore, it was maintained that
every item had been correctly assigned to scales.
Table 5: Correlation Matrix
Scales Items
1 2 3 4 5 6 7 8
1 0.826 0.673 0.732 0.696 0.768 0.871 0.911 0.890
2 0.737 0.864 0.758 0.813 0.798 ------ ------ ------
3 0.695 0.665 0.591 0.761 0.829 ------ ------ ------
4 0.847 0.782 0.710 0.858 0.873 0.687 0.781 0.811
5 0.657 0.773 0.661 0.837 0.783 0.682 0.764 0.733
6 0.692 0.736 0.669 0.585 0.781 ------ ------ ------
7 0.639 0.846 0.903 0.759 0.826 ------ ------ ------
8 0.857 0.759 0.821 0.874 0.747 0.907 0.638 0.747
Conclusions
In comparison to other quality management
instruments (as discussed in table 2), the instrument
presented in this paper has the comparatively better
Cronbach’s alpha values. The main reason favoring
this is that, here the authors have used 105 Indian
industries among eight different industrial sectors for
testing and validating this instrument. The internal
consistency falls is better than the Saraph et al.
(1989) instrument. The focus of instruments
discussed in table 2 was predominantly more on
manufacturing industries within limited sectors. This
instrument will certainly help Indian industries in
bringing the main root cause and favors of their
business because this instrument was developed on
the basis of an extensive literature review specifically
focusing the Indian industries. Finally, it is
summarized that this instrument consisting 8
elements and 52 items is reliable and valid for Indian
industries.
APPENDIX
TQM Elements Instrument Please indicate the current status of level of
implementation of all the statements given below in
your industry. By selecting the most optimal option,
please answer all the questions, on a scale of (1)
strongly disagree, (2) disagree, (3) neutral, (4)
agree and (5) strongly agree.
No. STATEMENT REMARKS
Leadership and Commitment
1 Higher management dynamically leads our quality management programme.
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2 Top managers devotedly commune a quality commitment to the employees.
3 Higher management pursues long term business success.
4 Top management provides adequate resources to pursue advance quality.
5 Management prefers quality more primary than achieving production targets.
6 Employees are allowed to make their own decisions regarding quality programmes.
7 Transparency regarding mission and vision.
8 Management regularly examine the system and processes in organisation
Customer Satisfaction
1 Review of customer’s complaint is transferred to manufacturing managers exactly.
2 Is there a continuous talk with those who make assures to the customers?
3 Does a customer complaint form a basis for quality improvement?
4 Does your industry easily recognize current and future requirements of a customer?
5 Customer satisfaction surveys are conducted on regular basis.
Suppliers Quality Management
1 Quality forms a basis of supplier’s selection rather than price.
2 Does product development process involve supplier.
3 Performance feedback of product is presented to suppliers.
4 Supplier is assessed on the results of quality.
5 Quality audits and review to the suppliers.
Employee Involvement and Empowerment
1 Employees are trained to achieve quality principles.
2 Employees are trained in teamwork scenario.
3 Measured and recognition of employee’s performance.
4 Training of employees with in “Total quality concept”
5 Employees are supported if they locate problems.
6 Our industry measures employee satisfaction.
7 Safe and healthy work environment for employees is provided.
8 Promotion and rewards on performance basis.
Quality Planning
1 Quality branch accesses to top management.
2 Development and implementation of strategies keeping in view the customer’s requirements
and the firm’s capabilities.
3 Manager’s objectives are framed by the management.
4 Employee’s objectives are framed by the management.
5 Management’s strategies and objectives are communicated to the entire staff.
6 Does employees are involved by management in sighting the objectives and plans.
7 Final results are compared with planned results, to make improvements.
8 Quality information chart is displayed at most of the workspace.
Product Design
1 Customer’s needs are broadly considered in New Product Development (NPD).
2 Quality function deployment is taken into account in product design.
3 Sales and marketing personal consider quality a profitable attribute.
4 Co-ordination within different departments in product development.
5 NPD is thoroughly re-evaluated before production.
Evaluation and Continuous Improvement
1 Specific organization structure for reviewing quality issues.
2 Feedback is provided to employees on their quality performance.
3 Top management aimed at finding time and expenditure losses in every internal process.
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4 Detection of areas of improvement by top management.
5 Evaluation is made for improvement not for criticism.
Process Management and Control
1 Preventing damaged products is a benchmark tradition in this industry.
2 Production elements are maintained according to maintenance plan.
3 Our processes are designed in such a way that there is fewer probability of employee error.
4 Our industry effectively recognizes causes of scrap and rework.
5 Our industry brings immediate rectification once a quality problem is identified.
6 Manufacturing management is done by using defect prevention tools.
7 Standardisation of operating procedure is documented site-wide.
8 Statistical process control (SPC) tools are used for process control.
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