Organising For Quality

ORGANIZING FOR Q Quality Management

QUALITY ASSURANCE

QUALITY CONTROL

QUALITY SURVEILLANCE

Quality Assurance(OFFLINE) - Planning focusses on products and processes Quality Control (ONLINE) - Inspection, N D Inspection, Testing, Certification - Fault finding

Q Surveillance - done on inspectors (Audit) i.e., on inspected products - Fact finding exercise Usually done in MNCs where locations are numerous. Not usually done in a single firm.

Q system to incorporate the following: A) Traceability B) Elements related to Measurement and Recording C) Control of Work Instruction D) Documents and Records

Traceability Helps identify better the cause Leads to unique identification of - Men - Materials - Processes - Tools - Suppliers etc. Barcodes, batch nos. in medicines-common

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

CONTROL OF WORK INSTRUCTION Work Instruction entails What to do How to do If anything goes wrong – what is to be done Should define : 1) Authority 2) Responsibility

The workperformer is the ultimate authority eg. ‘Handle with care’. He is the authority to execute the task Amply supported by training and retraining - usually done on the shop floor

Documentation and Records III Tier documentation for traceability Tier I manual

: Apex Document – Quality - who is responsible - who has powers

Tier II : Process Document - Procedures for controlling Tier III : Work Instructions - Stamping-letter size, painting, engraving, label font etc.

There is no restriction on the manner of documentation - Variable from industry to industry; firm to firm Formats are variable: - Fill up blanks - electronic form - Table form

“QUALITY IS FOR THE ORGANISATION. NOT FOR THE CUSTOMER AS IT IS INTERPRETED” “ BUILD YOUR OWN QUALITY SYSTEMS. DO NOT COPY IT”

Q FUNCTION REORGANISATION benchmark Rate of improvement x Target

Rate of improvement increased by Incremental Normal Breakthrough (requires guts, vision, high risk involvement)

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

MANAGING PROCESSES Investments,

HR, IT

Modernisation Resource Mgt Process

Long range planning process

Contract Related Processes Marketing, Sales,Engineer,Procurement, Despatch, Billing, Cash collection, Servicing

CONVENTIONAL ORGANISATIONS RESTRICT TO THIS SECTOR ONLY

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

Role of Upper Management Establish and serve on a Q Council Establish Q policies Establish and deploy Q goals Provide the resource Provide problem oriented training Serve on upper management QI teams which address chronic problems of an upper management nature Stimulate improvement Provide for reward and recognition

Price paid for active leadership- 10% of the time for upper mgt. 3 “natural phases” of Q effort and role of upper management in each phase “euphoria” – initial problems solved “Slow down” – tougher problems require more time “Settling in” – making improvement process a permanent part of the co.

Q COUNCIL Membership comprises line and staff When Q becomes a “way of life” the Q C ideas blends with upper management agenda.

Activities of QC include Formulating Q Policy Establishing major dimensions of Q problem Establishing infrastructure- Q Councils, project System role and responsibility assignment Planning for training at all levels Establishing support for teams Providing for coordination Establishing new measures for progress review Revising merit rating approach Designing a plan for recognition Establishing a plan for publicity of Q related activities

Role of middle management Nominating Q problems for solutions Serving as leaders of various types of Q teams Serving as members of Q teams Serving on task forces to assist Q C in developing elements of Q strategy Leading Q activities in their own area by demonstrating personal commitment and encouraging their folk Identifying customers and suppliers to know their needs

CHALLENGES W.R.T. a Q I cross functional team: - No hierarchical authority as they come from various departments - Team members serve part time, have priorities back in their home departments Hence high merit in technical areas, soft skills, personal commitment - critical

ROLE OF WORKFORCE Nominating Q problems for solutions Serving as members of various types of Q teams Identifying elements in their own job Becoming knowledgeable on the needs of the customers

Tap the potential using its experience, training and knowledge “No one knows a workplace and a radius of twentyfeet around it better than the worker”