TQM

PRINCIPLES
2..Leadership

2.1.1.INTRODUCTION
A leader is one who instills purposes, not one who controls by brute force. He
strengthens and inspires the followers to accomplish shared goals.
Leaders
 Shape the Organization’s value
 Promote the Organization’s value
 Protect the Organization’s value and
 Exemplifies the Organization values
An organization's senior leaders need to set directions and create a customer
orientation, clear and visible quality values, and high expectations. Values, directions,
and expectations need to address all stakeholders. The leaders need to ensure the
creation of strategies, systems, and methods for achieving excellence. Strategies and
values should help guide all activities and decisions of the organization. The senior
leaders must commit to the development of the entire work force and should
encourage participation, learning, innovation, and creativity by all employees.
2.1.2.CHARACTERISTICS OF LEADERS
There are 12 behaviors or characteristics that successful leaders demonstrate.
 1. They give priority attention to external and internal customers and their
needs. Leaders place themselves in the customers' shoes and service their needs
from that perspective.
2. They empower, rather than control, subordinates. Leaders have trust and
confidence in the performance of their subordinates. They provide the resources,
training and work environment to help subordinates to do their jobs.
3. They emphasize improvement rather than maintenance. Leaders use the
phrase "If it isn't perfect, improve it" rather than "If it isn't broke, don't fix it."
4. They emphasize prevention. "An ounce of prevention is worth a pound of
cure" is certainly true.
5. They encourage collaboration rather than competition. When functional
areas, departments, or work groups are in competition, they may find subtle ways
of working against each other or withholding information.
6. They train and coach, rather than direct and supervise. Leaders know that the
development of the human resource is a necessity.
7. They learn from problems. When a problem exists, it is treated as an
opportunity rather than something to be minimized or covered up.
8. They continually try to improve communications. Leaders continually
disseminate information about the TQM effort. They make it evident that TQM is
not just a slogan.
9. They continually demonstrate their commitment to quality. Leaders walk
their talk-their actions, rather than their words, communicate their level of
commitment.
10. They choose suppliers on the basis of quality, not price. Suppliers are
encouraged to participate on project teams and become involved.
11. They establish organizational systems to support the quality effort. At the
senior management level a quality council is provided, and at the first-line
supervisor level.
12. They encourage and recognize team effort. They encourage, provide
recognition, and reward individuals and teams.
2.1.3.LEADERSHIP CONCEPTS
To be effective, a leader needs to know and understand the following
 1. People, paradoxically, need security and independence at the same time.
2. People are sensitive to external rewards and punishments and yet are also
strongly self-motivated.
3. People like to hear a kind word of praise.
4. People can process only a few facts at a time; thus, a leader needs to keep
things simple.
5. People trust their gut reaction more than statistical data.
6. People distrust a leader's rhetoric if the words are inconsistent with the
leaders actions.
2.1.4.THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
Stephen R. Covey has based his foundation for success on the character ethic
things like integrity, humility, fidelity, temperance, courage, justice, patience,
simplicity, modesty and the Golden Rule. The personality ethic-personality growth,
communication skill training and education in the field of influence strategies and
positive thinking--is secondary to the character ethic. What we are communicates far
more eloquently than what we say or do.
 Habit 1: Be Proactive
 Habit 2: Begin with the End in Mind
 Habit 3: Put First Things First
 Habit 4: Think Win-Win
 Habit 5: Seek First to Understand, Then to Be Understood
 Habit 6: Synergy
 Habit 7: Sharpen the Saw (Renewal)
2.1.5. LEADERSHIP SURVEY
In order to evaluate a manager's performance, a survey of the manager's workers
should be taken periodically. To define quality produced several dozen different
responses, including the following.
Perfection
Consistency
Eliminating waste
Speed of delivery
 Compliance with policies and procedures
Providing a good, usable product
Doing it right the first time
Delighting or Pleasing Customers
Total Customer service and satisfaction
2.1.6. ROLE OF SENIOR MANAGEMENT
Everyone is responsible for quality, especially senior management and the CEO;
however, only the latter can provide the leadership to achieve results. Senior
management must actively participate in the implementation process. They must also
actively participate in the quality council and all of its duties. These two activities
provide the primary activities of the senior manager's role.
2.1.6.1.CORE VALUES AND CONCEPTS
Core values and concepts foster TQM behavior and define the culture. Each
organization will need to develop its own values. Given here are the core values and
concepts; for the Malcolm Baldrige National Quality Award. They can be used as a
starting point. For any organization as it develops its own.
2.1.6.2.CUSTOMER-DRIVEN QUALITY
Quality is judged by customers. All product and service characteristics that
contribute value to the customer and lead to customer satisfaction, preference, and
retention must be the focus of an organization's management system. Value and
satisfaction may be influenced by many factors throughout the customer's overall
purchase, ownership, and service experiences. These factors include the
organization's relationship with customers that helps build trust, confidence, and
loyalty. Customer-driven quality is thus a strategic concept. It is directed toward
customer retention, market share gain, and growth. It demands constant sensitivity to
changing and emerging customer and market requirements and the factors that drive
customer satisfaction and retention.
2.1.6.3.VALUING EMPLOYEES
An organization's success depends increasingly upon the skills and motivation of
its work force. Employee success depends increasingly upon having opportunities to
learn and to practice new skills. Organizations need to invest in the development of
the work force through education, training, and opportunities for continuing growth.
Such opportunities might include classroom and on-the-job training, job rotation, and
pay for demonstrated knowledge and skills. On-the-job training offers a cost-effective
way to train and to better link training to work processes. Work force education and
training programs may need to use advanced technologies such as satellite broadcasts
and computer aided learning. Increasingly, training, development, and work units
need to be tailored to a more diverse work force and to more flexible, high-
performance work practices.
2.1.6.4. FAST RESPONSE
Success in competitive markets increasingly demands even-shorter cycles for new
or improved product and service introduction. Also, faster and more flexible response
to customers is now a more critical requirement. Major improvement in response time
often requires simplification of work units and work processes. To accomplish such
improvement, the time performance of work processes should be among the key
process measures.
2.1.6.5. DESIGN QUALITY AND PREVENTION
Organizations need to emphasize design quality-problem and waste prevention
achieved through building quality into products and services and efficiency into
production processes. In general, costs of preventing problems at the design stage are
lower than costs of correcting problems that occur "downstream." Design quality
includes the creation of fault-tolerant (robust) or failure-resistant processes and
products. A major success factor in competition is the design-to-introduction (product
generation) cycle time. Meeting the demands of rapidly changing markets requires
that organizations carry out stage-to-stage integration (concurrent engineering) of
activities from basic research to commercialization.
2.1.6.6. LONG-RANGE VIEW OF THE FUTURE
Pursuit of market leadership requires an organization to have a strong future
orientation and a willingness to make long-term commitments to all stakeholders’
customers, employees, suppliers, stockholders, the public, and the community.
Planning needs to anticipate many changes, such as customers’ expectations, new
opportunities, technological developments, new customer and market segments,
evolving regulatory requirements, community/societal expectations and thrusts by
competitors. Plans, strategies and resource allocations need to reflect these
commitments and changes.
2.1.6.7. MANAGEMENT BY FACT
 Modern organizations depend upon measurement and analysis of performance.
Measurements must derive from the organization's strategy and provide critical data
and information about key processes, outputs, and results. Data needed for
measurement and improvement are of many types, including customer, product and
service performance operations, market competitive comparisons, supplier,
employee-related, and cost and financial.
2.1.6.8. PARTNERSHIP DEVELOPMENT
Organizations need to build internal and external partnerships to better accomplish
their overall goals. Internal partnerships might include labor-management
cooperation, such as agreements with unions. Agreements might entail employee
development, cross training, or new work organizations, such as high performance
work teams. External partnerships include those with customers, suppliers, and
education organizations. An increasingly important kind of external partnership is the
strategic partnership or alliance. Such partnerships might offer an organization entry
into new markets or a basis for new products or services.

2.1.6.9.CORPORATE RESPONSIBILITY AND CITIZENSHIP

An organization's leadership needs to stress its responsibility to the public and
practice good citizenship. This responsibility refers to basic expectations of the
organization’s business ethics and protection of public health, safety, and the
environment. Health, safety, and the environment include the organization's
operations as well as the life cycles of products and services. Organizations need to
emphasize resource conservation and waste reduction at their source. Planning should
anticipate adverse impacts from production, distribution, transportation, use, and
disposal of products.
2.1.6.10. RESULTS FOCUS
An organization's performance measurements need, to focus on key results.
Results should be guided by and balanced by the interests of all stakeholders,
customers, employees, stockholders, suppliers and partners, the public, and the
community. To meet sometimes conflicting and changing aims that balance implies,
organizational strategy needs to explicitly include all stakeholder requirements. This
action will help to ensure that actions and plans meet differing stakeholder needs and
avoid adverse impact on any stakeholders.
2.1.6.11. SHARED VALUES
There are eight principles that comprise the shared values process. Management
shares these values with employees; this sharing will lead to greater productivity,
quality, job satisfaction, and profits.
1. Treat Others with Uncompromising Truth
Everyone is told the truth all the time. Telling the truth means relating good
and bad news so that all members of the organization know what's going on instead of
being left in the dark or, much worse, being deceived. It is much better to receive
accurate information from the top rather than through the grapevine.
2. Lavish Trust on Your Associates
When people feel trusted they will go out of their way not to disappoint the
person who gave them the gift of trust. Empowering associates creates a trust between
managers and employees. Managers must trust employees to make decisions, promote
organization values, and do the right thing without direction. Trust is a powerful tool-
the confidence it builds can result in great rewards for the organization.
3. Mentor Unselfishly
Everyone is a mentor-management teaching employees, employees teaching
employees, and employees teaching management. Successful organizations will
create an environment where everyone realizes the importance of giving and
receiving knowledge.
4. Be Receptive to New Ideas, Regardless of Their Origin
A healthy work environment is one that invites people to offer ideas and
suggestions. No one has a monopoly on good ideas. They may come from fellow
workers, suppliers, consultants, articles, benchmarking, and customers. Many
organizations act as if the only good ideas come from corporate headquarters. This
approach eliminates good ideas and pressures managers to come up with all the good
ideas. Some of the best ideas will come from the people who are performing the
process.
5. Take Personal Risks for the Organization’s sake
Without some risk, there will be no gain. The organization must encourage
all employees to express their ideas without fear of ridicule or retribution. Risk taking
is one of the most vital activities an organization must engage in it to survive and
grow.
 6. Give Credit Where Credit Is Due
People need to know that they are appreciated. However, credit must not be
given without reason; otherwise, it will lose its value. Employees want to understand
the rewards given and feel that the reward and recognition system is fair.
7. Do Not Touch Dishonest Dollars
Studies show that the majority of employees believe that to some extent
their managers are dishonest. In many cases there is a perception that the leadership
lacks integrity. This thinking has an extremely negative impact on the organization's
morals and self- respect, which leads to rationalizing internal theft and leaking vital
information to competitors. The organization should review all business transactions
to determine if they are morally right.
8. Put the Interest of Others before Your Own
When people focus on what's good for the organization rather than their own
self-interests, then everyone gains. In the long run, managers who put the interests of
others before their own benefit greatly by creating a productive work environment.
2.2.Quality planning
The following are the important steps for quality planning.
 Establishing quality goals.
 Identifying customers.
 Discovering customer needs.
 Developing product features.
 Developing process features.
 Establishing process controls and transferring to operations.
2.2.1. IMPORTANT POINTS TO BE NOTED WHILE QUALITY
PLANNING
1. Business, having larger market share and better quality, earn returns much
higher than their competitors.
2. Quality and Market share each has a strong separate relationship to profitably.
3. Planning for product quality must be based on meeting customer needs, not
just meeting product specifications.
 4. For same products, we need to plan for perfection. For other products, we
need to plan for value.
2.2.2. STRATEGIC QUALITY PLANNING
Many organizations are finding that strategic quality plans and business plans are
inseparable. The time horizon for strategic planning is three to ten years and short-
term planning is one year (annual) or less. Both types of planning require goals and
objectives.
Goals – Long term planning (Eg : Win the war)
Objectives – Short term planning (Eg : Capture the bridge)
Goals should
 Improve customer satisfaction, employee satisfaction and process
 Be based on statistical evidence
 Be measurable
 Have a plan or method for its achievement
 Have a time frame for achieving the goal
 Finally, it should be challenging yet achievable
2.2.3. SEVEN STEPS TO STRATEGIC PLANNING
There are seven basic steps to strategic quality planning.
1. Customer Needs.
2. Customer Positioning
3. Predict the Future.
4. Gap Analysis.
5. Closing the Gap.
6. Alignment.
7. Implementation
2.2.4. ANNUAL QUALITY IMPROVEMENT PROGRAM
An annual program is developed along with a long-term strategic plan. Some of
the strategic items will eventually become part of the annual plan, which will include
new short-term items.
2.2.4.1. cOMMUNICATION
 All organizations communicate with their employees in one manner or another.
The quality council is the driver for the TQM engine, and communication is the fuel.
2.2.4.2. iNTERACTIVE
Perhaps the most effective communication is between the employee and his/her
supervisor. The immediate supervisor is in the best position to transfer information
and create discussions on what needs to be improved, how to do it, and why it needs
to be done. All supervisors are not equally effective as communicators; therefore, a
training program is a necessity.
2.2.4.3. fORMAL
Formal communication occurs by either the printed page or electronics. The most
common form is by periodic publications such as daily or weekly newsletters and
monthly or quarterly magazines.
2.2.4.4. fEEDBACK
In order for the communication system to be effective, there must be feedback.
The culture must encourage two-way communication so that information flows up the
ladder as well as down.
2.2.4.5. DECISION MAKING
Making poor decisions is one of the deadliest threats to the success of the
organization and to one's career. People fail because they act hazardly without regard
to the values and goals of an organization. In order to make correct decisions, it is
best to use the problem solving method.
2.3. QUALITY COUNCIL
In order to build quality into the culture, a quality council is established to provide
over- all direction. It is the driver for the TQM engine. The council is composed of
 Chief Executive Officer
 Senior Managers
 Coordinator or Consultant
 A representative from the Union
The responsibility of the coordinator is to build two-way trust, propose team needs
to the council, share council expectations with the team and brief the council on team
progress. In addition, the coordinator will ensure that the teams are empowered and
know their responsibilities. The coordinator's activities are to assist the team leaders,
share lessons learned among teams, and have regular leaders meetings with team
leaders.
In general the duties of the council are to
1. Develop, with input from all personnel, the core values, vision statement,
mission statement and quality policy statement.
2. Develop the strategic long-term plan with goals and the annual quality
improvement program with objectives.
3. Create the total education and training plan.
4. Determine and continually monitor the cost of poor quality.
5. Determine the performance measures for the organization, approve those for
the functional areas, and monitor them.
6. Continually determine those projects that improve the processes, particularly
those that affect external and internal customer satisfaction.
7. Establish multifunctional project and departmental or work group teams and
monitor their progress.
8. Establish or revise the recognition and reward system to account for the new
way of doing business.
Once the TQM program is well established, a typical meeting agenda might have
the following items.
1.Progress report on teams
2.Customer satisfaction report
3.Progress on meeting goals
4.New project teams
5.Recognition dinner
6.Benchmarking report
Within three to five years, the quality council activities will become ingrained in
the culture of the organization.

2.3.1. sTRATEGY
The quality council has the overall responsibility for the performance measures. It
ensures that all the measures are integrated into a total system of measures. To
develop the system, the quality council will obtain appropriate information from all of
the stakeholders. They will utilize the core values, goals, mission, and vision
statements as well as the objectives and criteria. With this information, the strategic
measurement system is created.
An example of a system that emphasizes percent improvement might contain the
functions and metrics as given below.
2.3.1.1.QUALITY
Percent reduction in cost of poor quality
Percent reduction in nonconformities
Percent of certified suppliers
Percent reduction in supplier base
Percent reduction in corrective action cycle time
2.3.1.2. cOST
Percent increase in inventory turnover
Percent reduction in data transactions
Percent increase in materials shipped direct to work-in-process by the supplier
Percent increase in output dollars per employee
Percent reduction in floor space utilization
2.3.1.3. fLEXIBILITY
Percent reduction in cycle time
Percent reduction in setup time
Percent reduction in lot/batch size
Percent increase in number of jobs mastered per employee
Percent increase in common materials used per product
2.3.1.4. rELIABILITY
 Percent of processes capable of C = 2.0
 Percent reduction in down time
 Percent reduction in warranty costs
 Percent reduction in design changes
 Percent increase in on-time delivery
2.3.1.5. iNNOVATION
Percent reduction in new product introduction time
Percent increase in new product sales revenue as a percent of total sales revenue
Percent increase in new patents granted
Customer perception as a leader in innovation
Percent of management time spent on or leading innovation
The above are tracked monthly to show trends, identify problem areas, and
allocate resources.
2.4. EMPLOYEE INVOLVEMENT
Employee involvement is one approach to improving quality and productivity. Its
use is credited for contributing to the success enjoyed by the Japanese in the world
market place. Employee involvement is not a replacement for management nor is it
the final word in quality improvement. It is a means to better meet the organization’s
goals for quality and productivity at all levels of an organization.
2.4.1. BENEFITS OF EMPLOYEE INVOLVEMENT
 Involving employees, empowering them, and bringing them into the decision-
making process provide the opportunity for continuous process improvement.
 Employee involvement improves quality and increases productivity, because
employees make better decisions using theft expert knowledge of the process.
 Employees are more likely to implement and support decisions they had a part
in making.
 Employees are better able to spot and pinpoint areas for improvement.
 Employees are better able to take immediate corrective action.
 Employee involvement reduces labor/management friction by encouraging
more effective communication and cooperation.
 Employee involvement increases morale by creating a feeling of belonging to
the organization.
 Employees are better able to accept change because they control the work
environment.
  Employees have an increased commitment to unit goals because they are
involved.

2.5.motivation
Knowledge of motivation helps us to understand the utilization of employee
involvement to achieve process improvement.
2.5.1. MASLOW’S HIERARCHY OF NEEDS
One of the first and most popular motivational theories was developed by
Abraham Maslow. He stated that motivation could best be explained in terms of a
hierarchy of needs and that there were five levels.
These levels are
 Survival
 Security
 Community
 Esteem
 Self-actualization

2.5.2. EMPLOYEE WANTS

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Factor Employee Rating
Manager Rating
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Interesting work 1
5
Appreciation 2
8
Involvement 3
10
Job security 4
2
Good Pay 5
1
 Promotion/ growth 6
3
Good working conditions 7
4
Loyalty to employees 8
7
Help with personal problems 9
9
Tactful discipline 10
6
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2.5.3. ACHIEVING A MOTIVATED WORK FORCE
The building of a motivated work force is for the most part an indirect process.
Managers at all levels cannot cause an employee to become motivated; they must
create the environment for individuals to motivate themselves.
Concepts to achieve a motivated work force are as follows:
 Know yourself
 Know your employees
 Success establish a positive attitude
 Share the goals
 Monitor progress
 Develop interesting work
 Communicate effectively
2.5.4. EMPLOYEE SURVEYS
A manager should take in initiating employee empowerment is to survey their
employees to determine their current level of perceived empowerment. Employee
surveys help managers to assess the current state of the work measurement, the
current state of employee relations, identify trends, measure the effectiveness of
program implementation, identify needed improvements, and increase
communication effectiveness.
Step 1: The Quality Council to create a multifunctional team
 Step 2: The Team will develop survey instrument
Step 3: Administer the survey
Step 4: Results are compiled and analyzed
Step 5: Determine areas for improvement
2.6. empowerment
Empowerment is investing people with authority. Its purpose is to tap the
enormous reservoir of potential contribution that lies within every worker.
The two steps to empowerment are
1. To arm people to be successful through coaching, guidance and training.
2. Letting people do by themselves.
The principles of empowering people are given below.
1. Tell people what their responsibilities are.
2. Give authority.
3. Set standards for excellence.
4. Render training.
5. Provide knowledge and information.
6. Trust them.
7. Allow them to commit mistakes.
8. Treat them with dignity and respect.
Three dimensions of empowerment are
 Capability
Alignment and
Trust
In order to create an empowered environment, three conditions are necessary.
Everyone must understand the need for change.
The system needs to change to the new paradigm.
The organization must enable its employees to help in their skill in all areas.
2.7. team and team work
 Employee involvement is optimized by the use of teams.
  A team is defined as a group of people working together to achieve common
objectives or goals.
 Teamwork is the cumulative actions of the team during which each member
of the team subordinates his individual interests and opinions to fulfill the
objectives or goals of the group.
2.7.1. WHY TEAMS WORK
Teams work because many heads are more knowledgeable than one.
1. Each member of the team has special abilities that can be used to solve
problems.
2. Many processes are so complex that one person cannot be
knowledgeable concerning the entire process and the whole is greater than the
sum of its members.
3. The interaction within the team produces results that exceed the
contributions of each member.
4. Third, team members develop a support with each other that allows
them to do a better job.
5. Finally, teams provide the vehicle for improved communication,
thereby increasing the likelihood of a successful solution.
6. Training program is a necessity.
2.7.2. TYPES OF TEAMS
The current types of teams can be divided into four main groups. They may be
called by different names and have slightly different characteristics to accommodate a
particular organization.
 Process improvement team
 Cross-functional team
 Natural work team
 Self – Directed / Self – Managed work team
2.7.3. cHARACTERISTICS OF sUCCESSFUL tEAMS
In order for a team to be effective, it should have certain characteristics, listed
below.
 Sponsor
  Team charter
 Team composition
 Training
 Ground rules
 Clear objectives
 Accountability
 Well-defined decision procedures
 Resources
 Trust
 Effective problem solving
 Open communication
 Appropriate leadership
 Balanced participation
 Cohesiveness

2.7.4. tEAM mEMBER rOLES

Teams are usually selected or authorized by the quality council. A team will consist
of a team leader, facilitator, recorder, timekeeper, and members. All team members
have clearly defined roles and responsibilities. The team leader, who is selected by
the quality council, sponsor, or the team itself, has the following roles.
 Ensures the smooth and effective operation of the team, handling and
assigning record keeping, orchestrating activities, and overseeing preparation
of reports and presentations.
 Facilitates the team process, ensures that all members participate during the
meetings, prevents other members from dominating, actively participates
when appropriate, guides without domineering, and uses positive interpersonal
behavior.
 Serves as a contact point between the team and the sponsor or quality council.
 Orchestrates the implementation of the changes recommended by the team
within organizational constraints and team boundaries.
  Monitors the status and accomplishments of members, assuring timely
completion of assignments.
 Prepares the meeting agenda, including time, date, and location; sticks to the
agenda or modifies it where appropriate; and ensures the necessary resources
are available for the meeting.
Ensures that team decisions are made by consensus where appropriate, rather
than by unilateral decision, handclasp decision, majority-rule decision, or minority-
rule decision. The facilitator is not a member of the team; he/she is a neutral assistant
and may not be needed with a mature team. This person does not get involved in the
meeting content or evaluation of the team’s ideas. Roles are as follows:
 Supports the leader in facilitating the team during the initial stages of the
team.
 Focuses on the team process is concerned more with how decisions are made
rather than the decision itself.
 Acts as resource to the team by intervening when necessary to keep the team
on track.
 Does not perform activities that the team can do.
 Provides feedback to the team concerning the effectiveness of the team
process.
The team recorder, who is selected by the leader or by the team and may be rotated
on a periodic basis, has the following roles:
 Documents the main ideas of the team’s discussion, the issues raised,
decisions made, action items, and future agenda items.
 Presents the documents for the team to review during the meeting and
distributes them as minutes after the meeting in a timely manner
 Participates as a team member.
The timekeeper, who is selected by the leader or by the team and may be rotated
on a periodic basis, has the following roles:
 Monitors the time to ensure that the team maintains the schedule as
determined by the agenda.
 Participates as a team member.
 The team member, who is selected by the leader, sponsor, or quality council or is a
member of a natural work team, has the following responsibilities:
 Contributes best, without reservation, by actively participating in
meetings and sharing knowledge, expertise ideas and information.
 Respects other people’s contributions don’t criticize, complaint or
condemn.
 Listens carefully and asks questions.
 Is enthusiastic it’s contagious and helps galvanize the entire team.
 Works for consensus on decisions and is prepared to negotiate
important points.
 Supports the decisions of the team bad mouthing a decision or a
member reduce the effectiveness of the team.
 Trusts, supports, and has genuine concern for other team members.
 Understands and is committed to team objectives.
 Respect and is tolerant of individual differences.
 Encourages feedback on own behavior.
 Acknowledges and works through conflict openly.
 Carries out assignments between meetings such as collecting data,
observing processes, charting data, and writing reports.
 Gives honest, sincere appreciation.
2.7.5. DECISION-MAKING METHOD
Since the decision-making process is critical to the success of the team, it is
essential to understand the different methods. Five types of decisions, as well as no
decision, occur during the team process.
 Non decision
 Unilateral decision
 Handclasp decision
 Minority-rule
 Majority-rule decision
 Consensus
2.7.6. EFFECTIVE TEAM MEETINGS
If the participants know their roles and utilize the characteristics of successful teams,
the probability of effective team meetings is enhanced. There are, however, a few
items that help to improve the process.
 Meetings should be regularly scheduled; have a fixed time limit, and
start on time.
 Participants should be notified ahead of time with the location, time,
and objective.
 Avoid unnecessary meetings through e-mail, voice mail and telephone
calls; however, also avoid accumulated issues.
 An agenda should be developed, either at the end of the previous
meeting or prior to the beginning of the next meeting.
 It should be sent to the participants prior to the meeting. Each agenda
item includes a process, such as brainstorming, affinity diagram, discussion,
and so forth; the presenters; and time guidelines.
 Agendas usually list: opening focus, previous meeting feedback,
agenda review agenda items, summary, and action items.
 Periodically, the meetings should be evaluated by the participants.
2.7.7. COMMON BARRIERS TO TEAM PROGRESS
 Insufficient training.
 Incompatible rewards and compensation.
 First-line supervisor resistance.
 Lack of planning.
 Lack of management support.
 Access to information systems.
 Lack of union support.
 Project scope too large.
 Project objectives are not significant.
 No clear measures of success.
 No time to do improvement work.
2.8. quality circles
2.8.1. INTRODUCTION
A quality circle is a volunteer group composed of workers (or even students),
usually under the leadership of their supervisor (but they can elect a team leader),
who are trained to identify, analyze and solve work-related problems and present their
solutions to management in order to improve the performance of the organization,
and motivate and enrich the work of employees. When matured, true quality circles
become self-managing, having gained the confidence of management.
Quality circles are an alternative to the dehumanizing concept of the division of
labor, where workers or individuals are treated like robots. They bring back the
concept of craftsmanship, which when operated on an individual basis is uneconomic,
but when used in group form (as is the case with quality circles), it can be
devastatingly powerful and enables the enrichment of the lives of the workers or
students and creates harmony and high performance in the workplace. Typical topics
are improving occupational safety and health, improving product design, and
improvement in the workplace and manufacturing processes.
2.8.2. CONCEPT OF QUALITY CIRCLE
The Quality Circle concept has three major attributes; these are:
 QC is a form of participative management.
 QC is a human resource development technique.
 QC is a problem solving technique.
2.8.3. oBJECTIVES OF QUALITY CIRCLE
Objectives which contribute to the improvement and development of the enterprise
and indirectly the interest of the employees are:
 To improve the quality and productivity and thus contribute to
the improvements and development of the enterprise.
 To reduce the cost of products or services by waste reduction,
safety, effective utilization of resources, avoiding unnecessary errors and
defects.
 To identify and solve work related problems that interferes with
production.
 To tap the creative intelligence of the persons working in the
organization and to make full use of its human resources.
  To permit employees to develop and use greater amount of
knowledge and skill and motivate them to apply to a wide range of
challenging tasks.
 To improve communication within the organization.
 To increase employees' loyalty and commitment to the
organization and its goals.
 To respect humanity and build a happy bright work place
environment which is meaningful to work in.
 To enrich human capability, confidence, moral, attitude and
relationship.
 To satisfy the human needs of recognition, achievement and self-
development.
2.8.4. ADVANTAGES OF QUALITY CIRCLE
The organization can accomplish one or more of the following advantages by
establishing quality circles:
 Promote high level of productivity and quality-mindedness
 Self and mutual development of employees
 Creating team spirit and unity of action
 Increased motivation, job satisfaction and pride in their work
 Reduced absenteeism and labour turnover
 Developing sense of belongingness towards a particular
organization
 Waste Reduction
 Cost reduction
 Improved communication
 Safety improvement
 Increased utilization of human resource potential
 Enhancement in consciousness and moral of employees through
recognition of their activities
 Leadership development.
 Trained staff
 2.8.5. sTRUCTURE OF qUALITY cIRCLE
The structure of quality circles is governed by the unique conditions in different
countries and organizations. Eventually, quality circles get integrated into the
company’s total operations and therefore, it is advisable not to give a separate entity
to the structure of quality circles in any organization. Every department and every
work area should feel personally responsible to make the operation of quality circles a
success. The aim is to see that the concept gets woven into the very fabric of the
organization and becomes way of life with every one in every sphere of work The
following figure depicts organization of quality circles.

Fig.2.1.Structure of Quality Circles

This organizational structure in fig.2.1 is applicable to medium and large size

organizations, having a number of departments with a large work force. In small
organizations the structure can be simplified to suit the requirements. Sometime
individual unions have to make certain changes in the suggested structure depending
upon their unique needs.
2.8.5.1. mEMBERS
Membership is strictly voluntary and anyone who wishes to join is encouraged to
join. Hence the members are heart of the circle program me and proper utilization of
their untapped brain power is key to its success.
Functions of Members

An effective member should:

 Attend all meetings on time

 Learn problem solving techniques

 Follow the code of conduct

 Stay within all quality circle policy/rules

 Promote the quality circle programme

 Help other members in the work of the circle

 Participate in solving problems

2.8.5.2. lEADER
The quality circle leader is elected by the circle members. Experience proves that
circle activities will have a better chance of success when the supervisor or foreman is
the leader. Leader is like the thread in a garland of flowers. It is the thread which
binds the individual flower into a garland. In a good garland, the thread is unseen.
Flowers are prominent. Similarly, in an effective circle the leader will not be
prominent but the members will be prominent. In other words, the leader is the
binding for the effectiveness of the circle.
The leader –
 acquire skills in quality circle techniques
 motivate potential members to join circle activities
 schedule circle meetings
 decide the time frequency and duration of the meeting
 ensure effective participation of all members
 prepare agenda for effective utilization of meeting
 ensure that the problems discussed are work related problems
 stimulate group discussion, by giving necessary inputs and inputs and
encouragement
 conclude each meeting with the responsibilities and assignments clearly
defined
 ensure the minutes of the meeting are properly recorded and distributed
arrange for management presentation
 maintain report with the facilitator
 plan the agenda to be meaningful and effective
 hold discussion with the facilitator before and after the meeting
 be responsible for people building
 encourage non-members to become members
 records the minutes of each meeting
 maintain the members attendance long maintain a member training status
record
2.8.5.3. dEPUTY lEADER
Like leader deputy leader is also elected by the circle members.
The deputy leader –
 generates enthusiasm for circle activities
 takes care for the operation of the circle
 meets with the circle once in a week
 calls upon the facilitator for assistance
 responsible for circle records
 creates co-ordination and harmony in the circle
 serves as a key link between members and management
 attends leadership training
 works closely with the foreman
 seeks advice and asks for help if required
 keeps the meetings on track
 enforces a code of conduct
 maintains a good attitude about circles
 gives assignments
 starts and ends meetings on time
  helps to get new members for the circle
 promotes the quality circle programme
2.8.5.4. fACILITATOR
The facilitator is an important link in the structure that is responsible for
coordinating and conducting quality circle activities. He is a person who should make
things happen through people. He is a combination of a coach, coordinator,
communicator, innovator, promoter, teacher, statistician and catalyst - all in one. The
facilitator should be selected by the steering committee immediately after taking a
definite decision to implement quality circle. In fact, the first task of the steering
committee is to select the facilitator. The facilitator is a senior officer of the
department, where quality circles are working and is nominated by the management.
Because of the crucial role that the facilitator plays in making quality circles
operation a success this selection has to be done carefully.
The Facilitator –
 forms the link between the circles and the rest of the organization
 works closely with the steering committee
 continuously coach the circle leader
 trains the circle leader
 helps the leader during training of the members
 maintains circle records
 arranges meeting with outsiders if necessary
 publicizes the programme
 preparation for presentation – invitations, papers, visuals
 prepares training material
 organizes meetings
Thus the facilitator forms the link between the teams and rest of the organization
and works closely with steering committee. The facilitator may be assisted by a
number of department coordinator.
2.8.5.5. sTEERING cOMMITTEE
This committee comprises heads of major functions as members and the chief
executive of the organization as the chairman. For the successful implementation of
quality circles, the top management’s support must not only be available but also
visible to all. Steering committee sets goals and objectives for quality circle activities.
It also formulates and establishes operational guidelines and controls the rate of
expansion. The steering committee should be formed immediately after taking a
decision to implement quality circle activities.
The steering committee is policy making group. The success of quality circles
in any organization depends upon how the steering committee can use its expertise
for achieving the primary objectives of the organization. The responsibility of
steering committee is to create successful and harmonious quality circle activities.
The success of quality circle depends on the effectiveness of the frame work of the
five most important principles of management viz. (1) Setting objectives (2) Planning
(3) Staffing and scheduling (4) Directing and (5) Control. In other words, the steering
committee is the Board of Director of the quality circle activities.
The Steering Committee –
 takes an overview of the operation of quality circles in the organization as a
whole. On the basis of reports from the coordinator and the facilitators,
problem areas are identified and remedial action suggested.
 takes decisions on important recommendations of quality circles falling
outside the competence of other levels of management which are reported
to the steering committee.
 gives major policy guidelines and directions for the healthy propagation of
the concept.
 Sanctions major programmes and financial support to give thrust to the
promotion of the quality circles
 attends management presentations and get together
 meets regularly once in two to three months are convened by the
coordinator.
2.8.5.6. CO-ORDINATING aGENCY
While the facilitator nurtures the quality circles in his section/department the
coordinating agency coordinates the activities of circles throughout the organization.
In the coordinating agency depending upon the number of circles in operation, full
time coordinators have to be nominated. The department to be nominated for
coordination depends on the convenience of the organization. The formal naming of
the department for the work of coordination is important for institutionalizing the
movement as, individuals may get shifted, departments normally are permanent in
any organization and therefore continuity of the quality circle’s propagation is assured
by earmarking a particular department for this task.
The Coordinating Agency –
 organizes training programmes for members as and when new circles are
formed
 convenes the steering committee meeting regularly once in two to three
months and maintains the minutes thereof
 organizes top management presentations regularly once in two to three
months centrally registers circles as and when formed and also maintains
records of number of members, frequency of management representations,
etc.
 coordinates and evolves a consensus for norms to assess the performance
of different quality circles and of different divisions
 coordinates and ensures availability of common facilities to all quality
circles
 prepares a budget for the functioning of quality circles and submits the
same to the steering
 committee for adoption
 organizes social get together, conventions and conferences, etc., from time
to time as decided by the steering committee
 coordinates the deputing of quality circle leaders and members to other
organization and programmes
 helps in resolving problems that may be encountered in the implementation
of quality circles with the help of the steering committee, if necessary
 arranges for publication of the activities of the quality circles in newsletters
and journals
 arranges for guest speakers to talk on subjects of interest to quality circles
 maintains a library of publications on quality circles for the benefit of those
interested
  assists the steering committee in affording adequate level of motivation and
recognition to quality circles in operation so as make the movement a self-
sustained one and help it to grow from strength to strength.
2.8.5.7. tOP mANAGEMENT
The top management has an important role to ensure the successful
implementation of quality circles in the organization.
The top management –
 must demonstrate unequivocally its understanding and faith in the concept
of quality circle.
 must make provision in the annual budget for meeting the expenditure of
operation of quality circles
 encourages healthy growth through competition between quality circles by
instituting an award to the division/department which performs best in
propagation on quality circles as well as to the quality circles which makes
the best presentations at any centrally organized convention or conference.
 gives necessary guidance to employees at different levels for making the
quality circle movement a self-sustained success.
 includes propagation of quality circles as one of corporate objectives.
2.8.5.8. NON-MEMBERS
It would be difficult for the members of the quality circles to implement their own
suggestions without the cooperation of non-members. In fact non-members would be
enthusiazed to participate in quality circle activities and also to witness the
presentations being given by quality circles from time to time. If this were to be done,
non-members would gradually change their attitudes, appreciate what they, as
individuals would get out of participation in circle activities and may then decide to
join the existing circles or form new ones. Under no circumstances should a climate
of conflict be created in any work area between members and non-members. The
lines of communication should be kept open to the non-members. Non-members
should encourage to present ideas to the circle.
2.8.6. OPERATION OF QUALITY CIRCLE
The operation of quality circle takes place in the following way.
a) The initial meeting is held (week 1): Quality circle members meet at the
appointed place and time and choose their leader and deputy leader by consensus.
The facilitator or the coordinator provides the members with the necessary
stationery such as pens, paper, notebooks, black board and any other items useful
and necessary for their activities. Then the group, if it so chooses, gives itself a
name for individual identity. The facilitator makes introductory remarks by way of
reaffirming the management’s support and its best wishes for the success of the
circle activities. Thereafter he withdraws and leaves the floor to the leader for
conducting further proceedings. The leader and the members take the opportunity
to get to know each other better in the new context of the circle activities. The
leader concludes the hour long meeting informing the members that they would be
conducting brainstorming at the second meeting to identify all the problems
coming in the way of better quality, productivity and optimum performance of the
work area.
b) The second /third meeting: When the quality circles start functioning, they
are able to identify a large number of issues affecting their work adversely during
their first few brainstorming sessions. The management, perhaps, may not even be
aware of such problems. Through their own brainstorming efforts and suggestions
from other related agencies, quality circle members compile a list of all the
problems that require to be tackled by them one after the other . It may be so that
circle members are exercising their creativity for the first time and therefore,
problems may not strike their mind easily. They could then be guided to ask
themselves the following questions which would trigger their thinking.
 What specific jobs give you the most problems?
 What jobs are held up because of delays or bottlenecks?
 What jobs are causing a lot of rework?
 What reports, form or records require unnecessary information?
 Where can an operation be combined with another to save time?
 Can any process be made more efficient by new or modification of
fixtures / jigs?
 What jobs or procedures take too long?
 Where can better use of space be made?
 On what jobs are too many mistakes being made or quality and work is
unsatisfactory?
 Where can wear and tear or equipment be reduced?
  Where can materials, parts or supplies be reduced?
 What jobs require a lot of checking?
 Can any material be substituted for cost effectiveness?
The problems that may be tackled by quality circles can be classified as:
(a) Those which affect their work-area and implementation of their solutions
is under the purview of the quality circles.
(b) Those which affect their work area but have in interface with other
departments and implementation of recommendations can only be done with the
cooperation of others.
(c) Those which are totally outside the purview of the quality circle. Initially
some guidance from facilitators may be necessary so that quality circles do not
take up problems under category (c) but give priority to problems under
category (a) and thereafter to those under (b).
c) The fourth meeting: The circle members now take up the task of assigning
priorities to the problems that they have identified. The prioritizing of problems
could on the basis of any other three criteria, either simplicity of the problem,
which could be taken up first and resolved so that the members start developing
self confidence in regard to their own capabilities to identify and resolve problems.
Or by collecting or generating data as the case may be and subsequently using the
spare to analysis to identify which problem is hurting the work area performance
the most. Or the members may also be asked by the leader to give their individual
preferences for the selection of the priority problem. Which ever gets the highest
number of preferences is taken up for resolving first and others subsequently in
order of number of votes received. The circle leader or members may seek the
guidance of other executives or the facilitator before coming to any conclusions in
this respect.
d) The next two or three meetings: Having decided the priority of problems, and
the first one to be tackled, the circle starts systematically analyzing the data
relating to it. The necessary data is gathered from the concerned agencies or may
be generated by observation, if it is not readily available. The data required could
be on the frequency of occurrence, quantum of rejections or non-conformances
etc., which could indicate the depth of the problem. All the factors identified as
responsible for the problems are listed out again by brainstorming. The important
ones are segregated from the trivial ones by the use of pareto analysis. Cause and
 effect diagrams are drawn to analyze the factors. This enables the members to
ensure that no probable reason for the problem is overlooked.
e) The factors which are identified as being responsible for the problems are
then individually taken up and solutions acceptable to all are arrived at. In order to
ensure that solutions which are beneficial to the work area where circles are
operating do not pose fresh problems in other related sections, members are
advised to involve representatives of other areas which are likely to be affected by
the decision at the discussions stage itself. Circle members usually try out the
validity of their recommendation in their free time before it is finally adopted. A
quality circle in a workshop decided to incorporate a new fixture in the method of
machining, but before declaring the solution arrived at, they, in their own free
time, went to the scrap yard, collected the necessary materials, manufactured a
prototype outside the working hours and proved the advantages and feasibility of
their suggestion before recommending it for adoption in technological documents.
In the case of recommendations by quality circles which require the sanction of the
highest authorities in the organization, they may be considered by the steering
committee at its periodical meetings. Alternately, at the management presentations
in the presence of the steering committee, the circle members give the required
clarifications and a final decision on the practicality of the recommendation is
given.
f) Implementation: After arriving at a solution by consensus the circle members
ensure that it is also implemented. If it is falling within their own purview, they
may consult the local executives or managers and proceed to execute it. If
implementation of their solution has to be followed up by some other agencies or
by other higher levels of management, it could be passed on to them through the
facilitator. However, even in such cases, the group pressure catalyses prompt
action by the concerned agency to implement the circle’s recommendations. Thus
the operation cycle for each problem taken up by quality circles is completed.
2.9. recognition and reward
Recognition is a form of employee motivation in which the organization publicly
acknowledges the positive contributions an individual or team has made to the
success of the organization. Various ways for Recognition and Rewards are
 Reward is something tangible such as theater tickets, dinner
behavior.
  Recognition and reward go together to form a system for letting
people know they are valuable members of the organization.
 Employees should be involved in the planning and
implementation of the recognition and reward program. This activity should
be performed by a cross-functional team that represents all areas of the
organization.
 Recognition should be valid, genuine, and meaningful for the
giver and the recipient; it should not be used to manipulate people.
 The organization should recognize effort as well as easy-to-
measure results
 Recognition should not be based primarily on chance, which
frequently occurs in employee-of-the-month programs.
 People like to be recognized, either as a team or individually.
2.9.1. EFFECTS OF RECOGNITION AND REWARD SYSTEM
 Recognition and reward go together for letting people know that they are
valuable members for the organization.

 Employee involvement can be achieved by recognition and reward system.

 Recognition and reward system reveals that the organization considers quality
and productivity as important.

 It provides the organization an opportunity to thank high achievers.

 It provides employees a specific goal to achieve.

 It motivates employees to improve the process.

 It increases the morale of the workers.

2.10. performaNce appraisal

The purpose of performance appraisal is to let employees know how they are
doing, and provide a basis for promotions, salary increases, counseling, and other
purposes related to an employee’s future.
 There should be a good relationship between the employee and the
appraiser.
  Employees should be made aware of the appraisal process, what is
evaluated, and how often,
 Employees should be told how they are doing on a continuous basis, not
just at appraisal time.
 The appraisal should point out strengths and weaknesses as well as how
performance can be improved.
 Performance appraisal may be for the team or individuals.
 Regardless of the system, a key factor in a successful performance
appraisal is employee involvement. An employee should always be given
the opportunity to comment on the evaluation, to include protesting, if
desired.
2.10.1. METHODS TO IMPROVE THE APPRAISAL SYSTEM
The following methods are suggested to improve the appraisal system

 Use rating scales that have few rating categories

 Require work team or group evaluations that are at least equal in emphasis
to individual-focused evaluations
 Require more frequent performance reviews where such reviews will have
a dominant emphasis on future performance planning
 Promotion decisions should be made by an independent administrative
process that draws on current-job information and potential for the new
job.
2.10.2. IMPORTANCE OF PERFORMANCE APPRAISAL
 It is necessary to prevail a good relationship between the employee and the
appraiser.
 Employee should be informed about how they are performing on a continuous
basis, not just at appraisal time.
 The appraisal should highlight strength and weakness and how to improve the
performance.
 Employee should be allowed to comment on the evaluation and protest if
necessary.
 Everyone should understand that the purpose of performance appraisal is to
have employee involvement.
  Errors in performance evaluations should be avoided.
 Unfair and biased evaluation will render poor rating and hence should be
eliminated.
2.11. continuous process improvement
Quality-based organizations should strive to achieve perfection by continuously
improving the business and production processes. Perfection is impossible because the
race is never over; however, we must continually strive for its attainment. Continuous
process improvement is designed to utilize the resources of the organization to
achieve a quality-driven culture.
Improvement is made by
 Viewing all work as a process, whether it is associated with production or
business activities.
 Making all processes effective, efficient, and adaptable.
 Anticipating changing customer needs.
 Controlling in-process performance using measures such as scrap
reduction, cycle time, control charts, and so forth.
 Maintaining constructive dissatisfaction with the present level of
performance.
 Eliminating waste and rework wherever it occurs.
 Investigating activities that do not add value to the product or service, with
the aim of eliminating those activities.
 Eliminating nonconformities in all phases of everyone’s work, even if the
increment of improvement is small.
 Using benchmarking to improve competitive advantage.
 Innovating to achieve breakthroughs.
 Incorporating lessons learned into future activities.
 Using technical tools such as statistical process control (SPC),
experimental design, benchmarking, quality function deployment (QFD),
and so forth.
 2.11.1. pROCESS
FEEDBACK

PROCESS
People,
Equipment,
Method,
Procedures,
Environment,
Materials

OUTPUT
Information,
Data,
Product,
Service, etc.
INPUT
Materials,
Money,
Information,
Data, etc.

OUTCOMES
 CONDITIONS

Fig.2.2. Input / Output Process Model

Process refers to business and production activities of an organization business
processes such as purchasing, engineering, accounting, and marketing are areas where
non-conformance can represent an opportunity for substantial improvement. The
Input / Output Process Model is shown in fig.2.2.
 Inputs may be materials, money, information, data, etc. Outputs may be
information, data, products, service, etc. The output of one process also can be
the input to another process.
 Outputs usually require performance measures.
 They are designed to achieve certain desirable outcomes such as customer
satisfaction. Feedback is provided in order to improve the process.
 The process is the interaction of some combination of people, materials,
equipment, method, measurement, and the environment to produce an
outcome such as a product, a service, or an input to another process.
 In addition to having measurable input and output, a process must have value
added activities and repeatability.
 It must be effective, efficient, under control, and adaptable.
 In addition, it must adhere to certain conditions imposed by policies and
constraints or regulations.
There are five basic ways to improve the process.
 Reduce resources,
 Reduce errors,
 Meet or exceed expectations of downstream customers,
 Make the process safer, and
  Make the process more satisfying to the person doing it.
2.11.2. tHE jURAN tRILOGY
Process improvement involves planning. One of the best approaches is the one
developed by Dr. Joseph Juran. It has three components: planning, control, and
improvement, and is referred to as the Juran Trilogy. It is based loosely on financial
processes such as
 Budgeting (planning)
 Expense measurement (control)
 Cost reduction (improvement)
2.11.2.1. pLANNING
The planning component begins with external customers. Once quality goals are
established, marketing determines the external customers, and all organizational
personnel (managers, members of multifunctional teams, or work groups) determine
the internal customers. External customers may be quite numerous, as is the case of a
bank supply organization, where they include tellers, financial planners, loan officers,
auditors, managers, and the bank’s customers. Where there are numerous customers, a
Pareto diagram might be useful to determine the vital few. Once the customers are
determined,their needs are discovered. Internal customers may not wish to voice real
needs out of fear of the consequences. One might discover these needs by
 Being a user of the product or service,

 Communicating with customers through product or service satisfaction and

dissatisfaction information

 Simulation in the laboratory.

Because customer needs are stated from their viewpoint, they should be translated
to requirements that are understandable to the organization and its suppliers.

The next step in the planning process is to develop product and service features
that respond to customer needs, meet the needs of the organization and its suppliers,
are competitive, and optimize the costs of all stakeholders.

2.11.2.2. cONTROL
 Control is used by operating forces to help meet the product, process, and service
requirements. It uses the feedback loop and consists of the following steps:
 Determine items/subjects to be controlled and their units of measure.
 Set goals for the controls and determine what sensors need to be put in place
to measure the product, process, or service.
 Statistical process control is the primary technique for achieving control.
The basic statistical process control (SPC) tools are Pareto diagrams, flow
diagrams, cause and effect diagrams, check sheets, histograms; control charts, and
scatter diagrams.
2.11.2.3. iMPROVEMENT
Process improvements begin with the establishment of an effective infrastructure
such as the quality council. Two of the duties of the council are to identify the
improvement projects and establish the project teams with a project owner. In
addition, the quality council needs to provide the teams with the resources to
determine the causes, create solutions, and establish controls to hold the gains.

2.12. pdca CYCLE

The basic Plan-Do-Check-Adjust (PDCA) cycle was first developed by Shewhart
and thenmodified by Deming. It is an effective improvement technique. It is shown in
fig.2.3.

The four steps in the cycle are exactly as stated.

 First, plan carefully what is to be done.
 Next, carry out the plan (does it).
 Third, Check the results did the plan work as in tended, or were the
results different?
 Finally, adjust on the results by identifying what worked as planned
and what didn’t.

Using the knowledge learned, develop an improved plan and repeat the cycle.
 Fig.2.3. PDCA cycle

2.12.1.PROBLEM SOLVING METHOD

1. Identify the opportunity
1. Identify the Problem
 Pareto analysis of external alarm signals.
 Pareto analysis of internal alarm signals.
 Proposals from key insiders.
 Proposals from suggestion schemes.
 Field study of user’s needs.
 Comments of key people outside the organization.
 Customer surveys.
 Employee surveys.
 Brainstorming by work groups.
2. Form the Team
 Team should be selected.
 Goals and milestones are established.
3. Define the Scope.
 Criteria for a good problem statement is as follows
 It clearly describes the problem.
 It states the effect.
 It focuses on what is known, unknown etc.
 It emphasizes the impact on the customer.
2. Analyze the current process
The objective is to understand the process and how it is currently performed.
Step 1: The team to develop a process flow diagram.
Step 2: The target performance measures are defined.
Step 3: Collection of all available data and information.
Common items of data and information are
1.Customer information 2. Design information
3. Process information 4. Statistical information
5. Quality information 6. Supplier information
3. Develop the optimal solution(s)
This phase has the objective of establishing potential and feasible solutions
and recommending the best solution to improve the process. Creativity plays the
major role, and brainstorming is the principal technique. There are three types of
creativity:
 Create new processes
 Combine different processes
 Modify the existing process
4. Implement changes
This phase has the objective of preparing the implementation plan, obtaining
approval and implementing the process improvements.
 Approval of the quality council.
 Obtain the advice and consent of departments, functional areas, teams,
individuals etc.
 Monitor the activity.
5. Study the results
 This phase has the objective of monitoring and evaluating the change by tracking
and studying the effectiveness of the improvement efforts.
6. Standardize the solution
 Institutionalize by positive control of the process.
 The quality peripherals – the system, environment and supervision
must be certified.
 Operators must be certified.
7.Plan for the future
The objective is to achieve improved level of process performance.
 Regularly conduct reviews of progress by the quality council.
 Establish the systems to identify area for future improvements.
 Track performance with respective internal & external customers.
 TQM tools and techniques are used to improve quality, delivery and
cost.
2.13. 5-s
5-S means everything in its place
 SEIRI

CLEARING
SEITON

ARRANGING
SEISO
SEIKETSU

SWEEPING
SHITSUKE

CLEANLINESS

DISCIPLINE

 There can be no TQM without 5-S.

 A dirty factory cannot produce quality products.
 Clutter hides problems. A neat workplace promotes easy
discovery of abnormalities.
SAFETY

5-S
CONTRIBUTES
TO
 QUALITY

PRODUCTIVITY

VISUAL CONTROL

5-S
FACILITATES

2.13.1. THE FIRST S: SEIRI: CLEARING

Take out unnecessary items and throw them away

Factory Floor Office

Home
1. Machines to be scrapped 1. Used / Broken pens 1. Broken
toys
2. Rejected material 2. Useless paper 2. Old
clothes
3. Expired goods 3. Old diaries
3. Broken suitcases
4. Broken tools, pallets, bins, 4. Broken furniture’s
 trolleys
5. Old notices
2.13.1.1. FLOW CHART

Separating the wanted and unwanted

Junk & waste Repairable

Wanted items

No use
Repair

Discard To next step

2.13.1.2. CONSEQUENCES OF NOT PRACTICING SEIRI
 The unwanted clutters up the place and the wanted are hard to find.
 Every place can only hold so much.
 Clutter sometimes causes misidentification.
 The causes, create solutions, and establish controls to hold the gains.
2.13.2. THE SECOND S: SEITON: ARRANGING

Arrange everything in proper order so that it can be easily picked up for use.

Factory Floor Office

Home
1. Unlabelled tool crib 1. Unlabelled file cabinet
1. Clutter
2. Cluttered shelves 2. Cluttered drawer,
2. No orderly
lockers etc. shelves, book cases,
arrangement in
tables
the rooms
3. Stores – no clear 3. Records & documents
location system. Not arranged well
4. Things on the floor 4. File heaps and papers
2.13.2.1. CONSEQUENCES OF NOT PRACTICING SEITON
 Things are seldom available when needed.
 Items are “lost’ in stores.
 Items – defectives and good ones get mixed up.
 Accidents or near-accidents occur due to clutter.
 Visual control of the shop floor is not possible.
 Sometimes, production is lost because an item required is available but cannot
be found.
 In some offices, Critical excise records or tax records may not be traceable.
This can lead to finance loss, prosecution or embarrassment.

2.13.3. THE THIRD S: SEISO: SWEEPING

Sweep your workplace thoroughly so that there is no dust anywhere.

Factory Floor Office

Home
1. Dirty machines 1. Dirty table & furniture 1. Dirty
furniture, floor,

window, grills, bookshelves.

2. Dust on product 2. Dirty office equipments

parts, R.Mtls.
3. Dirty jigs, fixtures 3. Littered floor
4. Dirty walls, roofs 4. Dirty windows
5. Littered floor
2.13.3.1. CONSEQUENCES OF NOT PRACTICING SEISO
 Most machines are affected by dust & dirt and hence their performance may
go down.
 Dust and dirt on products, materials, packing boxes etc. will affect either their
performance quality or their aesthetic look.
 Unpleasant to work in.
2.13.4. THE FOURTH S: SEIKETSU: CLEANLINESS
Washing with a strong overtone of keeping things disinfected as well as free of
hazardous chemicals.

Factory Floor Office

Home
1. Handling hazardous chemicals 1. Free of pests
1. Pest control
2. Control of fumes,hazardous dust 2. Personal hygiene 2. Personal
hygiene
3. Disinfecting, Personal hygiene

2.13.4.1. CONSEQUENCES OF NOT PRACTICING SEIKETSU

  Good health and safety require the practice of Seiketsu.
 Hazardous chemicals, dusty chemicals, fumes etc. can make it a dangerous
place to work in.
 Washing thoroughly and cleaning a place makes the workplace pleasant.
 Personal hygiene is essential for healthy workforce.
2.13.5.THE FIFTH S: SHITSUKI: DISCIPLINE
Discipline especially with regard to safety rules and punctuality.

2.13.5.1. CONSEQUENCES OF NOT PRACTICING SHITSUKI

 If discipline is not practiced, then the first 4-S would backslide.
 Lack of Shitsuki means not following the standards. Then, all activities related
to safety and quality will be affected.
2.13.6. IMPLEMENTING 5-s
 Top Management resolve and training.
 Formation of a top level team.
 Understanding current circumstances.
 Establishing priorities and targets.
 Forming sub-teams and training.
 Major cleaning.
 Establishing improvement plans in each priority area.
 Implementing the plan.
 Verifying results.
 Standardizing.
 Establishing full control.
 Looking for further improvements.
2.14. kaizen
 Kaizen is a Japanese word for the philosophy that defines management’s role in
continuously encouraging and implementing small improvements involving everyone.
It is the process of continuous improvement in small increments that make the
process more efficient, effective, under control, and adaptable.
The Kaizen improvement focuses on the use of
 Value-added and non-value-added work activities.
 Muda, which refers to the seven classes of waste over-production, delay,
transportation, processing, inventory, wasted motion, and defective parts.
 Principles of motion study and the use of cell technology.
 Principles of materials handling and use of one-piece flow.
 Documentation of standard operating procedures.
 The five S’s for workplace organization, which is five Japanese words that
mean proper arrangement (Seiko), orderliness (seiton), personal cleanliness
(seiketso), cleanup (seiso) and discipline (shitsuke).
 Visual management by means of visual displays that everyone in the plant
can use for better communications.
 Just-in-time principles to produce only the units in the right quantities, at
the right time, and with the right resources.
 Team dynamics, which include problem solving, communication skills, and
conflict resolution.
Kaizen relies heavily on a culture that encourages suggestions by operators who
continually try to incrementally improve their job or process. An example of a
Kaizen-type improvement would be the change in color of a welding booth from
black to white to improve operator visibility. This change results in a small
improvement in weld quality and a substantial improvement in operator satisfaction.
The PDCA cycle described earlier may be used to implement Kaizen concepts. The
Kaizen cycle is shown in fig.2.4.
 Fig.2.4. Kaizen cycle
2.15. supplier partnership
All the industries spend a substantial portion of every sale on the purchase of raw
materials, components and services to obtain high quality products and services for
the customer. The industries must work with the suppliers in a partnering atmosphere
to attain the same quality level as attained within the organization.
2.15.1. pRINCIPLES OF cUSTOMER/sUPPLIER rELATIONS
Dr. Kaoru Ishikawa has suggested ten principles to ensure quality products and
services and eliminate unsatisfactory conditions between the customer and the
supplier:
 Both the customer and the supplier are fully responsible for the control
of quality.
 Both the customer and the supplier should be independent of each
other and respect each other’s independence.
 The customer is responsible for providing the supplier with clear and
sufficient requirements so that the supplier can know precisely what to
produce.
  Both the customer and the supplier should enter into a non-adversarial
contract with respect to quality, quantity, price, delivery method, and terms of
payments.
 The supplier is responsible for providing the quality that will satisfy
the customer and submitting necessary data upon the customer’s request.
 Both the customer and the supplier should decide the method to
evaluate the quality of the product or service to the satisfaction of both parties.
 Both the customer and the supplier should establish in the contract the
method by which they can reach an amicable settlement of any disputes that
may arise.
 Both the customer and the supplier should continually exchange
information, sometimes using multifunctional teams, in order to improve the
product or service quality.
 Both the customer and the supplier should perform business activities
such as procurement, production and inventory planning, clerical work, and
systems so that an amicable and satisfactory relationship is maintained.
 When dealing with business transactions, both the customer and the
supplier should always have the best interest of the end user in mind
Although most of these principles are common sense, a close scrutiny shows that a
true partnering relationship exists with long-term commitment, trust, and shared
vision.
2.16. pARTNERING
Partnering is a long-term commitment between two or more organizations for the
purpose of achieving specific business goals and objectives by maximizing the
effectiveness of each participant’s resources. Benefits include improved quality,
increased efficiency, lower cost, increased opportunity for innovation, and the
continuous improvement of products and services. Partnering is a multifaceted
relationship requiring constant nurturing to achieve continuous improvement and
maximum benefit. There are three key elements to a partnering relationship: long-
term commitment, trust, and shared vision.
 Long-Term Commitment.
 Trust- Trust enables the resources and knowledge of each partner to be
combined to eliminate an adversarial relationship.
  Shared Vision - Each of the partnering organizations must understand
the need to satisfy the final customer planning.
2.16.1. sOURCING
There are three types of sourcing: sole, multiple, and single. A sole source of
supply implies that the organization is forced to use only one supplier. This situation
is due to factors such as patents, technical specifications, raw material and location,
only one organization producing the item, or the item being produced by another
plant or division of the organization. Single sourcing is same as sole source of supply.
Partnering is a natural consequence of this type of sourcing, provided that the supplier
is willing to work together to satisfy the end user. Multiple sourcing is the use of two
or more suppliers for an item. Usually three suppliers are chosen, and their portion of
the business is a function of their performance in terms of price, quality, and delivery.
The theory of multiple sourcing is that competition will result in better quality, lower
costs, and better service. However, in practice, an adversarial relationship may result
without the claimed advantages. Multiple sourcing also eliminates disruption of
supply due to strikes and other problems.
2.17. SUPPLIER SELECTION
Before discussing supplier activities, it must be decided whether to produce or
outsource a particular item. This decision is a strategic one that must be made during
the design stage. The following three questions need to be answered:
How critical is the item to the design of the product or service?
Does the organization have the technical knowledge to produce the items
internally if not, should that knowledge be developed?
Are there suppliers who specialize in producing the item? If not, is the
organization willing to develop such a specialized supplier?
These questions must be answered in terms of cost, delivery, quality, safety, and
the acquisition of technical knowledge. One organization outsourced their trucking
operation, warehousing, and accounts payable because it could be done better and
cheaper. Once the decision has been made to outsource, then the supplier must be
selected. Following are ten conditions for selection and evaluation of suppliers.’
 The supplier maintains high technical standards and has the capability
of dealing with future technological innovations.
  The supplier can provide those raw materials and parts required by the
purchaser, and those supplied meet the quality specifications.
 The supplier has the capability to produce the amount of production
needed or can attain that capability.
 There is no danger of the supplier breaching corporate secrets.
 The price is right and the delivery dates can be met.
 In addition, the supplier is easily accessible in terms of transportation
and communication.
 There must also be a system to trace the product or lot from receipt and
all changes of production delivery.
 The supplier is sincere in implementing the contract provisions. Does
the supplier have a system for contract review, and does that system include a
contract review of requirements and how differences between the contract and
accepted order requirements should be resolved?
 The supplier has an effective quality system and improvement program
such as ISO/QS 9000.
 The supplier has a track record of customer satisfaction and
organization credibility.
2.18. supplier rating
The customer rates suppliers to
Obtain an overall rating of supplier performance.
Ensure complete communications with suppliers concerning theft
performance in the areas of quality, service, delivery, and any other measure the
customer desires.
Provide each supplier with a detailed and factual record of problems for
corrective action.
Enhance the relationship between the customer and the supplier.
A successful supplier rating system requires three key factors:
 An internal structure to implement and sustain the rating program
 A regular and formal review process, and
 A standard measurement system for all the suppliers.’
 A supplier rating system (often referred to as a scorecard system) is usually based
on quality, delivery, and service: how ever some customers have added other
categories. These categories may also have subcategories. These basic categories are
weighted with quality usually given the greatest weight.
Reports are prepared and issued quarterly, and grades should be provided to
each supplier.
To make reading the scorecards more effective.
Supplier quality performance metric and ratings are categorized into one of
the three colors of the traffic light. Red, yellow, and green colors are used to report
performance metrics.
Problem (red) and potential problem (yellow) metrics can be identified at a
quick glance.
2.18.1.RELATIONSHIP DEVELOPMENT
The previous information on partnering, supplier selection, principles of
customer/supplier relations, certification, and periodic rating contribute to the
establishment of the relationship. Additional topics of inspection, training, teams,
recognition and reward contribute to the maintainability and growth of the
relationship.

2.18.1.1. INSPECTION
The goal of inspection is to eliminate, substantially reduce, or automate the
inspection activity.
There are four phases of inspection:
 100% inspection,
 Sampling,
 Audit
 Identity check.
In the initial phase, 100% inspection of the critical quality characteristics by both
the customer and the supplier is recommended. As the customer gains confidence in
the supplier’s quality performance, a change to sampling is initiated. As the supplier
gains confidence in its quality performance, a change to sampling is recommended,
provided there is statistical control of the process using control charts and process
capability At this point, the customer changes to auditing the supplier’s performance
using a ship-lot scheme or some type of random sampling of the submitted lots.
2.18.1.2. tRAINING
In small organizations, the senior managers perform many different
functions.Frequently no one has expertise in quality or the ability to train the work
force.Therefore, the customer or a consultant must start the training process.Larger
organizations may invite the supplier to attend their courses or present thecourse at
the supplier’s plant.Such training and the types of courses may be a requirement for
partnership.Training should be viewed as an investment, not an expense.
2.18.1.3. TEAM APPROACH
Customer/supplier teams are established in a number of areas, such as product
design, process design, and the quality system. It is a good idea to involve suppliers
when the team is first assembled rather than at the end of its activities. Team meetings
should occur at both parties’ so they obtain a greater understanding of the processes.

2.18.1.4. RECOGNITION
Creating incentives for suppliers are one way to ensure that they remain committed
to a quality improvement strategy. Incentives may be in the form of a preferred
supplier category with its rewards.
2.18.1.5. PERFORMANCE MEASURES
The final concept of Total Quality Measurement (TQM) is performance measures.
One of the Malcolm Baldrige National Quality Award core values is managing by fact
rather than by gut feeling. Performance measures are used to achieve one or more of
the following seven objectives:
 Establish baseline measures and reveal trends.
 Determine which processes need to be improved.
 Indicate process gains and losses.
 Compare goals with actual performance.
 Provide information for individual and team evaluation.
 Provide information to make informed decisions.
 Determine the overall performance of the organization.
2.18.1.6. TYPICAL MEASUREMENTS
 What should be measured is frequently asked by managers and teams.
The information below suggests some items that can be measured.
2.18.1.7. HUMAN RESOURCES
Lost time due to accidents, absenteeism, turnover, employee satisfaction index,
number of suggestions for improvement, number of suggestions implemented,
number of training hours per employee, training cost per employee, number of active
teams, and number of grievances.

1. Customers
Number of complaints, number of on-time deliveries, warranty data such as
parts replacement, customer satisfaction index, time to resolve complaints, telephone
data such as response time, mean time to repair, dealer satisfaction, report cards.
2. Production
Inventory turns, SPC charts, C amount of scrap/rework, nonconformities per
million units, software errors per 1000 lines of code, percent of flights that arrive on
time, process yield, machine downtime, actual performance to goal, number of
products retuned, cost per unit.
3. Research and Development
New product time to market, design change orders, R & D spending to sales,
average time, to process proposal, recall data, cost estimating errors.
4. Suppliers
SPC charts, Cp/Cpk, on-time delivery, service rating, quality performance,
billing accuracy, average lead time, percent of suppliers that are error free, just-in-
time delivery target.
5. Marketing/Sales
Sales expense to revenue, order accuracy, introduction cost to development
cost, new product sales to total sales, new customers, gained or lost accounts, sales
income to number of sales people, number of successful calls per week.
6. Administration
 Revenue per employee, expense to revenue, cost of poor quality, percent of
payroll distributed on time, number of days accounts receivable past due, number of
accounts payable past due, office equipment up-time, purchase order errors, vehicle
fleet data, and order entry/billing accuracy. A good metric compares the measurement
of interest to the total possible outcomes, such as rework hours to total hours.
7. Criteria
All organizations have some measurements in place that can be adapted for
TQM. However, some measurements may need to be added. In order to evaluate the
existing measures or add new ones, the following ten criteria are recommended
 Simple
 Measures should be understandable by those who will use them.
 Few in number
 Developed by users
 Relevance to customer
 Improvement
 Cost
 Timely Visible
 Aligned
 Result
TWO MARKS QUESTIONS AND ANSWERS

1. What is meant by empowerment? [A.U. Nov/Dec. 12,

A.U. Apr 14]

Empowerment means entrusting people with authority and responsibility. The

real meaning of empowering people implies making decisions as and when
required independently. Decisions should adhere to the policy laid down by the
company and in no way deviate from the directions or principles set by the
management.
2. Distinguish between Reward and Recognition.
[A.U. Nov/Dec 10]

Creating incentives for suppliers is one way to ensure that they remain committed
to a quality improvement strategy. Incentives may be in the form of a preferred
supplier category with its rewards. Recognition may be in the form of publication of
outstanding contributions in the customer’s newsletter, a letter of commendation, or a
plaque. The Quality Circle framework supports motivating people with both
recognition and rewards (cash prizes)
3. What is the importance of customer focus for an organization?

Customers are the most important asset of an organization. An organization’s

success depends on how many customers it has, how much they buy, how often they
buy, and how long they are retained (loyalty).
4. Write down the different stages of Quality assurance.

 Evaluation
 measurement
  reporting
 reviewing
5. Mention some benefits of implementing 5S principles.

5S increases productivity, eliminates waste, reduces inventory, creates a pleasant

workplace, improves safety, and increases the overall efficiency and effectiveness of
people and machines.

6. Explain Kaizen.
[A.U. Nov/Dec 11]

Kaizen, which is a Japanese word that means gradual and orderly continuous
improvement, is a philosophy that covers all business activities and everyone in an
organization. In the kaizen philosophy, improvement in all areas of business – cost,
meeting delivery schedules, employee safety and skill development, supplier
relations, new product development, and productivity – serve to improve the quality
of the firm. Thus, any activity directed towards improvement falls under the kaizen
umbrella.
7. Explain Supplier Rating.
[A.U. Apr/May 2015]

Supplier rating system (often called a scorecard system) is usually based on

quality, delivery, and service; however, some customers have added other categories,
such as lead time, product support, technology, etc. The company constitutes a vendor
quality team (VQT) that will facilitate an audit for evaluating the Supplier on
delivery, quality, consistency, service and responsiveness.
8. What are the conditions necessary for empowerment?
The conditions required are:
1. Everyone must understand the need for change.
2. The system needs to change to the new paradigm.
3.The organization must provide information, education and still to its
employees.
9. Define team and teamwork.
 A team can be defined as a group of people working together to achieve common
objectives or goals.
Teamwork is the cumulative actions of the team during which each member of the
team subordinates his individual interests and opinions to fulfill the objectives or
goals of the group.
10. List the different types of teams.

The different types of teams are

1.Process improvement team
2.Cross-functional team
3.Natural work team and
4.Self-directed work team.
11.Name different members in a team.

The different members in a team are

1.Team leader
2.Facilitator
3.Recorder
4.Timekeeper and
5.Member
12. What is needed for a leader to be effective?

To be effective, a leader needs to know and understand the following:

*People, paradoxically, need security and independence at the same time.
*People are sensitive to external rewards and punishments and yet are also
strongly self-motivated.
*People like to hear a kind word of praise.
*People can process only a few facts at a time; thus, a leader needs to keep
things simple.
*People trust their gut reaction more than statistical data.
*People distrust a leader’s rhetoric if the words are inconsistent with the
leader’s actions.
13. What is the important role of senior management?
 1. Listening to internal and external customers and suppliers through visits, focus
groups and surveys.
2. To drive fear out of the organization, break down barriers, remove system
roadblocks, anticipate and minimize resistance to change and in general, change the
culture.

14. Give the basic steps to strategic quality planning?

 Customer needs
 Customer positioning
 Predict the future
 Gap analysis
 Closing the gap
 Alignment
 Implementation
15. What is meant by recognition in an organization?

Recognition is a process whereby management shows acknowledgement of an

employee’s outstanding performance.
16. Classify rewards.

1.Intrinsic rewards: These are related to feelings of accomplishment or self-worth.

2.Extrinsic rewards: These are related to pay or compensation issues.
17. What is performance appraisal?

The performance appraisal means to let employees know how they are doing, and
provide a basis for promotions, salary increases, counseling and other purposes
related to an employee’s future.
18. List the tools used for feedback?

 Comment cards

 Surveys

 Focus groups
  Toll-free telephone lines

 Customer visits

 Report cards

 The internet

 Employee feedback

 American Customer Satisfaction Index

19. Give the steps involved in training process?

The steps involved in training process are

1. Make everyone aware of what the training is all about.
2. Get acceptance.
3. Adapt the program.
4. Adapt to what has been agreed upon.
20. What are the types of appraisal formats?

The types of appraisal formats are

1. Ranking
2. Narrative
3. Graphic
4. Forced choice
21. What are the benefits of employee involvement?

Employee Involvement improves quality and increases productivity because

Employees make better decisions using their expert knowledge of the Process.
Employees are more likely to implement and support decisions they had a part in
making. Employees are better able to spot and pinpoint areas for improvement.
22. What are the basic ways for a continuous process improvement?

The basic ways for a continuous process improvement are

1. Reduce resources

2. Reduce errors
 3. Meet or exceed expectations of downstream customers

4. Make the process safer

5. Make the process more satisfying to the person doing it.

23. What are the three components of the Juran Trilogy?

The three components of the Juran Trilogy are

1. Planning
2. Control
3. Improvement
24. What are the steps in the PDCA cycle?

The steps in the PDCA cycle are

The basic Plan-Do-Check-Act is an effective improvement technique.
1. Plan carefully what is to be done
2. Carry out the plan
3. Check the results
4. Act on the results by identifying what worked as planned and what didn’t.
25. What are the phases of a Continuous Process Improvement Cycle?

The phases of a Continuous Process Improvement Cycle are

a) Identify the opportunity
b) Analyze the process
c) Develop the optimal solutions
d) Implement
e) Study the results
f) Standardize the solution
g) Plan for the future
26. What are the three key elements to a partnering relationship?
[A.U. Apr/May 2013]

The three key elements to a partnering relationship are

 1. Long-term commitment
2. Trust
3. Shared vision
27. What are the objectives of Performance measures?

The objectives of Performance measures are

1. Establish baseline measures and reveal trends.
2. Determine which processes need to be improved.
3. Indicate process gains and losses.
4. Compare goals with actual performance.
5. Provide information for individual and team evaluation.
6. Provide information to make informed decisions.
7. Determine the overall performance of the organization.
28. What are the characteristics used to measure the performance of a particular
process?

The characteristics used to measure the performance of a particular process are

1. Quantity
2. Cost
3. Time
4. Accuracy
5. Function
6. Service
7. Aesthetics
29. Define 5S?
[A.U. Apr 14]

5S Philosophy focuses on effective work place organization and standardized work

procedures. 5S simplifies your work environment, reduces waste and non-value
activity while improving quality efficiency and safety.
Sort (Seiri) the first S focuses on eliminating unnecessary items from the
workplace.
 Set In Order (Seiton) is the second of the 5S and focuses on efficient and effective
storage methods.
Shine (Seiso) Once you have eliminated the clutter and junk that has been
clogging your work areas and identified and located the necessary items, the next step
is to thoroughly clean the work area.
Standardize (Seiketsu) Once the first three 5S have been implemented, you should
concentrate on standardizing best practice in your work area.
Sustain (Shitsuke) This is by far the most difficult S to implement and achieve.
Once fully implemented, the 5S process can increase morale, create positive
impressions on customers, and increase efficiency of the organization.
30. What is a Kaizen?
[A.U. Nov/Dec 11]

Kaizen is a Japanese word for the philosophy that defines management’s role in
continuously encouraging and implementing small improvements involving everyone.
It is the process of continuous improvement in small increments that make the
process more efficient, effective, under control and adaptable.

REVIEW QUESTIONS
1. What are the benefits of the employee involvement?
[Nov/Dec 2014]

2. Explain briefly how employee empowerment relates to employee involvement?

[Nov/Dec
2014]

3. What is a team? List the characteristics of a successful team. [Nov/Dec 2014]

4. What are the factors that KAIZEN focuses for continuous improvement?

[Nov/Dec 2014]

5. Discuss the importance of “employee involvement”and “motivation” for

enhancing quality.
[April/May 2015]
6. Explain the following:
[April/May 2008]
a) Juran trilogy
b) PDCA cycle
c) Maslow’s theory of need hierarchy

7. Discuss about the supplier partnership procedures.

[April/May 2008]

8. Explain the seven phases of PDCA cycle for problem solving. [May/June 2012]

9. Explain Juran’s ten steps to quality improvement.

[May/June 2012]

10. Explain the key elements of partnering.

[May/June 2009]

11. Explain the conditions for selection and evaluation of suppliers.

[May/June 2009]

12. Discuss the roles to be played by the employees for an effective implementation
of KAIZEN.
[May/June 2013]

13. Explain the key elements of customer supplier partnership. [May/June 2013]

14. Briefly explain the continuous process improvement.

[May/June 2013]

15. Explain the roles of a Team leader and a Facilitator.

[May/June 2013]

16. Explain the following:

[April/May 2014]
5S
Motivation
Supplier rating and relationship diagram

17. What are the types of teams formed in industries? Discuss the functions of any
four of them.
[April/May 2014]
18. How is PDSA cycle used? Discuss with a case study.
[April/May 2014]

19. a) Briefly explain Employee Motivation and Empowerment. [Nov/Dec 2009]

b) Explain Juran Trilogy.

[Nov/Dec 2009]

20. a) Explain PDSA cycle.

[Nov/Dec 2013]
b) What is a team? Describe the various characteristics of a successful team.
[Nov/Dec 2013]

21. Explain the various techniques of performance measures. [Nov/Dec

2013]

22. a) Write a note on quality planning.

[April 2014]

b) Explain the steps informing a performance appraisal system. What are the
benefits?

[April 2014]