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TDD
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.

Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the
production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or
appropriate
middlemanager.
Top Management
 Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)
Middle
Management
 Implementation of
the Quality
Management
Program
 Supervisory
Management/Lowe
r Level
Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality
TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include
Tdd
Tdd
TDD-201 Unit-38Dr.
Parul Bhatnagar
•
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality
problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing
thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes
of quality
problems. This tool
is a normal part of
the problem-
solving
TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese
companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would
shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs
dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The
purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and
assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance
techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using
standards that
already existed in
the United
Kingdom and
TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.

Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the
production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or
appropriate
middlemanager.
Top Management
 Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)
 Middle
Management
 Implementation of
the Quality
Management
Program
Supervisory
Management/Lowe
r Level
 Monitoring and
Controlling Quality
 Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality
TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include
Tdd
Tdd
TDD-201 Unit-38Dr.
Parul Bhatnagar
•
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality
problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing
thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes
of quality
problems. This tool
is a normal part of
the problem-
solving
TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese
companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would
shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs
dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The
purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and
assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance
techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using
standards that
already existed in
the United
Kingdom and
TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90

TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.

Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the
production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or
appropriate
middlemanager.
Top Management
 Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)
Middle
Management
 Implementation of
the Quality
Management
Program
 Supervisory
Management/Lowe
r Level
Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality
TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include
Tdd
Tdd
TDD-201 Unit-38Dr.
Parul Bhatnagar
•
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality
problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing
thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes
of quality
problems. This tool
is a normal part of
the problem-
solving
TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese
companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would
shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs
dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The
purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and
assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance
techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using
standards that
already existed in
the United
Kingdom and
TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90
-201 Unit-37Dr. Parul
Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.

Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the
production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or
appropriate
middlemanager.
Top Management
 Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)
Middle
Management
 Implementation of
the Quality
Management
Program
 Supervisory
Management/Lowe
r Level
Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality
TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include
Tdd
Tdd
TDD-201 Unit-38Dr.
Parul Bhatnagar
•
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality
problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing
thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes
of quality
problems. This tool
is a normal part of
the problem-
solving
TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese
companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would
shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs
dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The
purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and
assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance
techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using
standards that
already existed in
the United
Kingdom and
TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.

Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the
production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or
appropriate
middlemanager.
Top Management
 Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)
Middle
Management
 Implementation of
the Quality
Management
Program
 Supervisory
Management/Lowe
r Level
Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality
TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include
Tdd
Tdd
TDD-201 Unit-38Dr.
Parul Bhatnagar
•
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality
problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing
thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes
of quality
problems. This tool
is a normal part of
the problem-
solving
TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese
companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would
shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs
dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The
purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and
assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance
techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using
standards that
already existed in
the United
Kingdom and
TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90

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