The Implementation of Total Quality in the Company - Coggle Diagram
The Implementation of Total Quality in the Company
An implementation model of Total Quality
Along with the policy and objectives, the organizational structure is one of the issues that must be decided as part of quality management.
Structures in Manufacturing Companies:
The Quality Department must be independent from the Manufacturing Department and report directly to the General Manager.
The Quality Department can be a part of the Manufacturing Department and report to its Manager.
Under a Total Quality program, each department must identify its exact role in terms of quality and must establish objectives to keep the quality of design and performance acceptable.
When a quality problem is discovered, the general manager often takes quality control into his own hands to identify the problem.
The program should identify how the total quality efforts will be organized, how individuals can be aware of their role in quality, and how the results of the total quality approach should be measured.
All managers seek that their companies continuously improve their processes, the provision of their services or their processes.
Verification of the Mission: Strategic planning.
Diagnosis of the root cause: Identification and Diagnosis of Problems.
Solution of the Root Cause.
Maintenance of Results.
Once the 4 steps have been completed and improvements have been made in terms of customer satisfaction, it is necessary to proceed to look for new objectives that allow the process to restart.
For Kaizen to have positive results, you have to involve employees, that is, you have to look at the company in reverse.
What is the KAIZEN?
It is not a waste elimination or cost reduction program, understanding it this way limits its true scope and prevents it from being implemented to its true potential.
Maasaki Imai, creator of the concept, poses kaizen as the conjunction of the Japanese terms, KAI-CHANGE, ZEN-TO BETTER.
"CHANGE FOR THE BETTER"
It implies a culture of constant change to evolve towards best practices, it is what is commonly known as -Continuous Improvement-.
This philosophical basis makes continuous improvement become a "Culture to be better", it is almost a question of ethics that is interspersed with the veteran theories of Maslow.
Continuous improvement strategies
Get commitment from top management.
Establish an improvement board of directors.
Get individual participation.
4.Establish systems improvement teams (process control teams).
Develop activities with the participation of suppliers.
Establish activities that ensure the quality of the systems.
Develop and implement short-term improvement plans and a long-term improvement strategy.
Establish a recognition system.
Any strategy implemented must include managerial commitment, worker participation, quality measurement, quality improvement, cost reduction, and technological advances.
A quality improvement team, quality awareness (quality improvement programs), a zero defect program, supervisor training, goal setting, recognition, quality advice should be kept in mind.
The Quality circles
Companies have found that to improve quality they must work, not just through individuals but in groups as well.
A task force is generally determined by management to solve a particular quality problem.
These Groups can be made up of hourly workers, consultants, managers; They all gather data, suggest alternatives, and recommend a course of action to senior management.
The Quality Circles that have thrived never turn into complaint sessions or inopportune discussions about injustices, nor do they turn into chat sessions.
They always insist on solving problems and drawing up action plans.
Role of Action Circles:
Select the problem of greatest importance.
Have the Circle investigate these problems.
Find the solutions.
Take action, if the Circle is authorized to do so.
Make a presentation of the problems and possible solutions to the management.
The Essential Characteristic is the creative effort of the group to solve problems.
Identification of the Problem, Solution of the Problem, Analysis of the Problem, Presentation in Management.
Principles of Quality Circles:
The participation of people at all levels.
Voluntariness in participation.
Interest and a spirit of constant improvement that makes them aware of things that are not going well.
Training to solve.
Respect for the Individual.
Strengthening of individual capacities.
Reference to work-related topics.
Purposes of the Quality Circles:
Contribute to developing and perfecting the company.
Make the workplace comfortable and rich in content.
Take advantage of and maximize all the capabilities of the individual.
The group should meet every 2 to 3 weeks. The duration of each session should range between approximately 45 and 90 minutes, it will be convenient to establish a Program and a Leader.