itec project, nasir of bangladesh
Post on 13-Apr-2015
24 Views
Preview:
DESCRIPTION
TRANSCRIPT
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
National Institute for Micro, Small & Medium Enterprises
International Training Programme 2012 - 2013
TOTAL QUALITY MANAGEMENT & ISO 9001:2008/14001:2004/BS 7799 & SIX SIGMA (TQM)
(12 November, 2012 – 04 January, 2013)
PROJECT REPORT
Programme Director:
DR.N.SRILAKSHMI Head, C-LAIMS &HEAD, LPC
AN UK CERTIFIED & APPROVED LEAD AUDITOR & TUTOR (IRCA & EARA)ISO 9001:2008 &14001:2004/OHSAS: 18001 & TQM/SIX SIGMA &
NAAC (UGC, India) ASSESSOR
At
National Institute for Micro, Small & Medium Enterprises (An Organisation of Ministry MSME, Government of India)
Yousufguda, Hyderabad, India
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
National Institute for Micro, Small & Medium Enterprises
TOTAL QUALITY MANAGEMENT & ISO 9001:2008/14001:2004/BS 7799 & SIX SIGMA (TQM)
The Project Report On
Adoption of TQM through implementation of Quality Circle and Six Sigma in Context of
Bangladesh
As a partial fulfillment of training programme
Presented by Mr. Md. Nasirul Islam
Country: Bangladesh
Submitted: December 12, 2012
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
CERTIFICATE
This is to certify that Mr. Md. Nasirul Islam, Deputy Director and Mr. Mohammed
Abbas Alam, Assistant Director of Bangladesh Accreditation Board, Ministry of
Industries, Bangladesh participated at 8 weeks International Training Programme
on “Total Quality Management & ISO 9001:2008/14001:2004/BS 7799 & Six
Sigma (TQM)” held from 12th November, 2012 to 04th January, 2013 at the
National Institute for Micro, Small & Medium Enterprises (NIMSME), Hyderabad
(India). This project report is hereby submitted in partial fulfillment of the
mandatory requirement for successful completion of the program.
…………………………………………………………..
Dr.N.Srilakshmi
Programme Director
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
ACKNOWLEDGEMENT
First of all we express our unfathomable admiration to almighty Allah, who is so kind
and keep us healthy and give us capability to complete the training program.
I,Md. Nasirul Islam, Deputy Director of Bangladesh Accreditation Board would like to
articulate our sincere gratitude to the Government of India for sponsoring our study Tour
program in “Total Quality Management & ISO 9001:2008/14001:2004/BS 7799 & Six
Sigma (TQM)” at NIMSME, Yousufguda, Andrapadesh, Hyderabad in India.
I am profoundly beholden to my cherished Teacher, Dr. N. Shrilakshmi, Programmed
Director, “Total Quality Management & ISO 9001:2008/14001:2004/BS 7799 & Six
Sigma (TQM)” for her kind instruction to keep forward my training program, and for
providing all the amenities throughout the training and also about writing this paper. Her
continuous assistance, positive criticism, back-up and motivation have made this project
paper successful. We also gratitude to all speakers who made our classes enjoyable and
easily deceivable. We thanks all faculty members of ni-msme for their heart and soul
helping.
I would like to covey my heartfelt thanks to Director General of the NIMSME family for
their assistance and co-operation.
We also thank the Director General of Bangladesh Accreditation Board, Ministry of
Industries the Government of Bangladesh which has appointed as for the training and its
valuable support in the course of processing this scholarship. We cannot express our
appreciations feelings in words, but to promise to implement the knowledge gained in our
place of work for the benefit of entire Bangladesh.
And finally my earnest thanks to all my friends, family members and well-wishers for
their encouragement and repercussion.
The Author
12 December, 2012
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
ABSTRACT
There is considerable and growing interest in quality. The reasons for this includes
customers increasingly demanding quality products, tougher competition in the market
places, demands for improved profitability, growing complexity of goods and services
and product liability legislation. This is evident not only in the manufacturing sector but
also in the services sector.
For an organization to produce quality products/services to meet customer satisfaction or
rather customer delights, among important things, every organization should practice
Total Quality Management.
In order an organization to establish a total quality management system, then salient
features of such a system are found in relevant standards which is a generic management
system and can be customized to any type and size of an entrepreneur.
This project report will help to create a broader perspective on how to implement Total
Quality Management System in our organizations for continual improvement and
effectiveness in accordance with the standard requirements.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
ABBREVIATIONS
BAB Bangladesh Accreditation Board CFTs Cross Functional Teams CWQC Company Wide Quality Control FMEA Failure More Effects Analysis
ISO International Organization for Standardization
IEC International Electro technical Commission
JIT Just In Time
NIMSME National Institute for Micro, Small and Medium Enterprises
PDCA Plan , Do , Check , Act R & D Research and Development
SGAs Small Group Activities
SPC Statistical Process Control
TEI Total Employee Involvement
TOPS Team Oriented Problem Solving
TS Technical Specification
TQM Total Quality Management
WITs Work Improvement Teams
WTO World Trade Organization
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
TABLE OF CONTENTS
Contents Pages
Certificate………………………………………………………………….3
Acknowledgement…………………………………………………………4
Abstract…………………………………………………………………….5
Abbreviations………………………………………………………………6
Table of Contents…………………………………………………………..7
1.0 INTRODUCTION……………………………………………………..9
1.1 Total Quality Management – an overview…………………………….9
1.2 Background of the problem……………………………………………10
1.3 Project objectives……………………………………………………...11
2.0 LITERATURE REVIEW……………………………………………..13
2.1 3 Principles of TQM…………………………………………………..13
2.2 The concept of continuous improvement by TQM……………………14
2.2.1 Three major mechanism of prevention………………………15
2.3 Implementation principles and processes………………………………15
2.4 Steps in managing the transitions………………………………………17
2.5 Elements of a Total Quality Management Program……………………20
2.6 Total Quality Management and Leadership……………………………20
2.6.1 Four phases for TQM………………………………………….21
2.6.2 The right type of leader………………………………………..22
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
2.6.3 Strategic quality development…………………………………23
2.6.4 How quality benefits employees………………………………24
2.6.5 Keep customers satisfied……………………………………………………25
2.6.6 Process oriented approach……………………………………………..26
2.6.7 Persistence of Quality Process…………………………………………26
2.6.8 Rewarding verified quality improvements……………………………..27
2.6.9 Legal aspects and responsibility………………………………………..27
2.6.10 8 – TQM tools……………………………………………………….29
3.0 THE NEED FOR ADOPTION OF TQM IN BANGLADESH…………………...36
3.1 Introduction………………………………………………………………………36
3.2 TQM in ministries………………………………………………………………..37
3.3 TQM in governmental Agencies, Authorities and Institutions…………………..38
4.0 CONCLUSION…………………………………………………………………..39
5.0 REFERENCES…………………………………………………………………...41
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
1.0 INTRODUCTION
1.1Total quality management: an over view
TQM views an organization as a collection of processes. It maintains that organizations
must strive to continuously improve these processes by incorporating the knowledge and
experiences of workers. The simple objective of TQM is "Do the right things, right the
first time, every time". TQM is infinitely variable and adaptable. Although originally
applied to manufacturing operations, and for a number of years only used in that area.
TQM is now becoming recognized as a generic management tool, just as applicable in
service and public sector organizations. There are a number of evolutionary strands, with
different sectors creating their own versions from the common ancestor. TQM is the
foundation for activities, which includes:
• Commitment by senior management and all employees
• Meeting customer requirements
• Reducing development cycle times
• Just In Time/Demand Flow Manufacturing
• Improvement teams
• Reducing product and service costs
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
• Systems to facilitate improvement
• Line Management ownership
• Employee involvement and empowerment
• Recognition and celebration
• Challenging quantified goals and benchmarking
• Focus on processes / improvement plans
• Specific incorporation in strategic planning
This shows that TQM must be practiced in all activities, by all personnel, in
Manufacturing, Marketing, Service, Engineering, R&D, Sales, Purchasing, etc.
1.2 Background of the problem
There are considerable reasons for practicing Total Quality Management; customers
increasingly demanding quality products and services, tough and delicate competition in
the market places, demands for improved profitability, growing complexity of products
and product liabilities on legislations. This is evident not only in the manufacturing but
also in the services sector. The importance of quality is growing constantly in both the
private and the public sector. At least the private sectors have started the implementation
and some few have already certified in the same. It is inevitable that the Government
sector should take the necessary step if they want to be efficient and spear head good
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
performance economically, socially and politically. Nothing can be achieved without a
guidance system in place.
Has this growing interest in quality resulted in the production of goods and services of
better quality? Do companies and organizations now work on the questions more
efficiently than they used to? Unfortunately, it is not possible to answer this question with
an unconditional yes because in many cases, only marginal results have been achieved
Many organizations concern themselves with production of goods and services without
integrating quality aspects because of lack of knowhow, lack of exposure and sometimes
thinking that implementing Total Quality Managements is very costly than the
organization can manage. Some organizations still think that Total Quality Management
are for developed countries and not yet applicable for them.
Very few analyses are ever made of what it is really needed. A methods-oriented
approach takes precedence over a results-oriented approach. In consequences many
companies and organizations have not made much progress along the path to excellence.
The underlying causes of this situation in Bangladesh are immaturity and irresponsible.
However, in western countries, India and Japan, the situation is rather different. Japan’s
export-oriented manufacturing enterprises demonstrate a remarkable degree of maturity
in this field. Working to improve quality is something integrated in their daily
undertakings. It is an integral part of their business activities.
1.3 Project objective
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
The main objective of this project report is to apply the knowledge obtained from Total
Quality Management Training in different organizations and operations in Bangladesh.
The project report will give the principles underlying this system, how to implement and
the cost benefit analysis.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
2.0 LITERATURE REVIEWS
2.1 Five Principles of TQM
The key principles of TQM are as following:
• Management Commitment
(i) Plan (drive, direct)
(ii) Do (deploy, support, participate)
(iii) Check (review)
(iv) Act (recognize, communicate, revise)
• Employee Empowerment
(i) Training
(ii) Suggestion scheme
(iii) Measurement and recognition
(iv) Excellence teams
• Fact Based Decision Making
(i) SPC (statistical process control)
(ii) DOE, FMEA
(iii) The 7 statistical tools
(iv) TOPS (FORD 8D - Team Oriented Problem Solving)
• Continuous Improvement
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
(i) Systematic measurement and focus on CONQ
(ii) Excellence teams
(iii) Cross-functional process management
(iv) Attain, maintain, improve standards
• Customer Focus
(i) Supplier partnership
(ii) Service relationship with internal customers
(iii) Never compromise quality
(iv) Customer driven standards
2.2 The concept of continuous improvement by Total Quality Management
TQM is mainly concerned with continuous improvement in all work, from high level
strategic planning and decision-making, to detailed execution of work elements on the
shop floor. It stems from the belief that mistakes can be avoided and defects can be
prevented. It leads to continuously improving results, in all aspects of work, as a
result of continuously improving capabilities, people, processes, technology and
machine capabilities.
Continuous improvement must deal not only with improving results, but more
importantly the whole process of improving capabilities to produce better results in the
future. The five major areas of focus for capability improvement are demand generation,
supply generation, technology, operations and people capability.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
A central principle of TQM is that mistakes may be made by people, but most of them are
caused, or at least permitted, by faulty systems and processes. This
means that the root cause of such mistakes can be identified and eliminated, and
repetition can be prevented by changing the processes.
2.2.1 Three major mechanisms of prevention
• Preventing mistakes (defects) from occurring (Mistake - proofing or Poka-
Yoke).
• Where mistakes can't be absolutely prevented, detecting them early to prevent
them being passed down the value added chain (Inspection at source or by the
next operation).
• Where mistakes reoccur, stopping production until the process can be
corrected, to prevent the production of more defects. (Stop in time).
2.3 Implementation Principles and Processes
A preliminary step in TQM implementation is to assess the organization's current reality.
Relevant preconditions have to do with the organization's history, its current needs,
precipitating events leading to TQM, and the existing employee quality of working life. If
the current reality does not include important preconditions, TQM implementation should
be delayed until the organization is in a state in which TQM is likely to succeed.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
If an organization has a track record of effective responsiveness to the environment, and
if it has been able to successfully change the way it operates
when needed, TQM will be easier to implement. If an organization has been historically
reactive and has no skill at improving its operating systems, there will be both employee
skepticism and a lack of skilled change agents. If this condition prevails, a
comprehensive program of management and leadership development may be instituted. A
management audit is a good assessment tool to identify current levels of organizational
functioning and areas in need of change. An organization should be basically healthy
before beginning TQM. If it has significant problems such as a very unstable funding
base, weak administrative systems, lack of managerial skill, or poor employee morale,
TQM would not be appropriate.
However, a certain level of stress is probably desirable to initiate TQM. People need to
feel a need for a change. Kanter (1983) addresses this phenomenon be describing
building blocks which are present in effective organizational change. These forces
include departures from tradition, a crisis or galvanizing event, strategic decisions,
individual "prime movers," and action vehicles. Departures from tradition are activities,
usually at lower levels of the organization, which occur when entrepreneurs move outside
the normal ways of operating to solve a problem. A crisis, if it is not too disabling, can
also help create a sense of urgency which can mobilize people to act. In the case of TQM,
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
this may be a funding cut or threat, or demands from consumers or other stakeholders for
improved quality of service. After a crisis, a leader may intervene strategically by
articulating a new vision of the future to help the organization deal with it. A plan to
implement TQM may be such a strategic decision. Such a leader may then become a
prime mover, who takes charge in championing the new ideas and showing others how it
will help them get where they want to go. Finally, action vehicles are needed and
mechanisms or structures to enable the change to occur and become institutionalized.
2.4 Steps in managing the transitions
Beckhard and Pritchard (1992) have outlined the basic steps in managing a transition to a
new system such as TQM; identifying tasks to be done, creating necessary management
structures, developing strategies for building commitment, designing mechanisms to
communicate the change, and assigning resources.
Task identification would include a study of present conditions (assessing current reality,
as described above); assessing readiness, such as through a force field analysis; creating a
model of the desired state, in this case, implementation of TQM; announcing the change
goals to the organization; and assigning responsibilities and resources. This final step
would include securing outside consultation and training and assigning someone within
the organization to oversee the effort. This should be a responsibility of top management.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
In fact, the next step, designing transition management structures, is also a responsibility
of top management. In fact, Cohen and Brand (1993) assert that management must
be heavily involved as leaders rather than relying on a separate staff person or function to
shepherd the effort. An organization wide steering committee to oversee the effort may
be appropriate. Developing commitment strategies was discussed above in the sections on
resistance and on visionary leadership.
To communicate the change, mechanisms beyond existing processes will need to be
developed. Special all-staff meetings attended by executives, sometimes designed as
input or dialogue sessions, may be used to kick off the process, and TQM newsletters
may be an effective ongoing communication tool to keep employees aware of activities
and accomplishments.
Management of resources for the change effort is important with TQM because outside
consultants will almost always be required. Choose consultants based on their prior
relevant experience and their commitment to adapting the process to fit unique
organizational needs. While consultants will be invaluable with initial training of staff
and TQM system design, employees (management and others) should be actively
involved in TQM implementation, perhaps after receiving training in change
management which they can then pass on to other employees. A collaborative
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
relationship with consultants and clear role definitions and specification of activities must
be established.
In summary, first assess preconditions and the current state of the organization to make
sure the need for change is clear and that TQM is an appropriate
strategy. Leadership styles and organizational culture must be congruent with TQM. If
they are not, this should be worked on or TQM implementation should be avoided or
delayed until favorable conditions exist.
Remember that this will be a difficult, comprehensive, and long-term process. Leaders
will need to maintain their commitment, keep the process visible, provide necessary
support, and hold people accountable for results. Use input from stakeholder (clients,
referring agencies, funding sources, etc.) as possible; and, of course, maximize employee
involvement in design of the system.
Always keep in mind that TQM should be purpose driven. Be clear on the organization's
vision for the future and stay focused on it. TQM can be a powerful technique for
unleashing employee creativity and potential, reducing bureaucracy and costs, and
improving service to clients and the community.
TQM encourages participation amongst shop floor workers and managers. There is no
single theoretical formalization of total quality, but Deming, Juran and Ishikawa provide
the core assumptions, as a "...discipline and philosophy of management which
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
institutionalizes planned and continuous... improvement ... and assumes that quality is the
outcome of all activities that take place within an organization; that all functions and all
employees have to participate in the improvement process; that organizations need both
quality systems and a quality culture.".
2.5 Elements of a Total Quality Management Program
The following elements are essential in any successful quality management program:
(i) Management commitment to total quality management.
(ii) Training in simple statistical techniques, the nature of samples, collecting
data, variation and the program to be implemented.
(iii) Organization structure emphasizing work group authority and accountability
for results.
(iv) Statistical process Control (SPC) system to monitor and control process
variab$ le variation.
(v) Formal performance reports based on output from the SPC system.
(vi) Systemized team approach to problem solving.
(vii) Continuing emphasis on reducing variation in the product process.
2.6 Total Quality Management System and Leadership
The role of the leader is always discussed in a management training program. Leadership
is vitally important in relation to introducing and implementing Total Quality
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
Management (TQM), and effective goal-oriented leadership is in fact a prerequisite for
the long-term survival of the organisation.
2.6.1 Four phases for TQM
In general, launching a process for Total Quality Management can be seen as comprising
four phases.
The first phase involves insight into quality, as top management defines the company's
concept of quality.
The second phase involves strategic quality planning, which requires defining various
areas of operations that should be improved. (such as, leadership, information and
analysis, strategic planning, employee development, business processes, business results
and customer satisfaction). These areas are linked to the company's three major goals, i.e.
satisfied customers, satisfied owners and satisfied personnel.
The third and fourth phases of launching TQM involve education & training for everyone
in the company from top management to all employees and continuous improvement
both in the respect of business process improvement as well as daily work improvement.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
DecisionInsight Preparation Training
Education
Improvement
change
Do we need to
start a quality
process?
Key persons appointed
Rough assesment of
present situation
Strategic work plan
Management
Middle management
Other employees
A DC
P
2.6.2 The right type of leader
It should be emphasised that the success of a TQM process is largely dependent on a total
commitment from management, as well as on management's perception that the right sort
of leadership must be provided. It is management and management alone who have the
ultimate responsibility for preparing and implementing TQM. The process of selecting
leaders for TQM should be carefully weighed with respect to the leadership qualities
described below.
Leadership in implementing quality process calls for someone who is totally quality-
conscious, and who understands that quality permeates every activity and task. In other
words, those who lead quality work must have a personal, active and highly visible
involvement in quality improvement. Without setting an example through persistence and
a determination to get things right from the start, a quality leader will not be able to
inspire the employees with the proper feeling for quality.
Leading a program for quality also requires many of the traits that are generally
associated with leadership, such as experience, competence, consistency and high
credibility.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
In addition, a good leader has the skills to communicate with people, and the flexibility to
handle different types of personnel so that they achieve results that correspond to their
capacities. Leadership must also be based on an ability to handle conflicts and make
decisions at the right time.
2.6.3 Strategic quality development
In practical terms, leading a TQM program requires defining a vision that everyone in the
company can understand, as well as setting up sub-goals that the employees can
realistically be expected to achieve. Targets should be set up within the framework of a
timetable that is integrated in the strategic plan.
Tracking the progress of quality improvement work is facilitated by selecting a limited
number of key indicators. The quality leader should ensure that there is a clear and
consistent procedure for monitoring these indicators.
It is very important that the feedback from monitoring procedures is utilised properly.
The employees should be informed of the results, so that the process of quality
improvement becomes a reality for them.
Activities should be presented to the employees in pedagogical steps. The number of
activities presented should be limited, and they should be described and visualised
clearly. Each specific activity should be explained briefly and in practical terms.
A well-designed training program can be a highly effective tool in quality work. The
program's main objective should be to inform, involve and stimulate the
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
employees to ensure that the concept of Total Quality Management is understood and
accepted by everyone.
Improvement
areas
(Criterial)
Strategy Improvement Activities Goals Vision
Do
CheckPlan
Act
Satisfied
Customers
Satisfied
Employees
Satisfied
Customers
Business
Concept
2.6.4 How quality benefits employees
As indicated above, the three main goals of a company can be defined as customer
satisfaction, owner satisfaction and employee satisfaction. It may appear to some
employees that the introduction of Total Quality will mean less satisfaction for them, as it
may cut down on overtime and allowances.
In this context it is important to clarify right from the start that higher quality actually
benefits everyone in the company. Improved quality should be seen in the light of more
satisfied customers and owners, as well as the long-term survival of the organisation.
Employees must understand that their jobs depend on the company's survival, and that
this survival in turn depends on higher quality.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
It can also be explained that while higher quality will mean less burdensome overtime, it
can also lead to greater job satisfaction as well as tangible benefits in the form of
bonuses.
2.6.5 Keeping customers satisfied
Focusing on the customer involves listening to the customer’s expectations, and the
employees of the organization concerned must maintain a dialogue about quality with the
customers they serve.
One prerequisite for maintaining this dialogue is that the company must satisfy its
internal customers, i.e. its employees. Satisfied employees find it easier to overcome fear
or hesitance in meeting customers. They are better prepared to show understanding of
customer needs, to represent their own company with pride and to act in accordance with
the company's quality policy.
It is important to approach customer complaints from a number of different angles. For
example, all employees may not be fully motivated to listen, understand and act on a
specific complaint.
In this case, the role of the quality leader will be to support the employees and find ways
of rewarding actions that improve quality. The leaders should be authorised to give
monetary rewards for action that enhances quality.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
Here as well, the employees must have a clear grasp of how to improve quality and of the
results or quality activities. This means that they must learn to identify and associate
themselves with the company's primary goals as well as the entire concept of quality.
2.6.6 Process-oriented approach
Process orientation means seeing the company's activities as a continuous flow, not as a
set of separate departments with different working tasks. For example, the billing process
will involve several organisational units in everything from reading a customer's meter to
invoicing and recording of payment.
This is not always so easy, as many employees are accustomed to wait for orders, and
will only do what they are told or what they are used to.
The leader has to identify the employees who understand the process-oriented approach,
and persuade them to encourage their colleagues to participate. Properly designed
training programs and special projects can aid in spreading the understanding of the
process-oriented approach.
2.6.7 Persistence of quality process
Leadership requires persistence not only in implementation, but in rewarding progress in
the quality process. Persistence is expressed in consistently giving rewards and
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
acknowledgements to behaviour that enhances quality as well as in consistently pointing
out behaviour that has the opposite unwanted effects.
It can often be difficult to overcome pressure from informal groups or leaders who act
exclusively in their own interests. The leaders in the TQM process should take the
initiative in preparing ways and means to neutralise this pressure.
2.6.8 Rewarding verified quality improvements
The rewards provided for verified quality improvements vary between cultures, but in
most cases the entire spectrum of available rewards must be used. It should be
remembered that regular payments will come to be seen as a natural component of salary
and will lose their effects in the long run. At the other extreme, words of praise without
tangible rewards will have a similar negative effect in the long run.
Appropriate rewards can take the form of certificates of recognition, promotion, financial
bonuses, and publicity about the person or persons who have achieved results.
It is important to make these rewards as personal as possible, so that individual employee
will derive individual satisfaction. Teams should also naturally be given rewards. This
will in the long run foster the team concept and make quality efforts a part of the day to
day duties.
2.6.9 Legal aspects and responsibility
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
Throughout the telecommunications sector, there is a growing pressure for compliance
with standards such as the ISO 9000 series. Many customers are
already demanding that suppliers comply with one or more of these standards.
Companies without ISO certification are finding that they are sometimes not entitled to
submit tenders, and thus have obvious problems when it comes to survival.
Customers demand ISO certification because they believe that procuring products,
systems and services from ISO-certified companies helps guarantee a high standard of
quality in their own organisations. Job descriptions can include the obligation to meet the
standards for which the company is certified.
It is also highly probable that service agreements between customers and a supplying
company will be based on compliance with ISO standards. Personnel in ISO certified
organisation will have to follow standards, or else penalties will have to be paid to
customers who are experiencing faults.
In the long run, the legal aspect of quality and follow up may have more impact than
management programs
Quality is part of leadership - It can be seen from the above that leadership and quality
management are two concepts that are mutually inseparable. A Quality process is not
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
isolated activities in a company’s business operation - it comprises an absolutely essential
element of it.
On the one hand, quality cannot be improved without appropriate, effective leadership as
defined by top management.
On the other hand, the very fact that quality is an integral part of operations means that
quality is also a mean of managing the company. Above all, quality is a means of
achieving the company's primary goal of satisfying customers, owners and its own
personnel.
Total Quality Management (TQM) is a method by which management and employees can
become involved in the continuous improvement of the production of goods and services.
It is a combination of quality and management tools aimed at increasing business and
reducing losses due to wasteful practices.
Some of the companies who have implemented TQM include Ford Motor Company,
Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company.
2.6.10 8-TQM Tools
Here follows a brief description of the basic set of Total Quality Management tools. They
are:
(i) Pareto Principle
(ii) Scatter Plots
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
(iii) Control Charts
(iv) Flow Charts
(v) Cause and Effect , Fishbone, Ishikawa Diagram
(vi) Histogram or Bar Graph
(vii) Check Lists
(viii) Check Sheets
(i) Pareto Principle
The Pareto principle suggests that most effects come from relatively few causes. In
quantitative terms: 80% of the problems come from 20% of the causes (machines, raw
materials, operators etc.); 80% of the wealth is owned by 20% of the people etc.
Therefore effort aimed at the right 20% can solve 80% of the problems. Double (back to
back) Pareto charts can be used to compare 'before and after' situations. General use, to
decide where to apply initial effort for maximum effect.
(ii) Scatter Plots
A scatter plot is effectively a line graph with no line - i.e. the point intersections between
the two data sets are plotted but no attempt is made to physically draw a line. The Y axis
is conventionally used for the characteristic whose behavior we would like to predict. A
scatter plot is used to define the area of relationship between two variables.
Warning: There may appear to be a relationship on the plot when in reality there is none
or both variables actually relate independently to a third variable.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
(iii) Control Charts
Control charts are a method of Statistical Process Control, SPC. (Control system for
production processes). They enable the control of distribution of variation rather than
attempting to control each individual variation. Upper and lower control and tolerance
limits are calculated for a process and sampled measures are regularly plotted about a
central line between the two sets of limits. The plotted line corresponds to the
stability/trend of the process. Action can be taken based on trend rather than on
individual variation. This prevents over-correction/compensation for random variation,
which would lead to many rejects.
See the example figures below.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
(iv) Flow Charts
Pictures, symbols or text coupled with lines, arrows on lines showing direction of flow.
Enables modeling of processes, problems/opportunities and decision points identification.
Develop a common understanding of a process by those involved. No particular
standardization of symbology, so communication to a different audience may require
considerable time and explanation.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
See the example figure below.
(v) Cause and Effect, Fishbone, Ishikawa Diagram
The cause-and-effect diagram is a method for analyzing process dispersion. The
diagram's purpose is to relate causes and effects. Three basic types: Dispersion analysis,
Process classification and cause enumeration. Effect = problem to be resolved,
opportunity to be grasped, result to be achieved. Excellent for capturing team
brainstorming output and for filling in from the 'wide picture'. Helps to organize and
relate factors, providing a sequential view. Deals with time direction but not quantity.
Can become very complex. Can be difficult to identify or demonstrate interrelationships.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
See the example figure below.
(vi) Histogram or Bar Graph
A Histogram is a graphic summary of variation in a set of data. It enables us to see
patterns that are difficult to see in a simple table of numbers. Can be analyzed to draw
conclusions about the data set.
A histogram is a graph in which the continuous variable is clustered into categories and
the value of each cluster is plotted to give a series of bars.
(vii) Check Sheets
A Check Sheet is a data recording form that has been designed to readily interpret results
from the form itself. It needs to be designed for the specific data it is to gather. Used for
the collection of quantitative or qualitative repetitive data.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
Adaptable to different data gathering situations, minimal interpretation of results
required, easy and quick to use. No control for various forms of bias - exclusion,
interaction, perception, operational, non-response and estimations.
(viii) Check Lists
A Checklist contains items that are important or relevant to a specific issue or situation.
Checklists are used under operational conditions to ensure that all important steps or
actions have been taken. Their primary purpose is for guiding operations, not for
collecting data. Generally used to check that all aspects of situation have been taken into
account before action or decision making.
Total quality management (TQM) tools help organizations to identify, analyze and assess
qualitative and quantitative data that is relevant to their business. These tools can identify
procedures, ideas, statistics, cause and effect concerns and other issues relevant to their
organizations. Each of which can be examined and used to enhance the effectiveness,
efficiency, standardization and overall quality of procedures, products or work
environment, in accordance with ISO 9001:2008 standards.
3.0 THE NEED FOR ADOPTING OF TOTAL QUALITY MANAGEMENT IN
BANGLADESH’S ORGANIZATIONS
3.1 Introduction
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
Due to globalization, stiff competition among organizations, customer’s driven
performance to excellence, over changing customer requirements and great awareness of
quality among our people necessitate the adoption of Total Quality Management in
Bangladesh without delay. This should not be restricted among private sector only but
should be implemented in our Ministries, government agencies, authorities, institutions,
etc.
Bangladesh is trying and has successes in creating favorable environment for investor in
different sectors like mining, hotels, beverage manufacturing, agriculture,
pharmaceuticals, fish processing, education, banking, etc. but has not streamlined and
established a strong Management system to ensure alignment and matching in terms of
work performance efficiencies. As a result you find complaints with regards to
procedural bureaucracy, irresponsibility, low morale among workers, incompetency and
selfishness. In totality this becomes a major source of complaints from investors, donors
and public at large and stumbling blocks for development.
Governmental entities should reach a level why by they will be required to market their
activities and act in an efficient way as private sectors do. They have all the capability of
sustaining themselves instead of depending solely to the government for day to day
operations budgets.
Total quality management (TQM) has been defined as a management philosophy
embracing all activities through which the needs of the customer and the community, and
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
the objectives of the organization are satisfied in the most efficient and cost effective way
by maximizing the potential of all employees in a continuing drive for improvement.
Total quality management has been the fundamental business strategy of the
world’s leading organizations. In some developed countries such as Japan, the United
Kingdom and the United States of America, a number of organizations have adopted
TQM as a way of life for the continuous improvement of the quality of their products and
services to their customers. Quality, to these organizations is the ‘totality of features and
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs.
Today, we are witnesses to quality products and services from Japanese, British and
American organizations.
3.2 TQM in Ministries
Governmental Ministries in Bangladesh as pillars and implementers of governmental set
goals, should inevitably adopt Total Quality Management System. They should indentify
all the processes involved, establish current status in term facilities, human resources,
requirements, etc. depending on the status, but they may need re – engineering their
processes and the use of external consultants. Things like fraud, over staffing, false
procurements, paying unavailable staffs, overspending, inefficiency, unfair training
programs, poor
recruitments, promotion and performance appraisal just to mention a few can be
corrected through implementing Total Quality Management.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
3.3 TQM in Governmental Agencies, Institutions and Authorities
Many Governmental Agencies, Institutions and Authorities still hold a rather myopic
view that their services and products are so essential that people will use them as they
have always done without any additional effort on their part. They erroneously assume
that users’ needs are also satisfied because they come to seek for their services.
Unfortunately however, although they may regard themselves as indispensable, it is by no
means certain that those outside the profession share this view. This aversion however
seems strange, since marketing and efficiency places the user at the centre of all
activities. It is thusvery essential that efficiency and accountability across their processes
is wholly and quickly adopted if they are to add value to the development of Bangladesh
instead of being burdens to tax payers.
A controversy over the expansion of TQM into service-oriented organizations has to do
with the question of profit making. Business as we all know, are designed to make profit.
Governmental Agencies Institutions and Authorities, unfortunately, are not profit making
ventures and are considered to offer “free” service. It should be noted, however, that they
are not ‘free’. Customers may not be paying in full directly for their services but are
entitled to the service because of their taxes government resources and sometime donor’s
funds. Therefore Bangladesh’s have well and enough reasons to see these entities are
managed efficiently more than ever before, demanding accountability and value for
money. Precise justification of all resources to improve the competitiveness, effectiveness
and flexibility of the whole organization. Accountability is thus crucial both in the
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
business sector in general and in the governmental agencies, authorities and institutions.
This is yet another justification for the applicability of TQM to them.
Another reason why Governmental Agencies Institutions and Authorities should adopt
TQM is that it (TQM) embodies certain values and approaches, which are common and
already established concepts in them. These include the elements of participative
management, staff training and development and responsive service to customers.
However, several of the defining and extraordinary elements of TQM such as continuous
improvement, quality tools and measurement and customer-focused planning are not
commonly applied in Governmental Agencies Institutions and Authorities. It is for these
reasons that they are in a position to expand and improve upon principles they already
value and employ.
4. CONCLUSION
Over the years now since independence, governmental ministries, agencies, authorities
and institutions have been performing in the traditional ways. From the point of
recruitments, employments, business forecasting, performance and performance
appraisals, objective settings, objective achievements, etc. people were going to work just
because they were employed. The majority didn’t know their organization’s goals/targets
and their respective contributions towards stipulated targets.
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
In recent years, things are gradually changing. In all organizations either private or
governmental, awareness among customers being serviced is increasing. They are
demanding good quality services, customer driven performances and accountability.
Multipartism and freedom of expression is another part putting pressures, demanding
transparence and performance trucking among governmental organs. There is therefore
the need for all stakeholders to re – examine their traditional role and adopt an entirely
new culture which will satisfy the ever increasing demand for improved performance and
quality services to the clientele.
Governmental ministries, authorities, agencies and institutions in Bangladesh are indeed
in a time of great challenges if they have to meet Bangladesh’s expectations and bring the
country to a better level of development, then Total Quality Management must be
adopted to prevent the nation from imminent steps backwards.
5. REFERENCES
1. Beckhard, K. and Pritchad, S. (1992) ‘Basic steps in Managing transitions to new
systems’. 2nd Edition TATA McGraw-Hill
Adoption of TQM through Implementation of Quality Circles and Six Sigma in Context of Bangladesh
2. Cohen, G. and Brand, K. (1993) ‘Management and Leaders’. 1st Edition KANISHKA
PUBLISHERS, DISTRIBUTOR’S India.
3. Kauter, S. (1983) ‘Effective organization change’. 1st Edition Asoke K. Ghosh, New
Delhi, India.
4. Raj, D. (2006) ‘Quality Management Systems – Concepts, Strategies and
Requirements’. 1st Edition KANISHKA PUBLISHERS, DISTRIBUTOR’S India.
5. Singhal, D. and Singhal, K. (2008) ‘Implementing ISO: 2000 Quality Management
System – A reference Guide’. 1st Edition Asoke K. Ghosh, New Delhi, India.
6. Srilakshmi, N. (2008) ‘Total Quality Management / ISO
9001:2008/14001:2004/BS7799 & Six Sigma (TQM-XVI) Reading Materials’. NI –
MSME Yousufguda, Hyderabad – 500 045, India.
top related