QualityQuality MANAGEMENT MANAGEMENT

ATATPARLE PARLE

andandDeming’s principleDeming’s principle

PRACHI INGLE 583AJINKYA NAKHALE 597APARNA SONONE 625MONISH MITHANI 628SABOOWALA SUFYAN 690

O The first brand of biscuit in India

O Factory visited: Parle Manufacturing unit, Vile Parle, Mumbai.

O Goods Manufactured: Biscuits, Chocolates & cookies

Introduction:Introduction:

The principle introduced in Japan by W. Edward Deming in 1950. It is the efforts by an organization to

reduce errors in manufacturing and services increasing consumer satisfaction and improving brand loyalty.

Deming put forward his principle in 14 points as :

What is What is Total Quality Total Quality Management?Management?

Create constancy of purpose toward improvement of the product and service so as to become competitive.

PRINCIPLE 1 : "CREATE A CONSTANCY OF PURPOSE""CREATE A CONSTANCY OF PURPOSE"

•Parle is well determined about its purpose to improve the quality of product and serve the society as whole

PRINCIPLE 2PRINCIPLE 2 : : "ADOPT THE NEW PHILOSOPHY""ADOPT THE NEW PHILOSOPHY"

•We are in a new economic age. •Need not live with commonly acceptedPhilosophy, it must be changed according to age.

•Parle has been using the same production process and equipments over the years•No major changes in the philosophy since inception

PRINCIPLE 3PRINCIPLE 3 : : ""CEASE DEPENDENCE ON MASS DEPENDENCE ON MASS INSPECTION"INSPECTION"

Cease dependence on mass inspection; require, instead, statistical evidence that quality is built in.

•Individual inspection is not possible as each biscuit can not be checked manually.•Sample inspection is done before packaging.

PRINCIPLE 4PRINCIPLE 4 : : "DO NOT AWARD BUSINESS BASED ON "DO NOT AWARD BUSINESS BASED ON PRICE TAG ALONE“PRICE TAG ALONE“

Improve the quality of incoming materials. End the practice of awarding business on the basis of a price alone. Instead, depend on meaningful measures of quality, along with price.

•known for its cost leadership in confectionery market.•It emphasizes on the quality of its raw material.•Maintains cost by reducing wastage.

PRINCIPLE 5PRINCIPLE 5:: "IMPROVE CONSTANTLY THE SYSTEM OF  "IMPROVE CONSTANTLY THE SYSTEM OF  PRODUCTION AND SERVICE"PRODUCTION AND SERVICE"

Constantly improve the system of production and service. There should be continual reduction of waste and continual improvement of quality to yield a continual rise in productivity and a decrease in costs.

•Cost reduction due to new machinery. •Reduction in wastage.•Implementation of R&D to improve quality

PRINCIPLE 6PRINCIPLE 6  :   : "INSTITUTE TRAINING""INSTITUTE TRAINING"

Use modern methods of training and education for all. Modern methods of on-the-job training to improve skills of employees

•New employees given training at the time of joining.•They are provided On job training (OJT).•They are taught about newly adopted methods of manufacturing

PRINCIPLE 7: "ADOPT AND INSTITUTE LEADERSHIP”PRINCIPLE 7: "ADOPT AND INSTITUTE LEADERSHIP”

Institute modern methods of supervision. The emphasis of production supervisors must be to help people to do a better job. There should be performance appraisal.

•Employees are encouraged for suggestions •Performance appraisal is done by promoting employee.•Employees with good performance are given incentives.

PRINCIPLE 8PRINCIPLE 8  :   : "DRIVE OUT FEAR""DRIVE OUT FEAR"

Fear is a barrier to improvement so drive out fear by encouraging effective two-way communication.

•Friendly relationship among employees and managers.•Employees are proud to be a part of leading company •Have job satisfaction.•Employees have job security

PRINCIPLE 9PRINCIPLE 9 : : "BREAK BARRIERS AMONG STAFF AREAS“"BREAK BARRIERS AMONG STAFF AREAS“

Break down barriers between departments and staff areas. People in different areas must work in teams to tackle problems

•All departments are isolated from each other and they don’t work hand in hand.•Employees of some dept. (ex. Security) are on contract basis and manager doesn’t hold its responsibility

PRINCIPLE 10PRINCIPLE 10 : : "ELIMINATE SLOGANS, EXHORTATIONS,"ELIMINATE SLOGANS, EXHORTATIONS,AND TARGETSAND TARGETS “ “

Eliminate the use of slogans, posters and exhortations for the workforce, demanding zero defects

Such exhortations only create adversarial relationships.

•The employees in factory are given targets and slogans are displayed in premises as reminder •Workers have fear of meeting up the target in time.

PRINCIPLE 11PRINCIPLE 11 : :"ELIMINATE NUMERICAL QUOTAS""ELIMINATE NUMERICAL QUOTAS"

Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in management

Substitute aid and helpful leadership.

•Employees at Parle (factory) work in shifts & respond to jobs in their shifts only. •They feel themselves responsible for what happens in their shift (work duration of 8 hours)•Hence Parle still have numerical quota.

PRINCIPLE 12PRINCIPLE 12 :  : REMOVE BARRIERS TO PRIDE OF WORKMANSHIPREMOVE BARRIERS TO PRIDE OF WORKMANSHIP

Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship.

Make them feel their work is equally important

•Lower employees (sweepers, security guards) are not proud being part of factory.•Employees with higher job profile are given excessive importance making lower level employees unhappy.

PRINCIPLE 13PRINCIPLE 13 : :"INSTITUTE A PROGRAM OF EDUCATION "INSTITUTE A PROGRAM OF EDUCATION AND AND    SELF-IMPROVEMENT"SELF-IMPROVEMENT"

Institute a vigorous program of education, and encourage self-improvement for everyone.

What an organization needs is not just good people; it needs people that are improving with education

•No such programme for the employees•Only training for job is provided•No motivational programme for employees in factory

PRINCIPLE 14PRINCIPLE 14 : : "TAKE ACTION TO ACCOMPLISH THE "TAKE ACTION TO ACCOMPLISH THE TRANSFORMATION" TRANSFORMATION"

  

Commitment to follow all the preceding 13 points to accomplish the goal of Total quality management

•The preceding 13 Deming's points are partly accepted in the factory and partly not. •All points are not applicable in Parle manufacturing process•Hence 14th point is partly applicable and partly not

First PrincipleFourth PrincipleFifth PrincipleSixth PrincipleSeventh PrincipleEight Principle

Second Principle Third Principle Ninth Principle Tenth Principle Eleventh Principle Twelth Principle Thirteenth Principle

Parle follows the Japanese 5s Theory:Parle follows the Japanese 5s Theory:

Seri (Sort and Discard)- Eliminate All unneeded items.

Seiton (Arrange and Order)- Arrange all items that are left.

Seiso (Clean and Inspect)- Clean all areas.

Seiketsu (Standardize and Improve)-Maintain the first 3S

Shitsuke (Believe and Discipline)- Believe that the 5S are important.

PROF. MAZHAR THAKUR,SYDENHAM COLLEGEOF COMMERCE AND

ECONOMICS

VOTE OF THANKS:VOTE OF THANKS: