| KVV, Satyanarayana" <kvvsatyanarayana@tuv-nord.com> |
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The Golden
saying “Customer is King” is truer today than ever before. As the
quality of life improves, demand
and expectations all over the
world for Consistent services & products is turning out to be the order of
the day.
Quality plays a major role in the survival of
any business today. Quality is given equal importance, irrespective of whether
it is manufacturing set up, services or any other enterprise. Quality is an
outcome of the organization’s understandings of the fundamental inter-connectedness
of structure, processes and outcome.
An organization needs to design
excellent processes to achieve high quality
of product or service.
Success in the 21st Century is all
about performing with passion & perfection, leading to excellence in all processes
that we undertake.
Any business entity has three key functions,
namely, Marketing, Operations and Finance. Managers & Leaders have challenging goals particularly, in
operations.
Operational excellence in terms of
Productivity and Customer delight are
the drivers to sustained
outperformance.
To achieve excellence in operations, there are
certain proven tools techniques methodologies and systems such as
- Standardization
and simplification
- Reliability and
redundancy
- Value
engineering
- Ergonomic
considerations
- JIT,
- Group Technology
- Work measurement
& Time study
- Work sampling,
- learning curves
- total productive
maintenance
- 5 S concept
- Quality circles
- Management systems
( ISO9001, EMS 14001, ISMS 27001 CMMI, OHSAS18001)
- Process
management coupled with
PDCA
- 7 QC
TOOLS
- FMEA
Brief
note on few of the
above mentioned are:
5S- This
is the basic
foundation initiative to
surface out abnormalities
either in Industries
or in services and
for Better workplace management
5S is Japanese
technique comprising the following five steps
Seiri. (sorting), Seiton (Straightening
or orderly arrangement), Seiso (Shining &
cleaning machines and work place), Seiketsu (Standardising & personal
upkeep)
& Shitsuke. (Sustaining the
practice).
Seven Wastes- These are
sometimes are called
as 7 deadly
disease which
an
organization must avoid.
–
Overproduction:
reduce by producing only what is needed as & when it is needed.
–
Waiting:
synchronize the workflow.
–
Transportation:
minimize transport with better layouts.
–
Processing:
“Why do we need this process at all?”
–
Stock:
reduce inventories.
–
Motion:
reduce wasted employee motions
–
Product
defect: Focus on doing it right first time.
By avoiding the above, productivity and
operational excellence would
certainly improve on sustainable
basis.
T P M (Total productive
maintenance)- To prevent equipment related losses viz.,
•
Break
down loss
•
Set
up and adjustment loss
•
Speed
loss
•
Defective
work loss
7QC
TOOLS :The
QC tools are techniques in QC activities for discovering problems, organizing
information, generating ideas, analyzing causes, taking action, effecting
improvements and establishing controls
to improve performance.
The seven tools used for, Generation of ideas, Decision making, Data presentation,
Data collection, Analysis are:
§ Cause-and-effect or Ishikawa diagrams
§ Stratification (alternately, flow chart or run chart)
Statistical Process Control (SPC)
•
A
quantitative method for determining whether a particular process is in or out
of control.
•
Application of
this tool ensures
the predictability and
process out stability
and avoid inspection
Kaizen: Kaizen is
the Japanese philosophy of continuous improvement by all the employees in an organization, so that they
perform their tasks a little better each day. It is a never ending journey
centered on the concept of starting new each day with the principle that the
methods can always be improved.
FMEA: FEMA (Failure Modes and Effects Analysis) is a structured analysis for
identifying ways & methods in which the product or processes can fail and
then plan to prevent those failures. FMEA is a proactive tool for reducing defects and non-conformities.
Quality circles: Quality circle is a small
group of voluntary members under the
leadership of their supervisor, trained to identify, analyze and solve work-related
problems and
present their solutions to management,
to improve the
performance of
the organization,
Globally,
there are a number of awards and recognitions provided by different programs
and organizations to encourage the organizations to focus on quality and
excellence in processes.
Some
of them are:
·
Baldridge National Quality
Program- USA
The award is given by the president of USA in
areas of manufacturing, education,
and
health care to recognize the quality and excellence in US firms based on the
following
criteria: leadership; strategic planning; customer and market focus;
measurement, analysis, and knowledge management; human resource
focus;
process management; and business results.
·
European Foundation of Quality
Management- Europe
The
European Foundation of Quality Management is an organization that provides
businesses in Europe a model wherein they could gain efficiency, effectiveness
and competitive advantage. (2007) The excellence award is given to
organizations who have effectively implemented the EFQM Excellence Model on
their operations
·
Japan Quality Award
Japan
Quality Award is provided by the Japan
Productivity Center for Socio-Economic
Development (JPC-SED)
to encourage innovation and the transformation
of management systems
in Japan into customer-oriented structures.
·
Asia-Pacific Quality Organization (APQO)
APQO
Awards is for the businesses and
companies in Asia and the surrounding
countries in the Pacific Rim to promote the development in the
quality of the goods
services as well as
the quality of life of people on an international scale.
·
Australian Organization for
Quality
The Gold Award is given by the Australian
Organization for Quality by assessing the
quality management principles of the
nominees on the dimensions of learning; positivity;
achievement;
leadership; sustainability.
In India we have many National awards for
quality excellence sponsored by pioneering
organizations. Some of the popular National Quality
Awards are:
· Golden
Peacock Awards:
Golden Peacock Awards, instituted by
Institute of Directors in 1992, are now regarded as holy grail of Corporate
Excellence worldwide. The Award applications are assessed at 3 three levels by
independent assessors and finally by a grand Jury. The Global Awards are
finalized by a Jury headed by Dr. Ola Ullsten, former Prime Minister of Sweden.
The Awards are bestowed annually and are designed to encourage total
improvement in each sector of our business.All institutions whether public,
private, non-profit, government, business, manufacturing and service sector are
eligible to apply. Leadership Awards are determined through nomination. They
provide not only worldwide recognition and prestige but also a competitive
advantage in driving business in this tumultuous world under Golden Peacock
Award models.
·
The
Rajiv Gandhi National Quality Award;
Rajiv Gandhi National Quality Award was
instituted by the Bureau of Indian Standards in 1991, with a view to
encouraging Indian manufacturing and service organizations to strive for
excellence and giving special recognition to those who are considered to be the
leaders of quality movement in India. This award is
intended to generate interest and involvement of Indian Industry in quality programmes,
drive our products and services to higher levels of quality and equip our
Industry to meet the challenges of domestic and International markets.
- IMC
Ramakrishna Bajaj National Quality Award.
The IMC Ramkrishna Bajaj National Quality Awards was
instituted in 1996 to give special recognition to excellence in organizations.
The Award Criteria emphasize : openness and transparency in governance and
ethics: the need to create value for customers and the business: and the
challenges of rapid innovation and capitalizing on your knowledge assets.
Whether a business is small or large, is involved in service, manufacturing,
health care, education, or has one office or multiple sites across the
globe, the Criteria provide a valuable framework that can help the
organization, plan in an uncertain environment. The Criteria can
also help in aligning resources and approaches such as ISO 9000, Six Sigma,
Lean Enterprise System and International Quality Maturity Model, improve
communication, productivity, quality, effectiveness and customer satisfaction ;
and achieve strategic goals on the journey to the vision.
CII-EXIM Model for Business Excellence
CII and Export Import
Bank of India have, in 1994, jointly established the CII-EXIM Bank Award for
Business Excellence, with the aim of enhancing the Competitiveness of India
Inc. The Award is based on the internationally recognized EFQM Excellence Model.
Essentially the model tells us that, “Excellent results with respect to
performance, customers, people and society are achieved through leadership
driving policy and strategy, people, partnerships resources, and processes.”
Organizations are assessed on their
standing with respect to the above model and the best organization in the
respective category wins this prestigious award.
These
Quality Awards go a long way in encouraging the organizations in aiming for
excellence in their processes and deliverables and stay ahead of their
competition.
Apart
from their urge to provide the best to their customers in a standardized manner,
these awards when achieved, improve the image of the organizations
dramatically. Even otherwise, trying for these awards sincerely throws up the
weakness areas to be rectified and improved upon thus resulting in long term
benefits to the organizations.
There
are many approaches to achieving excellence in organizations. However the top management on their journey
to achieving excellence needs criteria of framework that would enable them to
measure their performance. This
framework should be universally acceptable, objectively measure performance, be
easily understandable and indicate the quality of management so that the gaps
in the achievements can be identified and suitable actions initiated. But, whatever be the framework or model, some
elements remain fundamental in relation to performance to excellence in organizations.
Process
excellence comes by way of:
--Challenging the status quo and effecting change by
using learning to create innovation and improvement opportunities
-- Maximizing the contribution of employees through
their development and involvement
-- managing the organization through a set of
interdependent and interrelated systems, processes and facts &
- a
leadership that is focused
on pursuit of excellence as a strategy.
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