By Gopal K Kanji
From strength box research to `zero defects', from `brainstorming' to the Deming Wheel, this quantity meets the necessity for a brief, obtainable connection with the a hundred most often followed tools for enforcing overall caliber management.
Central to the publication is a huge interpretation of TQM - the equipment addressed are suitable to all these drawn to utilizing specific instruments, qualitative and quantitative, to help problem-solving, research and overview within the administration strategy. After an creation in brief outlining the elemental ideas of TQM, the majority of the ebook then presents transparent, concise outlines of the a hundred equipment. It describes their goal, program - `how to exploit' - and merits, with examples. A class o
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Extra info for 100 methods for total quality management
McBride and G. Wilson ( 1 994) Managing Quality. London: Butterworth/ Heinemann . Copyrighted Material MANAG E M E NT M ETHODS Method 1 2 43 Error proofing (pokayoke) Purpose To design an operation in such a way that specific errors are prevented from causing major problems to the customer. When to use It can be used when defects occur and require 100 per cent inspection , immediate feedback and action at the: • source of raw materials and components • start of the production process • production points where an error may occur How to use In a pokayoke system, carry out automatic continuous inspection and, if abnormalities occur, then provide feedback and take action .
Copyrighted Material 50 1 00 M ET H ODS FOR TOTAL QUALITY M A N AG E M E NT Method 1 6 Just i n time (JIT) Purpose To deliver the raw materials or components to the production line to arrive j ust in time when they are needed. When to use When you want to minimize or eliminate stocks in order to prevent the organization from incurring unproductive cost. How to use The production process uses the 'pull system' , whereby the material is not received from the supplier or requested from the preceding production phase until it is needed to sustain production .
3 Use brainstorming to discover the likely cause of these problems. Remember that you are looking at the serious problems, not all problems. 4 When you have identified the potential likely causes, list them clearly. 5 Decide where preventive action can be taken: how can the problem be removed or minimized? 6 Modify the original plan to take the preventive action into account. Benefits By taking into account possible problems before they arise, the implemen tation of plans can be made smoother and more certain.