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Aciieving Quality

1. The document discusses key principles of quality management advocated by W. Edwards Deming, including eliminating numerical quotas, removing barriers to pride of workmanship, and instituting vigorous education and training programs. 2. It provides examples of companies that have successfully implemented Deming's principles, such as Alaska Airlines focusing on quality over quotas and Carrier Corporation empowering its workforce. 3. Top management must design and implement a transformation strategy so that workers can cooperate to achieve a quality culture, with ongoing feedback from customers and employees.

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Virendra Sahdev
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74 views

Aciieving Quality

1. The document discusses key principles of quality management advocated by W. Edwards Deming, including eliminating numerical quotas, removing barriers to pride of workmanship, and instituting vigorous education and training programs. 2. It provides examples of companies that have successfully implemented Deming's principles, such as Alaska Airlines focusing on quality over quotas and Carrier Corporation empowering its workforce. 3. Top management must design and implement a transformation strategy so that workers can cooperate to achieve a quality culture, with ongoing feedback from customers and employees.

Uploaded by

Virendra Sahdev
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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Mar 20, 2009 Operations Management Eliminate Numerical Quotas: Deming advocates the removal of quotas, ecause the!

end up encouraging people to focus on quantit! often at the e"pense of qualit!# $ompanies should focus on qualit! issues instead of lindl! pursuing num ers# Du ed %irline of the &ear ! %ir transport 'orld in (e ruar! )99) and ran*ed num er one in all $onsumer +eports airline categories, %las*a %irlines relies on high service qualit! to gro, profits# %lthough the airline industr! as a ,hole lost more than -. illion in )990, %ir %las*a posted profits of -)/ million# Once referred to as 0Elastic %irlines1 for frequentl! running late and often changing flight schedules, %las*a %irlines no, stresses punctual performance and customer service# (ocusing on qualit!, not quantit! ena les the compan! to attract profita le, full fare usiness fliers# (or more than ten !ears, revenues of the %las*a %ir 2roup have gro,n at a rate of more than 23 percent a !ear, to - )#0. million in )990# +emove 4arriers to pride of 'or*manship: Deming maintains that annual rating or merit s!stems should e eliminated# 5f people inherentl! ,ant to perform ,ell, as Deming assumes, then the! do not need such incentive s!stems# 'hat the! need is assistance in over coming o stacles imposed ! inadequacies in Materials, equipment, and training# 6!stems that endeavor to remove such o stacles should replace s!stems that attempt to coerce performance ! ma*ing ,or*ers feel that the! are al,a!s eing 7udged, ran*ed, and rated# % lean ,or*force of ).0 full! empo,ered emplo!ees produces air conditioner compressors in $arrier $orporation8s %r*adelphia, %r*ansas, plant# Empo,ered plant emplo!ees do not punch a time cloc* or have to prove illness of a sent# 9he empo,ered, team ased ,or*force in $arrier8s highl! automated plant is e"tremel! fle"i le# 'or*ers are trained in several 7o assignments and can fill in at numerous points on the assem l! line# Often, emplo!ees intervie, their prospective managers# 9he manager ,ill not e hired if emplo!ees decide the compati ilit! et,een the manager and ,or*ers is not 7ust right# 5nstitute a vigorous :rogram of Education and training: Deming emphasi;es training# 9his includes a thorough foundation in the tools and techniques of qualit! control, as ,ell as additional instruction in team,or* and the philosoph! of 9QM culture# 5nfiniti, the lu"ur! car division of Nissan Motor $ompan!, runs a si" da! camp for dealer personnel# 9he goal of the innovative training program is to ma*e 5nfiniti dealership

unequalled in the treatment of customers# 9he car ma*er requires that all dealer emplo!ees, even cler*s and receptionists, attend the training programs conducted ever! other !ear in :hoeni" %ri;ona# %ttendees are taught to change their attitudes and no longer thin* of dealership visitors as 0tire *ic*ers1 or mere customers# 5nstead, potential car u!ers are to e treated as honored guests# 5n <apan, honored guest and customer are defined ! a single ,ord, o*!a*usama# 5n )99), 5nfiniti tied 9o!ota8s =e"us for first place in < D :o,ers and %ssociates annual customer satisfaction surve!# 'hile =e"us ,as rated first in car qualit!, 5nfiniti ,on the overall title for its treatment of customers# 9a*e %ction to accomplish the transformation: %ccording to Deming, the entire organi;ation must ,or* together to ena le a qualit! culture to succeed# 9op managers Must design and implement the strateg! so that ,or*ers can then cooperate in the pursuit of a 9QM culture# >!tec, a )99) 4aldrige ,inner has revamped its entire strategic planning process in order to achieve the highest level of qualit! possi le# 9he compan! uses formal and informal means to collect data from customers for mar*et research and to help it improve its o,n operations# % five !ear strategic plan is developed ! si" cross functional teams, and then revie,ed and critiqued ! a out 20 percent of the compan! ?).0 emplo!ees@ A from all shifts, departments and e"pertise# (eed ac* on the plan is also solicited from a handful of customers and suppliers efore it is finali;ed ! >!tee e"ecutives#

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