Abstract of Quality Management

Assessment Part 1:

Critically  appraise  the  tools  and  techniques  used  in  developing  TQM  and  Six  Sigma  continuous  improvement  programs.

TQM Techniques of Quality Management

The major TQM tools and techniques into six major categories as determined by their primary area of implementation focus [1]:

·         Customer-based

·         Management-based

·         employee-based

·         supplier-based

·         process-based

·         product-based

1.      Customer-based strategies should be the focal point of every TQM programmed, around which all other strategies are formulated. Customer satisfaction is only likely to be achieved and maintained when the customer plays an active role in the organization’s process of quality improvement. Major techniques used to accomplish this are customer needs analysis, customer surveys and quality functiondeployment.2)

2.      Management-based strategies are also extremely important for the successful implementation of TQM. TQM initiatives are not likely to succeed without strong leadership and support from top management. The goals and the benefits of implementing TQM must clearly be communicated by top management to the workforce. The alignment of the reward structure with the goals of the organization is also vital to the organization’s success in achieving these goals.

3.      Employee-based strategies provide a means of increasing the participatory role of workers. Strategies such as empowerment, teamwork and cross-training may result in employees having increased decision making authority, greater job responsibilities, and increased motivation and sense of pride in their work. Quality programmes may also benefit from employee suggestions resulting from other group activities including quality teams, quality circles, the nominal group technique and brainstorming.

4.      Supplier-based strategies provide a means of increasing an organization’s likelihood of having suppliers who are reliable and willing to work towards the organization’s goals of providing a quality product. Given the trend towards companies reducing the number of suppliers and cultivating long-term relationships with the remaining ones, these strategies are particularly important today.

5.      Process-based strategies focus on improving processes by reducing waste, defect rates, cycle time, and providing feedback on the performance of the process. Benchmarking, SPC and JIT are some of the most popular techniques employed by companies to achieve these goals.

6.      Product-based strategies are directly focused on the quality of the product, its physical characteristics and its manufacturability

The factors that affecting TQM tools selection are many and it should be considered before any implementation plan. These factors are [2]: 

·         The availability of resources within the company to facilitate tools successful introduction; 

·         The objective of using quality management tools such as solving a simple problem or reaching to a high level in quality;

·         The product characteristics; and 

·         Current product and process improvement or new product introduction

Some tools or techniques appear simple over others in their development and interpretation. The purpose of each of them is distinct and problem specific. Certainly, not all tools or techniques are required in one firm. SPC tools are very basic and can be applied for both short and long term goals. Some of the tools and techniques are commonly (even frequently) used, for example Pareto chart, cause & effect diagram, histogram or quality control charts for quality performance monitoring and improvement, and some others can be used less frequently. Some of the techniques are used, for example, QFD, FMEA, and design for manufacturability (DfM), in the design and development [1].

Six Sigma Tools and Techniques of Quality Management

The Six Sigma expert uses qualitative and quantitative techniques to drive process improvement. Although the tools, themselves, are not unique, the way they are applied and integrated as part of a system is.  Six Sigma professionals do not always agree as to exactly which tools constitute the set. Some of the statistical and graphical tools commonly used in improvement projects are listed below [3].

Defining a problem, improvement opportunity, or requirements of Quality Management

• Project charter to define the focus, scope, direction, and motivation for the improvement team
• Voice of the customer to understand feedback from current and future customers indicating offerings that satisfy, delight, and dissatisfy them
• Value stream map to provide an overview of an entire process, starting and finishing at the customer, and analyzing what is required to meet customer needs

Measuring process performance of Quality Management:

• Process map for recording the activities performed as part of a process
• Capability analysis to assess the ability of a process to meet specifications
• Pareto chart to analyze the frequency of problems or causes

Analyzing processes to determine root causes of variation, defects, or poor performance:

• Root cause analysis to uncover causes
• Failure mode and effects analysis for identifying possible product, service, and process failures
• Multi-vari chart to detect different types of variation within a process

Improving process performance by addressing root causes:

• Design of experiments (DOE) to solve problems from complex processes or systems where there are many factors influencing the outcome and where it is impossible to isolate one factor or variable from the others
• Kaizen event to introduce rapid change by focusing on a narrow project and using the ideas and motivation of the people who do the work

Controlling the improved process and future performance:

• Control plan to document what is needed to keep an improved process at its current level
• Statistical process control (SPC) for monitoring process behavior
• 5S to create a workplace suited for visual control
• Mistake proofing (poka-yoke) to make errors impossible or immediately detectable

Identify  and  briefly  discuss  a  civil  construction  organization  in  the  United  Kingdom  that  has  built  total  quality  culture  to  realize  the  full  value  from  TQM  or  Six  Sigma  initiatives  in  their  quest  for  operational  excellence.

Laing O' Rourke is a construction firm in the United Kingdom, Laing O' Rourke is known for its high-quality standards in design-and-build projects. The personnel interviewed were the Quality Systems Manager who has worked for Laing O' Rourke for many years. The firm seeks to adopt the ‘‘do it right the first time’’ approach and to strive for zero wastage and zero defects. Like Laing O' Rourke is also committed to understanding the needs of its customers to deliver quality products through a continual improvement process. At the time of this study, Laing O' Rourke was expected to obtain their certification to the ISO 9001:2000 standard in the third quarter of 2002. It was then preparing for the ISO 9001:2000 audits.

The Quality System Manager agreed that certification to the ISO 9001:2000 standard will help in facilitating continual improvement to allow Laing O' Rourke to respond more positively toward client needs and expectations. The Quality System Manager opined that organizations will only carry out TQM principles that are required in the ISO 9001:2000 standards, and that unless an organization is aware of these principles, TQM will not be implemented in totality. The quality system manager noted that the new ISO 9001:2000 standard focuses on process flow that can help to identify what needs to be controlled. This is unlike the old ISO 9001:1994 standard which focused on individual quality elements, thus failing to highlight the relationship between them.

All employees were sent for TQM training when they first joined the firm. The successful implementation of TQM was largely due to the commitment of the top management. The Laing O' Rourke Company in terms of employee empowerment, employees are aware of their responsibilities and obligations, including aspects of TQM. This is one of the ways in which the organization cultivates the TQM culture among its people. Laing O' Rourke gives the project manager full authority to handle the cost and quality matters of the project but with an obligation to ensure that the budget is not exceeded. To date, there has not been any major rework on construction sites and this is due, in no small way, to the well-coordinated shop drawings. When asked if there was any formal measurement system for the cost of quality, the Management Representative explained that they had a system to measure the costs of defects by means of an index. This ensures that preventive actions are taken before defects occur. The client attends a progress and quality meeting at least once a month to ensure that customer satisfaction is attained [4].

Laing O' Rourke recently set up an objective for all projects: There should not be more than six complaints from clients within 6 months and this is followed up by a customer survey form that is also a good and effective TQM practice. The Management Representative has the responsibility to maintain the quality management system and to ensure that quality processes are carried out properly. He is also responsible for carrying out the internal quality audits regularly and conducting the yearly management review. Top management attends this meeting to see if there is a need for improvement. Quality meetings are held once a week in the head office to study the progress of all sites. In addition, quality meetings are held on site everyday to allow staff to highlight problem areas on site and to make sure that these are rectified immediately. These meetings also act as team-building sessions for the personnel on site. There are no specific task teams formed especially for TQM. It was understood that everyone in the organization is involved in running the needs of TQM through their daily activities. Employees who contribute to the quality objectives of the company are rewarded through the staff appraisal system and this gives them more incentives to carry out their responsibilities according to TQM principles [2].

Risk management

Problem statement of Quality Management

The risk assessment is measurement of bid infrastructure project, the earthworks subcontractor was working on the infrastructure of bid for the project and the process includes piling. The consideration of the project includes risk allowance and potential increase in the piling length. The process of increase of piling length is mainly based upon the conditions associated with the uncertain ground.

(i) Determine the amount that should be added to the budget allocation for the pilling.

In case of sheet piling is used for the formwork the additional requirements includes filling of the shape with the sheet pile. The waterproof system is preferable to conform the profile and the sheet pile. The additional waterproofing process can enhance the requirement of quantity. The profile requirement is related to the additional sheet pile. The unit cost of the budget can be measured by dividing the cost of quantity with the number of items

The allowances are required for the excavation of depth measurement related to the construction. The excavation situation depends on the cost and budget of the project. In case of general contractor the reasonable internal allowances are required for the bid to be covered and the situation allows markup process with higher level of confidence. The risk analysis are evaluated and planned through the evaluation process.

 (ii) Determine the total cost plan allowance for the piling.

The project cost estimation includes unit cost of items, labor cost, and cost of equipment used in the project. The total cost measured by the project estimation is $ 58,000. The total cost for the project was $ 103912 and it was based on measured cost of labor bare as 6200, bare material cost as 31212, bare equipment 8500, and bare sub piling cost 58,000.