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Unformatted text preview: y all the jobs in each department, including managerial functions like
planning, developing strategies, coordinating the functions of the company, and
promoting the company.
b. Define the authority and responsibilities that go with each job.
c. Define the responsibilities and authority of each employee.
d. Define the procedures to be followed in carrying out each job correctly.
e. Allocate jobs to each department.
f. Make sure that the jobs to be done by each department are documented and that
rules are established for assigning work within the department.
g. Make sure that jobs to be carried out by more than one department will flow
h. Identify quality characteristics of jobs as numerically as possible, using control charts
and control graphs.
i. Decide who should draft all these documents, who should approve them and who
should implement them.
4. It is important that everyone knows who has the responsibility and authority for defining
job assignments, so that company-wide work will be done without one department
duplicating the work of another. Look at the example of a job assignment for the quality
assurance department in Figure 3.3a (page12).
Figure 3.3b Rule for job authority
Figure 3.3c Sample list of authority common to managers
Figure 3.3d Responsibility and authority of major personnel who affect quality A Roadmap to Quality 11 Unit 3 - Managers: Managing Systems UNIDO unit 3.qxd 3/10/05 12:51 PM Page 12 5. Once your company has defined all the job assignments, your primary task, as a
department manager, is to clarify your concrete policy and objectives on matters of
quality, quantity, and cost, and to communicate these clearly to your employees. To do
this you should:
a. Know the extent of your authority – how your department interfaces with other
departments, especially the next processing department.
b. Clarify the quality control points of your job.
c. Understand and control the quality characteristics of the jobs in your department.
Use control charts and control graphs to quantify these.
d. Make sure that any abnormalities and defects that occur at control points will be
identified - establish a system where employees can immediately report any
abnormalities and defects they discover.
e. Set up a system that will highlight the conditions in which abnormalities and
deficiencies occur and will investigate the causes.
f. Actively support QC circles and other improvement activities.
g. Have a system to check that employees have understood and correctly implemented
Figure 3.3a An example of a job assignment for the quality assurance department “As the department playing a central role in company-wide TQM activity, this department shall be in charge of
planning and promoting these activities, and of assuring the quality of products.”
a. Total planning and promotion of TQM activities. b. Promotion of QC circles and QC activities. c. Planning and promotion of QC awards. d. Assistance for TQM activities in affiliated companies. e. Planning of basic quality assurance policy. f. Establishment and promotion of quality assurance system. g. Planning and implementation of quality assurance and product audits. h. Establishment and promotion of product liability prevention (PLP) system. i. Comprehensive control of claims related to quality. j. Promotion of countermeasures for quality problems company-wide and coordination of action on
products already shipped. Unit 3 - Managers: Managing Systems 12 A Roadmap to Quality UNIDO unit 3.qxd 3/10/05 12:51 PM Page 13 Discussion
The following questions ask you to think about how the ideas in the text could be applied in
your company. Some of these ideas may not be relevant to you. Concentrate on those that
are relevant. Keep notes of your conclusions – you will need them to prepare your action
plan afterwards. Where appropriate ask yourself the RADAR questions.
Note: Always include in your discussion any figures referred to in the text, if you feel these
are relevant to your company.
a. Are all the jobs in the different departments in your company clearly defined? Would
you like to see them better defined? How would this help you, your department and
b. What kind of relationships exist between the different departments? Are the
relationships between the departments clearly defined? In what ways could you
imagine the departmental relationships being better? What benefits would this bring?
c. Parag. 3 presents proposals for drawing up job assignments for each department.
Apply the RADAR questions to these. Draw up some brief job assignments for your
d. Figure 3.3b gives an example of a Rule for Job Authority. Is there anything you can
learn from this example that would be useful in your company?
e. Parag. 5 presents suggestions for clarifying policies and objectives and
communicating these clearly to your employees. Apply the RADAR questions. Action plan
Take the ideas you have found useful in the text, and in your discussion, and present t...
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This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.
- Spring '12