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Unformatted text preview: Quality control manuals are the basic documents that your company will use to
implement company-wide quality control. They contain the quality control rules,
inspection rules, technical standards, product standards, operation standards, and other
rules and standards for the assurance, maintenance and management of quality. Simple,
practical manuals will allow your company to deploy company-wide quality control
activities in which all employees can cooperate to create an environment that assures
2. Procedures for preparing quality control manuals:
a. Each department provides documentation describing all its tasks, and the
circumstances in which these tasks are carried out.
b. The department in charge of the quality system summarizes the documented quality
systems of each department into a description of a company-wide quality system.
c. A committee with members from different parts of the company prepares the first
draft of the manual. This should be a practical document that can actually be used,
rather than an ideal one.
d. A first draft is presented to the departments, who examine it to see if its
implementation could bring any problems. Departments then submit concrete
proposals for improving the draft. This will ensure that the departments cooperate in
achieving company-wide quality control.
e. The manual should specify:
i. The interfaces of all the departments in the company.
ii. The rules for the sales, research, engineering, finance, personnel, and other
departments. All of these departments are directly related to quality assurance.
iii. The rules for departments which are sometimes not recognized as being directly
related to quality.
f. Inter-departmental rules and standards should be harmonized. In particular, values
in design and engineering standards should be harmonized with values in
manufacturing and inspection standards.
g. A company-wide Manual Review Committee should check whether standards and
rules are harmonized between departments. It will coordinate between departments
and make sure that nothing is overlooked.
h. Management should establish an internal audit system to assess the implementation
status of quality control.
i. It is important to create a simple quality manual which suits the actual situation of
task activities. Unit 2 - Chief Executive Officer: Ensuring Quality 26 A Roadmap to Quality 05-87581_unit 2.qxd 09/09/2005 11:33 Page 27 Discussion
The following questions ask you to think about how the ideas in the text could be applied in
your company. Some of the 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. Parag. 1: Does your company already have quality control manuals? If yes, how
adequate do you think they are? Where do you feel there is need for improvement?
If you do not have them, what benefits do you think such manuals would bring?
b. Parag. 2: Apply the RADAR questions to these procedures for preparing quality
control manuals. Action plan
Take the ideas you have found useful in the text, and in your discussion, and present them in
a well-structured action plan for introducing improvements in your company. You might like
to follow the 6-Point Structure. Alternatively you may choose to prepare one action plan
when you have discussed several texts. A Roadmap to Quality 27 Unit 2 - Chief Executive Officer: Ensuring Quality 05-87581_unit 2.qxd 09/09/2005 11:33 Page 28 2.9 Establish quality control in
1. Quality control is not just for manufacturing departments. If you are to have real
company-wide quality control it must also be introduced in non-manufacturing
departments, e.g. sales, administration, and research and development. Work in these
departments may be thought of as intangible software that should be continuously
improved and refined just as much as the quality of products. Establish numerical targets
wherever possible, set an evaluation scale for improvement, and draw up an
2. To establish quality control in non-manufacturing departments:
a. Get a good understanding of the actual work conditions. As far as possible, describe
these numerically in terms of work procedures and the time required to complete
specific tasks. See if it is possible to establish a framework for making a numerical
analysis of different quality control issues.
b. Since the work in non-manufacturing departments is often done individually, it
can be difficult to solve problems or to set targets using a teamwork strategy
such as a QC Circle. It is much easier to set common themes such as
improvement of office work handling, or of methods of communication. In fact,
the individual nature of this work also means that improving the exchange of
information and other forms of communication will bring useful benefits.
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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