tcb_roadmap_to__qualitiy_vol1

C parag 4 make out a list of your priority management

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Unformatted text preview: l texts. You might like to follow the 6-Point Structure. Unit 3 - Managers: Managing Systems 18 A Roadmap to Quality UNIDO unit 3.qxd 3/10/05 12:51 PM Page 19 3.6 Monitor the quality of the work in your department There are a number of statistical and observational methods that you can use to monitor the quality of the work in your department. a. Prepare the Seven QC tools, transitions charts, a process capability index etc. Use numerical data and graphs to show trends in the manufacturing processes. It is extremely useful to look at daily trends over periods of a week or a month, or even twice yearly in order to get a grasp of the work situation. b. Instruct employees to inspect designated inspection items (the specific features in a product or process that are inspected). Train them to report quickly when they notice any unusual noise, weight, color, surface roughness or vibration, even if no abnormality appears in the numerical data. c. Check their work periodically to see if employees may have deviated from the operation standards. d. Thoroughly review any operations that deviate from the operation standards. If appropriate, modify the standards so that employees can follow them more easily. Jobs that require hard physical labour over long periods of time should also be made easier to carry out. e. Ensure that employees write proper operation reports – these will include periodic reports on normal operations and special reports on abnormal operations. They should: i. Understand the appropriate control points and evaluation methods, and report periodically on them. (These are the points in a process that can be examined to see if the process is continuous and stable.) ii. Report unusual events quickly on their own initiative. iii. Realise that reporting only favourable items is the same as making false reports. Figure 3.6a Memo for notice and request (See Unit 11 Statistical Methods, and Text 16.16 for more detailed guidelines on statistical methods, including the Seven QC Tools.) (See Unit 8 Standardization, for more detailed guidelines on using operation standards.) (See Unit 9 Problem solving, for more detailed guidelines on detecting and dealing with abnormalities.) 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. A Roadmap to Quality 19 Unit 3 - Managers: Managing Systems UNIDO unit 3.qxd 3/10/05 12:51 PM Page 20 Note: Always include in your discussion any figures referred to in the text, if you feel these are relevant to your company. a. Are you satisfied with how well you monitor the quality of work in your department? If not, where do you feel the problems lie, and what could be done about them? b. Apply the RADAR questions to these proposals for monitoring the quality of work. Action plan Take the ideas you have found useful in the text, and in your discussion, and present them in a well-structured plan for introducing improvements in your company. Alternatively you may choose to prepare one action plan when you have discussed several texts. You might like to follow the 6-Point Structure. Unit 3 - Managers: Managing Systems 20 A Roadmap to Quality UNIDO unit 3.qxd 3/10/05 12:51 PM Page 21 3.7 Deal with defects Introduction 1. No matter how well you run your department things will always go wrong. You may find yourself having to deal with defects (especially in production), non-conformities or abnormalities: a. A defect, also referred to as a deficiency, is where an item – a product, part, equipment etc. – is incomplete or does not function properly. b. A non-conformity is any item that does not meet the required quality standard. c. An abnormality in manufacturing is anything that appears in the production process that is different from what it is supposed to be, i.e. it does not meet the predetermined criteria governing the process. An abnormality is not necessarily a defect but it should always be investigated. (See also the next text – 3.8.) In this text we will be looking at defects but the guidelines also apply to non-conformities and abnormalities. What is critical is how you and your team respond to all three of these. (See Unit 9 for detailed guidelines on dealing with abnormalities.) 2. There are four actions that you, as a manager, have to take with defects: a. Respond quickly when a defect is reported to you. b. Deal with the defective products. c. Gather information about the causes of the defect. d. Check that the causes of the defect are being properly analysed and acted on. Respond quickly when a defect is reported to you 3. Your employees should already know the lines of communication to follow when they are reporting any defects they find, and should use short simple reports. More detailed reports can follow later....
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