4 End the practice of awarding business on the basis of price tag alone Instead

4 end the practice of awarding business on the basis

This preview shows page 81 - 84 out of 189 pages.

4. End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost. Reduce the number of suppliers by eliminating those who cannot provide evidence of statistical control of processes. 5. Improve constantly, and forever, systems of production to improve quality and productivity and thus constantly reduce costs. 6. Institute training and retraining for all employees. 7. Focus management and supervisors on leadership of their employees to help them do a better job. Downloaded by Andre Rizki ([email protected]) lOMoARcPSD|3462763
Image of page 81
© StuDocu.com 80 8. Drive out fear. Don’t blame employees for "systems problems." Encourage effective two-way communications. Eliminate management by control. 9. Break down barriers between departments. Encourage teamwork among different areas such as research, design, manufacturing, and sales. 10. Eliminate programs, exhortations, and slogans that ask for new levels of productivity without providing better methods. 11. Eliminate arbitrary quotas, work standards, and objectives that interfere with quality. Instead, substitute leader ship and continuous improvement of work processes 12. Remove barriers (poor systems and poor management) that rob people of pride in their work. 13. Encourage lifelong education and self-improvement of all employees. 14. Put everyone to work on implementing these 14 points. Juran advocated the quality trilogy : planning, control and improvement of quality. In the planning area he suggested that companies should identify the major business goals, customers, and products required. New products should only be introduced after they are carefully tested. He emphasized control of quality through the use of statistical. Improvement can be achieved under statistical control, training and involvement of all employees. Table 8.3 shows a common thread running through quality thinking. Table 8.3 - Common thread running through quality thinking From To Reactive Inspection Meet the specifications Product-oriented Blame placing Quality vs. schedule Cost or quality Operations only Predominantly blue-collar caused Defects should be hidden Quality department has quality problems Subordinated to management team General managers not evaluated on quality Quality costs more Proactive Prevention Continuous improvement Process-oriented Problem solving Quality and schedule Cost and quality Marketing, engineering and operations Predominantly white-collar caused Defect should be highlighted Purchasing, R&D, marketing and operations have qual problems Part of management team Quality performance part of general-manager review Quality costs less Downloaded by Andre Rizki ([email protected]) lOMoARcPSD|3462763
Image of page 82
© StuDocu.com 81 Quality is technical Schedule first Quality is managerial Quality first 8.8. ISO 9000 Standards ISO 9000 process certification is a quality approach based on meeting customer requirements and continuous improvement. It requires well-defined and documented procedures along with trained operators who implement them to ensure a quality process, the consistent quality product, and improvements.
Image of page 83
Image of page 84

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture