Production Technology of Agril. Machinery 3(2+1)

LESSON 18. QUALITY MANAGEMENT

6.1.2 Nature does not accept poor quality

Nature is a museum of variety. There are numerous varieties of species. All natural products, plats and all the population of animal kingdom suffer changes. The law of survival of fittest operates. Only those, who are capable of countering the odds of environment, survive. Those, who develop the skills of exploiting the support of Mother Nature, grow. Thus , nature also permits appropriate quality to grow. Quality is a measure of excellence. Excellence also demands effort. Therefore growth and excellence go hand in hand. The species not fit to fulfil the requirements; get extinct i.e. poor quality is not acceptable to the nature as well.

6.2 What is quality

To a common man, quality is acceptability of functional performance, realibility and an offer of enhanced facilities at the same cost. To a manufacturer the quality means compliance to the set specifications. The achievement of features and characteristics as demanded by specifications will be the scope of quality for production shop in charge. A designer’s point of view will test the capabilities of specifications as per national or international standards. Here, ’Quality Level’ and ‘Quality Grade’ may be understood properly. Can you say a color TV is a better quality TV than a black and white? No, both are having different quality grades as have been built to different specifications. Level of quality may be compared for various products made as per the same or similar specification. In past years it was understood that quality is the characteristic of a product. The manufacturer was considered to be the creator of the product and provision of any or many characteristics was his prerogative. In the days of shortages and in suppliers market this attitude of a manufacturer was accepted. Now the situation has undergone a total change. The consumer has access to the entire world’s market. The customer can pick and choose. In this age of cutthroat competition, the customer has assumed a controlling role. Now, the supplier has to satisfy the customer compulsorily.

Today, quality has assumed a market-oriented trent. Quality is defined as “fitness to use”. Who will ascertain the fitness to use? Obviously the customer or the end user.

The concept of quality has been explained differently. Commonly quality is understood as conformance with requirements. It is usual to consider the “requirements” as those of the “customer”. Requirements may be specified in a contract, purchase specification, product literature or in legislation. An accepted definition of quality is:

“Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated, statuary or implied needs”

Here ‘product’ may include hardware, processed material, software or a combination thereof. A product can be tangible (e.g. assemblies or processed materials) or intangible (e.g. knowledge or concepts), or a combination thereof.

6.3 The new concept and role of quality

The concept of quality has undergone change. The conventional concepts attached to quality were very different from the present concepts, which are entrusted on quality in prevailing environment.

The conventional concept considered quality as a line function for inspectors only, working under guidance of experts. Thus quality function was not considered as a voice of management and others enjoyed credit for success of this function. New concept considers quality as management function and quality is considered to be everybody’s job performed under management leadership.

In conventional concept high grade of quality was considered to be the aim, now we strive for proper grade. Today attainment of a quality grade is supposed to be a strategic requirement demanding a planned action to achieve, what has been designed. Joseph M Juran believes that, ‘Quality does not happen by accident, it must be planned’. This is contrary to the belief that quality grade achievement is only a technical task, which will be automatically achieved through the laid out specifications.

As per the conventional concept the quality was considered a characteristic of product. Consequently, inspection was supposed to be a burden on the company. Now we understand that quality is a function and characteristics of an organisation. Factually, product from a organisation will be quality product. The fact remains – “quality can be produced and cannot be controlled”

6.4 Quality develops with industrial growth

6.4.1 Quality grows naturally as per industrial needs

Industrial growth has taken place for fulfilling the requirements of the society. As and when society developed some need, people came forward with innovative and indigenous solutions to the problems. Society also rewarded such industrious people suitably. Therefore motivation for doing the things in a better way, survived. Consequently the industrial growth and developments in associated fields were also continued.

The above referred need was the source for desire for creativity. “Need is the mother of invention”. Competition has also played a major role in built up of human behaviour. That is why “war” has always presented a necessary environment suitable for inventions and industrial growth. Need was urgently manifested by war and competition was created due to conflicts which used to be the basic causes of war.

6.4.2 Quality: A sequential and chronological development

With time industrial growth has taken place. Primitive man worked with hand tools. With the developments in the field, general-purpose machines came into use. These machines were capable of manufacturing small items in singles. At this technological status, the requirements were also simple. The necessary quality requirement was only the possibility of assembly. So inspection was also done to suit the assembly requirements. If assembled, the component was deemed as correct, else will need rework or rejection.

6.4.3 Quality through dimensional checks

Further, there came multi-tool holding machines e.g. Turret lathes which permitted more machining operations in one setting. Such machines saved on setting time and proved to be better productive. Inspection also improved to cope with faster technology. To make the mating part independent, inspection was done with measuring instruments. Checking was done as per the drawing dimensions that used to be tolerated to ensure interchange ability.

6.4.4 Quality focus on process

When demands for still faster production levels were felt, people built special purpose machines. These machines were specifically developed for enhanced production. Machines were designed for a specific purpose. For example, a machine designed to machine automobile pistons should be able to do those very operations, which are required for manufacture of automobile pistons. Obviously the speed of operations will be much fast as compared to that could be attained by general purpose machines.

The special purpose machines were integrated to develop automatic workstations. A continuous production of components was possible with the help of such facility. Parallel developments in field of electronics, meteorology, materials and tooling enhanced the production rate many folds.

The fast and continuous manufacture was a challenge to the inspection experts also. The time needed to measure the produce was much more than actual production time. Further, the prevailing inspection procedures were not luscious as they indicated as if a group of critics is there to approve the production of a worker, and results of their investigations will bring him reward or punishment. Also, there are some products which cannot be tested unless destroyed e.g. shaving blades or bullets which if used will be wasted. The solution was found through the concepts of ‘quality control’. Quality control shifted its focus from product to the process. Inspection had its total concentration on the product. Inspection only evaluated the product as good or bad. Inspection was like if you select out the rotten tomatoes from a basket. Quality control will count out rotten ones and results will be used to suggest the right pesticide so that next pick will have lower rate of bad pieces. To accomplish this task quail.

6.4.5 Inception of system approach in quality

The developments in field of productions technology continued further. Use of more sophisticated electronics and computers continued and numerically controlled machines and computerized numerically controlled machines made continuous manufacturing process possible. Today we have further developments available to us like Robotics, Automation, and Artificial Intelligence, which have made more complex technologies available to us. Transfer line manufacturing and flexible manufacturing are few examples to illustrate.

With this level of technological support available to us, operation of an organisation provides much different challenges for managers to face. Today the problems of ‘How to do?’ nature in technological fields, usually have readymade answers. Now the focus is more on ‘why to do?’ or ‘who shall do’. The emphasis is more on strategically and human resource issues.

In this age of high-tech operations, if we extend our imagination it is possible to conceive of a factory, where automatically the raw material is picked up, processed, packed and dispatched. In such an organisation, the quality of output will depend on only, if the raw material is within specification, the machine computer is rightly set; all machines are properly maintained and so on. This means that quality of output basically depends on the compliance of systems and procedures.

The importance of systems and procedures was also appreciated during the development of quality systems and procedures. Quality control techniques were very useful and were largely adopted by industries and procedures. Quality control techniques were very useful and were largely adopted by industries and organisations. The basic approach was postoperative. The clues for corrections and improvements were received from the failures. Quality assurance concept came as solution to this need. The quality assurance systems are quality control applied in planning stage. The experts could draw ‘quality assurance plans’ in advance. This was an assurance to the customer that with these measures compiled with, the quality resets assured. The total success of a quality assurance plan consequently that of quality assurance system depended on the thorough compliance of quality assurance plan.

6.4.6 Quality conformance through 2^nd/3^rd partly inspection

For enhanced customer confidence, quality assurance plan often included the customer checkpoints. Wherever, if the customer could afford to depute their people for such QA checks, supplier and customer mutually accepted the quality level. Quality assurance thus practiced was effective to good extent. This had some practical difficulties. Calling of a customer from a geographically distant location was costly and sometimes not practically feasible. This problem was taken care by the provision of quality surveillance concept. The quality surveillance group was constituted by the supplier deploying his in depended people. They were held responsible for ensuring implementation of quality assurance plans, as if working on behalf of the customer .these type of checks were either project dependent or periodical .obviously no system could work economically which demanded cent per cent checks. This could be taken care through quality audits Quality audits are designed to ensure that quality systems are properly.

As we have seen above, the quality has developed along with technological and industrial growth .The implementation of quality principles has grown along with the technology and industrial. Japan has show a role model in implementation of quality models. They implemented the quality principle very sincerely in their systems. They proved the efficacy of these principles. Japan was sarcastically referred for quality during the period of Second World War. After three decades or so they became example of quality workman ship. Their quality system were effectively set. The European quality model of ISO 9000 was never a challenge for them. They are perceived to be already ahead in quality implementation than that demanded by these systems.

6.5 ISO 9000: Wider quality coverage

ISO 9000 brought grace to the quality function by legitimizing the broadened scope of quality. Quality earned a reputation of being a management technique rather than a subdued function. ISO 9000 encompassed all necessary activities of an organisation, ensured written procedures and compelled to maintain proof of working to the procedures. It demanded documented ‘Quality policy’ and earmarked responsibilities along with entrusted authorities. It laid a great emphasis on defined quality systems. All the elements are possibly brought into the purview of measurements. The management principle ‘You can manage only what you can measure’ holds good. The coverage was broad enough to include the chief executive and up to lowest worker. Focus was, however , on   aspects directly affecting the quality. The premise of ‘directly affecting quality’ could not cover some vital aspects like costs that have been incurred for quality attainment, requirements of welfare of employees, direct concern for environment and society.

Philip B Crosby four absolutes of quality:

• The Definition: Conformance with requirement
• The System     : Prevention not cure
• The measure   : The cost of quality
• The Target       : Zero defect-Right first time

The measure of quality i.e. the cost of quality has been left to be a concern of the organisation. The cost of quality is factually the cost of bad quality and includes all rejections and reworks in the plant and at the customer’s place.

6.6 The total quality culture

Studies revealed that all the organisations, those reached at the top performer level did not necessarily sustain their position. This reveals that earning profit and sustaining and maintaining growth need different measures. Experience showed that certain excellence criterion developed for excellence awards for performance of industries were including the necessary elements. Deming award and Malcolm Baldrrige award criteria showed that strength. The winner companies of Deming prize sustained their profitability while other companies were highly susceptible to external influence. Such criterion were considered for implementation of total quality management. The boost given by ISO 9000 proved a right step towards the Total Quality management culture. TQM was developing spontaneously in the industrial climate.

The total quality management principles involve the management approach of an organisation, aiming at long-term success. The approach is cantered on quality. The management shall be based on participation of all its members. The long term success will be attained through customer satisfaction, benefits to all members of organisation and benefit to society.

The various criterion selected for TQM model are divided into two sections. The business results are, however, most important for an organisation. Results are extracted due to people satisfaction, customer satisfaction and impact on society.

The business results are outcome of processes. Here TQM covers all the processes irrespective of their effect on quality. All the activities are part of TQM as it is total management. The processes function properly by optimum utilisation of resources. This basically is made possible by people management using right policies strategies. All the effective management is possible by right leadership.

The dimensions discussed above are to be managed effectively for total quality management culture. The concept is mainly dependant on continuous improvements. Many of the total quality dimensions are already being used by organisations. The comprehensiveness of concepts lie in application in totality. The ‘Divine Discontent’ is the intrinsic need of the organisation for improvement. First comparison could be with own past performance. Then bench marking will provide guidance for improvements. ‘Customer satisfaction’ may not be sufficient in today’s competitive environment, and therefore we have to strive for ‘Customer delight’.

The role of industry in society has also assumed a change. Today we do not see an organisation as profit generating unit only. Society expects some special obligations to be fulfilled. An organisation cannot grow if their intentions regarding social responsibilities are not fair. One may not be allowed to earn profits at the cost of public comforts. Pollution, noise, environment unfriendly activities if not controlled by state, these will be controlled by society through the media. Therefore the growth of industry continues if acceptance from the society is available. This has become a new dimension in growth of quality. The quality organisations, which plan to survive long and which plan to grow cannot afford to skip this important aspect of quality. This is not a measure of product quality but a characteristic which a quality organisation must possess and protect.

6.7 Conclusion

The world of today is very comfortable to survive. The world of today is very difficult to live. Maintaining existence is cumbersome. Everybody is aware. Information is readily available to all. Competition is global. The only route to success is to become excellent. Top performances grow. Indian market is also open to entire world. In such economic environment, growth can be guaranteed to ace performers only.

When market is open to a customer, the only way to win him on quality front is by providing “Customer delight” at comparably lower price. This could be accomplished only if the organisation has exploited every possible productivity enhancement measures. The other aspects could be selection of optimum strategies. This all may be possible if human resources are kept satisfied and environment is kept conducive for motivation. Their skills and knowledge kept up-to-date.

My point formula for growth in present environment is to achieve on the five fronts of Quality, Strategy, Productivity, Market price and Human resource management.

As we have seen above quality has always moved along with growth. It will be accompanying the growth in future also. We see no opportunities in the present scenario for poor quality. Quality is the order of the day and we have to maintain it.        

 

 Reference:

  G.K.Dixit, Quality Management, Bharat Heavy Electricals Ltd.,Bhopal