Continuous improvement personnel

Many companies have adopted Total Quality Management as a way to promote continuous improvement in a broad range of business applications. TQM considers all business activities as processes, each one of which involves specific customer-supplier relationships. These relationships may be entirely internal, defined in terms of the process under study. For example, delivering efficient electronic mail service is a "process" in TQM terms. The "customers" for your company s electronic mail system are the employees who use it the "supplier" may office services, MIS, or other support personnel. 

Several teachers contributed to the development of this textbook we are grateful to their principals for making this possible. We are indebted to the institutions and organisations which have generously permitted us to draw upon their resources, material and personnel. As an organisation committed to systemic reform and continuous improvement in the quality of its products, NCERT welcomes comments and suggestions which will enable us to undertake further revision and refinement. 

In addition, the necessary understanding, motivation, and capabilities have to be created to ensure sustainability and continuous improvement by means of formal training as well as personnel development planning supported by regular coaching and feedback sessions. 

It is critical to the success of the implementation and continued maintenance of a quality program that management commitment is constantly visible to the company s employees. Management that clearly support quality by way of leadership and adequate resource allocation is more likely to secure and retain committed and enthusiastic employees. Executive management that does not walk the talk is likely to be viewed as duplicitous and not genuinely committed to the corporate quality mission. Employees should be encouraged to become involved and take ownership of compliance enhancements and continuous improvements in their specific areas. Individual personnel efforts should be directed by the company s overall program of continuous improvement and forward quality. 

Represents a system that incorporates 100% of the essential elements required by the applicable regulations, current industry, standards, and FDA expectations for this type of company and has achieved a high level of personnel compliance to internal procedures and FDA regulations. (A formal program for continuous improvement is in place and is well underway.)... 

Computer validation should not be undertaken unless fundamental validation controls have been fully understood and implemented within the pharmaceutical or healthcare company s organization. Here we allude to properly qualified personnel, effective document management and change control systems, internal audit procedures, methods of managing the deviations from standard practice thereby exposed, and a culture of continuous improvement (see Chapter 4 for more details). Senior management must not fall into the trap of assuming through complacency or idleness that these controls have been fully instituted In most firms there is usually much that still needs to be done in these areas. Let us examine these controls a little more closely. 

Teamwork is essential for the successful ISO 9000 implementation as well as for the development of the management system and to cultivate a continuous improvement culture throughout the work force. Team building should begin at the outset of the project. The initial role of the team(s), led by a facilitator—preferably in the role of a project manager—is to closely examine the existing systems and methods in place and question their applicability in the current environment. The requirements of the customer must be translated into departmental requirements and their impact assessed. Customer personnel will often communicate with different levels and functional areas of the enterprise ... 

Constantly improve the hazard control functions Leaders, managers, and hazard control personnel must endorse the philosophy of continuous improvement. 

Subsequently, system control was introduced, through defining preconditions for the prime processes, such as well-trained personnel, adequate premises and equipment. Continuous improvement was going to be supported by, among others. Root Case Analyses and Systems for Corrective and Preventive Actions (CAPA). The need was recognised of structured decisions based on (Quality Risk Management (see Chap. 21). 

Using the comment data will allow site personnel to target areas of improvement and demonstrate to workers that their input is critical and an important component of the program. If at-risk behaviors are occurring in certain areas, then this is an accident waiting to happen. If there are barriers to safe performance, then continuous improvement is deterred. The most common barriers to safe performance are... 

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