Quality Total

Implementing supply chain changes is not unlike other change programs that have either been used in the past or are current today. The total quality philosophy and toolset are as relevant as they have been since their inception. This philosophy includes dissatisfaction with the status quo, satisfying customers, a process rather than an organization orientation, and extensive use of teams. 

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The specific character of NDT related to the quality assessment of safety critical products and objects requires constant analysis and continuous improvement of processes and their interconnection. Sometimes interaction of processes is very complicated (Figure 3) therefore the processes have to be systematized and simplified when possible to realize total quality management in NDT. 

Farley J M Total Quality in NDT Operations - The role of National NDT Societies , 13th World NDT Conference, San Paolo, Brazil, 1992... 

Total Quality Management. Total quahty management (TQM) is the term which encompasses all of the continuous improvement activities with the goal of world class quahty. This corporate culture sets up the conditions for a climate favorable to companywide improvement. 

Up to 90% of the total quality cost is due to failure, both internal and external, with around 50% being the average (Crosby, 1969 Russell and Taylor, 1995 Smith, 1993). A survey of UK manufacturing companies in 1994 found that failure under the various categories was responsible for 40% of the total cost of quality, followed by appraisal at 25%, and then prevention costs at 18%. This is shown in Figure 1.6. Of the companies surveyed, 17% were unsure where their quality costs originated, but indicated that these costs could be attributable to failure, either internally or externally. 

This first example applies to UK industry in general. The turnover for UK manufacturing industry was in the order of 150 billion in 1990 (Smith, 1990). If the total quality cost for a business was likely to be somewhere in the region of 20%, with failure costs at approximately 50% of the total, it is likely that about 15 billion was wasted in defects and failures. A 10% improvement in failure costs would have released an estimated 1.5 billion into the economy. IBM, the computer manufacturer, estimated that they were losing about 5.6 billion in 1986 owing to costs of non-conformance and its failure to meet quality standards set for its products and... 

A recent survey of companies in the automotive and aerospace industry found that many companies are unaware of the benefits that can be gained from the utilization of quality tools and techniques. The adoption of BS EN ISO 9000 (1994) and Total Quality Management (TQM) strategies might be expected to increase the utilization of methods. However, the extent to which companies utilize methods is more strongly related to annual turnover than employee count, therefore the use of tools and techniques is dominated by large companies (Araujo et al., 1996). 

Clausing, D. 1994 Total Quality Development. NY ASME Process. 

Noori, H. and Radford, R. 1995 Production and Operations Management Total Quality and Responsiveness. NY McGraw-Hill. 

Radovilsky, Z. D., Gotcher, J. W. and Slattsveen, S. 1996 Implementing Total Quality Management statistical analysis of survey results. International Journal of Quality and Reliability Management, 13(1), 10-23. 

Schonberger, R. 1992 Total Quality Management Cuts a Broad Swathe - through manufacturing and beyond. Organisational Dynamics, Spring, 16-27. 

Bringer, R. P., and Benforado, D. M., "3P Plus Total Quality Environmental Management, Proceedings of the 85th Annual Meeting, Air Waste Management Association, Kansas City, June 1992. 

Combining the practice of preventive maintenance and total quality control and total employee involvement results in an innovative system for equipment maintenance that optimizes effectiveness, eliminates breakdowns, and promotes autonomous operator maintenance through day-to-day activities. This concept known as Total Productive Maintenance (TPM) was conceived by Seiichi Nakajima and is well-documented in his book Introduction of TPM and is highly recommended reading for all involved in the maintenance area. 

Total Quality Management—diseussed in the first edition as Modern Quality Control. 

Excess resources can contribute to the Total Quality Management continuous improvement process Spare capacity provides resilience to unusual demands. Increasing resources does not necessttnly meitn more people, but it may be achieved by better design of jobs, equipment, or procedui.. s. 

Quality systems can address one of the quality goals or all of them, they can be as small or as large as you want them to be. They can be project-specific, or they can be limited to quality control that is, maintaining standards rather than improving them. They can include Quality Improvement Programs (QIPs) or encompass what is called Total Quality Management (TQM). 

PSM buiids on what is in piace, and seeks to integrate safety issues into ongoing business operations"as opposed to imposing an eiaborate exter-nai structure. The goais of PSM are process-oriented, not procedure-driven, and reflect the Total Quality Management principle of continuous improvement. 

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. 

User feedback should be obtained periodically, not just at the time of installation. As users gain familiarity with PSM systems, they may identify potential system breakdown points and improvement opportunities. In addition, evaluation of trends in the responses from survey to survey can help to Identify areas needing improvement and measure your success in improving systems. Where user survey responses suggest an improvement opportunity, you should involve those users in defining the opporhmity and in its analysis. The tools of Total Quality Management can be veiy useful in this effort. 

Sociotechnical approach (control of error through changes in management policy and culture) Occupational/process safety Effects of organizational factors on safety Policy aspects Culture Interviews Surveys Organizational redesign Total Quality Management More frequent in recent years... 

This section provides an overall structure within which the different aspects of data collechon and incident analysis methods can be integrated. The importance of effective data collection systems as part of the continuous improvement process in Total Quality Management. 

Frank Caropreso (ed.). Making Total Quality Happen, Report No. 937, The Conference Board, Inc., New York, N.Y., 1990. 

Chemical Manufacturers Association, Questions of Quality, Integrating Process Safety and Total Quality A Roadmap, Toolguide Toolbox, 1995. 

Abhay K. Bhushan, Economic Incentives for Total Quality Environmental Management, IEEE, 1993. 

Griff Holmes and William Leslie, Management of Change and Total Quality Management Programs, Westinghouse Electric Corporation, 1993. 

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