Question

INSTRUCTIONS (2000 Words)

The papers below cover the philosophies, tools, techniques, new products and processes and quality programs for effective implementation of Total Quality Management strategies. Students are required to do a critical review of these papers (papers are attached) and presents findings that are consistent or otherwise to the papers. Students can leverage on other related articles or publications to situate the review and these articles or publications must be properly referenced.

1^st PAPER IMPLEMENTING TOTAL QUALITY MANAGEMENT APPROACH IN GARMENTS INDUSTRY

Abstract

Rapid developments in international competition have obliged textile enterprises to take new approaches in order to gain a competitive advantage. The limits of acceptable quality levels for the enterprises have fallen back down to critical points due to the effects of liberal policies in international markets. Total Quality Management (TQM) keeps vital role in improving productivity, product quality and reduces manufacturing cost by reducing rework and scrape. TQM method has a great applicability in RMG sector. As RMG sector is the largest industrial sector of Bangladesh, Product Quality improvement can play a vital role in opening the doors of great opportunities for the country. To perform this study, we take help of the tools of TQM such as Flow chart, check sheet, Histogram, Pareto Chart, Scatter Diagram, Control Chart, Cause and effect diagram from various garment industries of Bangladesh to analyse collected data which were collected through observation method and it is found that a significant amount of rework and scrape per style, per month has minimized by applying this method. Implementing Total quality control applications are gaining in importance because the textile & apparel sector is a sector in which consumer expectations and preferences are of primary importance.

FRAMEWORK FOR LEAN SIXSIGMA AND KNOWLEDGE MANAGEMENT TO REDUCE COST OF QUALITY

Abstract

In today's world which is marked with competition in almost every sector of business; to survive and to get an edge over other industries; it is an ardent need to cater the diverse demands of customers without compromising on quality of products produced. Lean SixSigma which focuses on waste reduction is proven technique of process quality improvement in industry. For better quality management; companies now realizing the importance of data and knowledge generated during execution of processes and producing parts. Such recent trends are transforming present manufacturing scenario to next generation; namely industry 4.0, based on integrating industrial engineering philosophies with ICT's. This paper presents a literature review and its analysis concerning a possible framework for integrating strategies of Lean SixSigma and Knowledge Management to reduce Cost of Quality in Industry 4.0 perspective. In particular, analyzing current situation from which future research direction has been suggested.

NB: The full papers is attached and can be found here:

Framework for Lean SixSigma and Knowledge Management to reduce Cost of Quality

V.G. Surange1, Dr.S.U.Bokade2, Dr.S.N.Teli3
1Research Scholar, Department of Mechanical Engineering, Rajiv Gandhi Institute of Technology, Mumbai, India,
2Professor, Department of Mechanical Engineering, Rajiv Gandhi Institute of Technology, Mumbai, India,

QUESTIONS

1. Discuss five key areas in the two papers which were identified as specific problems in TQM and Lean Sixsigma to the case study organisations.                       

                                                                                                                                                                                                                                              

2. Examine two strengths and three weaknesses of the research methodologies (Research approach, design, sampling technique, data analysis tools etc.) used by both papers relative to the case study organisation in TQM and Lean Sixsigma.                                                               

                                                                                                                      

3. Evaluate five gaps identified in the literatures reviewed and justify how these gaps were addressed relative to improving the products and processes of the case study organisations.                                                                                                

4. Discuss five key findings of any of the papers, support these findings with current literatures and justify how these findings can improve TQM and Lean Sixsigma practices.             

                                                                                                                                   

Answer 1

a)

Common causes for TQM failure are

1. Lack of a genuine quality culture
2. Lack of top management support and commitment
3. Over- and under-reliance on statistical process control (SPC) methods

TQM has no specific destination and its changing limit is also endless. Organizations always try to improve as well as different techniques and tools are invented parallel customer expectation are enhanced

b)

Working Methodology:

Working methodology for this study into three major steps

1. Literature review has been conducted to identify the pillars required to implement TQM in practice. Articles that are related with TQM are reviewed to find out TQM framework.

2. A thorough study has been done to analyze the present condition of product quality. (Defining the Defects Name, Data Collection to find the Frequency of defects, Analysis with TQM tools). Primary data has been collected from various factories according to TQM framework. Collected data has been analyzed. Primary data has been collected through observation method as it was apparent that most of people who work in this industry are not aware about TQM techniques rather they are implementing those as a practice.

3. And finally by implementing Total Quality Management Approach (TQM Approach) in garments industry to analyze the improvement of product quality and productivity.

Strengths

TQM places a great deal of responsibility on all workers. If employees are to identify and correct quality problems, they need proper training. They need to understand how to assess quality by using a variety of quality control tools, how to interpret findings, and how to correct problems.

Processes and products should continually be improved. There is no end to the improvement process. This is true for even the best of the best companies. Total quality management never ends

Companies that have attained the benefits of TQM have created a quality culture. These companies have developed processes for identifying customer-defined quality. In addition, they have a systematic method for listening to their customers, collecting and analyzing data pertaining to customer problems, and making changes based on customer feedback.

Weakness

The definition of TQM may sound simple, but the implementation of it in practice requires an organizational culture and climate. It takes time and patience to complete the process. The process does not occur overnight, the results may not see for a long period of time. Some experts say that it takes up to ten years to fully realize the results of implementing quality management. There are several steps that must be taken in the process of shifting to quality management in an organization

c)

Gaps

Recommendationsn to the companies

1. Training to understand TQM and enhance commitment throughout the organization.
2. Building efficient supply chain Management with collaborations of supplier and other market intermediaries.
3. Establish efficient communication chain for flow of information with the help of information technology
4. Provide proper motivation to the supplier and customer.

d)

Findings(Framework for Lean SixSigma and Knowledge Management to reduce Cost of Quality)

The poor KM contributes to Cost of Poor Quality (COPQ) and that optimizing KM-that is, harnessing and integrating knowledge across boundaries can reduce COPQ, thereby leading to improved project performance from the overall project management perspective, increased customer satisfaction and improved industry reputationFound that KM had a positive impact in reducing these costs

If the organization effectively implements the proposed frame(PROPOSED FRAMEWORK FOR COQ REDUCTION), the following major benefits will be achieved.

1. Prompt top management to take up improvement projects (rather than expressing data in technical terms like defect rates; monetary terms are more influential for top management.).
2. Incorporate all the separate quality activities into an overarching quality system and monitor performance across the organization.
3. Provide a communicating channel between line and top management
4. Identify the need for action to decrease costs of poor quality
5. Improve managerial planning, control and decision-making
6. Identify, prioritize and select projects
7. Contribute in financial benefits of process improvement.

From the literature review it is clear that Cost of Quality, Six Sigma Methodology, Lean and Knowledge Management are very important tools and are supportive to each other. However, when it comes to co-relation and integration of all these four important tools in the literature survey, we are finding about 30 percent co-relation only. It is clear from the literature survey that all these tools are very important and vital and so there is need for integrated approach of Six Sigma, lean, knowledge management and cost of quality.

Lean Six Sigma and Knowledge Management philosophies both are equally significant for Reduction in Cost of Quality and performance excellence in organizations. According to mentioned studies, utilizing powerful tools of KM have efficient influence on deployment and promotion of Six Sigma projects and its efficiency promotion. It is important to perform such activities that continuously strengthen the organization and gain the objective of performance excellence. Lean Six Sigma and Knowledge Management philosophies for high performance with the help of common enabler this is organizational culture

Findings (IMPLEMENTING TOTAL QUALITY MANAGEMENT APPROACH IN GARMENTS INDUSTRY)

The most important factor in the success or failure of TQM efforts is the genuineness of the organization’s commitment. Often companies look at TQM as another business change that must be implemented due to market pressure without really changing the values of their organization.

Another mistake is the view that the responsibility for quality and elimination of waste lies with employees other than top management. It is a “let the workers do it” mentality.

A third common mistake is over- or underreliance on statistical process control (SPC) methods. SPC is not a substitute for continuous improvement, teamwork, and a change in the organization’s belief system.

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