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DMQ 30262





                 Phase 7: Plan for the Future



                 The objective of this phase is achieving proved levels of process performance. Regardless
                 of how successful initial improvement efforts are, the improvement process continues. It is

                 important to remember that TQM addresses the quality of management as well as the
                 management of quality. Everyone in the organization is involved in a systematic, long-term

                 endeavour to constantly improve quality by developing processes that are customer
                 oriented, flexible, and responsive.



                 A key activity is to conduct regularly scheduled reviews of progress by the quality council
                 and/or work group. Management must establish the systems to identify areas for future

                 improvement and to track performance with respect to internal and external customers. They
                 must also track changing customer requirements.



                 They also playing an important part in the management of continuous many problem-solving
                 approaches have been incorporated into software to the continuous improvement process
                 for organizations. According to a survey, 88% of the respondents indicated that their

                 organizations or similar technology to aid in the improvement process.


                 Note that there are many similar approaches to problem solving that deviate slightly from the

                 one presented here; however, all such approaches provide similar features. The Federal
                 Communications Commission (FCC) used a similar problem-solving approach when it began

                 its quality effort in 1990. Their seven-step approach to continuous improvement included
                 identifying improvement opportunities, prioritising and selecting potential improvements,
                 analysing root causes, developing alternatives and selecting choice solutions, testing of

                 solutions, implementing them, and tracking the effectiveness of the solutions.


                 Example 5.1


                 BREAKROOM CLEANLINESS CONSTRAINTS

                 1. IDENTIFY (FIND PROBLEM)
                 Break-room is not always clean.
                 2. EXPLOIT (DEFINE CAUSES AND CURES)



                 CAUSES:

                 People put their feet on the tables & benches, throw gum on the floor, leave open cans in the
                 refrigerator, do not clean up the table after eating.

                 KKTM Kuantan                              70                                    DMQ 30262
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