QUALITY MANAGEMENT

DIGITAL ASSIGNMENT-1

Varsha M
19MBA0110
I. CASE STUDY-1:
a) Discus how the practices that Tec Smart identified support Deming’s 14
Points

Techsmart have handled their operations with the support of Deming’s 14 points and that is the
key reason why Techsmart is successful for years.

 Create constancy of purpose for improving products and services

It is clear that TecSmart has an emphasis on Quality, Service and Value. This is additionally
strengthened by making arrangements and dispersing it down the association, wherein
leadership group can concentrate on three key values. By holding quarterly interchanges
meeting, senior leaders can strengthen their mission statement.
 Adopt the new philosophy.

The best way to learn is to teach something, this is what is followed at TecSmart. They are also
gathering inputs for strategic planning process. And provision is made for not only traning but
also learning through quality –relayed training sessions
 Cease dependence on inspection to achieve quality

It is too late to react to the quality of a product when the product leaves the door. Quality comes
not from inspection but from improving the production process. Inspection isn't expressly
tended to, yet dependent on di, which can include inspection, are routinely made.
 End the practice of awarding business on price alone; instead, minimize total cost by
working with a single supplier.

Price and quality go hand in hand.At TecSmart suppliers are associated with beginning phases
of an item advancement program. That suggests that there is a nearby working relationship
between the company and suppliers, and that cost concerns are examined and worked out to
limit quality issues.
 Improve constantly and forever every process for planning, production and service.

There is a need for constant improvement in test methods and for a better understanding of how
the customer uses and misuses a product
A process is set up to prepare employees in a 5-step problem solving process, and new
procedures are reported and variety in continuous procedures is checked for remedial activity.
 Institute training on the job.

Management needs training to learn about all aspects of the company from incoming materials
to customer needs, thus executives teaching courses at TecSmart University. provision is made
for 72 hours of training on service/quality topics, and sales, engineers, office staff, and
managers must all be trained.

 Adopt and institute leadership.

Leadership is evident in objective-selling, communication and teaching, planning complaint
resolution, and middle management coaching.

 Drive out fear, so that everyone may work effectively for the company.

Nobody can give his best performance except if he has a sense of safety. Employees ought not
be reluctant to communicate their thoughts or pose inquiries. At TecSmart the quarterly
communication sessions with top management, employee empowerment through self-managed
teams, and the annual employee surveys would do a great deal to reduce or eliminate fear.

 Break down barriers between staff areas

Teamwork is needed throughout the company.Teams and staff have been organized as senior
leadership set company objectives , they also participate in quarterly communications with
employees. TecSmart sets six sigma for most of its processes.
 Eliminate slogan, exhortations and targets for the workforce
At TecSmart goals are set and measurement processes are used , but exhortations are not
mentioned.

 Eliminate numerical quotas for the workforce and numerical goals for management
In spite of the fact that objectives are not plainly expressed if those are discretionary, numerical
or with variety, different strengths of the company show that it grasps process upgrades. Six
Sigma is a piece of their objectives which is about quality of its procedures,

 Remove barriers that rob people of pride of workmanship, and eliminate the annual
rating or merit system

Horly workers can make process changes with the agreement of only one person and sales
people are authorised to travel wherever they feel it necessary for customer servie.

 Institute a vigorous program of education and self-improvement for everyone.

An organization needs good people who are improving with education.Learning, training, and
education seem to all be inter-related at TecSmart.

 Put everybody in the company to work accomplishing the transformation

The company has taken action to institute quality on a number of fronts, already, the greatest
transformation for this company would be the innovation frm one to philosophy to another.

(b) Explain in detail about Malcolm Baldrige National Quality Award. How
do these practices support the Baldrige criteria? What actions would you
recommend that TechSmart do to improve its pursuit of performance
excellence using the Baldrige criteria?

The Malcolm Baldrige National Quality Award is the highest degree of national
acknowledgment for performance greatness that a U.S. association can get. Congress
established the Baldrige Program in 1987 to perceive U.S. companies for their achievements
in quality and business performance and to raise awareness about the significance of quality
and performance greatness in increasing a competitive edge.

To receive the Baldrige Award, an organization must have a role-model organizational

management system that ensures continuous improvement in the delivery of products and/or
services, demonstrates efficient and effective operations, and provides a way of engaging and
responding to customers and other stakeholders.

TecSmart’s practices to support the Baldrige criteria

1. Leadership

Senior leaders guide cross functional teams and Senior leaders participate in quarterly
communication meetings with employees.
2. Strategic planning
Senior management set company objectives. Each department operates to serve company's
objective

3. Customer and Market focus

All employees received CRM Training. Customer satisfaction data is acquired from sales
representatives. All complaints were handled by Vice president of sales. Meetings were held
with customers to identify requirements of their products

4. Information and analysis

Senior management set company objectives. Each department operates to serve company's
objective

5. Human resource focus

All employees were involved to discuss problems & issues. All employees were trained for
handling problems

6. Process management

Company collects operational data in every dept to evaluate information requirements.

Company has set Six sigma goals for its processes .All employees trained in 5 step problem-
solving process
Improvements for techsmart:

TecSmart Electronics has such huge numbers of "obvious" strengths. Be that as it may, strategic
arranging appears to be a territory where some improvement could occur. No notice is made
of how goals are set, benchmarks are chosen, or cycles of progress in the arranging process
occur. In pursuing performance greatness through Baldrige standards, the entirety of the
categories must be rehearsed thoroughly by TecSmart Electronics' employees and the top
management, since the said philosophy is different to them.

2. Quality Profiles:
Using u-Chart in a Receiving Process

I. U-CHART CALCULATION:
Ui = Di/Ni (no of error / no of slips)
Ubar = ∑Di / ∑Ni (Total no of error / Total no of slips)
UCL = Ubar + 3√ Ubar / Ni LCL = Ubar - 3√ Ubar / Ni

U CHART CALUCULATION FOR CBT&CO

Sample Slips(Ni) Errors(Di) ui=Di/Ni Ubar UCL LCL
1 87 15 0.1724 0.0934 0.1917 -0.005
2 79 13 0.1646 0.0934 0.1965 -0.010
3 92 23 0.2500 0.0934 0.1890 -0.002
4 84 3 0.0357 0.0934 0.1934 -0.007
5 73 7 0.0959 0.0934 0.2007 -0.014
6 67 11 0.1642 0.0934 0.2054 -0.019
7 73 8 0.1096 0.0934 0.2007 -0.014
8 91 8 0.0879 0.0934 0.1895 -0.003
9 94 11 0.1170 0.0934 0.1880 -0.001
10 83 12 0.1446 0.0934 0.1940 -0.007
11 89 12 0.1348 0.0934 0.1906 -0.004
12 88 6 0.0682 0.0934 0.1911 -0.004
13 69 11 0.1594 0.0934 0.2038 -0.017
14 74 8 0.1081 0.0934 0.2000 -0.013
15 67 4 0.0597 0.0934 0.2054 -0.019
16 83 10 0.1205 0.0934 0.1940 -0.007
17 79 8 0.1013 0.0934 0.1965 -0.010
18 75 8 0.1067 0.0934 0.1993 -0.012
19 69 3 0.0435 0.0934 0.2038 -0.017
20 87 8 0.0920 0.0934 0.1917 -0.005
21 99 13 0.1313 0.0934 0.1855 0.001
 22 101 13 0.1287 0.0934 0.1846 0.002
23 76 7 0.0921 0.0934 0.1986 -0.012
24 90 4 0.0444 0.0934 0.1900 -0.003
25 92 7 0.0761 0.0934 0.1890 -0.002
26 80 4 0.0500 0.0934 0.1959 -0.009
27 81 5 0.0617 0.0934 0.1953 -0.008
28 105 8 0.0762 0.0934 0.1829 0.004
29 80 8 0.1000 0.0934 0.1959 -0.009
30 82 5 0.0610 0.0934 0.1946 -0.008
31 75 3 0.0400 0.0934 0.1993 -0.012
32 92 8 0.0870 0.0934 0.1890 -0.002
33 69 13 0.1884 0.0934 0.2038 -0.017
34 86 6 0.0698 0.0934 0.1923 -0.005
35 85 13 0.1529 0.0934 0.1928 -0.006
36 101 5 0.0495 0.0934 0.1846 0.002
37 87 5 0.0575 0.0934 0.1917 -0.005
38 71 3 0.0423 0.0934 0.2022 -0.015
39 83 8 0.0964 0.0934 0.1940 -0.007
40 103 4 0.0388 0.0934 0.1837 0.003
41 82 6 0.0732 0.0934 0.1946 -0.008
42 90 7 0.0778 0.0934 0.1900 -0.003
43 80 4 0.0500 0.0934 0.1959 -0.009
44 70 4 0.0571 0.0934 0.2030 -0.016
45 73 11 0.1507 0.0934 0.2007 -0.014
46 89 13 0.1461 0.0934 0.1906 -0.004
47 91 6 0.0659 0.0934 0.1895 -0.003
48 78 6 0.0769 0.0934 0.1972 -0.010
49 88 6 0.0682 0.0934 0.1911 -0.004
50 76 8 0.1053 0.0934 0.1986 -0.012
51 101 9 0.0891 0.0934 0.1846 0.002
52 92 8 0.0870 0.0934 0.1890 -0.002
53 70 2 0.0286 0.0934 0.2030 -0.016
54 72 11 0.1528 0.0934 0.2014 -0.015
55 83 5 0.0602 0.0934 0.1940 -0.007
56 69 6 0.0870 0.0934 0.2038 -0.017
57 79 3 0.0380 0.0934 0.1965 -0.010
58 79 8 0.1013 0.0934 0.1965 -0.010
59 76 6 0.0789 0.0934 0.1986 -0.012
60 92 7 0.0761 0.0934 0.1890 -0.002
61 80 4 0.0500 0.0934 0.1959 -0.009
62 78 8 0.1026 0.0934 0.1972 -0.010
TOTAL 5129 479
 Chart Title
Sample Slips(Ni) Errors(Di) ui=Di/Ni
Ubar UCL LCL
100%

80%

60%

40%

20%

0%
1 3 5 7 9 1113151719212325272931333537394143454749515355575961

II. Would you recommend a separate chart for each error category for an
effective process control? What lessons can be learned from this case?

Yes, I would recommend a separate chart for each error category which will help to reduce the
error rate and also help to improve the process control associated with the package slips of the
manufactured electric components. The X bar chart and R chart can be used to control the
purchase order error and quantity error where it is variable information which will vary from
month to month. This X-bar chart will give a thought regarding purchase order how mean or
average changes over period of time and R chart will give insights about the variation of the
quantity orders in each purchase order for the electric components by giving range of quantity
in each purchase orders.

From this case I have learnt about how the production process can be controlled by monitoring
the behavior of each process units, discover the errors which arise between the internal systems
and furthermore help to discover the solutions for limiting the error rate to have the production
process in control. The use of SPC helps to improve the customer satisfaction which is principle
objective for any organizations to sustain in the market with the competitors