9/13/2009

[TOTAL 
QUALITY 
MANAGEMENT] 

Prof. Deepesh Mahajan

 T.Q.M

“Quality must become a habit”

ƒ Quality lies in the management of quality.
ƒ According to Juran :Quality is the fitness for use.
ƒ ISO defines Quality as “ Quality is the totality of
characteristics of an entity that bear on its ability to
satisfy stated and applied needs.”
Dimensions of Quality
ƒ For Product
ƒ Performance.
ƒ Features.
ƒ Reliability.
ƒ Conformity of performance.
ƒ Durability.
ƒ Serviceability.
ƒ Aesthetics (looks, feels, taste, smell)
ƒ Perceived Quality.
ƒ For Services
ƒ Timing.
ƒ Timely -ness.
ƒ Completeness.
ƒ Courtesy.
ƒ Consistency.
ƒ Accessibility and convenience.
ƒ Accuracy.
ƒ Responsiveness.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Deming and Crosby says -There must be an awakening to

the crisis, followed by action, management’s job – Man can
accomplish the transformation, hardware (systems &
machinery) can not. A company can not buy its way in to
quality.
7 deadly diseases which causes crisis
ƒ Lack of constancy of purpose.
ƒ Emphasis on short term profits.
ƒ Evaluation by performance, merit rating, or
annual review of performance.
ƒ Mobility of management.
ƒ Running a company on visible figures only.
ƒ Excessive medical cost for employee health care.
ƒ Excessive cost of warranty.
ƒ No long range plans for sustaining.
ƒ Lack of vision for development.
ƒ Overlooking individual performance due to in
adequate reporting system.
ƒ Frequent job and policy changes at higher
management level.
ƒ Overlooking customer’s value.
ƒ Health care burden.
ƒ Legal & security charges.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Deming's 14 points :( Remedy for diseases)

1. Create constancy of purpose for improvement of product
and service.
2. Adapt the new philosophy.
3. Cease dependence on mass inspection.
4. End the practice of awarding business on the price tag
alone.
5. Improve constantly and for ever the system of production
and service.
6. Institute Training.
7. Institute leadership.
8. Drive out fear.
9. Breakdown barriers between staff.
10. Eliminate slogans, exhortations, and target for the work
force.
11. Eliminate numerical quotas.
12. Remove barriers to pride of workmanship.
13. Institute a vigorous programme of education & training.
14. Take action to accomplish the transformation.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

ƒ Quality is (a) product performance that results in

customer satisfaction & (b) freedom from product
deficiencies, which avoids customers dissatisfaction.
In short it can be said that it conveys “fitness for use”.
ƒ Trilogy parts:
* Quality Planning.
* Quality Control.
* Quality Improvement.
Juran’s Triology

Juran’s Breakthrough Sequence

ƒ Breakthrough in attitudes.
ƒ Identify the vital for projects.
ƒ Organize the breakthrough in knowledge.
ƒ Conduct the analysis.
ƒ Determine how to overcome the change.
ƒ Determine how to overcome resistance to change.
ƒ Institute the change.
ƒ Institute controls.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Jurns Trilogy

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

1. Build awareness and need for improvement.

2. Set goals for improvement.
3. Organize to reach for the goals { establish quality
council, identify problems, select the process to be
improved, appoint teams, train facilitators & team
members.}
4. Provide training throughout the organizations.
5. Carry out projects to solve the problem.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep scores.
10. Maintain momentum by making actual improvement
part of the regular system and process of the company.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

ƒ People are untapped resources.

ƒ People who do the work are in the best position to
improve organizational process.
ƒ Continual improvement.
ƒ Values drive behavior.
ƒ Prevention as opposed to detection.
ƒ Organization wide involvement and commitment.

ƒ Overselling T.Q.M.
ƒ Setting mediocre expectations.
ƒ Poorly or inadequately diagnosing the situation.
ƒ Failing to train personnel.
ƒ Making continuous improvement too complex and un
natural.
ƒ Behaving inconsistently.
ƒ Failing to recognize and celebrate success.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

New Strategic Scientific

Leadership Planning Mgmt.
Theory

Corp. Group
Culture Dynamics

Org. T.Q.M.
Training &
Development
Dev.

Sociotech. Achievement
System Motivation

Linking Pin Employee

Org. Dev.
[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
Key success factors for T.Q.M
ƒ Clear aims and objectives.
ƒ Support & commitment of top management.
ƒ Sufficient time devotion for T.Q.M.
ƒ Resources for T.Q.M.
ƒ Personal qualities (vision, honesty, courage,
determination)
ƒ Careful analysis and planning.
ƒ Steering group to manage change.
ƒ Adoption of ethical approach.
PDCA Cycle: Shewhart & Deming

Act Plan

Check Do

P- Establishing plan or standards for achieving your goals.

D- Enacting the plan or doing.
C- Measuring and analyzing the results.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
A- Implementing the necessary reforms when results are not
originally planned.
7 steps for PDCA
ƒ Choosing the control subject.
ƒ Choosing unit of measure.
ƒ Setting up standards.
ƒ Creating sensing device (for measuring).
ƒ Conducting measurement.
ƒ Interpreting difference between actual & standards.
ƒ Decision making and acting on the difference.
Kaizen
The continuous improvement concept:-
ƒ A Japanese concept that defines the role of
management’s role in continuously encouraging and
implementing small improvements involving everyone. It is
the process of continuous improvement in small increments
that make the process more efficient, effective, controllable,
and adequate.

Objectives:
ƒ Managerial practices, which must broaden the
perspectives while increasing involvement.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
ƒ Shifting values which are socially or culturally a drift as
far as quality is concerned.
ƒ Organizational effectiveness- the agenda of leadership,
motivation and goal setting.

Quality Process Driven

awareness,
Control

Standardization Total employee

Involvement

Kaizen
Customer Good I/R
orientating

Reducing waste Effective

leadership

Visibility &
control Adaptability to
change

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
Focus of Kaizen
Features Kaizen Innovations
Effect Long Term & un Short Term & dramatic
dramatic
Pace Small Steps Big Steps
Timeframe Continuous & Intermittent
Constant
Change Gradual & Constant Abrupt & Volatile
Involvement Everybody Selective
Approach Collective Effort Individualism
Mode Maint./Improvement Scrap & Rebuild
Effort orientation People Technology
Practical Little Investment & Large investments.
Requirement huge effect
Evaluation criteria Process & Efforts for Results for profits.
better results.
Advantages Works well in slow Better suited for fast
growth economies. growth economy.
Spark Conventional Know-
how & state of the art

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

ƒ Total Quality Management is a system approach to management

with the aim of continuously improving the value to customers by
designing and continuously improving organizational process and
systems.
ƒ Liberalization and post reforms process has paved the way for
quality thinking.
ƒ Firms producing consistently high quality products and services
and offering them at competitive prices have a strong advantage.
T.Q.M & Business Strategy

The above picture indicates the nature of T.Q.M. in the form of all
pervasive function.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Quality Business Plan

* Quality Mission for the Organization.
* Quality strategy, policy to be adapted.
* Principles and values to be shared.
* Organization and the processes.
* Education plan to involve the employees.
* Tactical plans for implementation of the process.
* Resources required for implementing the plan.
* Quality goals and criteria for measurement.

ƒ Improving services to the customers.

ƒ Improving business reliability and operating efficiency.
ƒ Improving or developing people involvement and commitment.
ƒ Improving company employee communication.
ƒ Establishing clear departmental goals.
ƒ Facilitating open style management and team building.
ƒ Achieving accreditation to Results.
ƒ Visible improvement in leading towards total quality.
ƒ Recognition and appreciation of efforts and success of individuals
and teams.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
ƒ Support of total quality by provision of appropriate resources and
assistance.
ƒ Involvement with customers and suppliers.

ƒ Top Management Involvement.

ƒ High level aspiration- clarity of subjects/ objects.
ƒ Tracking methodology for the progress.
ƒ Mobilizing employees, appreciation, appraisal.
ƒ Formulation of optimal organization structure.
ƒ Proper education and training.
ƒ Minimizing bureaucratic setup.

ƒ What is 6 Sigma ?
ƒ Six Sigma is a business concept that answers customers demand
for high quality and defect free business processes. This concept
works on abandoning the uncertainty of goals and forecasts.
ƒ This concept was developed by Motorala in 1987. Sigma is a
Greek alphabet used in Statistics as a symbol of Standard
Deviation.

ƒ The concept of 6 Sigma is carried out in projects of DMAIC i.e.

ƒ D- Define.
ƒ M- Measure.
[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
ƒ A- Analyze.
ƒ I- Improve.
ƒ C-Control.

6 Sigma Implementation

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Establishing Information Training

management Gathering
Commitment

Business
Developing Conducting
Processes to
Monitoring 6 Sigma
be improved
System Projects
are chosen

6 Sigma Dimensions

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

QUALITY CIRCLE
The quality circle (QC) is a small group of people who voluntarily perform quality
improvement activities within the workshop or work area to which they belong. This small
group with every member participating to the full, carries on continuously, as a part of
companywide quality improvement activities, self-development and mutual development,
control and improvement within the workshop or work area utilizing quality management
techniques.
The most commonly accepted definition of quality circle originated in Japan which explains
the essence of QC philosophy is as follows:
The qua1ity circle is a small group of employees in the same work area or doing a similar
type of work who voluntarily meet regularly for about an hour every week analyze and
resolve workre1ated problems, leading to improvement in their total performance and
enrichment of their work life.
This definition has the elements such as:
(1) A Group of persons;
(2) In the same work area or doing similar type of work;
(3) Voluntary participation;
(4) Meet regularly for about an hour every week
(5) To identify or analyze and resolve work-related problems;
(6) Leading to improvement in their total performance and
(7) Enrichment of their work life.
Poor quality of work life is a disease, the symptoms of which are:
High absenteeism and turnover, Poor quality of products, Low productivity,
Human relations conflicts, Non-involvement and apathy.
A good quality of work life must strive for the realization of common goals. It is a system of
creative and democratic effort for raising the economic well being of all people in an
organization. QCs are Instrumental in improving quality.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
Basic Structure of Quality Circle in any organization:

Top Management:
Top Management must play an important role by attending the orientation courses specially
designed for them. They must inform all employees about their decision to implement the
QC programme in the company.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Whenever QCs projects are presented, the top management should invariably attend those
meetings. They must address the different training courses on QCs organized for various
lower levels of management and workmen. The top management must express verbally as
well in writing their support and commitment to the QCs programme.
Steering Committee:
This is an apex body at the highest level of the unit/division, which oversee the functioning
of QC circles in the unit/division and served as an advisory body. The committee is headed
by the chief executive of the Unit/Division and its meetings are convened at least once in
two/three months by the Manager of the co-coordinating Department. Other members of the
committee will include the heads of departments. Special invitees to the Managing Director
or CEO of the factory or organization must be the Chairman and all H.O.Ds members of the
Steering Committee (SC). It must have members from various relevant departments.
Duties of the QCs Steering Committee:
(I) To define the ultimate goals of the QCs programme.
(ii) To formulate long-range plan for the programme viz. organizing the circles, selection of
departments, formulating policy on QCs promotion, evaluation, incentives, training, etc.
(III) To select the facilitator and provide support by allocating maximum resources.
(iv) To stimulate and regulate the QCs meetings.
(v) To attend the QCs project presentations meeting facilitators, and representatives of
Industrial Engineering and Public Relations Depts.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
Scope and Activities of the Steering Committee are:
- To take an overview of the operation of Quality Circles,
- To establish the programme objectives and resources,
- To provide policy guidance and direction,
- To promote Quality Circles in the organization,
- To obtain feedback from facilitators and review circles' activities,
- To meet regularly once in two months with the facilitators, and
- To attend "Management Presentations" by Circles.

Middle Management:
A committed middle management is necessary for the success of the QCs programme. They
must establish the departmental work programme in line with the steering committee
programme viz., deciding about the number of circles in each section, the circles meeting
time and facilities, etc.
Their commitment must include:
(I) Attending some QCs meetings through their selected members;
(II) Personal follow-up of QC5 activities and training programmes;
(III) Provision of resources for circle activities; and
(IV) Organization of supervisors' circles.
Facilitator:
Facilitator is usually a Manager or Senior Manager of the shop department/section.
Role:
He is responsible for building and directing the activities of the Quality Control Circles in
his area and enthuse other executives also to get involved in supporting Quality Circles
activities.
Functions:
- To attend Quality Circle meetings, at least for brief periods,
- To assist the leader in the training of the members of the circles and reinforcing the leader's
skills,

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
- To guide the circles to focus attention on their work related problems and catalyze circles
activities,
- To coordinate and obtain the support and assistance from other functional areas whenever
required by the circles,
- To act as an intermediary in resolving circle problems,
- To work closely with the Steering Committee, as an invitee,
To organize mid-term and top management presentations,
- To resolve operational problems/hurdles faced by the Quality Control circles, and
- To catalyze other executives to facilitate the successful working of Quality Control Circles.
Leader
A leader is chosen by the members of a Quality Control Circle among themselves and could
be the natural hierarchical foreman, supervisor or charge hand or any other member.
Members could also decide themselves to have rotation of leaders after each project is
completed, in order to provide leadership opportunities to every member, in turn.
Role:
A leader shall function as a first among equals and shall be responsible for the effective
performance of his circle.
Functions:
- To train the members with the assistance of the facilitator/coordinator,
- To maintain a high degree of cohesiveness in his team,
- To involve every member in the circle meetings/activities,
- To bring about a consensus approach (democratic) in problem solving,
- To chalk out action plans and assign roles to members,
- To maintain progress records/minutes of circle meetings,
- To interact with other functional areas in problem solving,
- To review progress vis-à-vis goals/objectives set for themselves,
- To arrange for mid-term and top management presentations, and
Catalyze non-members to join existing circles or start new ones.

Members
[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
Members of a Quality Control Circle area small group of five to eight persons from the same
work area or doing similar type of work, who voluntarily from a Quality Control Circle.
Once a circle is formed they remain as permanent members of the Circle, unless they leave
the work area for good.

Role:
To contribute actively to the effective functioning of their QC Circle, aiming at better
performance of their work area in every aspect.

Functions:
- To meet regularly (say, an hour in a week) and actively participate in circles meetings.
- To assist the leader in data gathering, record-keeping and interacting with other areas etc.
- To catalyze generation of cohesive team working in the work-area.
- To strive for the highest standards of performance of the circle.
- To involve in the improvement of the total performance of the organization.
- To take part in the mid-term/top Management presentation.
Co-coordinator:
Role:
To coordinate the activities of Quality Control Circles on behalf of the management and
carry out such functions as would make the operation of Quality Control Circles smooth,
effective and self-sustained.
Functions:
- To register Quality Circles in the unit/division.
- To liaise with the facilitators for ensuring regularly of circle meetings, a mid-term
presentations etc. and to analyze activity level charts.
- To convene Steering Committee meetings and circulate record notes thereof.
- To organize systematic documentation of Quality Circles case studies and publishes their
compilation annually.
- To organize top management presentations in co-ordination with the facilitators.
- To give assistance to circles, whenever asked for.
[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
- To conduct opinion surveys, to assess intangible gains from time to time.
- To publish newsletter on Quality Control Circle activities in local language.
- To prepare training material for leaders/facilitators in conjunction with training department.
- To organize training programmes for facilitators and leaders in collaboration with the
training department.
- To organize lectures, seminars, conferences, exhibitions, etc. on Quality Circles.
- To publish periodicals, pamphlets, etc. for the promotion of Quality Control Circles.
- To provide display boards of Quality Control circles in the shops/areas where quality
control circles are functioning.
- To expose all employee at the grass-roots and different levels of executives to the concept
of Quality Control through audio-visuals and lectures.
- To disseminate knowledge by circulating information and news on Quality Control Circles
from journals/books.
- To develop schemes for the recognition of Quality Control Circle for the contributions
made by them.
- To organize presentations of Quality Control circles case studies in sister units for mutual
exchange of ideas.
- To organize annual, bi-annual conventions of Quality Control Circles.
- To organize six-monthly/annual social get- together of Quality Control Circle members,
facilitators and Steering Committee members.

_____________

Quality is never an accident; it is always the result of an intelligent effort. John Ruskin
I keep six honest serving men, they taught me all I know-their names are what and why and
where and when and how and who. Rudyard Kipling's rhyme
`Quality'.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
(I) "The features and characteristics of a product or service which bear upon
its ability to satisfy a stated or Implied need" (ISO 8402).
(II) "Conformance to specifications."
(Ill) "Fitness for purpose."
(IV) "Meeting customers' requirements, and exceeding their expectations."
(V) "Doing things right first time."
Elements of ISO 9000:
Management Responsibility. This element requires the supplier's management to have a
policy and ensure that this is understood by all employees. Often this means issuing each
employee with copy of a policy statement or alternatively prominently displaying the policy.
The standard specifies five specific areas to do with the acting and recording of quality;
Problems and the appropriate controls and corrective actions. Adequate resources for
verification activities are required and particular note should be taken of the need for trained
personnel in the areas of management, performance of work and verification activities
including audits. A management representative who has ultimate responsibility for the
quality system needs to be identified. This is usually the quality Director in the case of large
companies, the quality manager in medium sized companies and the owner/manager for
small companies.
2.Quality system. This element basically requires that the quality system should be
documented in terms of policies, procedures and instructions.
3.Contract review. This element states that the customer's requirements should be formally
reviewed to ensure that the supplier is capable in terms of both technical. The record of such
reviews should be properly maintained.
4.Design Control. This element requires that the design process should be documented and
planned correctly. Both the design inputs (specification) and design outputs (drawings etc.)
should be formally documented. The supplier shall review the designs to ensure that the
outputs meet the input requirements and that any changes to the designs are properly
controlled. Any changes to the documents should be recorded properly.
5.Documents Control. All the documents should be readily available as and when required
for verification.
[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
6.Purchasing. This element basically requires that the supplier should use assessed
subcontractors. While the standard does not compel a supplier to use only ISO 9000
approved sources but this is an obvious and convenient approach. All purchasing documents
should specify in precise terms and who has approved them.
7.Purchaser-supplied product. Where a customer `free-issues' equipment raw materials to the
supplier, the standard required should be properly protected and their identity maintained.
8.Product identification and their identity.
The requirement of the product or service to be correctly identified through out the
production process. If it is required explicitly by the customer then the traceability back to
the consignment batches of raw materials should be maintained.
9.Process control. The supplier is required to have formally documented work processes for
all operations affecting quality. Process, equipment and personnel should all be capable of
meeting the requirements. Processes should have particular attention paid to their capability,
control and the standards of workmanship required.
10.Inspection and testing. The supplier shou1d ensure that incoming goods are verified and
specifically tested. Thus, the standard does not compel 100 per cent inspection before use. If
required urgently, then a concession is required so that goods are capable of being recalled.
Final release should only be allowed when the finished product has passed the specified test
requirements. Records of the testing undertaken shall be kept indicating the person(s)
responsible for testing and the acceptance criteria applied.
11. Inspection, measuring and test equipment. This element of the standard is affectionately
called the `calibration' section. Basically, it requires that the equipment used to check
conformance of the product is in good working order and in a known state of calibration. The
standard requires that measurement certainty be known. This is often difficult with certain
subjective tests. The calibration should be traceable to established International standards.
The standard does not specify which equipment should be calibrated and how often.
However, the periodicity of calibration is regulated, by the requirement to assess previous
inspection data. Records of the calibration information must be maintained.

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M
12. Inspection and test status. This element requires that the supplier sha1l identify whether a
product has been tested or not. If tested, whether it passed or failed. Many different
approaches to identify test status are allowed including labels, segregation test records, etc.
13. Control of- norm-conforming product. The supplier shall establish and maintain
procedures to ensure that product that does not conform to the specified requirements, is
prevented from inadvertent use or installation. Control shall be exercised for identification,
documentation, evaluation, segregation (when practical), disposition of conforming product
and for notification to the concerned functions. The customer can require in the contract to
be told of any concession. Any rework shall be undertaken in line with the documented
procedures.
14. Corrective action-This element of the standard requires the supplier to continuously
review and amend the quality system in the light of non conformances. The supplier shall
review what went wrong, why and what to do to prevent its recurrence. He must also analyze
the system regularly to detect and correct potential non-compliances.
15. Handling, storage, packaging and delivery. The supplier shall establish, document and
maintain procedures for handling, storage, packaging and delivery of the product. This part
of the standard is sometimes referred to as the housekeeping section. It requires that the
product shall be handled and stored in such a way so as to prevent damage or deterioration.
The product shall be packaged in conformance with requirements depending upon the
contractual arrangements. The supplier shall also be responsible for the product during
delivery.
16. Quality records. The records of the performance of the quality system (Contract review,
sub-contractor assessments, test records, calibration data, etc.) shall be maintained in a
readily accessible format for a prescribed period of time.
17. Internal quality audits. The standard requires the supplier to `police' their own quality
system to ensure that the laid down policies, procedures and instructions are being followed.
These audits should be undertaken by capable employees who are independent from the area
being audited. Audits shall be carried out at appropriate frequencies. The audit results should
be reported to the managers responsible for the area audited to take any Identified corrective
actions.
[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
18.Training. Employees whose work affects quality are needed to be properly trained.
19.Servicing. Where servicing is specified in the contract, the supplier shall establish and
maintain procedures for performing and verifying that servicing meets the specified
equirements. These procedures will apply even if the servicing is carried out by a third party.
20. Statistical Techniques. Where appropriate, the supplier shall establish procedures for
identifying adequate statistical techniques required for verifying the acceptability of process
capability and product characteristics. Where the supplier uses that analysis methods, for
example, market analysis, process control, reliability analysis, product sampling, etc., then
the methods used should have a proper statistical basis.
Benefits of ISO 9000
Achievement of international standard of quality.
9 Value for money.
9 Customer satisfaction.
9 Higher productivity.
9 Increased profitability.
9 Improved corporate image.
9 Access to global market.
9 Growth of the organization.
9 Higher morale of employees.
Implementation of I.S.O. 9000:
1. Analysis.
2. Product or service specification.
3. Material control.
4. Process control.
5. Inspection and testing.
6. Quality records.
7. Quality manual.
8. Quality system design and standards.
Process for quality system certification:

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]

 T.Q.M

Pitfalls of ISO 9000:

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]
 T.Q.M
1. The procedure seems to be highly bureaucratic with a lot of hierarchical
structures for implementation.
2. Tremendous amount of paperwork. Documents are required to be prepared,
controlled, and followed for implementing these standards.
3. There is a lack of teamwork in implementation as people have to work strictly
as per the work manuals.
4. There is a lack of trust and trustworthiness since everything is carried out as
per documents and in a formal manner. Thus, there is no scope for emotional
warmth among the implementers.
5. There Is a lot of hard work and problematic work involved in preparing1
implementing and handling documents. Work involved is maximum for middle
managers, intermediate for senior managers, minimum to the workers and the
least for the top managers. Thus, there is a disparity in work assignment to
different managerial levels.
6. There is hardly any direct personal gains to employees as a result of ISO
implementation. So employees may not take much interest in it.
7. There is too much of work for everybody.
8. Extra resources are needed for implementing ISO 9000 which every
organization cannot afford.
9. A lot of care of documents is needed which is quite difficult to sustain for a
long time in SSIs.
10. It is not a safeguard against product failure. Continuous improvement is
required to retain certificate and there are surveillance audits every six months by
certifying agencies.
11. ISO 9000 is not T.Q.M. It is only a step towards T.Q.M. implementation.
12. There is hardly any scope for a diligent and creative work under ISO 9000
implementation because every work has to be performed as per documents and
laid down procedures.
13. There is no sense of achievement for individual employee working for ISO
9000 implementation since no reward and recognition system exists for the
individual employees.
14. There are certain misconceptions associated with ISO 9000 certificates
particularly in the developing countries like India that ISO 9000 is another
version of existing ISI standards already prevalent in Indian industrial world.
___________

[Prof. Deepesh Mahajan(Faculty GSIMR, Indore]