Thought for the quarter - Punjab National Bank Institute of ...

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e-track200 scientists and specialists, including Dr. Deming, from management or denied, and thus being allowedto Japan to help rebuild the country. While working to blossom into larger less easily rectified problems,on the Japanese census, Dr. Deming was invited by they are tolerated and employees are encouraged tothe Japanese Union of Scientists and Engineers to try again. Employees begin to develop agive lectures on his statistical quality techniques. commitment to the organization rather than lookingOne of the attendees was a past professor to many of at it as just their employer. When employees feelJapan's CEOs. After attending the lectures, the they are an integral part of the organization, they feelprofessor told his CEO students that, if they wanted needed and enjoy work more, which may furtherto turn Japan's economy around in five years, they increase service quality.should attend Dr. Deming's lectures on using 1.3.4 Disadvantages of TQMstatisticsto achieve quality at a reduced cost. Many Some Total Quality Management detractorsof the CEOs took the professor's advice and attended have noted that long-range plans advocated by TQMthe lectures.may limit an organization's flexibility and agility.1.3.3 Advantages of TQM-TQM teaches that a long-term plan is required toShort-term and long-term advantages are achieve a complete quality transformation, but apresent in any management style. Total Quality long-term plan that has been pursued for a longManagement has few short-term advantages. Most period may become an end unto itself. Completion ofof its benefits are long-term and come into effect the plan becomes the ultimate goal. Objectives theonly after it is running smoothly. In large plan was designed to accomplish are forgotten;organizations, it may take several years before long- achieving the transformation becomes the mostterm benefits are realized.Long-term benefits that important objective. Instead of maintainingmay be expected from Total Quality Management continuous change, the organization may reach aare higher productivity, increased morale, reduced stable point and stagnate. To produce continuouslycosts, and greater customer commitment. These high quality services, an organization must reactbenefits may lead to greater public support and quickly to changes in the community and not beimprovement of an organization's public image. restricted by its management style.Eliminating errors and doing things right the firsttime saves time and resources. The savings may thenbe used for expansion of services or made available1.3.5 Adopt a TQM framework for qualitymanagementTotal Quality Management, or TQM, has beento employees in their efforts to increase service implemented in many healthcare organizationsquality.during the last decade. The teachings of industrialTotal Quality Management may create an quality gurus, such as Deming and Juran, haveorganizational atmosphere of excitement and sense established new principles and processes forof accomplishment through the rewarding of managing quality. Personally, I have found thatcreativity. When experimentation-oriented failures Deming provides the principles for what needs to beare accepted as a part of the learning process, done and that Juran describes the methodologies oremployees feel free to use their creative energies to processes for getting it done.develop new ideas.Instead of mistakes being hiddenJanuary-March201118
e-trackbear on the achievement and satisfaction ofcustomer needs. Characteristics such asturnaround time, patient preparation,specimen acquisition, etc., are monitoredthrough QA activities. Proficiency testingprovides an external or outside measure ofanalytical performance.Quality Improvement (QI) is aimed atdetermining the causes or sources of problemsFigure-3identified by QC and QA. The causes of someJuran's quality triology is particularly problems can be determined by individualimportant because it identifies quality planning as an analysts. Other problems may require a teamintegral component of TQM . We have illustrated of people and a team problem-solving processhow quality planning can be integrated with other and team problem-solving tools (such as thequality management functions using the model flowchart, Pareto diagram, Ishikawa causeshown in the accompanying figure [3]. This TQM and effect diagram, force field analysis, etc) .framework involves quality laboratory processes, Quality Planning (QP) is concerned withquality control, quality assessment, quality establishing and validating processes thatimprovement, quality planning, and quality goals. meet customer needs. The selection andQuality Laboratory Processes (QLP) refers evaluation of new methods and instrumentsto the policies, procedures, personnel fits here, as well as selection and design of QCstandards, and physical resources that procedures.determine how work gets done in the Quality Goals represent the requirements thatlaboratory. Laboratory method manuals must be achieved to satisfy the needs ofdescribe the standard operating processes for customers. For analytical quality, theproducing test results.requirement is to provide test results that areQuality Control (QC) refers to procedures for correct within stated limits.monitoring the work processes, detectingproblems, and making corrections prior to1.3.6 Learn the principles of quality planningfrom industrydelivery of products or services. Statistical Industry has learned that to guarantee quality itprocess control, or statistical quality control, is necessary to specify what performance is requiredis the major procedure for monitoring the and how to know if that performance is achieved. Ananalytical performance of laboratory operational definition is needed to tell people what tomethods.do and how to know if they're doing it right. ForQuality Assessment (QA) refers to the example, "answer the telephone within threebroader monitoring of other dimensions or rings" tells a person what to do and how to know ifcharacteristics of quality. Quality involves the they're achieving the desired performance. Thetotality of features and characteristics that important message here is that bench level19January-March2011
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Page 7 and 8: Problems in implementation of KM pr
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