Thought for the quarter - Punjab National Bank Institute of ...
Thought for the quarter - Punjab National Bank Institute of ... Thought for the quarter - Punjab National Bank Institute of ...
e-trackspecifications are needed to assure the quality ofroutine operations. For analytical quality, theseoperating specifications must describe theimprecision and inaccuracy that are allowable for themethod and the control rules and number of controlmeasurements that are necessary for routine QC.1.3.7 Utilize available quality-planning tools andtechnologyIt is easy to see how this planning approach canbe used to achieve the desired turnaround time for alaboratory test. A quality requirement can be definedin the form of an allowable turnaround time on thebasis of discussions with the users. The steps in theprocess can be identified from the point of orderingthe test, acquiring the specimen, transporting thespecimen, processing the specimen, analyzing asample, reporting the result, and receiving the result.Portions of the allowable turnaround time can thenbe allocated to different steps in the process,establishing specifications for each of the steps, andallowing those steps to be monitored to be sure thedesired performance can be achieved.convert quality requirements into specifications forthe imprecision and inaccuracy that are allowableand the QC that is necessary. These models aredeveloped by identifying the various factors or stepsin the process, allocating or budgeting a portion ofthe quality requirement to that factor or step,building in a QC check to assure the desired qualityor performance is achieved for that factor or step,then balancing the budget for the whole process andmonitoring (or controlling) that budget duringroutine operation .2. ConclusionTotal Quality Management encouragesparticipation amongst shop floor workers andmanagers. There is no single theoreticalformalization of total quality, but Deming, Juran andIshikawa provide the core assumptions, as adiscipline and philosophy of management whichinstitutionalizes planned and continuous..Improvement. and assumes that quality is theoutcome of all activities that take place within anorganization; that all functions and all employeeshave to participate in the improvement process.Cartoon by John Meyer, MD.Figure-4For analytical quality, the translation is moredifficult. Quality-planning models are used to3. Future WorkNo evaluation on quality management systemswould be complete without noting the potential foradditional improvements. The quality processdemands a push toward continuous improvement ofcustomer focus and operational procedures. Qualityis a journey, not a destination.In future, there are four major opportunities forimprovement in the quality planning process:Additional strategic planning initiativesOrganizational goal settingEvaluation of correct performance indicatorsDevelopment of additional internal andJanuary-March201120
e-trackexternal performance measures for the associated measures for empirical research”,organization. 1995, ISSN: 0263-5577The next few years should prove quite http://www.bia.ca/articles/ TheFuture ofexciting for organizations throughout the world. Quality and Project Management.htmQuality thinking will play an extremely important h t t p : / / w w w . q u a l i t y d i g e s t . c o m /role in changing these organizations. We are jan98/html/qmanage.htmlprobably only beginning to understand how muchAragon, R. (1993). Positive organizationalwe are going to change.culture. A Practical Approach. FBI LawEnforcement Bulletin, 62(12), pp. 10-13.4. ReferencesBennis, W. and Nanus, B. (1985). Leaders:http://www.google.co.in/search?hl= en&q= The Strategies for Taking Charge. New York:c o n c l u s i o n + o f + q u a l i t y + Harper & Row.management&meta=Biech, E. (1994). TQM for training. Newhttp://www.engineers-international.com/ York: McGraw-Hill.qualitysystem.htmlCartin, T. J. (1993). Principles and practices ofh t t p : / / w w w. i s o . o r g / i s o / i s o 9 0 0 0 - TQM. Milwaukee, Wisconsin: Quality Press.14000/iso9000/qmp.htmlColeman, D. (1997). A member of the youngerh t t p : / / w w w . i s i x s i g m a . c o m / generation dares to question Total Qualitylibrary/content/c031008a.aspManagement, a pillar of modern management.http://www.hkbu.edu.hk/samho/tqm/tqmex/ [ O n l i n e ] . A v a i l a b l e :intro.htlmhttp://www.teleport.com/~editor/cr/feb-http://www.globalqualityvillage.commar/page36.html [1998, January 6]./qmprinciples. phpEberts, R. and Eberts, C. (1995). The myths ofJapanese quality. Upper Saddle River, Newhttp://home.att.net/ iso9k1/tqm/tqm.htmlJersey: Prentice-Hall. h t t p : / / w w w . i n d i a n g y p s y . c o m /Favreau, D. F. and Gillespie, J. E. (1978).quality_assurance.htmlModern police administration. EnglewoodICH1 Guidance E6: Good Clinical Practice:Cliffs, New Jersey: Prentice-Hall.Consolidated guidelineFellers, G. (1992). The Deming vision:Pyzdek, T, "Quality Engineering Handbook",SPC/TQM for administrators. Milwaukee,2003, ISBN 0824746147Wisconsin: ASQC Quality Press. Galloway &Godfrey, A. B., "Juran's Quality Handbook", Fitzgerald (1992)1999, ISBN 007034003Garvin, D. A. (1984). What does "producthttp://en.wikipedia.org/wiki/ Quality quality" really mean? Sloan Management_management_system Review, 26(1), pp. 24-43.Forza ,C, “Quality information systems andquality management: a reference model andGray, K., Stohr-Gilmore, M. K., and Lovrich,N. P. (1991). Adapting participatory21January-March2011
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e-trackexternal per<strong>for</strong>mance measures <strong>for</strong> <strong>the</strong> associated measures <strong>for</strong> empirical research”,organization. 1995, ISSN: 0263-5577The next few years should prove quite http://www.bia.ca/articles/ TheFuture <strong>of</strong>exciting <strong>for</strong> organizations throughout <strong>the</strong> world. Quality and Project Management.htmQuality thinking will play an extremely important h t t p : / / w w w . q u a l i t y d i g e s t . c o m /role in changing <strong>the</strong>se organizations. We are jan98/html/qmanage.htmlprobably only beginning to understand how muchAragon, R. (1993). Positive organizationalwe are going to change.culture. A Practical Approach. FBI LawEn<strong>for</strong>cement Bulletin, 62(12), pp. 10-13.4. ReferencesBennis, W. and Nanus, B. (1985). Leaders:http://www.google.co.in/search?hl= en&q= The Strategies <strong>for</strong> Taking Charge. New York:c o n c l u s i o n + o f + q u a l i t y + Harper & Row.management&meta=Biech, E. (1994). TQM <strong>for</strong> training. Newhttp://www.engineers-international.com/ York: McGraw-Hill.qualitysystem.htmlCartin, T. J. (1993). Principles and practices <strong>of</strong>h t t p : / / w w w. i s o . o r g / i s o / i s o 9 0 0 0 - TQM. Milwaukee, Wisconsin: Quality Press.14000/iso9000/qmp.htmlColeman, D. (1997). A member <strong>of</strong> <strong>the</strong> youngerh t t p : / / w w w . i s i x s i g m a . c o m / generation dares to question Total Qualitylibrary/content/c031008a.aspManagement, a pillar <strong>of</strong> modern management.http://www.hkbu.edu.hk/samho/tqm/tqmex/ [ O n l i n e ] . A v a i l a b l e :intro.htlmhttp://www.teleport.com/~editor/cr/feb-http://www.globalqualityvillage.commar/page36.html [1998, January 6]./qmprinciples. phpEberts, R. and Eberts, C. (1995). The myths <strong>of</strong>Japanese quality. Upper Saddle River, Newhttp://home.att.net/ iso9k1/tqm/tqm.htmlJersey: Prentice-Hall. h t t p : / / w w w . i n d i a n g y p s y . c o m /Favreau, D. F. and Gillespie, J. E. (1978).quality_assurance.htmlModern police administration. EnglewoodICH1 Guidance E6: Good Clinical Practice:Cliffs, New Jersey: Prentice-Hall.Consolidated guidelineFellers, G. (1992). The Deming vision:Pyzdek, T, "Quality Engineering Handbook",SPC/TQM <strong>for</strong> administrators. Milwaukee,2003, ISBN 0824746147Wisconsin: ASQC Quality Press. Galloway &Godfrey, A. B., "Juran's Quality Handbook", Fitzgerald (1992)1999, ISBN 007034003Garvin, D. A. (1984). What does "producthttp://en.wikipedia.org/wiki/ Quality quality" really mean? Sloan Management_management_system Review, 26(1), pp. 24-43.Forza ,C, “Quality in<strong>for</strong>mation systems andquality management: a reference model andGray, K., Stohr-Gilmore, M. K., and Lovrich,N. P. (1991). Adapting participatory21January-March2011
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