Tqm Magazine

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The TQM Magazine
Emerald Article: A TQM life cycle case study John Wellburn

Article information:
To cite this document: John Wellburn, (1996),"A TQM life cycle case study", The TQM Magazine, Vol. 8 Iss: 3 pp. 35 - 45 Permanent link to this document: http://dx.doi.org/10.1108/09544789610118467 Downloaded on: 30-11-2012 References: This document contains references to 1 other documents Citations: This document has been cited by 1 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 634 times since 2005. *

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Case studies A TQM life cycle case study
John Wellburn

Introduction
This paper describes the implementation of total quality management (TQM) in a design and manufacturing organization managed by traditional methods. It describes a period of about two years, starting some four years after the original inception of TQM, during which time a second initiative was launched, declined and restarted. The organization, part of a much larger corporate structure, employs approximately 1,200 people and through most of the four years was facing pressure from changing external trading conditions and a shrinking market. The original TQM system had been a DIY initiative which had used quality circle ideas in project-oriented groups. Education in simple TQM tools such as brainstorming, cause and effect analysis and voting techniques was part of the process. In parallel, an initiative to use Taguchi experimental design met with considerable success but was shortlived. The use of statistical process control had been encouraged but had been introduced in a piecemeal fashion. Two years prior to the period under consideration, an “off-the-shelf ” TQM system was adopted (year three, Figure 1) and training of the workforce was completed in year four, just three months before that period. Managers received three days’ training on how to manage the system and a further twoday implementation course while everyone else received the two-day implementation course, The trainers, who were all management staff, received an additional four days of training on how to deliver the course. The course provided training on how to run and take part in improvement meetings as well as how to use the following tools: • brainstorming; • defect barrier logs; • impact and trend ranking; • requirements analysis; • process flow chart; • defect monitoring planning; • defect monitor relevance checklist; • cause and effect analysis; • Pareto analysis; • corrective action plan; • prevention planning. In addition, but separate from the corporate quality improvement initiative, the use of statistical process control and Taguchi experimental design were further encouraged and 35

The author John Wellburn is Quality Assurance Manager, GECMarconi Avionics Navigation and Electro-Optic Systems Division, Edinburgh, Scotland. Abstract Describes the implementation, over a two-year...
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