GINGO, JOMARI TOTAL QUALITY ENGR. JOSELINDA M.

MANAGEMENT WITH ISO GOLPEO

BSIE 5-1 REACTION PAPER (CHAPTER JANUARY 21,2017
7-10)

Chapter 7: Performance Measure

The chapter 7 of Total Quality Management includes the basic concepts of
performance measure. Performance measure play an important part in the
overall success or failure of a business organization. It measures the actual
results to the quality goal of the organization. Of course, an actual result
which is less than the quality goals is a failure of the company and a reason
for conducting a study. On the other hand, organization must strive its best
to equalize or even exceed the quality goal for it shows great development in
the quality of the product.
To other the importance of quality, United States provides the Malcolm
Baldrige National Quality Award (MBNQA) to the companies practicing quality
standards.

Chapter 8: Benchmarking
The chapter 8 of Total Quality Management focuses in the benchmarking.
Benchmarking is measuring performance against that of best-in-class
organizations, determining how the best in class achieve those performance
levels, and using the information as the basis for goals, strategies and
implementations. It has two elements: the metrics which states that there
must be a unit of measure in measuring performance; and requiring the
managers understand why their performance differs.
The reason behind benchmarking are the following:
1. Benchmarking is a tool to attain business and competitive objectives.
2. It is powerful and effective when used for the right reasons and aligned
with organizational strategy.
3. It is not a remedy that can replace all other quality efforts or
management processes.
4. Benchmarking is one tool to help business organizations develop those
strengths and lessen weaknesses.
5. Benchmarking requires an external orientation, which is critical in an
environment where the competition can easily be on the other side of
the coin. An external outlook greatly reduces the chance of being
caught unaware by competition.
 6. Benchmarking allows business organizations to be set objectively
based on external information.
7. Benchmarking is cost and time efficient.
8. Benchmarking partners provide a marking model of an improved
process, which reduces some of the planning, testing, and prototyping
effort.
9. The major weakness of benchmarking is the fact that best-in-class
performance is a moving target.
10. Benchmarking enhances innovation by requiring its practitioners
constantly to scan the external environment and to use the information
gathered to improve the process.
There are three Types of Benchmarking namely:
1. Internal data are easy to obtain because problems of confidentiality
dont exist. Often dialog with internal groups generates immediate
improvement ideas of defines common problems that help to focus
external inquiries.
2. Comparative Information can be difficult to obtain. Business
organization observes both its products and its competitors product in
use at the customers location and collects comparative data.
3. Process also known as functional or generic benchmarking. The idea
is that many processes are common across industry boundaries, and
innovations from other types of business organizations can be applied
across industries. It is much easier to get business organizations to
share information.
Companies must always seek development; which other companies does.
With this, benchmarking a strategy that organization use to have a
comparative analysis in the best practices in activities.

Chapter 9: I.S.O 9000

As quality became a major focus of businesses throughout the world, various
organizations developed standards and guidelines. Terms such as quality
management, quality control, quality system, and quality assurance acquired
different, sometimes conflicting meanings from country to country, within a
country, and even within industry.
ISO 9000 defines quality system standards, based on the premise that
certain generic characteristics of management practices can be
standardized, and that a well-designed, well implemented, and carefully
managed quality system provides confidence that the outputs will meet
customer expectations and requirements.
Chapter 10: Statistical Process Control (SPC)
The chapter 10 of Total Quality Management focuses in Statistical Process
Control (SPC). The concept of SPC were initially developed by Dr. Walter
Shewhart of Bell Laboratories in the 1920's, and were expanded upon by Dr.
W. Edwards Deming, who introduced SPC to Japanese industry after WWII.
3 main activities of SPC involved the following:
1. The first is understanding of the process and the specification limits
2. The second is eliminating assignable (special) sources of variation, so
that the process is stable.
3. The third is monitoring the ongoing production process, assisted by the
use of control charts, to detect significant changes of mean or
variation.
The Phases of SPC Implementation are:
Phase 1: Awareness- The goal is to let the staff become familiar with the
fundamentals of SPC and its implementation.
Phase 2: Pilot projects- Project management approach should be used,
guided by a steering committee (making strategic decisions). The steering
committee installs a few teams that will work on the processes selected in
the previous phase.
Phase 3: Integral implementation in production- The SPC coordinator should
become familiar with all the ins and outs of SPC and become the driving
force of SPC together with the delegated commitment of top management.
Phase 4: Total quality- After a process is under control the PATs are
transformed into process improvement teams. their task is to ensure the
control of the process, tackling problems and searching for opportunities for
continuous improvement.
Statistical Process Control lays it foundation in statistics. It merely because
the world is based on circumstances, meaning, that company relies to
historical data to predict the future outcome. Managers must delegate good
statistician in conducting study regarding SPC to provide answer which gives
the less variability to the actual outcome.