‘JAI’ Quality Management Model

8/9/2019 JAI Quality Management Model

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THEME PAPER JAI MODEL

INDIAN BUSINESS ACADEMY Amit Dandapath Page 1

JAI Quality Management Model

(Japanese, American & Indian Model)

Submitted to:-

Dr. Subhash Sharma (Dean)

Indian Business Academy

Submitted by:-

Amit Dandapath

Reg. No-FPB0911/009


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ACKNOWLEDGEMENT

Apart from the efforts of mine, the success of this project depends

largely on the encouragement and guidelines of many others. I take this

opportunity to express my gratitude to the people who have been

instrumental in the successful completion of this project.

I would first like to thank our and Dean, Dr. Subhash Sharma for being

so encouraging and helpful throughout my report work.

I would also like to express my profound gratitude to Prof. Sowmya C

S for her constant and valuable suggestions while doing the project

work.The project report entitled JAI (Japanese, American & Indian)

Quality Management Process without her encouragement and

guidance this project would not have materialized.


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Deans Certificate

This is to certify that Amit Dandapath is a bonafide student of IndianBusiness Academy, Bangalore and is presently pursuing his Post

Graduate Program in Management.

Under my guidance he has submitted his paper titled JAI (Japanese,

American & Indian) Quality Management Process in partial

fulfillment of the requirement during the Post Graduate Program in

Management.

This paper has not been previously submitted as part of another degree

or diploma of another Business School or University.

Dr. Subhash Sharma (Dean)


Lakshmipura, Thataguni Post,

Kanakapura Main Road,

Bangalore-560062


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Mentors Certificate

This is to certify that Amit Dandapath is a bonafide student of IndianBusiness Academy, Bangalore and is presently pursuing his Post

Graduate Program in Management.

Under my guidance he has submitted his paper titled JAI (Japanese,

American & Indian) Quality Management Process in partial

fulfillment of the requirement during the Post Graduate Program in

Management.

This paper has not been previously submitted as part of another degree

or diploma of another Business School or University.

Prof. Sowmya C S (Mentor)



Kanakapura Main Road,

Bangalore-560062


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Student Declaration

I am Amit Dandapath, the undersigned, a student of Indian BusinessAcademy, Bangalore declare that this JAI (Japanese, American &

Indian) Quality Management Process, in partial fulfillment of the

requirement during the Post Graduate Program in Management(PGPM), From Indian Business Academy, Bangalore.

This is my original work and has not been previously submitted as a part

of another degree or diploma of another Business School or University.

The findings and the closing remarks of this paper are based on my

personal study and experience.

Mr. Amit Dandapath

Reg. no.-FPB0911/009



Kanakapura Main Road,Bangalore-560062


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INDEX

S. No Contents Page No1 Introduction 7

2 Application of Total Quality Management 9

3 Benefits of TQM 11

4 Unique Features of TQM System 12

5 TQM triangle 13

6 TQM Implementation Model 13

7 Japanese Model 14

7.a Kaizen 16

7.b 5S(Methodology) 177.c Toyota Production System 19

8 American Model 22

8.a Six Sigma 23

8.b 5Why 25

8.c Canon Production System 27

9 Indian Model 29

10 How to Make Decision 34

11 Why a company follows a particular model 35

12 3-D Model 3613 Conclusion 38

14 References 39


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1. Introduction: -

Total Quality Management is a management approach that originated in the

1950's and has steadily become more popular since the early 1980's. TQM ismainly concerned with continuous improvement in all work, from high level

strategic planning and decision-making, to detailed execution of work elements on

the shop floor. A preliminary step in TQM implementation is to assess the

organization's current reality. TQM encourages participation amongst shop floor

workers and managers. It should be kept in mind that TQM should be purpose

driven. Be clear on the organization's vision for the future and stay focused on it.

TQM can be a powerful technique for unleashing employee creativity and

potential, reducing bureaucracy and costs, and improving service to clients and the

community.

A name itself is sufficient to describe everything but a bit more clarification

will add to a base for the description. Total quality management is a managements

approach towards the quality, it can be in regard to products, customer satisfaction

and employees satisfaction. The concept of TQM was developed by an American

W. Edwards Deming and i.e. why it is called as Demings concept of TQM .He

introduced this concept for improving the quality of various products and services.

Earlier it was just related with the quality of products which a organization is

producing but now other concepts like marketing, finance design, customer service

has also joined the area. This means that now good number of things is there tomanage. TQM works on one belief that mistakes can be avoided and defects can be

prevented. And management should believe in watching each and every step.

TQM is now a days called as TPM(total productivity management) and an

organization needs to consider ABCD for the effective application of TQM where

A stands for accident cure , B stands for breakdown , C stands for cost reduction

and D stands for damage. This policy of ABCD is in relation to product and if

TQM needs to be introduced a positive attitude from the side of management andemployees is required and then a collective effort will come up. TQM should give

chance for unleashing employees creativity and potential. The aim of TQM is to

reduce variations in quality of the products as well as in the working of whole

organization. For the successful implementation of TQM, an organization must

and as father and mother takes care for their home collectively the same way ,

management and managers are supposed to take care for their organization with


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the help of tool called TQM. Total quality management is called total because

entire organization is involved, Quality means degree of excellence. And

management in literal sense means getting things done by others. In a TQM effort,

all members of an organization participate in improving processes, products,

services and the culture in which they work. The earlier introduced qualitymanagement concept is now taken over by Total quality management. To have

effective TQM the first requirement is strong internal motivation and emotional

involvement for implementation. So the concept of TQM talks about adopting the

new policy, creating quality products, eliminate defects, estimate for breakdown,

accidents etc. Hence TQM should be purpose driven so first the whole organization

should be willing to accept the change then only TQM can actually affect the

organization in a positive way.

Companies who have implemented TQM include Ford Motor Company, PhillipsSemiconductor, SGL Carbon, Motorola and Toyota Motor Company.

TQM is the concept that quality can be managed and that it is a process. The

following information is provided to give an understanding of the key elements of

this process.

Many TQM experts use special terms to explain TQM, such as the voice of

the customer table, QFD implementation, Cross-Functional Management, and

Hosing Planning (some terms are mis-defined). These terms are confusing to many

people, particularly novices, in many companies. The initial, simplistic step of

implementing TQM is to determine the organizations goals or obstacles according

to the dream oriented or problem oriented approach. In Japan, almost every

company uses the problem oriented approach during the initial phases of TQM.

Everyone, from top management to the line workers in an organization, determines

and defines the problems. Each employee defines the problems using a statement

beginning with "I dont like to . . ." This is a key issue. Jobs listed this way by each

employee are not only the employees problems, but also the organizations

problems. Using an approach like this is good because it not only helps pinpoint

problems; it also opens up discussion within the organization.


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2. Application ofTotal Quality Management: -

The paradigm of TQM applies to all enterprises, be it Manufacturing,

Service, Information industries, Institution, Government Organization or an

Association. A first approach to TQM implementation is a skillfully designedtraining program to continuously improve professional skills of the employees.

Several training techniques can be employed to ensure the effectiveness of the

program which include on the job training, industry level seminars and workshops.

Another important element in implementing TQM is looking out for new

technology to modify the process or what is known as reengineering it.

Management should be committed to process innovation to evaluate how thing are

being done and the need to change them. Through process innovation, lower layers

of the organizational chart can communicate to top level management.

I. Manufacturing Sector1) Performance2) Reliability and consistency3) Conformance to specification4) Durability5) Serviceability6) Features7) Aesthetics8) Perceived quality

II. Services Sector1) Time to serve2) Timeliness of the service3) Completeness of serviced4) Consistency5) Courtesy6) Responsiveness7) Accuracy-first time right8) Convenience- easy to obtain


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III. Information1) Right time data supply2) Time save3) Data quality management4) Data storage5) Data allocation6) Data collection

IV. Institution1) Control the process2) Better management3) Quick decision making4) Information providing


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3. Benefits ofTQM: -

Total Quality Management (TQM) is very important for Quality assurance in

manufacturing. TQM combines the benefits of a Statistical Process Control system

with a variety of other functionality including continuous improvement throughcorrective action. Without a system to hold your employees and departments

responsible for their actions, it is almost impossible to ensure the quality of your

products.

1) Reduction of defects because TQM promotes quality awareness and participation of all members of the organization, not just the QA or QC

department. It means quality at the source.

2) Total quality management system leads to ease of problem solving. Throughmeasurements such as SPC and other techniques such as failure analysis,

defects and failures (even potential failures) can be identified and addressed.3) TQM also leads to continuous improvement of processes and products. TQM

system should also improve the efficiency of people and machine.

4) TQM leads to quality products which leads to customer satisfaction.5) And finally, by reducing defects and improving machine and personnel

efficiency, TQM should lead to cost savings and profitability improvement

(bottom line).

6) A philosophy that improves business from top to bottom7) A focused, systematic and structured approach to enhancing customer's

satisfaction

8) Process improvement methods that reduce or eliminate problems i.e. nonconformance cost.

9) Tools and techniques for improvement - quality operating system what thecustomer wants in terms of service, product and the whole experience

Delivering

10) Intrinsic motivation and improved attitudes throughout11) Enhanced control education in waste and rework12) Increase in process ownership- employee involvement and empowerment13) Everyone from top to bottom educated14) Improved customer/supplier relationships (internally & externally)


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4. Unique Features ofTQM System:-

In order to build a competitive edge, business has to be driven by vision, where

entrepreneurial dynamism drives for success. TQM is the required strategic tool,

for the necessary transformation of the organization not only by making theorganization customer focused in all its functions and activities, but also by

managing the organization by vision of the future. Towards this strategic

management process, TQM should be built upon some unique feature. Are ..

1) Strategically planned vision, mission and goals.2) Leadership and management to lead from the front.3) Customer and market focused business strategy.4) Focus on development, involvement and empowerment of people.5) Culture of management by facts through data management with focus on

customer satisfaction.

6) Innovative and creative process management with focus on customeranalysis.

7) Respect for society and the environment.


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5. TQM triangle:-

TQM

Superior Business Result

Leadership, and Strategic Planning ContinuousImprovementMarketing and customer focus

Human resource Processing and quality management

Management

Information & Analysis

6. TQMImplementationModel:-

1.Process Improvement2.Manage variation Fix a known problem: QI Story3.Prevent recurrence: SPC, Kaizen4.System Improvement5.Daily Management6.Quality Assurance7.Theory of Constraints8.Strategic Policy Management9.Product Improvement


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7. Japanese Model: - "The involvement of work people in Japan has leadmainly to process improvement rather than to product improvement."

PPresePresident

Section Chief

Quality Circle

Top Management

TQC Promotion


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7. a. Kaizen:-

Introduction:-Kaizen means improvement. Moreover, kaizen means continuous

improvement in personal life, home life and social life. When applied to the

workplace, kaizen means continuous improvement involving everyone, managersand workers alike.

Kaizen is a daily activity, the purpose of which goes beyond simple

productivity improvement. It is also a process that, when done correctly,

humanizes the workplace, eliminates overly hard work , and teaches people how to

perform experiments on their work using the scientific method and how to learn to

spot and eliminate waste in business processes. In all, the process suggests a

humanized approach to workers and to increasing productivity: "The idea is to

nurture the company's human resources as much as it is to praise and encourage participation in kaizen activities." Successful implementation requires "the

participation of workers in the improvement."

Kaizen (Japanese for "improvement" or "change for the better") refers to a

philosophy or practices that focus upon continuous improvement of processes in

manufacturing, engineering, supporting business processes, and management. It

has been applied in healthcare, government, banking, and many other industries.

When used in the business sense and applied to the workplace, kaizen refers to

activities that continually improve all functions, and involves all employees from

the CEO to the assembly line workers. It also applies to processes, such as

purchasing and logistics, which cross organizational boundaries into the supply

chain. By improving standardized activities and processes, kaizen aims to

eliminate waste. Kaizen was first implemented in several Japanese businesses after

the Second World War, influenced in part by American business and quality

management teachers who visited the country. It has since spread throughout the

world.


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Various part ofKaizen:-

1) Just in time2) Zero defects3) Kanban4) Quality circles5) Continuous quality improvement6) Five S7) Self managed teams8) Total quality management

The five main elements of kaizen:-

1) Teamwork2) Personal discipline3) Improved morale4) Quality circles5) Suggestions for improvement

7. b. 5S (Methodology)

'5S' is the name of a workplace organization methodology that uses a list of

five Japanese words which are Seiri, Seiton, Seiso, Seiketsu and Shitskuke.

Transliterated and translated into English, start with the letter S. The list describes

how items are stored and how the new order is maintained. The decision making

process usually comes from a dialogue about standardization which builds a clear

understanding among employees of how work should be done. It also instills

ownership of the process in each employee.


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y Phase 1 - Sorting: Go through all tools, materials, etc., in the plant and workarea. Keep only essential items. Everything else is stored or discarded.

y Phase 2 - Straightening or Setting in Order: There should be a place foreverything and everything should be in its place. The place for each item

should be clearly labeled or demarcated. Items should be arranged in a

manner that promotes efficient work flow. Workers should not have to

repetitively bend to access materials. Each tool, part, supply, piece of

equipment, etc. should be kept close to where it will be used (i.e. straighten

the flow path). Seiton is one of the features that distinguish 5S from

"standardized cleanup".

y Phase 3 - Sweeping or Shining or Cleanliness (Systematic Cleaning): Keepthe workplace clean as well as neat. At the end of each shift, clean the work

area and be sure everything is restored to its place. This makes it easy toknow what goes where and ensures that everything is where it belongs. A

key point is that maintaining cleanliness should be part of the daily work -

not an occasional activity initiated when things get too messy.

y Phase 4 - Standardizing: Work practices should be consistent andstandardized. Everyone should know exactly what his or her responsibilities

are for adhering to the first 3 S's.

y Phase 5 - Sustaining the discipline: Maintain and review standards. Once theprevious 4 S's have been established, they become the new way to operate.Maintain focus on this new way and do not allow a gradual decline back to

the old ways. While thinking about the new way, also be thinking about yet

better ways. When an issue arises such as a suggested improvement, a new

way of working, a new tool or a new output requirement, review the first 4

S's and make changes as appropriate.

A sixth phase, Safety 'is sometimes added. It is reasonable to assume that a properly planned and executed 5S program will inherently improve workplace

safety, but some argue that explicitly including this sixth S ensures that workplace

safety is given primary consideration.'


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7. c. Toyota Production System

Introduction:-The Toyota Production System (TPS) is an integrated socio-

technical system, developed by Toyota that comprises its management philosophy

and practices. The TPS organizes manufacturing and logistics for the automobilemanufacturer, including interaction with suppliers and customers. The system is a

major precursor of the more generic "Lean manufacturing." Taiichi Ohno, Shigeo

Shingo and Eiji Toyoda developed the system between 1948 and 1975.

Goals:-The main objectives of the TPS are to design out overburden (Muri) and

inconsistency (Mura), and to eliminate waste (muda). The most significant effects

on process value delivery are achieved by designing a process capable ofdelivering the required results smoothly; by designing out "Mura" (inconsistency).

It is also crucial to ensure that the process is as flexible as necessary without stress

or "Muri" (overburden) since this generates "muda" (waste). Finally the tactical

improvements of waste reduction or the elimination of muda are very valuable.

There are seven kinds of muda that are addressed in the TPS:

1) Over-production2) Motion (of operator or machine)3)Waiting (of operator or machine)4) Conveyance5) Processing itself6) Inventory (raw material)7) Correction (rework and scrap)


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Continuous Improvement

Challenge: - We form a long-term vision, meeting challenges with courage and

creativity to realize our dreams.

Kaizen: - We improve our business operations continuously, always driving for

innovation and evolution.

Genchi Genbutsu: - Go to the source to find the facts to make correct decisions.

Respect for People

Respect: -We respect others, make every effort to understand each other, take

responsibility and do our best to build mutual trust.

Teamwork: - We stimulate personal and professional growth, share the

opportunities of development and maximize individual and team performance.

External observers have summarized the principles of the Toyota

Way as: -

Long-term philosophy OR short-term financial goals.

o The right process will produce the right results.o Create continuous process flow to bring problems to the surface.o Use the "pull" system to avoid overproduction.o Level out the workload. Work like the tortoise, not the hare.o Build a culture of stopping to fix problems, to get quality right from

the first.

o Standardized tasks are the foundation for continuous improvementand employee empowerment.


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o Use visual control so no problems are hidden.o Use only reliable, thoroughly tested technology that serves your

people and processes.

o Add value to the organization by developing your people and partnerso Grow leaders who thoroughly understand the work, live the

philosophy, and teach it to others.

o Develop exceptional people and teams who follow your company'sphilosophy.

o Respect your extended network of partners and suppliers bychallenging them and helping them improve.

o Continuously solving root problems drives organizational learningo Make decisions slowly by consensus, thoroughly considering all

options Implement decisions rapidly.o Become a learning organization through relentless reflection and

continuous Improvement.


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8. American Model:-

8. a. Six Sigma: -

Introduction: - Six Sigma is a business management strategy originally developed

by Motorola, USA in 1981. As of 2010, it enjoys widespread application in many

sectors of industry, although its application is not without controversy.

Facilitators

Volunteers

Top Management

Steering Committee

Department

Supervisor Circle

Leader

Operator Circle

Members


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Six Sigma seeks to improve the quality of process outputs by identifying and

removing the causes of defects (errors) and minimizing variability in

manufacturing and business processes. It uses a set of quality management

methods, including statistical methods, and creates a special infrastructure of

people within the organization ("Black Belts", "Green Belts", etc.) who are experts

in these methods. Each Six Sigma project carried out within an organization

follows a defined sequence of steps and has quantified targets. These targets can be

financial (cost reduction or profit increase) or whatever is critical to the customer

of that process (cycle time, safety, delivery, etc.).

The term six sigma originated from terminology associated with

manufacturing, specifically terms associated with statistical modeling of

manufacturing processes. The maturity of a manufacturing process can be

described by a sigma rating indicating its yield, or the percentage of defect-free

products it creates. A six-sigma process is one in which 99.9% of the products

manufactured are free of defects, compared to a one-sigma process in which only

31% are free of defects. Motorola set a goal of "six sigmas" for all of its

manufacturing operations and this goal became a byword for the management and

engineering practices used to achieve it.

One key innovation of Six Sigma involves the "professionalizing" of quality

management functions. Prior to Six Sigma, quality management in practice waslargely relegated to the production floor and to statisticians in a separate quality

department. Formal Six Sigma programs borrow martial arts ranking terminology

to define a hierarchy (and career path) that cuts across all business functions.

Six Sigma identifies several key roles for its successful implementation.

Executive Leadership includes the CEO and other members of top management.

They are responsible for setting up a vision for Six Sigma implementation. They

also empower the other role holders with the freedom and resources to explore new

ideas for breakthrough improvements.

Champions take responsibility for Six Sigma implementation across the

organization in an integrated manner. The Executive Leadership draws them from

upper management. Champions also act as mentors to Black Belts.


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Master Black Belts, identified by champions, act as in-house coaches on Six

Sigma. They devote 100% of their time to Six Sigma. They assist champions and

guide Black Belts and Green Belts. Apart from statistical tasks, they spend their

time on ensuring consistent application of Six Sigma across various functions and

departments.

Black Belts operate under Master Black Belts to apply Six Sigma

methodology to specific projects. They devote 100% of their time to Six Sigma.

They primarily focus ona Six Sigma project execution, whereas Champions and

Master Black Belts focus on identifying projects/functions for Six Sigma.

Green Belts, the employees who take up Six Sigma implementation along

with their other job responsibilities, operate under the guidance of Black Belts.

Yellow Belts, trained in the basic application of Six Sigma management

tools, work with the Black Belt throughout the project stages and are often the

closest to the work.

Process /Methodology of Six Sigma: -

1) Identification and selection of the right project(Define)2) Measure key product characteristics(Measure)3) Identification of key causes and process determinants(Analyze)4) Improve process and optimize performance(improve)5) Control the gains(control)


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Quality management tools and methods used in Six Sigma: -

Within the individual phases of a DMAIC or DMADV project, Six Sigma

utilizes many established quality-management tools that are also used outside of

Six Sigma. The following table shows an overview of the main methods used.

i. 5 Whys Histogramsii. Analysis of variance Homoscedasticity

iii. ANOVA Gauge R&R Quality Function Deployment (QFD)iv. Axiomatic design Pareto chartv. Business Process Mapping Pick chart

vi.

Catapult exercise on variability Process capability

8. b. 5Whys

The 5 Whys is a question-asking method used to explore the cause/effect

relationships underlying a particular problem. Ultimately, the goal of applying the

5 Whys method is to determine a root cause of a defect or problem.

The following example demonstrates the basic process:

My car will not start. (The problem)

Why? - The battery is dead. (First why)

Why? - The alternator is not functioning. (Second why)

Why? - The alternator belt has broken. (Third why)

Why? - The alternator belt was well beyond its useful service life and has never

been replaced. (Fourth why)

Why? - I have not been maintaining my car according to the recommended service

schedule. (Fifth why, a root cause)


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List of Six Sigma companies

The following companies claim to have successfully implemented Six Sigma

in some form or another:

LLC

100% Effective Training LTD

3M

Acme Markets

Advanced Micro Devices

Agilent Technologies

Air Canada

ALCAN

Amazon.com

AXA

Bank of America

Bechtel Corporation

EMC

Finning

Flextronics

Ford Motor Company

General Electric

General Dynamics

Maple Leaf Foods

McKesson Corporation [15]

Merrill Lynch

Methodia

Microflex Inc.

Motorola

Mumbai Dabbawala or NMTBSA

National Australia Group Europe

Network Rail

New Page Corporation

Nielsen Company

Nortel Networks

Organo Corporation

Owens-Illinois

Pakistan International Airlines

Pakistan State Oil

Patheon

Penske Truck Leasing


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8. c. Canon Production System

The Three Basic Structures of CPS

1. Quality Assurance (QA) System. Canon tries to ensure the best quality in all

stages of development, production, and delivery to gain worldwide respect for their

products.

2. Production Assurance (PA) System. PA is aimed to achieve just-in-time

manufacturing, fast delivery, low cost, and also adopt the "visual control"

philosophy. Canon has devised two subsystems to attain these PA goals: Canon's

HIT System (equivalent to just-in-time) and Signal System. The HIT System

means making parts and products only when needed and only in the quantity

needed. Canon uses either HIT cards or signals for this purpose.

3. Personnel Training (PS) System. Under this system, Canon's employees are

continually educated through a life-long education program.

Elimination of 9 wastes:-

The other critical instruments for realizing CPS objectives are the "four

investments" (technologies, human resources, facilities, and welfare) andWaste Categories and 9 Wastes to Be Eliminated

1. Work-in-process- Stocking items not immediately needed2. Quality- producing defective products.3. Facilities- Having idle machinery and breakdowns, taking too long for

setup.

4. Expenses- Overinvesting for required output.5. Indirect labor - Excess personnel due to bad indirect labor system.6. Talent - Employing people for jobs that can be mechanized or assigned to

less skilled people.

7. Motion - Not working according to the best work standards.8. Product Design - Producing products with more functions than necessary.


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9. New-product run-up - Making a slow start in stabilizing the production ofa new product

Guidelines of the Canon's SuggestionSystem: -

1. Always show a positive response to suggestions for improvement.2. Help workers to write easily and give them helpful suggestions about their

work.

3. Try to identify even the slightest inconvenience for the workers. (Thisrequires very good superior-subordinate control.)

4. Make the target very clear. Example: How many suggestions do we needthis month? Which area (quality, delivery, manpower, etc.) do we need to

work on now?

5. Use competition and games to arouse interest, such as displaying individualachievement charts.

6. Implement accepted suggestions as soon as possible. Give awards beforepayday


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9. Indian Model:-

Indian Model

It is basically to control the process or help to follow particular rules of

regulation in a company. Indian model was stating from British time, that time

worker was use to follow the order when any top rank people gives any order the

lower rank person should follow. After this model come in to Indian qualitycontrol model now any type decision company going to take they call a top

management meeting and they decide what have to do and how to control the

process and how many thing we have to consideration.

A hierarchical organization is an organizational structure where every entity

in the organization, except one, is subordinate to a single other entity. This

Top Management

Steering Committee

Facilitator

Leader/Dy. Leader

Members of Quality

Non-Members


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arrangement is a form of a hierarchy. In an organization, the hierarchy usually

consists of a singular/group of power at the top with subsequent levels of power

beneath them. This is the dominant mode of organization among large

organizations; most corporations, governments, and organized religions are

hierarchical organizations with different levels of management, power or authority.

For example, the broad, top-level overview of the general organization of the

Catholic Church consists of the Pope, then the Cardinals, then the Archbishops,

and so on.

Members of hierarchical organizational structures chiefly communicate

with their immediate superior and with their immediate subordinates. Structuring

organizations in this way is useful partly because it can reduce the control

overhead by limiting information flow; this is also its major limitation.

A top to down approach (is also known as step-wise design) is essentially the

breaking down of a system to gain insight into its compositional sub-systems. In a

top-down approach an overview of the system is first formulated, specifying but

not detailing any first-level subsystems. Each subsystem is then refined in yet

greater detail, sometimes in many additional subsystem levels, until the entire

specification is reduced to base elements.

A bottom-up approach is the piecing together of systems to give rise to

grander systems, thus making the original systems sub-systems of the emergent

system. In a bottom-up approach the individual base elements of the system are

first specified in great detail. These elements are then linked together to form

larger subsystems, which then in turn are linked, sometimes in many levels, until

a complete top-level system is formed. This strategy often resembles a "seed"

model, whereby the beginnings are small but eventually grow in complexity andcompleteness. However, "organic strategies" may result in a tangle of elements

and subsystems, developed in isolation and subject to local optimization as

opposed to meeting a global purpose.


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Inspiring Your Staff from Top to Bottom

A.Start at the top Can you inspire yourself Absolutely. Think about yourbusiness plan. Consider the quality of life of your employees and what the

company means to their livelihood. Think about why you started yourcompany and what moved you to want to be successful in the first place.

B.Ask questions. People feel valuable when theyre asked about whatsimportant to them. Find out whats meaningful to your employees and what

inspires them to do good work. Make sure they know youre sincere, too.

Sending out a broadcast e-mail or memo is probably not appropriate here;

instead, try to be more spontaneous, informal, and personal. Weave your

questions into conversations and then make and keep good mental notes.

Write down what they say if necessary and then do what you can to create an

environment that supports what youve gleaned through your research.

C.Add some fun. All work and no fun make for a pretty boring workplace; itdoesnt do much for inspiration either. Infuse your office and the lives of

your employees with some fun. Celebrate small milestones like the

completion of half a report or an employees newfound skill as the go-to

person for help with the copy machine. Present cupcakes to employees

having a birthday. Bring in lunch occasionally or serve your staff ice cream

at the next meeting

D.Recognize and reward. Nothing inspires people to work hard like a publicpat on the back. Expressing your happiness with a job well done is important

not only for the person receiving the praise but for colleagues, too. Public

expression of kudos makes people feel good and motivates others to work

hard so that they too will be recognized for their contributions.

E. Start a speakers bureau. Youre not the only one who can benefit fromthe wisdom of a motivational speaker. Consider bringing in experts who

know how to get people on their feet. Many companies hold Lunch and

Learn sessions during which a speaker talks about a specific work-related

topic during the lunch hour. Find local speakers willing to talk for nothing or

a modest fee by inquiring at your local chamber of commerce, asking around

at various networking events, and just by some general snooping. Youd be

surprised at the level of talent in your own backyard


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F.Listen to gripes, whining, and bad news. If you consistently ignore thecomplaints -- and youre bound to have them -- your people will lose faith in

your ability to lead. Listening to bad news is actually a perfect opportunity

to inspire. Once people know theyve been heard, they are often primed forsomething positive. Acknowledge their concerns, thank them for having the

courage to speak up, and then try your best to do something about it. A

cheerleading squad is essential in the workplace, but the players also need an

opportunity to think and regroup

In an organizational set-up there are three types of control

System:-

1. Down ward control: - this is also known as superior subordinate

control. In this type, a superior communicates with his subordinates. The main

purposes of downward control are:

A. To establish and disseminate goals of an organization.B. To give information about organizational policies and procedures.C.To develop plans for achievement of the organizational goals.D. To select, develop and motivate members of organization.E. To organize goals in an effective manner.

2. Up Ward control:- this is also known as subordinate superior

control. In this type, a subordinate communicates with his superior. The

main purposes of upward control are:

A.To give reports on various projects.B.To enhance understanding.C.To clarify one's situation.D.To seek help.E. To request for facilities.


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3. Horizontal control:- this is also known as interactive control. In this type a

person communicates with individuals of relatively equal status in the

organization. Individuals at each level, giving social support to one another, may

freely communicate among themselves, but fail to communicate upward or

downward. The main purposes of horizontal control are:

A.To inquire something.B.To convey some information.C.To seek help.D.To help others.E. To coordinate with each other.

Example hierarchy in software company: -

level 4 - Associate / assistant Software Engineer(basically a trainee) duration to go

to next tier(1 to 1.5Yrs)

Software engineer - next to ASE (1.5 Yrs)

level 3 - Senior Software Engineer(1.5 Yrs)

level 2 -Team lead, Technical lead (2-3 Yrs)

level 1 - Project Manager(3-5 Yrs)level 0 - Senior Project Manager , location manager, account manager, resource

manager, delivery manager

After tier 0 you become a President, VP, ChiefOperating Officer(COO), one

among the board of directors and move across organizations


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10. How to Make decision: -

Any company when take any decision they at first find the problem and find

any simple solution when they fill now require permission top management then

they inform in to top management and take permission from there. The top CEO orVP when they take decision they call a board meeting and call all share holder or

top post employer. There they think all possible solution and inform to next level

manager and told to guide or hand over.

Problem solving and decision-making are important skills for business and

life. Problem-solving often involves decision-making, and decision-making is

especially important for management and leadership. There are processes and

techniques to improve decision-making and the quality of decisions. Decision-

making is more natural to certain personalities, so these people should focus moreon improving the quality of their decisions. People that are less natural decision-

makers are often able to make quality assessments, but then need to be more

decisive in acting upon the assessments made. Problem-solving and decision-

making are closely linked, and each requires creativity in identifying and

developing options, for which the brainstorming technique is particularly useful.

See also the free SWOT analysis template and examples, and PEST analysis

template, which help decision-making and problem-solving. SWOT analysis helps

assess the strength of a company, a business proposition or idea; PEST analysishelps to assess the potential and suitability of a market. Good decision-making

requires a mixture of skills: creative development and identification of options,

clarity of judgment, firmness of decision, and effective implementation. For group

problem-solving and decision-making, or when a consensus is required, workshops

help, within which you can incorporate these tools and process as appropriate.

Here are some useful methods for effective decision-making and problem-solving:

First a simple step-by-step process for effective decision-making and problem-

solving.


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11. Why a company follows a particular model: -

Why they follow KAIZEN: - Interested in more information about quality,

continuous improvement, kaizen events and other ways organizations are involving

people in business decisions and process improvements. Employee suggestion

programs can help with quality and process improvement, when implemented

effectively. Learn about the role of quality and continuous improvement inbusiness and management.

The pitfalls of an ill-conceived employee suggestion program are multiple,

legendary and most frequently - avoidable. A carefully constructed suggestion

program, launched with organizational commitment, clarity and ongoing control

can positively impact your bottom line. With these tips and ideas you can

implement an employee suggestion program that will succeed beyond your wildest

dreams.Why they follow Six sigma :- The term "six sigma process" comes from the

notion that if one has six standard deviations between the process mean and the

nearest specification limit, as shown in the graph, practically no items will fail to

meet specifications. This is based on the calculation method employed in process

capability studies.

Capability studies measure the number of standard deviations between the

process mean and the nearest specification limit in sigma units. As process

standard deviation goes up, or the mean of the process moves away from the center

of the tolerance, fewer standard deviations will fit between the mean and the

nearest specification limit, decreasing the sigma number and increasing the

likelihood of items outside specification.

y have steady production of clearly defined standard productsy a reasonable number of units madey a high value producty have flexible working practices and a disciplined workforcey short setup times on machinesy quality can be assured, e.g. zero defects either though good working

practices or though a cost penalty


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Why they followJIT

y regular meetings of the workforce (e.g. daily/weekly)y discuss work practices, confront and solve problemsy

an emphasis on consultation and cooperation (i.e. involving the workforce)rather than confrontation

y modify machinery, e.g. to reduce setup timey reduce buffer stocky expose problems, rather than have them covered upy reveal bad practicesy take away the "security blanket" of stock

Hierarchy

More easy control over the resources because with it resources can be

rationed and allocated to different units to use them to their most productive uses at

micro level.

1. Clearly defined reporting lines make it easy for employees to know to whomto report.

2. Reduce redundancies by eliminating extra and unproductive processes3. Stream line processes by giving it more focus and adoptive nature.4. It helps to reduce costs because the controlling of various cost control

centers are controlled at micro level.

5. It gives focus and direction to an organization.


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12. 3-D Model: - Quality control is a process by which entities review the

quality of all factors involved in production. This approach places an emphasis on

three aspects. Elements such as controls, job management, defined and well

managed processes, performance and integrity criteria, and identification of

records

Competence, such as knowledge, skills, experience, and qualifications will

improve the 3-D Model. The model based on JAI (Japanese, American &

Indian) Quality Management Process Soft elements, such as personnel

integrity, confidence, organizational culture, motivation, team spirit, and quality

relationships.

J

A I

JAI 3-D Model

Good Control

Quality/Service/Process

Quality &

Innovation

Laborious &

Mana ement

Continuous

Im rovement


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Meaning of JAI is Wining, so JAI Model means success in business,

according to my JAI model of quality management it will help to success in

business in organization and company. JAI is consist ofJ+A+I, J - means

continuous improvement of processes, A means Quality and Innovation, I

means Laborious and Management initiative.

To get a better perspective in management and development we need to

follow a 3 Dimensional approach which consist of joining of three cultures of the

world giants i.e. Japan, America and one of the fastest developing economies

India. Japanese tends to continuous improvement of process and leads to a better

processes which leads to cost reduction and better quality.

Americans tends to innovation which provides world the best products.

Americans believe in providing the customers the possible solutions and providingthe novel products in the market.

India is known for their hard work and the best brains, Indians do have a

tendency of working hard and providing the best possible results. Laborious work

are better done in India as well as best brains working on project helps the

companies to deal in better manner.

Combining these three found 3-D JAIModel will give a better product with

better process and better systems so that the output to the world will be improvingevery day. We need to work together to provide better services to the world and do

have an advantage of gaining better exposure and better output.


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13. Conclusion:-

As per the study carried out in this paper, it is been realized that every

country has its own strength and different competitive advantage. Every country

has its own core competencies which has led them to succeed in many areas.3D

approach leads to the combination of these competencies to make world knowabout novel systems and products and to provide world with better future prospects

up till now every country was working for their own profits and gains but there

was no common platform so that a better business world is developed rather than

competing to each other it is lucrative to work together and provide a better

platform for Innovation, Improvement and Hierarchical aspects. I will like to

conclude that this business scenario could be better if JAI works together andprovide a better platform for business.

The involvement of work people in Japan has lead mainly to process

improvement rather than to product improvement, Sorting go through all tools,

materials, etc. In the plant and work area keep only essential items. Everything else

is stored or discarded. Workers should not have to repetitively bend to access

materials. Each tool, part, supply, piece of equipment, etc. should be kept close to

where it will be used Keep the workplace clean as well as neat Maintain and

review standards When an issue arises such as a suggested improvement, a new

way of working . So JAI is perfect model.


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14. Bibliography: -

1) Book: Total Quality Management MovementAuthor: Drummond H

Publishing Date: 1994

2) Book: Total Quality: Management, Organization, And Strategy, 4th EditionAuthor: Evans James R.


3) Book: Total Quality Management 3rd Edition (s)Author: Bester field


4) Book: Total Quality Management - Principles And PracticeAuthor: MandalPublishing Date: 2004

5) Book: Implementing TQMAuthor: Joseph R Jablonski


6) Ogunbekun IO. Cash for health care: the unending search. World HealthForum, 1991.

7) Awobem FJ, Bekibele CO, Baiyeroju AM. Patients perception of the qualityof eye care at the University College Hospital, 2005.

8) Centre for Disease Control. Total Quality Management: Team membersmanual. Centre for Disease Control, Atlanta, 1996.

9) http://www.pmhut.com/six-sigma-vs-total-quality-management10)http://www.essayworld.com/members/essays/11/1495.shtml11)http://members.tripod.com/fjcm/topics.htm12) http://en.wikipedia.org/wiki/Sound_change

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