This MBA project was concerned with a study of the principles of Total Quality Control (TQC) and with an attempt to introduce TQC into a small service company.
Part 1 provides an understanding of the basic philosophy and techniques of TQC as described in the 1iterature. An attempt was made to concentrate on TQC literature relevant to service industries but it became obvious that most work has been carried out in manufacturing organisations.
TQC may be defined as measures adopted that will ensure that products or services are tailored to fully satisfy a customer's wants and are delivered dependably and at an acceptable cost.
TQC relies on the fact that the basis of any commercial operation is a system or process; the procedures for the normal flow of work. The techniques used in TQC are orientated to understanding, measuring, controlling and improving the particular process under scrutiny. It is a basic edict that Toe should prevent defects, not identify them after they have occurred. By doing this the costs of rework and scrap will be reduced, inspection costs will be reduced, customer acceptance and marketshare will improve and higher profitability will result.
The basic tools of Toe are simple charting and statistical techniques and these are built into the process to allow the workforce to measure and control the quality (defined as "conformance to requirements ll ) of their output.
Part 2 describes the TQC programme which was introduced into a small engineering suil testing laboratory. The objective was to be able to guarantee to clients a specific minimum amount of time for the turnaround of test reports.
A process flow chart was produced fur the laboratory operations and measurements of the time taken to produce test reports were used to produce a control chart. A Cause and Effect diagram was produced to try and identify the major causes behind the delays that occurred in the production of reports. The Cause and Effect diagram identified that sloppy paperwork at most stages of the operation caused delays and this problem was concentrated on and corrected. The control chart indicated that the process was “in statistical control” and that towards the end of 1986 and early 1987 there appeared to be an improvement in performance. There were also improvements in staff morale and marketshare may have increased marginally.
The original objective of the TQC programme has not been achieved at the time of writing but the effort will continue in 1987 with the prime objective of changing and improving the laboratory operating procedures to drive down the report delays to consistent repeatable and acceptable levels that can be guaranteed to clients.