UNIT 4-

QUALITY IMPROVEMENT
STRATEGICS AND
CERTIFICATIONS
ANAGHA RAJESH- SMS2021003 SANJANA SINGH- SMS2021045

ISHA GADA- SMS2021012 SIMRAN SAGGI-SMS2021081

• Quality Management is the exercise of overseeing the • Quality Management (and TQM) focuses not
activities, tasks and processes (inputs) that are used to only on the quality of the outputs (products &
create a product or service (outputs) so they may be held to services) but also the inputs - the tasks and
a high and consistent standard.
•
processes by which the outputs were created.
There are four main components of Quality
Management: quality planning, quality assurance, quality • Ideally, the quality of a product and/or service
control and quality improvement.  is not only increasing but the process by which
• The process of implementing all four components in an the product and/or service is created is
organization is referred to as Total Quality Management becoming better, thus achieving more
(TQM). consistent, higher quality products and
services.
 Kepner and Tregoe methodology of problem solving
• Kepner Tregoe is used for decision making .
• It is a structured methodology for gathering information and prioritizing
and evaluating it.
• It is very detailed and complex method applicable in many areas, which is
much broader than just idea selection.
• It is called also a root cause analysis and decision-making method.
• It is a step-by-step approach for systematically solving problems, making
decisions, and analysing potential risks.
• While the Kepner-Tregoe Matrix can become quite complex depending on
how many factors are involved in a given decision, the basis of the model
comes down to four steps.
While the Kepner-Tregoe Matrix can become quite complex depending
on how many factors are involved in a given decision, the basis of the
model comes down to four steps.
 Step 1: Situation analysis
1. You can think of 2. At this point, you are simply going to 3. There must be some sort of problem or situation
this as the top level identify the concerns that are involved in existing that requires a decision to be made, so
view of the decision the decision, and you are going to outline understanding what is happening should always be
that needs to be the priorities that you have in this case. your first objective.
made.
 Step 2: Problem analysis
1. This step is where you begin to
narrow in on the specifics of what is
going on within the business. What
problems have come up that require
some sort of solution?

2. Not only should you be

concerned with the problems
themselves, but more importantly,
you should be focused on the root 4. However, just as was the case with the first step,
causes of those problems. that would be a mistake. You need to take your
time when accurately defining the problem and its
3. Again, this is a point in the process that always
underlying causes. Don’t presume that you know
contains the risk for taking too little time in
what the cause of a problem is without digging in
thinking through the situation. You might assume
to figure out if you are actually correct.
that you know exactly what the problem is, so you
may just rush through this step in order to start
working on solutions.
 Step 3: Decision analysis
1. Now it is time to make a decision. First, you will want to collect all of the available alternatives
that you could use to solve the problem at hand so they can each be evaluated equally.

2. This step in the process is all about risk analysis. Any decision
that you make is going to come along with some degree of risk 
Step 4: Potential problem analysis
Problem analysis
 Step 1: The Right Problem to solve

1. The first thing that needs to be done is

identification. There is no point is trying to solve
the problem if the actual problem is not known
3. Try to find what lies beneath the
2. Focus on the problem, not just problem, that is the real problem
symptoms/ possible solutions

4. Also, set up a goal that you want to reach

after solving the problem so that you can see
how to get from the problem to the goal

5. If there are multiple problems, the right one is the

one with the most important outcome
 Step 2: Analyse the problem
• Once the problem is solved, next step would be to analyse the problem, the root cause of it.
• Here the cause for the whole debacle is aimed being understood
• This would help you find and collect information to fix the problem
• Try to find out why the problem exists as that will make things easier.
• To help discover all the facts, it is advised to create a number of lists to link the problem to
various possibilities
 Step 3: Define the problem
• Ordinarily, the definition of the problem will be the same from step 1
• But in some cases, the additional research and new findings may change the original definition so
as to accommodate the new perspective
• So it is important that the following points be checked off the list while defining the problem
1. Define exactly what the problem is
2. Define exactly what needs to be solved
3. Define your problem as an opportunity
4. Define the desired outcome
 Step 4: Develop opportunities
• Once the problem and cause(s) has been identified, it is time to move on to solutions
• There is always more than one way to solve a problem. Sometimes concurrent ways are needed to
solve a problem
• It is imperative, just like the other steps, to come up with varied ideas and suggestions to resolve a
problem
• To ascertain the best possible solution(s), he following methods can be adopted:
1. Expert advice
2. Brainstorming
3. The Scientific Method
 Step 5: Select best solution
• From the ‘n’ number of solutions that have been gathered, it is • In order to choose the best solution, it is
then time to pick the best suited solution or combination advisable to rank each of the solutions
solutions to be put into action according to their pluses and minuses.

some key to prioritise

areas

Operational
End result
validity

Degree of
Economic validity
complexity

Personal Stakeholder
commitment interest

Ease of
Potential risk
implementation
 Step 6: Implement the solution
• This is where solution is developed and put to test
• Plan and implement a pilot test of the chosen alternative
• Gather feedback from all affected parties
• Seek acceptance or consensus by all those affected
• Establish ongoing measures and monitoring
• Evaluate long-term results based on final solution
• Implement plan = implement solution
 Step 7: Evaluate and learn
• This is where you take a step back to see if the solution actually did solve the problem
• Evaluate the results produced by the solution tested to know if it worked or not
• If it did not work, find the reasons and how to alter the solution to counter those reasons
• Through this, you better the solution to get the best results possible

How effective was

the solution?

Questions that
should be
answered

Did it achieve What

desired consequences did
outcomes? it have?
 LEAN
• The core idea of lean is to maximize customer value while minimizing waste or creating more
value for customers with fewer resources.
• The ultimate goal of the lean idea is to provide perfect value to the customer through a perfect
value creation process that has zero waste.
• Lean thinking shifts the focus of management from optimizing separate technologies, assets and
vertical departments to optimizing the flow of products and services horizontally.
• A lean organization understands customer value and focuses on its key processes to continuously
increase it.
LEAN THINKING
 LEAN THINKING
• Lean Thinking is a way of thinking about an activity and seeing the waste inadvertently generated
by the way the process is organized.
• The aim of lean thinking is to create an enterprise that sustains growth by aligning customer
satisfaction with employee satisfaction and minimizes unnecessary over costs while ensuring
profitability.
• Lean thinking was born out of studying the rise of Toyota Motor Company from a bankrupt
Japanese automaker in the early 1950s to today's dominant global player.
• At every stage of its expansion, Toyota remained a puzzle by capturing new markets with
products deemed relatively unattractive and with systematically lower costs while not following
any of the usual management dictates.
• In studying the company firsthand it appeared that it had a unique group of elders (sensei) and
coordinators (trainers from Japan) dedicated to help managers think differently. Contrarily to
every other large company, Toyota's training in its formative years was focused on developing
people's reasoning abilities rather than pushing them to execute specialist-derived systems.
 LEAN THINKING PRINCIPLES
1. Define Value : Specify value from the standpoint of the end
customer by product family.
2. Map the Value Stream : In this step, the goal is to use the
customer’s value as a reference point and identify all the
activities that contribute to these values and eliminate the
steps that do not create value.
3. Create Flow : The following action is to ensure that the flow
of the remaining steps run smoothly without interruptions or
delays in a tight sequence.
4. Establish Pull : As flow is introduced, let customers pull
value from the next upstream activity.
5. Pursue Perfection : As value is specified, value streams are
identified, wasted steps are removed and flow and pull are
introduced. Follow this process again and continue until a
state of perfect value is created with no waste.
 TOOLS AND TECHNIQUES
5S Pillars :
i. Seiri : Sort, the first S, focuses on eliminating unnecessary
items from the workplace that are not needed for current
production operations.
ii. Seiton : Systematic Arrangement, is putting all necessary
items in the optimal place for fulfilling their function in the
workplace.
iii. Sieso : Shine, the next step is to thoroughly clean and inspect
the work area, tools and machinery on a regular basis.
iv. Seiketsu : Standardize, the next pillar is to standardize the
best practices in the work area and standardization creates a
consistent approach with which tasks and procedures are
done.
v. Shitsuke : Sustain, making a habit of properly maintaining
correct procedures by self-discipline of the workers.
 TOOLS AND TECHNIQUES
• Kaizen : is a Japanese term meaning ‘change for the better’ or ‘continuous improvement’. It is a
Japanese business philosophy regarding the processes that continuously improve operations and
involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
• Value Stream Mapping : Value stream mapping helps an organization identify the non-value-adding
elements in a targeted process. It uses a system of standard symbols to depict various work streams
and information flows.
• Policy Development : Companies develop policies generally to help them run efficiently in achieving
their objectives. They also develop them to comply with the legal and social environment in which
they operate as well as to build goodwill with both their employees and their customers.
 DIFFERENCE BETWEEN THE MINDSETS

Mass Production Lean Enterprise

• Producer ‘Push’ • Customer ‘Pull’

• Movement of Materials • Flow of Value
• High Volume • Flexible Response
• Inspection • Prevention
• Expert Driven • Knowledge Driven
• Decomposition • Integration
• Periodic Adjustment • Continuous Improvement
 WASTE REDUCTION
• By reducing or eliminating the generation of harmful and persistent wastes, waste minimization
supports efforts to promote a more sustainable society.
• Waste Minimization involves redesigning products and processes and/or changing societal patterns of
consumption and production.
 UNIVERSAL PROCESS
• Managing is necessary whenever one needs to get things done.
• It may be called the practice of consciously and continually shaping organizations.
• Every organization has people who are assigned and the responsibility of serving the organization to
achieve its goals.
 BENEFITS OF LEAN THINKING
• Lean Thinking provides various benefits for organizations such as :
1. Manage Team/Process Complexity
2. More Efficient Business Processes
3. Better Management of Changing Priorities
4. Better Project Visibility at the Team level
5. Increased Team Productivity
6. Reduced Lead Time
7. Increased Team Morale
8. Improved Visibility to Stakeholders
9. Reduced Cost
10. Predictable Delivery of Customer Value
ISO 9000
• The ISO 9000 family of Quality Management
System (QMS) standards is designed to help
organizations ensure that they meet the needs of
customers and other stakeholders while meeting
statutory and regulatory requirements related to a
Product or Service.
• ISO 9000 is defined as a set of international
standards on quality management and quality
assurance developed to help companies
effectively document the quality system elements
needed to maintain an efficient quality system.
ISO 9000 • ISO 9000 can help a company satisfy its customers,
meet regulatory requirements, and achieve continual
improvement.
• They are not specific to any one industry and can be
applied to organizations of any size.
• Third-party certification bodies provide independent
confirmation that organizations meet requirements of
ISO 9001.
• Over one million organizations worldwide are
independently certified, making ISO 9001 one of the
most widely used management tools in the world
today.
 OBJECTIVES OF ISO 9000’S

ISO 9000 ISO 9001 ISO 9002 ISO 9003 ISO 9004
• Provides • It applies to • Has 18 elements • Has 12 elements • Provides
Guidelines on industries doing covering covering final guidelines to
selection and use their own design production and inspection. interpret the
of quality and installation. quality
management. development. management and
assurance.
 BENEFITS OF ISO 9000 SERIES
• It gives competitive advantage in global markets.
1.
• Consistency in quality as it helps in detecting non-conformity early which makes it possible
2. to take corrective action.

• Documentation of quality procedures adds clarity to quality system.

3.

• Ensures adequate and regular quality training.

4.

• It helps customer to have cost-effective purchase procedure

5.
 BENEFITS OF ISO 9000 SERIES

• It helps save time and cost of inspection and training.

6.

• It helps in increasing productivity.

7.

• It helps to improve morale and involvement of workers.

8.

• It increases level of Job Satisfaction.

9.
 ISO 9000 REGISTRATION

Appointment
of the
Hold Internal Registrar
Audit
Documentatio
n
Preparing
Operating
Educating the Procedures
Staff
Prepare
Quality Policy
Assigning Manual
Responsibilitie
Top s and Training
Management Personnel
Committee
 ISO 9000 REGISTRATION
1. Top Management Committee – The first step towards ISO registration is setting up a quality steering
committee which meets to evaluate process. The committee informs top management of ISO 9000
costs, schedule, etc. and then proceeds with ISO 9000 registrations.
2. Assigning Responsibilities and Training Personnel – The responsibility is then assigned to
employees whereby they are trained to become internal auditors for the company to register for ISO
9000.
3. Prepare Quality Policy Manual – The company writes the Vision and Mission statements with basic
quality policy manual outline and then completes first draft of quality policy manual which is then
sent across to customers desiring ISO 9000 compliance.
4. Educating the Staff – A proper on and off the job training is imparted to the employees to consider
them as internal quality assurance auditors and conduct internal quality audits, thereby finding out
errors and suggesting solutions for eliminating the errors.
 ISO 9000 REGISTRATION
5. Preparing Operating Procedures – It defines responsibilities, using quality manual as a guide that is
responsible for functions outline of the procedures, interview of managers and fine-tune the
procedures, compare operating procedures with quality manual for consistency.
6. Documentation – The registration is done with proper documentation, so that no mistakes are
executed and this acts as a proof for future reference for further registration of ISO.
7. Hold Internal Audit – The audit is handled by the internal auditors who are the employees of the
company that result into implementing corrective action items from audit.
8. Appointment of the Registrar – A good registrar is appointed who is a third party individuals with
sound qualifications for smooth functioning of the registration process.
 REGISTRAR FOR ISO 9000
• ISO 9000 requires each organisation to complete internal audits for its ISO 9000 based quality system
to confirm that the processes are being managed correctly or to confirm the organisation is fully in
control of its activities and all requirements of ISO 9000:2015 along with customer and are fulfilled.
• To achieve certification, an organization must hire an independent certification body, known as a
registrar, to obtain an ISO 9000 certificate of conformity.
• This includes –
 An Independent Body
 Approved and Certified by accreditors
 BEFORE SELECTING THE REGISTRAR
I. Accreditors of the Registrar – The registrar should be accredited from the right registered agency, so
that there is no issue in the long run for the same.
II. Background and Credibility of the Registrar – The background of a registrar should be sound and
have good knowledge about ISO 9000 that will help in conducting the activities smoothly for an
organization and this will also speed up the process of registration.
III. Cost of Registration through the Proposed Registrar – The costs for the audits and registration will
be dependent on the size of the company, the number of locations, the accreditations needed and the
distance between the company and the auditor assigned by the registrar.
IV. Expected Harmony between the Company and Potential Registrar – Both the parties should
maintain harmony before, during and after the registration process as it creates a win-win situation
for both parties in achieving their respective objectives and goals.
ISO 14000
• The ISO 14000 standards provides a guideline or
framework for organizations that needs to systematise
and improve their environmental management efforts.
• The ISO 14000 standards are not designed to aid the
enforcement of environmental laws and do not regulate
the environmental activities of organizations; adherence
to these standards is voluntary.
• The ISO 14001 standard is the most important standard
within the ISO 14000 series.
• The ISO 14001 standard is based on the Plan-Check-Do-
Review-Improve cycle.
• If an organization is already ISO 9000 certified, the
implementation of ISO 14001 does not take as long.
• The ISO 14001 standard is the only ISO 14000 standards
that allows an organization to be registered or certified.
 SIX SIGMA
 Six Sigma (6σ) is a set of techniques and tools for
process improvement. It was introduced by American
engineer Bill Smith while working at Motorola in 1986.
[1][2] Jack Welch made it central to his business
strategy at General Electric in 1995. A six sigma
process is one in which 99.99966% of all opportunities
to produce some feature of a part are statistically
expected to be free of defects.
 Six Sigma is a method that provides organizations tools
to improve the capability of their business processes.
This increase in performance and decrease in process
variation helps lead to defect reduction and
improvement in profits, employee morale, and quality
of products or services.
 PRINCIPLES OF SIX SIGMA
 Concerntrating on customer requirements.
 Using accurate measurements to do error less
statistical analysis to understand improvement
opportunities for building a solution for
identification of root cause of problems
(variations).
 Being efficient and capable to eliminate variation
to continually improve the process.
 Involving manpower in six sigma cross-functional
teams.
 Being thorough and flexible.
 ENABLERS OF SIX SIGMA
 Leadership commitment- The top management and senior leadership must give
their total commitment in making the six sigma activity successful.
 Change in culture- Six sigma is directed towards specific, tangible, time bound
business objectives. The culture change because of the shifts in outlook towards
delivering the above tangible results.
 Continual improvement- Six sigma integrates the process and daily work and
executes in a manner that there are continual improvements.
 Challenging standards- Six sigma appraoch sets aside the 'business as usual'
attitude and sets challenging standards which are difficult but feasible and focused.
 Customer focus- Six sigma process is completely aimed towards satisfying
customers' needs profitability.
 Change in mindset- Six sigma warrants an altogether change in the mindset of
both, the management and people working in the organsation. They have to
convert themselves to highly pro-active, self renovated and focused group.
 CONCEPTS OF SIX SIGMA
 DPMO (Defects Per Million Opportunities) -
DPMO = Total Defects observed/ total opportunities x (1,000,000)
 Defect - It is the characteristics of a product or service which is not the customers want.
 Process Capability - The ability of your business process to deliver or produce a service or product
which meets the customers demand.
 Variation - After delivering service and product the control a person can measure of the difference
between what the customers sees and what they actually feel after the acceptance of the product or
service, is known as variation.
 Stable Operations - It not only means stabilising of the process but businesses also have to ensure that
the process is consistent in reducing the gap between whatthe customer sees and feels.
 Critical to Quality - The measurable characteristics of a product or service which must match the
custoomers requirement of the product or service.
 FEATURES OF SIX SIGMA
METHODOLOGY
• Six Sigma is designed to avoid waste and in efficiency,
thereby increasing customer satisfaction by delivering
what the customer is really expecting.
• Six Sigma is strictly structured and disciplined
methodology, which is very specific for the particular
participants.
• Six Sigma is statistical data driven methodology which
requires accurate or error-less data to perfectly analyse
the process.
• Six Sigma is not just about the improving quality and
increase the sale; it’s about changing results in the
financial statements also.
 SIX SIGMA METHODOLOGY
DMAIC: The DMAIC method is used primarily for improving existing business
processes. The letters stand for:
• Define the problem and the project goals
• Measure in detail the various aspects of the current process
• Analyze data to, among other things, find the root defects in a process
• Improve the process
• Control how the process is done in the future

DMADV: The DMADV method is typically used to create new processes and
new products or services. The letters stand for:
• Define the project goals
• Measure critical components of the process and the product capabilities
• Analyze the data and develop various designs for the process, eventually
picking the best one
• Design and test details of the process
• Verify the design by running simulations and a pilot program, and then
handing over the process to the client
 BENEFITS OF SIX SIGMA

 Reducing Waste-Delays and high operation costs are often source of waste.This methodology helps organizations in
ensuring that resources are being used and allocated efficiently. Thus, eliminating any wasteful business activity, reduces
the organization’s possibility of fading away, and facilitates continual improvement of the processes that add value for
the customer.
 Improving Time Management-Six Sigma implementation has proven to help employees in better managing their time,
and this usually results in increased business productivity.
 Increase Customer Loyalty-Six Sigma has proven to be necessary in achieving the ultimate goal of increasing customer
loyalty and satisfaction. The implantation of Six Sigma processes and policies encourages management to employ any
customer feedback or complain while continually treating the quality defects until the customer is satisfied.
 Boost Employee Motivation-Many companies have increased their workers productivity by as much as 50% only by
fully engaging their employees. With Six Sigma tools, the organization can create systems that will motivate the
employees in conducting the assigned duties.
 Higher Revenues and Lower Costs-Six Sigma requires for business owners to take a deeper look into their processes,
and make wise decisions before undertaking any concrete action. These decisions are fact-based, and usually lead to
improved quality and profit maximization. The more qualitative your products and services are, the more money your
business will generate.
 TAGUCHI METHOD OF QUALITY
CONTROL
 The Taguchi method of quality control is an approach to
engineering that emphasizes the roles of research and
development (R&D), product design and development in
reducing the occurrence of defects and failures in
manufactured goods.
 This method, developed by Japanese engineer and statistician
Genichi Taguchi, considers design to be more important than
the manufacturing process in quality control, aiming to
eliminate variances in production before they can occur.
 The Taguchi method gauges quality as a calculation of loss to
society associated with a product. In particular, loss in a
product is defined by variations and deviations in its function
as well as detrimental side effects that result from the product.
 QS-9000
One World-One Quality System
QS 9000 WAS INTRODUCED IN THE YEAR 1994 AND WAS AN
INTERNATIONAL QUALITY MANAGEMENT SYSTEM(QMS) STANDARD
FOR THE AUTOATIVE INDUSTRY DEVELOPED BY THE “BIG THREE’ OF
THE AMERICAN AUTO INDUSTRY, NAMELY, DAILMER, CHRYSLER
CORPORATION , FORT MOTOR COMPANY, GENERAL MOTORS
CORPORATION AND MAJOR TRUCK MANUFACTURERS AND IS NOW
MANAGED BY ALIAG: AUTOMATIVE INDUSTRY ACTION GROUP
 PURPOSE OF QS 9000
• Develop Fundamental Quality System: The main motto of quality team is to ensure that the
quality system is well planned so that it is easy for it to perform smoothly
• Reduce Cost: Every organization has the ultimate aim to reduce the cost in the most optimum
manner.
• Eliminate Redundant Requirements: All redundant activities should be scrapped resulting into
giving better output.
• Provide Standardized Process: A good quality system gives benefit to provide benchmark and
set high standards protocols for the organization resulting in smooth functioning of the
organization.
• Emphasize on Defect Prevention: QS 9000 helps the organization in defect prevention, thereby
giving advantage to work in set standard at a global level, creating a benchmark for its brand
value
QS DOCUMENTATION
 QS DOCUMENTATION
• Quality system assessment guide: A road map for any organization to execute the
functioning systematically and smoothly
• Advanced Product Quality Planning and Control Plan: QS documentation helps to plan
the quality of the product and control all the defects and deviations in the making of the
product.
• Failure Mode and Effects Analysis: A good documentation helps the organization to
prevent failure and helps it to find the cause and effect of the failure well in advance.
• Measurement System Analysis: This systems helps to set up their own standards against
the global standard which helps the organization to be the leader at the global level.
• Fundamental Statistical Process Control: It is an industry-standard methodology for
measuring and controlling quality during the manufacturing process
• Production part approval Process manual: It is a valuable tool for establishing confidence
in component suppliers and their production processes.
• Quality System Assessment manual: A good quality system gives adherence to well defined
standard operating procedures and polocies that minimizes variations in production.
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
• ESTABLISHES IN THE YEAR 1987 BY THE U.S CONGRESS TO RAISE AWARENESS OF
QUALITY MANAGEMENT AND RECOGNISE U.S COMPANIES THAT HAVE
IMPLEMENTED SUCCESSFUL QUALITY MANAGEMENT SYSTEMS.
• THREE MBNAQ AWARDS CAN BE GIVEN IN SIXE CATEGORIES, NAMELY:
1.MANUFACTURING
2.SERVICE COMPANY
3.SMALL BUSINESS
4.EDUCATION
5.HEALTHCARE
6.NON-PROFIT
 MALCOLM BALDRIGE NATIONAL
QUALITY AWARD(MBNQA)
CATEGORIES PURPOSE
• LEADERSHIP • RAISE AWARENESS
• STRATEGY • RECOGNISE COMPANIES
• MEASUREMENT,ANALYSIS • MOTIVATE U.S COMPANIES
AND KNOWLEDGE • HELP COMPANIES
MANAGEMENT
• WORKFORCE
• OPERATIONS
• RESULTS
BENEFITS OF THE MBNAQ AWARD
• IT IS CONSIDERED AS THE BEST AND MOST COST-EFFECTIVE
AND COMPREHENSIVE BUSINESS HEALTH AUDIT YOU CAN
RECEIVE.
• WRITING AND SUBMITTING IDEAS HAVE HELPED THE
COMPANIES TO IMPROVE THEIR PLANS AND ALSO IDENTIFY
THEM FOR IMPROVEMENT.
• ALSO EACH PARTICIPANT FOR THE AWARD, RECEIVES A
COMPREHENSIVE FEEDBACK REPORT THAT HIGHLIGHTS
THAT STRENGTHS AND WEAKNESSES FOR IMPROVEMENT.
 DEMING’S APPLICATION PRIZE
• ONE OF THE HIHEST AWARDS ON TOTAL QUALITY MANAGEMENT IN THE WORLD.
• ESTABLISHED IN THE YEAR 1951 IN COMMEMORATION OF THE LATEDR. WILLIAM
EDWARDS DEMING WHO CONTRIBUTED GREATLY TO JAPAN’S PROLIFERATION
OF STATISTICAL QUALITY CONTROL AFTER THE WORLD WAR II.
 DEMING’S APPLICATION PRICE
• CATEGORIES
1.THE DEMING PRICE FOR INDIVIDUALS: FOR INDIVODUALS OR GROUPS, THOSE WHO HAVE
MADE OUTSTANDING CONTRIBUTIONS TO STUDY OF TQM.
2.THE DEMING APPLICATION PRICE: FOR ORGANIZATIONS OR DIVISIONS OF THEM THAT
MANAGE THEIR BUSINESS AUTONOMOUSLY,
3.THE QUALITY CONTROL AWARD FOR OPERATIONS BUSINESS UNITS: FORNOPERATIONS
BUSINESS UNITS, WHO HAVE ACHIEVED DISTINCTIVE PERFORMANCE IMPROVEMENT
THROUGH THE APPLICATION OF QUALITY CONTROL MANAGEMENT.
 STRUCTURE AND ROLES OF THE DEMING’S PRIZE
COMMITTEE
• THE TOTAL ADJUSTMENT SUBCOMMITTEE:COORDINATES DEMING PRIZE
RELATED ACTIVTIES, WIDELY LISTENS TO INPUT ON HOW TO IMPROVE THE
EXAMINATION AND WARD PROCESS.
• THE SYSTEM AMENDMENT SUBCOMMITTEE: REVIEWS THE SYSTEMS AND
REGULATIONS REGARDING THE DEMING PRIZE AND PROPOSES NECESSARY
REVISIONS.
• THE DEMING PRIZE FOR INDIVIDUALS SUBCOMITTE; EXAMINES AND SELECTS
THE CANDIDATES FOR INDIVIDUALS.
• THE DEMING APPLICATION PRIZE SUBCOMMITTEE: EXAMINES AND SELECTS
THE CANDIDATES FOR JAPAN QUALITY MEDAL, THE DEMING APPLICATION
PRIZE AND THE QUALITY AWARD CONTROL FOR OPERATION BUSINESS UNITS.
• THE NIKKEI QC LIETRATURE PRIZE SUBCOMITEE: EAMINES AND SELECTS THE
CANDIDATES FOR THE NIKKEI QC LIERATURE PRIZE
 THANK YOU
ANAGHA RAJESH- SMS2021003
ISHA GADA- SMS2021012
SANJANA SINGH- SMS2021045
SIMRAN SAGGI-SMS2021081