Quality in all functions

For an organization to be truly effective, each of its components must work properly together. Each part, each activity, each person in the organization affects and is in turn affected by others. Errors have a way of multiplying, and failure to meet the requirements in one part or area creates problems elsewhere, leading to get more errors, yet more problems and so on. The benefits of getting it right first time everywhere are enormous.

Every experiences-almost accepts-problems in working life. This causes people to spend a large part of their time on useless activities – correcting errors, looking for thing, so on. The list is endless, and it is estimated that about one-third of our efforts are still wasted in this way. In the service sector it can be much bigger.

Quality, the way we have defined it as meeting the customer requirements, gives people in different functions of an organization a common language for improvement. It enables all the people, with different abilities and priorities, to communicate readily with one another, in pursuit of a common goal. Business is now so complex and employees so many different specialist skill that everyone has to rely on the activities of others in doing their jobs.

Management that rely heavily on exhortation of the workforce to do the right job right the first time, or accept the quality is your responsibility, will not only fail to achieve quality but may create division and conflict. These calls for improvement infer that problems are departmental or functional when, in fact, the opposite is true – most problems are interdepartmental. The commitment of all member of an organization is a requirement of organization-wide quality improvement: everyone must work together act every interface to achieve improved performance and that can only happen if the top management is really committed.

Thank you

prepared by: Puja keshari