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RELIABILITY

ABILITY OF THE PRODUCT TO PERFORM REQUIRED FUNCTION UNDER
STATED CONDITIONS FOR A STATED PERIOD OF TIME (ISO 8402 1986)

IT IS THE CHANCE THAT A PRODUCT WILL WORK FOR THE REQUIRED
TIME.

WE NEED TO
- TO QUANTIFY RELIABILITY IN TERMS OF PROBABILITY
- DEFINE PRODUCT PERFORMANCE
- DEFINE ENVIRONMENT
- DEFINE OPERATING TIME BETWEEN FAILURES

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RELIABILITY PROGRAM:
SETTING OVERALL RELIABILITY GOALS
APPORTIONMENT OF RELIABILITY GOALS
STRESS ANALYSIS
IDENTIFICATION OF CRITICAL PARTS
FMEA
PREDICTION OF RELIABILITY
DESIGN REVIEW
SELECTION OF SUPPLIERS
CONTROL OF RELIABILITY DURING MANUFACTURING
RELIABILITY TESTING
FAILURE REPORTING AND CORRECTIVE ACTION SYSTEM
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APPLICATION:
COMPLICATED PRODUCTS E.G. ELECTRONIC / SPACE SCIENCES

RELIABILITY FIGURES OF MERIT:
1) MEAN TIME BETWEEN FAILURES (MTBF)
MEAN TIME BETWEEN SUCCESSIVE FAILURES OF A REPAIRABLE
PRODUCT
2) FAILURE RATE NO OF FAILURES PER UNIT TIME
3) MEAN TIME TO FAILURES (MTTF) MEAN TIME TO FAILURE OF A
NON-REPAIRABLE PRODUCT
4) MEAN LIFE MEAN VALUE OF MAJOR OVERHAUL WEAR OUT
TIME
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5) MTFF MEAN TIME TO FIRST FAILURE OF REPAIRABLE PRODUCT
6) MTBM MEAN TIME BETWEEN MAINTENANCE
7) LONGEVITY WEAROUT TIME FOR A PRODUCT
8) AVAILABILITY OPERATING TIME EXPRESSED AS A PERCENTAGE
OF OPERATING AND REPAIR TIME
9) SYSTEM EFFECTIVENESS EXTENT TO WHICH A PRODUCT
ACHIEVES REQUIREMENTS OF USER
10) PROBABILITY OF SUCCESS RELIABILITY (USED FOR ONE SHOT
OR NON-TIME-ORIENTED PRODUCTS)
11) REPAIRS / 100 NUMBER OF REPAIRS PER 100 OPERATING HOURS
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DERATING

FMECA C = CRITICALITY

SUMMARY OF TESTS:
PERFORMANCE
ENVIRONMENTAL
STRESS
RELIABILITY

TO CLEARLY IDENTIFY THE ROOT CAUSE AND CONSEQUENTIAL FAILURE
OF OTHER PARTS
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6.7 EARLY WARNING OF NEW-PRODUCT PROBLEMS:
PROBLEMS CAUSED BY DESIGN RESULTS IN DEVELOPMENT OF VARIOUS
FORMS OF EARLY WARNING ON EXPECTED FAILURES. FOLLOWING TABLE
SHOWS NEW PRODUCT DEVELOPMENT STAGES AND APPROPRIATE
TESTS FOR EACH STAGE.
PHASES OF NEW PRODUCT
DEVELOPMENT
TESTS
CONCEPT AND FEASIBILITY STUDY CONCEPT REVIEW
PROTOTYPE DESIGN DESIGN REVIEW, RELIABILITY AND
MAINTAINABILITY PREDICTION,
FAILURE MODE, EFFECT AND
CRITICALITY ANALYSIS, SAFETY
ANALYSIS, VALUE ENGINEERING
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PHASES OF NEW PRODUCT
DEVELOPMENT
TESTS
PROTOTYPE CONSTRUCTION PROTOTYPE TESTS,
ENVIRONMENTAL TESTS,
OVERSTRESSING
PRE PRODUCTION PILOT PRODUCTION LOTS,
EVALUATION OF TOLERANCES
EARLY FULL-SCALE PRODUCTION,
MARKETING AND USE
EMPLOYEES AS TEST PANELS,
SPECIAL PROVISION FOR PROMPT
FEEDBACK
ALL PHASES FAILURE ANALYSIS, DATA
COLLECTION AND ANALYSIS
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6.8 FAILURE MODE EFFECT ANALYSIS:
FAILURE MODE AND EFFECT ANALYSIS (FMEA) IS A PREDICTION OF
FAILURE OF DESIGN STAGE. THIS COMBINES THE TECHNOLOGY,
KNOWLEDGE AND EXPERIENCE OF A DESIGNER TO IDENTIFY
FORESEEABLE FAILURE MODES OF PRODUCT OR PROCESS AND TO PLAN
FOR ITS ELIMINATION.

FMEA, THEREFORE CAN BE DEFINED AS A GROUP OF ACTIVITIES
INTENDED TO RECOGNIZE AND EVALUATE THE POTENTIAL FAILURE OF A
PRODUCT OR PROCESS AND ITS EFFECTS. IDENTIFY ACTIONS THAT
COULD ELIMINATE OR REDUCE THE CHANCE OF POTENTIAL FAILURES.
THE ENTIRE PROCESS IS TO BE DOCUMENTED.
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FMEA IS A TEM-EFFORT. MOST COMMONLY IT IS USED FOR DESIGN AND
SOME TIMES FOR PROCESS.

THE DEVELOPMENT OF A DESIGN FMEA CONSIDERS THREE ASPECTS TO
PREDICT A FAILURE AND ITS SEVERITY.
1. SEVERITY OF THE POTENTIAL MODE (S)
2. OCCURRENCE (O) IT IS THE LIKELIHOOD THAT A SPECIFIC
CAUSE WILL OCCUR
3. DETECTION (D) AN ASSESSMENT OF THE ABILITY OF VARIOUS
ACTIONS TO CONTROL THE DESIGN TO DETECT A POTENTIAL
DESIGN WEAKNESS.
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THE TYPICAL FAILURE MODES COULD BE:
CRACKED, DEFORMED, LOOSENED, LEAKING, STICKING, SHORT
CIRCUITED (ELECTRICAL), OXIDIZED, FRACTURED ETC.

THE FAILURE EFFECTS ARE:
NOISE, ERRATIC OPERATION, POOR APPEARANCE, UNSTABLE
INTERMITTENT OPERATION, ROUGH, INOPERATIVE, UNPLEASANT ODOR,
OPERATION IMPAIRED.
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THE CAUSES FOR FAILURE COULD BE:
INCORRECT MATERIAL SPECIFIED, INADEQUATE DESIGN LIFE
ASSUMPTION, OVERSTRESSING, INSUFFICIENT LUBRICATION CAPACITY,
INADEQUATE MAINTENANCE INSTRUCTIONS, POOR ENVIRONMENTAL
PROTECTION ETC.
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THE FAILURE MECHANISMS MAY INCLUDE:
YIELD, FATIGUE, MATERIAL INSTABILITY, CREEP, WEAR, CORROSION
FROM THE THREE ASPECTS MENTIONED ABOVE, THE RISK PRIORITY
NUMBER (RPN) IS WORKED OUT
RPN (S) X (O) X (D)
RPN IS A MEASURE OF DESIGN RISK.

RPN IS TO BE USED TO RANK ORDER THE CONCERNS IN DESIGN IN
PARETO FASHION. RPN LIES BETWEEN 1 TO 1000. FOR HIGHER R.P.N.
RE-DESIGN IS NECESSARY TO REDUCE DESIGN RISK. SPECIAL
ATTENTION IS TO BE GIVEN WHEN SEVERITY IS HIGH.
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CHECK YOUR PROGRESS-1
Q.1 FILL IN THE BLANKS:
1. THE MAIN RESPONSIBLE CAUSE COMMON IN ALL FAILURES IS
_________
2. NEGATIVE PRODUCT EXPOSURE TO CUSTOMER CAN MEAN A FAR
MORE CUSTOMER QUALITY PROBLEM IN TERMS OF LOSS OF
POTENTIAL MARKET DUE TO ________
3. DEBUG INCLUDES HIGH FAILURE RATE AT THE INITIAL STAGES
BECAUSE OF ___________
4. INTERPRETATION OF RESULTS AND EVIDENCES MUST BE DONE
BY _________ HAVING PREVIOUS EXPERIENCE OF SUCH
INVESTIGATIONS.
5. FMEA CONSIDERS THREE ASPECTS TO PREDICT FAILURE AND ITS
SEVERITY
1. ____________ 2. _____________ 3. _____________
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LEADERSHIP:
LEADERSHIP IS STRONG INFLUENCE ON FOLLOWERS
LEADERSHIP IS VERY IMPORTANT IN ORGANIZATIONAL LIFE
LEADERSHIP IS A CRUCIAL FACTOR IN THE BALDRIGE
LEADERSHIP IS NATIONAL QUALITY AWARD
ORGANIZATIONAL CHANGES NEED INFLUENTIAL LEADERS TO CAUSE
FOLLOWERS TO CHANGE

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LEADERSHIP IS ASSOCIATED WITH THE DETERMINATION OF THE GOALS, A
VISION FOR THE FUTURE AND THE PROCESS OF CHANGE TO REACH THE
GOALS AND THE FUTURE. LEADERSHIP IS ABOUT HELPING PEOPLE TO DO
THINGS THEY WOULD NOT NORMALLY DO.

FORMAL LEADERSHIP:
DESIGNATION FROM THE ORGANIZATION

INFORMAL LEADERSHIP:
INFLUENCES GROUP MEMBERS EVEN WITHOUT ORGANIZATIONAL
DESIGNATION.
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ROLE OF LEADERSHIP:
ESTABLISH AND SERVE ON QUALITY COUNCIL
ESTABLISH QUALITY POLICIES
ESTABLISH AND DEPLOY QUALITY GOALS
PROVIDE THE RESOURCES
PROVIDE PROBLEM ORIENTED TRAINING
STIMULATE IMPROVEMENT
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SERVE ON TOP MANAGEMENT - QUALITY IMPROVEMENT TEAMS WHICH
ADDRESS CHRONIC PROBLEMS TOP MANAGEMENT NATURE
PROVIDE FOR REWARD AND RECOGNITION

SPENDING TIME (@ 10%) ON THESE ISSUES PROVIDES EVIDENCE OF
LEADERSHIP THAT INSPIRES OTHER
VISIBLE QUALITY:
BOSS CENTERED OR AUTOCRATIC LEADER
SUBORDINATE CENTERED OR DEMOCRATIC LEADER
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LEADERSHIP CONTINUUM
BOSS CENTERED LEADERSHIP
SUBORDINATE CENTERED LEADERSHIP
USE OF AUTHORITY BY MANAGER
AREA OF FREEDOM FOR
SUBORDINATES
MANAGER
MAKES
DECISION
AND
ANNOUNCES
IT
MANAGER
SELLS
DECISION
MANAGER
PRESENTS
IDEAS AND
INVITES
QUESTIONS
MANAGER
PRESENTS
TENTATIVE
DECISION
SUBJECT TO
CHANGE
MANAGER
PRESENTS
PROBLEM GETS
SUGGESTIONS
MAKES DECISION
MANAGER
DEFINES
LIMITS
ASKS
GROUP TO
MAKE
DECISION
MANAGER
PERMITS
SUBORDINATES
TO FUNCTION
WITHIN LIMITS
DEFINED BY
SUPERIOR
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ORGANIZATIONAL CULTURE
CONSISTS OF THE KEY VALUES AND BELIEFS THAT ARE SHARED BY
ORGANIZATIONAL MEMBERS. CULTURE MAY NOT BE READILY
OBSERVABLE

OBSERVABLE PART OF CULTURE CONSISTS OF

ARTIFACTS SIGNS AND PRODUCTS OF CULTURE
SYMBOLS ORGANIZATIONAL AWARDS
STORIES EVENTS THAT CHARACTERIZE THE VALUES OF THE
ORGANIZATION
HEROES INDIVIDUALS WHO PERSONIFY CULTURE OF ORGANIZATION
E.G. NARAYAN MUTHY, BILL GATES.
SLAGONS SHORT SAYING THAT CAPTURE ORGANIZATIONAL VALUES
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TOYOTA CULTURE:
THE PATTERN OF BASIC ASSUMPTIONS THAT A GIVEN GROUP HAS
INVENTED, DISCOVERED OR DEVELOPED IN LEARNING TO COPE WITH ITS
PROBLEMS OF EXTERNAL ADAPTATION AND INTERNAL INTEGRATION AND
THAT HAVE WORKED WELL ENOUGH TO BE CONSIDERED VALID AND
THEREFORE TO BE TAUGHT TO NEW MEMBERS AS THE CORRECT WAY TO
PERSSIVE THINK AND FEEL IN RELATION TO THESE PROBLEMS.
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WHAT WE SEE: WHAT A NEWCOMER WOULD
NOTICE (e.g. DRESS, ORGANIZATIONAL CHARTS,
PHYSICAL LAYOUT, DRESS OF FORMALITY,
LOGOS, MISSION STATEMENT
NORMS & VALUES
UNDERLYING ASSUMPTIONS
WHAT THEY SAY: WHAT WE WOULD BE TOLD IS
THE REASON WHY THINGS ARE THE WAY THEY
ARE AND SHOULD BE. COMPANY PHILOSOPHY
NORMS AND JUSTIFICATIONS.
WHAT THEY DEEPLY BELIEVE AND ACT ON:
UNCONSCIOUS TAKEN FOR GRANTED BELIEFS
ABOUT THE ORGANIZATION AND ITS WORK /
PURPOSE, ABOUT PEOPLE, REWARDS AND
PUNISHMENT.
ARTIFACTS
&
BEHAVIOR
THREE LEVELS OF CULTURE
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MANAGING THE PROCESS OF CHANGE:

ORGANIZATIONAL CHANGE CAN TAKE PLACE AT THREE LEVELS:
THE INDIVIDUAL
THE GROUP
THE ORGANIZATION
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INDIVIDUAL CHANGE IS THE BASIS FOR ALL CHANGE. THOSE
RESPONSIBLE FOR MANAGING CHANGE NEED TO INVOLVE PEOPLE, TO
DISCUSS AND FOSTER IDEAS

AT MANAGEMENT LEVEL MDP (MANAGEMENT DEVELOPMENT
PROGRAMMES) ARE THE MAIN METHOD OF ENCOURAGING SUCH
CHANGE.
MDP FOCUS:
DEVELOP SKILLS MANAGERS NEED TO COPE WITH PRESENT JOBS.
DELEGATE POWER TO SUBORDINATES.
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CONTINUOUS IMPROVEMENT:
THOUGHT PROCESS, DECISION MAKING, SUGGESTIONS, INITIATIVE AND
COMMUNICATION / REPRESENTATION SKILLS OF SUBORDINATES WILL
IMPROVE.

ORGANIZATION CHANGE = ORGANIZATION DEVELOPMENT

FIVE CHARACTERISTICS: PLANNED, ORGANIZATION WIDE MANAGED
FROM THE TOP, ATTEMPTING TO INCREASE. THE ORGANIZATIONAL
EFFECTIVENESS, CHANGES IN STRUCTURE, ORGANIZATIONAL PROCESS
AND ATTITUDES
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RESISTANCE TO CHANGE:
PEOPLE DISLIKE CHANGE, AND WILL ATTEMPT TO AVOID IT.

THE REALITY IS THAT THE MAJORITY OF THE POPULATION OF THE
DEVELOPED WORLD HAS HAPPILY ADAPTED TO ENORMOUS CHANGES,
BOTH IN TECHNOLOGY AND THEIR WAY OF LIFE. HOWEVER, PEOPLE
DIFFER IN THEIR READINESS TO ACCEPT CHANGE. PEOPLE FALL INTO
FIVE DIFFERENT TYPES: INNOVATORS, EARLY ADOPTERS, MAJORITY
(EARLY), MAJORITY (LATE) AND LAGGARDS.
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INNOVATORS ARE QUICK TO ADOPT NEW IDEAS AND TO CHANGE
ACCORDINGLY. THEY ARE ALSO RISK TAKERS, AS SOME OF THE
NEW IDEAS MAY PROVE TO BE MISTAKEN AND/OR DIFFICULT TO
ADAPT AND PUT INTO PLACE.
EARLY ADOPTERS FOLLOW CLOSELY BEHIND THE INNOVATORS,
BUT ARE RATHER MORE RESPECTABLE AND TEND TO CONFORM
WITH SOCIETAL NORMS. THEY ARE NOT SEEN BY THE REST OF
SOCIETY TO BE AS NON-CONFORMIST AS THE INNOVATORS.
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THE EARLY MAJORITY TAKE ON CHANGE ONCE IT HAS STARTED TO
BECOME ACCEPTED.
THE MORE CONSERVATIVE LATE MAJORITY WAIT TO SEE ALL THE
EFFECTS BEFORE ADOPTING CHANGE.
FINALLY, THE LAGGARDS ARE VERY SUSPICIOUS OF CHANGE AND
ARE SLOW TO ADAPT.
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THE OTHER MYTH IS THAT RESISTANCE TO CHANGE IS NECESSARILY A
BAD THING. THE EXISTENCE OF RESISTANCE MAY BE AN INDICATOR THAT,
FOR SOME REASON, A CLOSER LOOK IS NEEDED AT THE ROOT CAUSES
FOR THE RESISTANCE.

ANOTHER ISSUE IS WHERE TOP MANAGEMENT JOINING A COMPANY
INSTIGATE CHANGE FOR CHANGES SAKE IN ORDER TO MAKE THEIR
PERSONAL MARK ON THE ORGANIZATION.
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REASONS FOR RESISTANCE:

IF AN INDIVIDUALS JOB IS AT RISK OR HE OR SHE HAS WORRIES ABOUT
COPING WITH THE NEW CONCEPTS, PROCEDURES, SYSTEMS, SKILLS,
PRACTICES, ETC., RESISTANCE TO THE RELATED CHANGES IS NOT
SURPRISING. A GOOD EXAMPLE IS SPC. FEAR OF CHANGE IS OFTEN
ENHANCED BY THE SECRECY IN WHICH CHANGE PROGRAMMES ARE
PLANNED AND IMPLEMENTED. THIS FAILURE TO COMMUNICATE IS OFTEN
DUE TO MANAGEMENTS FEARS THAT PEOPLE WILL FIND WAYS OF
BLOCKING THE CHANGES IF THEY ARE AWARE OF THEM IN ADVANCE.
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CHANGE WILL ALWAYS INVOLVE SOME EFFORT, AS NEW WAYS OF DOING
THINGS HAVE TO BE LEARNT, FEAR OF THE UNKNOWN WILL BE A MAJOR
FACTOR.

WHERE PROGRAMMES ARE CARRIED OUT BY OUTSIDE CONSULTANTS,
PERSONNEL MAY BE SUSPICIOUS OF OUTSIDERS AND ASK: WHAT CAN
THEY TEACH US? OR WHAT DO THEY KNOW ABOUT THE INDUSTRY?
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OVERCOMING RESISTANCE TO CHANGE:
TO INVOLVE THOSE WHO WILL BE AFFECTED IN THE DECISION-MAKING
PROCESS. INDIVIDUALS WHO HAVE BEEN INVOLVED IN PLANNING,
DEVISING AND IMPLEMENTING CHANGE ARE FARE MORE LIKELY TO FEEL
POSITIVELY ABOUT IT.

WHEN MANAGING A PROCESS OF CHANGE THE HUMAN TRAIT OF PEOPLE
WANTING TO SUPPORT THEIR OWN IDEAS SHOULD NEVER BE
FORGOTTEN. NATURAL LEADERS WITHIN A BUSINESS CAN ALSO ASSIST
WITH BREAKING THROUGH RESISTANCE TO CHANGE.
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THE IDEAL SITUATION IS WHERE ALL THE NECESSARY INFORMATION IS
FREELY AVAILABLE AND DECISION ARE THEN TAKEN BY CONSENSUS.

MANAGING THE PROCESS OF CHANGE:
STEP1: ESTABLISH A NUMBER OF KEY CULTURAL PARAMETER TO
PROVIDE THE BASIS FOR A COMMON UNDERSTANDING THROUGHOUT
THE COMPANY AS TO THE STYLE OR WAY OF WORKING THE
ORGANIZATION IS SEEKING TO ENCOURAGE. THE PARAMETERS SHOULD
BE SELECTED WITH CONSIDERABLE CARE AND FORETHOUGHT, AND
MUST BE APPLICABLE TO ALL LEVELS OF THE ORGANIZATION. THEY
SHOULD HIGHLIGHT FUNDAMENTAL AS OPPOSED TO SUPERFICIAL
ASPECTS OF MANAGEMENT STYLE.
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STEP2: DEVISE A MEANS OF MEASURING THE PARAMETERS AND ASSESS
THE CURRENT POSITION AGAINST THE PARAMETERS. RELATE THE
EXTENT OF THE PRESENCE OR ABSENCE OF THE KEY BEHAVIOUR
PARAMETERS IDENTIFIED TO THE EFFECTIVENESS OF THE
ORGANIZATION AND / OR INDIVIDUAL DEPARTMENTS. THE CONNECTION
BETWEEN ORGANIZATIONAL EFFECTIVENESS AND CORPORATE CULTURE
WOULD STRONGLY SUPPORT THE EFFORTS TO BRING ABOUT CULTURAL
CHANGE. IDENTIFY A DESIRABLE FUTURE SITUATION.
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STEP3: DEVELOP AN ACTION PLAN WHICH WILL ADDRESS THE
WEAKNESSES AND ACHIEVE THE TRANSITION. THIS COULD BE DONE
AWAY FORM THE WORKPLACE, IN A TRADITIONAL TRAINING FORUM, OR
AT THE WORKPLACE BY MEANS OF FACILITATIVE SUPPORT.
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TEAM BUILDING

THE DEVELOPMENT OF PEOPLE AND THEIR INVOLVEMENT IN
IMPROVEMENT ACTIVITIES IS A KEY FEATURE OF TQM. QUALITY CIRCLES
AND QUALITY IMPROVEMENT TEAMS ARE THE MOST FAMILIAR EXAMPLES,
MEMBERS OF ONE FUNCTIONAL AREA CROSS-FUNCTIONAL.
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THE EFFECTIVE SOLUTION OF PROBLEMS FACILITATES THE PROCESS OF
TEAM BUILDING AND THIS, ALONG WITH IMPROVED COMMUNICATION AND
UNDERSTANDING AND PEOPLE INVOLVEMENT AND DEVELOPMENT, IS
OFTEN MORE IMPORTANT THAN THE RESULT. TEAM BUILDING IS A
PRIMARY BUILDING BLOCK IN THE DEVELOPMENT OF TQM, AND SHOULD
BE ENCOURAGED WITHIN ANY ORGANIZATION. THE JAPANESE ARE MUCH
MORE COMFORTABLE WITH THE USE OF TAMS AS PART OF THEIR
QUALITY.
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QUALITY CIRCLES
QUALITY CIRCLES ARE A MEANS OF PROVIDING EMPLOYEES WITH THE
OPPORTUNITY TO SOLVE PROBLEMS, AND IMPLEMENT MONITOR THEIR
SOLUTIONS.

QUALITY CIRCLES APPEAR TO WORK BECAUSE OF THREE MAIN
FACTORS:
1. MEMBERS LIKE TALKING ABOUT THEIR WORK:
2. MEMBERS ARE INTERESTED IN THEIR WORK AND WANT TO
CONTRIBUTE; AND
3. MEMBERS WELCOME THE OPPORTUNITY TO IDENTIFY AND
SOLVE, USING THEIR SKILLS AND EXPERIENCE, THE PROBLEMS
THEY HAVE TO LIVE WITH AND NOBODY SEEMS TO CARE ABOUT.
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TEAM-BUILDING METHODS:
THE TYPE OF TEAM;
THE CONSTITUENTS OF THE TEAM;
THE OBJECTIVES OF THE TEAM;
HOW LONG THE TEAM HAS BEEN IN OPERATION;
THE SITUATION
THE PROJECTS TO BE TACKLED;
WHETHER A CONSULTANT / FACILITATOR IS TO BE USED;
THE SKILLS AND PREFERENCES OF THE CONSULTANT /
FACILITATOR; AND
THE ASSUMPTIONS ABOUT HOW CHANGE TAKES PLACE
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ONE OF THE MOST IMPORTANT SITUATIONAL DETERMINANTS WILL BE
THE ORGANIZATIONAL CULTURE.

THERE ARE A NUMBER OF TYPES OF TEAMS, EACH WITH
DIFFERENT OPERATING CHARACTERISTICS, WHICH CAN BE
EMPLOYED IN QUALITY-IMPROVEMENT ACTIVITIES SOME TEAMS
ARE DRAWN FROM ONE FUNCTIONAL AREA AND HAVE A NARROW
FOCUS, OTHERS ARE WIDER AND TEND TO BE CROSS-FUNCTIONAL.
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QUALITY CIRCLES HAVE A SPECIAL CHARACTER QUITE DIFFERENT
FROM OTHER METHODS OF GROUP WORKING OR PROBLEM-
SOLVING.
SUPERIOR-PERFORMING COMPANIES OPERATE A VARIETY OF
TEAMS TO FACILITATE THEIR CONTINUOUS QUALITY-IMPROVEMENT
EFFORTS.
TEAM BUILDING IS A PRIMARY BUILDING BLOCK IN TQM
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TEAM BUILDING INCLUDES BUILDING MUTUAL TRUST, DEVELOPING
INTERPERSONAL SKILLS AND ADAPTING TO PEOPLES NEEDS.
A VARIETY OF APPROACHES ARE USED IN TEAM BUILDING:
T-GROUPS, ROLE NEGOTIATION, STRUCTURED APPROACH, TEAM
DEVELOPMENT PACKAGES AND TEAM INTERACTION ANALYSIS.
FOR A TEAM TO FUNCTION EFFECTIVELY A NUMBER OF ROLES
MUST BE REPRESENTED, FOR EXAMPLE TASK LEADERS,
SOCIAL-EMOTIONAL SPECIALISTS, LOGICAL THINKERS AND STRONG
FIGHTERS.
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