Page 34 - The Handbook for Quality Management a Complete Guide to Operational Excellence

20 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s T h e Q u a l i t y F u n c t i o n 21

a prototypical modern organization chart for a hypothet ical large manu-
facturing organization.
In this traditional structure, the quality specialists have no more than
a secondary responsibility for most of the important tasks that impact
quality. Table 2.1 lists the major work elements normally per formed by
these specialized departments.
Because the tradi tional, functionally specialized hierarchy creates a
“silo mentality,” each func tional area tends to focus on its own function,
often to the detriment of cross-functional concerns like quality. This is
not a failing of the workforce, but a predictable result of the system in
which these people work. The situation will not be corrected by exhorta-
tions to think or act differently. It can only be changed by modifying the
system itself.
Several alter native organizational approaches to deal with the prob-
lems created by the traditional structure have already been discussed. The
cross-functional organization is, as of this writing, the most widespread
alternative structure. Quality “councils” or “steering committees” are cross-
functional teams that set quality policy and, to a great extent, determine
the role of the quality specialists in achieving the policy goals. The steer-
ing committee makes decisions regarding the totality of company
resources (including those assigned to other functional areas) to be
devoted to quality planning, improvement, and control.
Quality con cerns must be balanced with other organizational concerns,
such as market share, profitability, and development of new products and

Reliability Establish reliability goals; Reliability apportionment; Stress
Engineering analysis; Identification of critical parts; Failure Modes & Effects
Analysis (FMEA); Reliability prediction; Design review; Supplier
selection; Control of reliability during manufacturing; Reliability
testing; Failure reporting and corrective action system
Quality Process capability analysis; Quality planning; Establishing
Engineering quality standards; Test equipment and gage design; Quality
troubleshooting; Analysis of rejected or returned material;
Special studies (measurement error, etc.)
Quality Write quality procedures; Maintain quality manual; Perform
Assurance quality audits; Quality information systems; Quality certification;
Training; Quality cost systems
Inspection & Test In-process inspection and test; Final product inspection and test;
Receiving inspection; Maintenance of inspection records; Gauge
calibration
Vendor Quality Preaward vendor surveys; Vendor quality information systems;
Vendor surveillance; Source inspection

Table 2.1 Quality Work Elements

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