JAI' Quality Management Model

THEME PAPER “JAI” MODEL
‘JAI’ Quality Management Model

(Japanese, American & Indian Model)
Submitted to:-
Dr. Subhash Sharma (Dean)
Indian Business Academy
Submitted by:-
Amit Dandapath
Reg. No-FPB0911/009
INDIAN BUSINESS ACADEMY © Amit Dandapath Page 1

ACKNOWLEDGEMENT
Apart from the efforts of mine, the success of this project depends
largely on the encouragement and guidelines of many others. I take this
opportunity to express my gratitude to the people who have been
instrumental in the successful completion of this project.
I would first like to thank our and Dean, Dr. Subhash Sharma for being
so encouraging and helpful throughout my report work.
I would also like to express my profound gratitude to Prof. Sowmya C
S for her constant and valuable suggestions while doing the project
work. The project report entitled “JAI (Japanese, American & Indian)
Quality Management Process” without her encouragement and
guidance this project would not have materialized.

Dean’s Certificate
This is to certify that Amit Dandapath is a bonafide student of Indian

Business Academy, Bangalore and is presently pursuing his Post
Graduate Program in Management.
Under my guidance he has submitted his paper titled “JAI (Japanese,

American & Indian) Quality Management Process” in partial
fulfillment of the requirement during the Post Graduate Program in
Management.
This paper has not been previously submitted as part of another degree
or diploma of another Business School or University.
Dr. Subhash Sharma (Dean)

Lakshmipura, Thataguni Post,
Kanakapura Main Road,
Bangalore-560062

Mentor’s Certificate
This is to certify that Amit Dandapath is a bonafide student of Indian

Business Academy, Bangalore and is presently pursuing his Post
Graduate Program in Management.
Under my guidance he has submitted his paper titled “JAI (Japanese,

American & Indian) Quality Management Process” in partial
fulfillment of the requirement during the Post Graduate Program in
Management.
This paper has not been previously submitted as part of another degree
or diploma of another Business School or University.
Prof. Sowmya C S (Mentor)

Bangalore-560062

Student Declaration
I am Amit Dandapath, the undersigned, a student of Indian Business

Academy, Bangalore declare that this “JAI (Japanese, American &
Indian) Quality Management Process, in partial fulfillment of the
requirement during the Post Graduate Program in Management
(PGPM), From Indian Business Academy, Bangalore.
This is my original work and has not been previously submitted as a part
of another degree or diploma of another Business School or University.
The findings and the closing remarks of this paper are based on my
personal study and experience.
Mr. Amit Dandapath

Reg. no.-FPB0911/009

Bangalore-560062

INDEX
S. No Contents Page No
1 Introduction 7
2 Application of Total Quality Management 9
3 Benefits of TQM 11
4 Unique Features of TQM System 12
5 TQM triangle 13
6 TQM Implementation Model 13
7 Japanese Model 14
7.a Kaizen 16
7.b 5S(Methodology) 17
7.c Toyota Production System 19
8 American Model 22
8.a Six Sigma 23
8.b 5Why 25
8.c Canon Production System 27
9 Indian Model 29
10 How to Make Decision 34
11 Why a company follows a particular model 35
12 3-D Model 36
13 Conclusion 38
14 References 39

1. Introduction: -
Total Quality Management is a management approach that originated in the
1950's and has steadily become more popular since the early 1980's. TQM is
mainly concerned with continuous improvement in all work, from high level
strategic planning and decision-making, to detailed execution of work elements on
the shop floor. A preliminary step in TQM implementation is to assess the
organization's current reality. TQM encourages participation amongst shop floor
workers and managers. It should be kept in mind that TQM should be purpose
driven. Be clear on the organization's vision for the future and stay focused on it.
TQM can be a powerful technique for unleashing employee creativity and
potential, reducing bureaucracy and costs, and improving service to clients and the
community.
A name itself is sufficient to describe everything but a bit more clarification

will add to a base for the description. Total quality management is a management’s
approach towards the quality, it can be in regard to products, customer satisfaction
and employees satisfaction. The concept of TQM was developed by an American
W. Edwards Deming and i.e. why it is called as Deming’s concept of TQM .He
introduced this concept for improving the quality of various products and services.
Earlier it was just related with the quality of products which a organization is
producing but now other concepts like marketing, finance design, customer service
has also joined the area. This means that now good number of things is there to
manage. TQM works on one belief that mistakes can be avoided and defects can be
prevented. And management should believe in watching each and every step.
TQM is now a day’s called as TPM (total productivity management) and an

organization needs to consider ABCD for the effective application of TQM where
A stands for accident cure , B stands for breakdown , C stands for cost reduction
and D stands for damage. This policy of ABCD is in relation to product and if
TQM needs to be introduced a positive attitude from the side of management and
employees is required and then a collective effort will come up. TQM should give
chance for unleashing employee’s creativity and potential. The aim of TQM is to
reduce variations in quality of the products as well as in the working of whole
organization. For the successful implementation of TQM, an organization must
and as father and mother takes care for their home collectively the same way ,
management and managers are supposed to take care for their organization with

the help of tool called TQM. Total quality management is called total because
entire organization is involved, Quality means degree of excellence. And
management in literal sense means getting things done by others. In a TQM effort,
all members of an organization participate in improving processes, products,
services and the culture in which they work. The earlier introduced quality
management concept is now taken over by Total quality management. To have
effective TQM the first requirement is strong internal motivation and emotional
involvement for implementation. So the concept of TQM talks about adopting the
new policy, creating quality products, eliminate defects, estimate for breakdown,
accidents etc. Hence TQM should be purpose driven so first the whole organization
should be willing to accept the change then only TQM can actually affect the
organization in a positive way.
Companies who have implemented TQM include Ford Motor Company, Phillips
Semiconductor, SGL Carbon, Motorola and Toyota Motor Company.
TQM is the concept that quality can be managed and that it is a process. The
following information is provided to give an understanding of the key elements of
this process.
Many TQM experts use special terms to explain TQM, such as the voice of
the customer table, QFD implementation, Cross-Functional Management, and
Hosing Planning (some terms are mis-defined). These terms are confusing to many
people, particularly novices, in many companies. The initial, simplistic step of
implementing TQM is to determine the organization’s goals or obstacles according
to the dream oriented or problem oriented approach. In Japan, almost every
company uses the problem oriented approach during the initial phases of TQM.
Everyone, from top management to the line workers in an organization, determines
and defines the problems. Each employee defines the problems using a statement
beginning with "I don’t like to . . ." This is a key issue. Jobs listed this way by each
employee are not only the employee’s problems, but also the organization’s
problems. Using an approach like this is good because it not only helps pinpoint
problems; it also opens up discussion within the organization.

2. Application of Total Quality Management: -

The paradigm of TQM applies to all enterprises, be it Manufacturing,
Service, Information industries, Institution, Government Organization or an
Association. A first approach to TQM implementation is a skillfully designed
training program to continuously improve professional skills of the employees.
Several training techniques can be employed to ensure the effectiveness of the
program which include on the job training, industry level seminars and workshops.
Another important element in implementing TQM is looking out for new
technology to modify the process or what is known as reengineering it.
Management should be committed to process innovation to evaluate how thing are
being done and the need to change them. Through process innovation, lower layers
of the organizational chart can communicate to top level management.
I. Manufacturing Sector
1) Performance
2) Reliability and consistency
3) Conformance to specification
4) Durability
5) Serviceability
6) Features
7) Aesthetics
8) Perceived quality
II. Services Sector
1) Time to serve
2) Timeliness of the service
3) Completeness of serviced

4) Consistency
5) Courtesy
6) Responsiveness
7) Accuracy-first time right
8) Convenience- easy to obtain
III. Information
1) Right time data supply
2) Time save
3) Data quality management
4) Data storage
5) Data allocation
6) Data collection
IV. Institution
1) Control the process
2) Better management
3) Quick decision making

4) Information providing
3. Benefits of TQM: -
Total Quality Management (TQM) is very important for Quality assurance in
manufacturing. TQM combines the benefits of a Statistical Process Control system
with a variety of other functionality including continuous improvement through
corrective action. Without a system to hold your employees and departments
responsible for their actions, it is almost impossible to ensure the quality of your
products.
1) Reduction of defects because TQM promotes quality awareness and

participation of all members of the organization, not just the QA or QC
department. It means quality at the source.
2) Total quality management system leads to ease of problem solving. Through

measurements such as SPC and other techniques such as failure analysis,
defects and failures (even potential failures) can be identified and addressed.
3) TQM also leads to continuous improvement of processes and products. TQM

system should also improve the efficiency of people and machine.

4) TQM leads to quality products which leads to customer satisfaction.
5) And finally, by reducing defects and improving machine and personnel

efficiency, TQM should lead to cost savings and profitability improvement
(bottom line).
6) A philosophy that improves business from top to bottom
7) A focused, systematic and structured approach to enhancing customer's

satisfaction
8) Process improvement methods that reduce or eliminate problems i.e. non

conformance cost.
9) Tools and techniques for improvement - quality operating system what the
customer wants’ in terms of service, product and the whole experience
Delivering
10) Intrinsic motivation and improved attitudes throughout
11) Enhanced control education in waste and rework
12) Increase in process ownership- employee involvement and empowerment
13) Everyone from top to bottom educated
14) Improved customer/supplier relationships (internally & externally)
4. Unique Features of TQM System:-

In order to build a competitive edge, business has to be driven by vision, where
entrepreneurial dynamism drives for success. TQM is the required strategic tool,
for the necessary transformation of the organization not only by making the
organization ‘customer focused’ in all its functions and activities, but also by

managing the organization by ‘vision’ of the future. Towards this strategic

management process, TQM should be built upon some unique feature. Are …..
1) Strategically planned vision, mission and goals.
2) Leadership and management to lead from the front.
3) Customer and market focused business strategy.
4) Focus on development, involvement and empowerment of people.
5) Culture of management by facts through data management with focus on

customer satisfaction.
6) Innovative and creative process management with focus on customer

analysis.
7) Respect for society and the environment.
5. TQM triangle:-
TQM
Superior Business Result
Leadership, and Strategic Planning Continuous Improvement
Marketing and customer focus
Human resource Processing and quality management

Management
Information & Analysis
6. TQM Implementation Model:-

1. Process Improvement
2. Manage variation Fix a known problem: QI Story
3. Prevent recurrence: SPC, Kaizen
4. System Improvement
5. Daily Management
6. Quality Assurance
7. Theory of Constraints
8. Strategic Policy Management
9. Product Improvement

7. Japanese Model: - "The involvement of work people in Japan has lead

mainly to process improvement rather than to product improvement."
PPresePresident
TQC Promotion
Top Management
Section Chief
Quality Circle

7. a. Kaizen:-
Introduction:-“Kaizen means improvement. Moreover, kaizen means continuous
improvement in personal life, home life and social life. When applied to the
workplace, kaizen means continuous improvement involving everyone, managers
and workers alike”.
Kaizen is a daily activity, the purpose of which goes beyond simple

productivity improvement. It is also a process that, when done correctly,
humanizes the workplace, eliminates overly hard work , and teaches people how to
perform experiments on their work using the scientific method and how to learn to
spot and eliminate waste in business processes. In all, the process suggests a
humanized approach to workers and to increasing productivity: "The idea is to
nurture the company's human resources as much as it is to praise and encourage
participation in kaizen activities." Successful implementation requires "the
participation of workers in the improvement."
Kaizen (Japanese for "improvement" or "change for the better") refers to a

philosophy or practices that focus upon continuous improvement of processes in
manufacturing, engineering, supporting business processes, and management. It
has been applied in healthcare, government, banking, and many other industries.
When used in the business sense and applied to the workplace, kaizen refers to
activities that continually improve all functions, and involves all employees from
the CEO to the assembly line workers. It also applies to processes, such as
purchasing and logistics, which cross organizational boundaries into the supply
chain. By improving standardized activities and processes, kaizen aims to
eliminate waste. Kaizen was first implemented in several Japanese businesses after
the Second World War, influenced in part by American business and quality
management teachers who visited the country. It has since spread throughout the
world.
Various part of Kaizen:-

1) Just in time
2) Zero defects
3) Kanban
4) Quality circles
5) Continuous quality improvement
6) Five ‘S’
7) Self managed teams
8) Total quality management
The five main elements of kaizen:-

1) Teamwork
2) Personal discipline
3) Improved morale
4) Quality circles
5) Suggestions for improvement
7. b. 5S (Methodology)
'5S' is the name of a workplace organization methodology that uses a list of
five Japanese words which are Seiri, Seiton, Seiso, Seiketsu and Shitskuke.
Transliterated and translated into English, start with the letter S. The list describes
how items are stored and how the new order is maintained. The decision making
process usually comes from a dialogue about standardization which builds a clear
understanding among employees of how work should be done. It also instills
ownership of the process in each employee.
 Phase 1 - Sorting: Go through all tools, materials, etc., in the plant and work
area. Keep only essential items. Everything else is stored or discarded.
 Phase 2 - Straightening or Setting in Order: There should be a place for
everything and everything should be in its place. The place for each item

should be clearly labeled or demarcated. Items should be arranged in a

manner that promotes efficient work flow. Workers should not have to
repetitively bend to access materials. Each tool, part, supply, piece of
equipment, etc. should be kept close to where it will be used (i.e. straighten
the flow path). Seiton is one of the features that distinguish 5S from
"standardized cleanup".
 Phase 3 - Sweeping or Shining or Cleanliness (Systematic Cleaning): Keep
the workplace clean as well as neat. At the end of each shift, clean the work
area and be sure everything is restored to its place. This makes it easy to
know what goes where and ensures that everything is where it belongs. A
key point is that maintaining cleanliness should be part of the daily work -
not an occasional activity initiated when things get too messy.
 Phase 4 - Standardizing: Work practices should be consistent and
standardized. Everyone should know exactly what his or her responsibilities
are for adhering to the first 3 S's.
 Phase 5 - Sustaining the discipline: Maintain and review standards. Once the
previous 4 S's have been established, they become the new way to operate.
Maintain focus on this new way and do not allow a gradual decline back to
the old ways. While thinking about the new way, also be thinking about yet
better ways. When an issue arises such as a suggested improvement, a new
way of working, a new tool or a new output requirement, review the first 4
S's and make changes as appropriate.
A sixth phase, ‘Safety’ 'is sometimes added. It is reasonable to assume that a

properly planned and executed 5S program will inherently improve workplace
safety, but some argue that explicitly including this sixth S ensures that workplace
safety is given primary consideration.'
7. c. Toyota Production System

Introduction:-The Toyota Production System (TPS) is an integrated socio-
technical system, developed by Toyota that comprises its management philosophy

and practices. The TPS organizes manufacturing and logistics for the automobile
manufacturer, including interaction with suppliers and customers. The system is a
major precursor of the more generic "Lean manufacturing." Taiichi Ohno, Shigeo
Shingo and Eiji Toyoda developed the system between 1948 and 1975.
Goals:-The main objectives of the TPS are to design out overburden (Muri) and
inconsistency (Mura), and to eliminate waste (muda). The most significant effects
on process value delivery are achieved by designing a process capable of
delivering the required results smoothly; by designing out "Mura" (inconsistency).
It is also crucial to ensure that the process is as flexible as necessary without stress
or "Muri" (overburden) since this generates "muda" (waste). Finally the tactical
improvements of waste reduction or the elimination of muda are very valuable.
There are seven kinds of muda that are addressed in the TPS:
1) Over-production
2) Motion (of operator or machine)
3) Waiting (of operator or machine)
4) Conveyance
5) Processing itself
6) Inventory (raw material)
7) Correction (rework and scrap)
Continuous Improvement
Challenge: - We form a long-term vision, meeting challenges with courage and

creativity to realize our dreams.
Kaizen: - We improve our business operations continuously, always driving for

innovation and evolution.
Genchi Genbutsu: - Go to the source to find the facts to make correct decisions.
Respect for People
Respect: - We respect others, make every effort to understand each other, take
responsibility and do our best to build mutual trust.
Teamwork: - We stimulate personal and professional growth, share the

opportunities of development and maximize individual and team performance.
External observers have summarized the principles of the Toyota

Way as: -
Long-term philosophy OR short-term financial goals.
o The right process will produce the right results.
o Create continuous process flow to bring problems to the surface.
o Use the "pull" system to avoid overproduction.
o Level out the workload. Work like the tortoise, not the hare.
o Build a culture of stopping to fix problems, to get quality right from
the first.
o Standardized tasks are the foundation for continuous improvement
and employee empowerment.
o Use visual control so no problems are hidden.
o Use only reliable, thoroughly tested technology that serves your
people and processes.
o Add value to the organization by developing your people and partners
o Grow leaders who thoroughly understand the work, live the

philosophy, and teach it to others.
o Develop exceptional people and teams who follow your company's
philosophy.
o Respect your extended network of partners and suppliers by
challenging them and helping them improve.
o Continuously solving root problems drives organizational learning
o Make decisions slowly by consensus, thoroughly considering all
options Implement decisions rapidly.
o Become a learning organization through relentless reflection and
continuous Improvement.
8. American Model:-
Top Management
Steering Committee Volunteers
Department
Facilitators
Supervisor Circle
Leader
Operator Circle
Members
8. a. Six Sigma: -
Introduction: - Six Sigma is a business management strategy originally developed
by Motorola, USA in 1981. As of 2010, it enjoys widespread application in many
sectors of industry, although its application is not without controversy.
Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and minimizing variability in
manufacturing and business processes. It uses a set of quality management
methods, including statistical methods, and creates a special infrastructure of

people within the organization ("Black Belts", "Green Belts", etc.) who are experts
in these methods. Each Six Sigma project carried out within an organization
follows a defined sequence of steps and has quantified targets. These targets can be
financial (cost reduction or profit increase) or whatever is critical to the customer
of that process (cycle time, safety, delivery, etc.).
The term six sigma originated from terminology associated with

manufacturing, specifically terms associated with statistical modeling of
manufacturing processes. The maturity of a manufacturing process can be
described by a sigma rating indicating its yield, or the percentage of defect-free
products it creates. A six-sigma process is one in which 99.9% of the products
manufactured are free of defects, compared to a one-sigma process in which only
31% are free of defects. Motorola set a goal of "six sigma’s" for all of its
manufacturing operations and this goal became a byword for the management and
engineering practices used to achieve it.
One key innovation of Six Sigma involves the "professionalizing" of quality

management functions. Prior to Six Sigma, quality management in practice was
largely relegated to the production floor and to statisticians in a separate quality
department. Formal Six Sigma programs borrow martial arts ranking terminology
to define a hierarchy (and career path) that cuts across all business functions.
Six Sigma identifies several key roles for its successful implementation.
Executive Leadership includes the CEO and other members of top management.
They are responsible for setting up a vision for Six Sigma implementation. They
also empower the other role holders with the freedom and resources to explore new
ideas for breakthrough improvements.
Champions take responsibility for Six Sigma implementation across the

organization in an integrated manner. The Executive Leadership draws them from
upper management. Champions also act as mentors to Black Belts.
Master Black Belts, identified by champions, act as in-house coaches on Six

Sigma. They devote 100% of their time to Six Sigma. They assist champions and
guide Black Belts and Green Belts. Apart from statistical tasks, they spend their

time on ensuring consistent application of Six Sigma across various functions and
departments.
Black Belts operate under Master Black Belts to apply Six Sigma
methodology to specific projects. They devote 100% of their time to Six Sigma.
They primarily focus ona Six Sigma project execution, whereas Champions and
Master Black Belts focus on identifying projects/functions for Six Sigma.
Green Belts, the employees who take up Six Sigma implementation along
with their other job responsibilities, operate under the guidance of Black Belts.
Yellow Belts, trained in the basic application of Six Sigma management

tools, work with the Black Belt throughout the project stages and are often the
closest to the work.
Process /Methodology of Six Sigma: -

1) Identification and selection of the right project(Define)
2) Measure key product characteristics(Measure)
3) Identification of key causes and process determinants(Analyze)
4) Improve process and optimize performance(improve)
5) Control the gains(control)
Quality management tools and methods used in Six Sigma: -

Within the individual phases of a DMAIC or DMADV project, Six Sigma

utilizes many established quality-management tools that are also used outside of
Six Sigma. The following table shows an overview of the main methods used.
i. 5 Whys Histograms
ii. Analysis of variance Homoscedasticity
iii. ANOVA Gauge R&R Quality Function Deployment (QFD)
iv. Axiomatic design Pareto chart
v. Business Process Mapping Pick chart
vi. Catapult exercise on variability Process capability
8. b. 5 Whys
The 5 Whys is a question-asking method used to explore the cause/effect
relationships underlying a particular problem. Ultimately, the goal of applying the
5 Whys method is to determine a root cause of a defect or problem.
The following example demonstrates the basic process:
My car will not start. (The problem)
Why? - The battery is dead. (First why)
Why? - The alternator is not functioning. (Second why)
Why? - The alternator belt has broken. (Third why)
Why? - The alternator belt was well beyond its useful service life and has never
been replaced. (Fourth why)
Why? - I have not been maintaining my car according to the recommended service
schedule. (Fifth why, a root cause)
List of Six Sigma companies

The following companies claim to have successfully implemented Six

Sigma in some form or another:
LLC Maple Leaf Foods
100% Effective Training LTD McKesson Corporation [15]
3M Merrill Lynch
Acme Markets Methodia
Advanced Micro Devices Microflex Inc.
Agilent Technologies Motorola
Air Canada Mumbai Dabbawala or NMTBSA
ALCAN National Australia Group Europe
Amazon.com Network Rail
AXA New Page Corporation
Bank of America Nielsen Company
Bechtel Corporation Nortel Networks
EMC Organo Corporation
Finning Owens-Illinois
Flextronics Pakistan International Airlines
Ford Motor Company Pakistan State Oil
General Electric Patheon
General Dynamics Penske Truck Leasing
8. c. Canon Production System

The Three Basic Structures of CPS
1. Quality Assurance (QA) System. Canon tries to ensure the best quality in all
stages of development, production, and delivery to gain worldwide respect for their
products.
2. Production Assurance (PA) System. PA is aimed to achieve just-in-time

manufacturing, fast delivery, low cost, and also adopt the "visual control"
philosophy. Canon has devised two subsystems to attain these PA goals: Canon's
HIT System (equivalent to just-in-time) and Signal System. The HIT System
means making parts and products only when needed and only in the quantity
needed. Canon uses either HIT cards or signals for this purpose.
3. Personnel Training (PS) System. Under this system, Canon's employees are
continually educated through a life-long education program.
Elimination of 9 wastes:-
The other critical instruments for realizing CPS objectives are the "four
investments" (technologies, human resources, facilities, and welfare) and
Waste Categories and 9 Wastes to Be Eliminated
1. Work-in-process- Stocking items not immediately needed

2. Quality- producing defective products.
3. Facilities- Having idle machinery and breakdowns, taking too long for
setup.
4. Expenses- Overinvesting for required output.
5. Indirect labor - Excess personnel due to bad indirect labor system.
6. Talent - Employing people for jobs that can be mechanized or assigned to
less skilled people.
7. Motion - Not working according to the best work standards.
8. Product Design - Producing products with more functions than necessary.
9. New-product run-up - Making a slow start in stabilizing the production of
a new product

Guidelines of the Canon's Suggestion System: -

1. Always show a positive response to suggestions for improvement.
2. Help workers to write easily and give them helpful suggestions about their
work.
3. Try to identify even the slightest inconvenience for the workers. (This
requires very good superior-subordinate control.)
4. Make the target very clear. Example: How many suggestions do we need
this month? Which area (quality, delivery, manpower, etc.) do we need to
work on now?
5. Use competition and games to arouse interest, such as displaying individual
achievement charts.
6. Implement accepted suggestions as soon as possible. Give awards before
payday

9. Indian Model:-
Top Management
Steering Committee
Facilitator
Leader/Dy. Leader
Members of Quality
Non-Members
Indian Model
It is basically to control the process or help to follow particular rules of
regulation in a company. Indian model was stating from British time, that time
worker was use to follow the order when any top rank people gives any order the
lower rank person should follow. After this model come in to Indian quality
control model now any type decision company going to take they call a top
management meeting and they decide what have to do and how to control the
process and how many thing we have to consideration.
A hierarchical organization is an organizational structure where every entity

in the organization, except one, is subordinate to a single other entity. This
arrangement is a form of a hierarchy. In an organization, the hierarchy usually
consists of a singular/group of power at the top with subsequent levels of power

beneath them. This is the dominant mode of organization among large

organizations; most corporations, governments, and organized religions are
hierarchical organizations with different levels of management, power or authority.
For example, the broad, top-level overview of the general organization of the
Catholic Church consists of the Pope, then the Cardinals, then the Archbishops,
and so on.
Members of hierarchical organizational structures chiefly communicate

with their immediate superior and with their immediate subordinates. Structuring
organizations in this way is useful partly because it can reduce the control
overhead by limiting information flow; this is also its major limitation.
A top to down approach (is also known as step-wise design) is essentially the
breaking down of a system to gain insight into its compositional sub-systems. In a
top-down approach an overview of the system is first formulated, specifying but
not detailing any first-level subsystems. Each subsystem is then refined in yet
greater detail, sometimes in many additional subsystem levels, until the entire
specification is reduced to base elements.
A bottom-up approach is the piecing together of systems to give rise to

grander systems, thus making the original systems sub-systems of the emergent
system. In a bottom-up approach the individual base elements of the system are
first specified in great detail. These elements are then linked together to form
larger subsystems, which then in turn are linked, sometimes in many levels, until
a complete top-level system is formed. This strategy often resembles a "seed"
model, whereby the beginnings are small but eventually grow in complexity and
completeness. However, "organic strategies" may result in a tangle of elements
and subsystems, developed in isolation and subject to local optimization as
opposed to meeting a global purpose.
Inspiring Your Staff from Top to Bottom

A. Start at the top Can you inspire yourself Absolutely. Think about your
business plan. Consider the quality of life of your employees and what the
company means to their livelihood. Think about why you started your
company and what moved you to want to be successful in the first place.
B. Ask questions. People feel valuable when they’re asked about what’s
important to them. Find out what’s meaningful to your employees and what
inspires them to do good work. Make sure they know you’re sincere, too.
Sending out a broadcast e-mail or memo is probably not appropriate here;
instead, try to be more spontaneous, informal, and personal. Weave your
questions into conversations and then make and keep good mental notes.
Write down what they say if necessary and then do what you can to create an
environment that supports what you’ve gleaned through your “research.”
C. Add some fun. All work and no fun make for a pretty boring workplace; it
doesn’t do much for inspiration either. Infuse your office and the lives of
your employees with some fun. Celebrate small milestones like the
completion of half a report or an employee’s newfound skill as the go-to
person for help with the copy machine. Present cupcakes to employees
having a birthday. Bring in lunch occasionally or serve your staff ice cream
at the next meeting
D. Recognize and reward. Nothing inspires people to work hard like a public
pat on the back. Expressing your happiness with a job well done is important
not only for the person receiving the praise but for colleagues, too. Public
expression of kudos makes people feel good and motivates others to work
hard so that they too will be recognized for their contributions.
E. Start a speaker’s bureau. You’re not the only one who can benefit from
the wisdom of a motivational speaker. Consider bringing in experts who
know how to get people on their feet. Many companies hold “Lunch and
Learn” sessions during which a speaker talks about a specific work-related
topic during the lunch hour. Find local speakers willing to talk for nothing or
a modest fee by inquiring at your local chamber of commerce, asking around
at various networking events, and just by some general snooping. You’d be
surprised at the level of talent in your own backyard

F. Listen to gripes, whining, and bad news. If you consistently ignore the
complaints -- and you’re bound to have them -- your people will lose faith in
your ability to lead. Listening to bad news is actually a perfect opportunity
to inspire. Once people know they’ve been heard, they are often primed for
something positive. Acknowledge their concerns, thank them for having the
courage to speak up, and then try your best to do something about it. A
cheerleading squad is essential in the workplace, but the players also need an
opportunity to think and regroup
In an organizational set-up there are three types of control

System:-
1. Down ward control: - this is also known as superior – subordinate

control. In this type, a superior communicates with his subordinates. The main
purposes of downward control are:
A. To establish and disseminate goals of an organization.

B. To give information about organizational policies and procedures.
C. To develop plans for achievement of the organizational goals.
D. To select, develop and motivate members of organization.
E. To organize goals in an effective manner.
2. Up Ward control:- this is also known as subordinate – superior

control. In this type, a subordinate communicates with his superior. The
main purposes of upward control are:
A. To give reports on various projects.
B. To enhance understanding.
C. To clarify one's situation.
D. To seek help.
E. To request for facilities.

3. Horizontal control:- this is also known as interactive control. In this type a

person communicates with individuals of relatively equal status in the
organization. Individuals at each level, giving social support to one another, may
freely communicate among themselves, but fail to communicate upward or
downward. The main purposes of horizontal control are:
A. To inquire something.
B. To convey some information.
C. To seek help.
D. To help others.
E. To coordinate with each other.
Example hierarchy in software company: -

level 4 - Associate / assistant Software Engineer (basically a trainee) duration to go
to next tier (1 to 1.5Yrs)
Software engineer - next to ASE (1.5 Yrs)
level 3 - Senior Software Engineer (1.5 Yrs)
level 2 -Team lead, Technical lead (2-3 Yrs)
level 1 - Project Manager (3-5 Yrs)
level 0 - Senior Project Manager , location manager, account manager, resource
manager, delivery manager
After tier 0 you become a President, VP, Chief Operating Officer(COO), one
among the board of directors and move across organizations

10. How to Make decision: -

Any company when take any decision they at first find the problem and find
any simple solution when they fill now require permission top management then
they inform in to top management and take permission from there. The top CEO or
VP when they take decision they call a board meeting and call all share holder or
top post employer. There they think all possible solution and inform to next level
manager and told to guide or hand over.
Problem solving and decision-making are important skills for business and
life. Problem-solving often involves decision-making, and decision-making is
especially important for management and leadership. There are processes and
techniques to improve decision-making and the quality of decisions. Decision-
making is more natural to certain personalities, so these people should focus more
on improving the quality of their decisions. People that are less natural decision-
makers are often able to make quality assessments, but then need to be more
decisive in acting upon the assessments made. Problem-solving and decision-
making are closely linked, and each requires creativity in identifying and
developing options, for which the brainstorming technique is particularly useful.
See also the free SWOT analysis template and examples, and PEST analysis
template, which help decision-making and problem-solving. SWOT analysis helps
assess the strength of a company, a business proposition or idea; PEST analysis
helps to assess the potential and suitability of a market. Good decision-making
requires a mixture of skills: creative development and identification of options,
clarity of judgment, firmness of decision, and effective implementation. For group
problem-solving and decision-making, or when a consensus is required, workshops
help, within which you can incorporate these tools and process as appropriate.
Here are some useful methods for effective decision-making and problem-solving:
First a simple step-by-step process for effective decision-making and problem-
solving.

11. Why a company follows a particular model: -

Why they follow KAIZEN: - Interested in more information about quality,
continuous improvement, kaizen events and other ways organizations are involving
people in business decisions and process improvements. Employee suggestion
programs can help with quality and process improvement, when implemented
effectively. Learn about the role of quality and continuous improvement in
business and management.
The pitfalls of an ill-conceived employee suggestion program are multiple,
legendary and most frequently - avoidable. A carefully constructed suggestion
program, launched with organizational commitment, clarity and ongoing control
can positively impact your bottom line. With these tips and ideas you can
implement an employee suggestion program that will succeed beyond your wildest
dreams.
Why they follow Six sigma :- The term "six sigma process" comes from the
notion that if one has six standard deviations between the process mean and the
nearest specification limit, as shown in the graph, practically no items will fail to
meet specifications. This is based on the calculation method employed in process
capability studies.
Capability studies measure the number of standard deviations between the

process mean and the nearest specification limit in sigma units. As process
standard deviation goes up, or the mean of the process moves away from the center
of the tolerance, fewer standard deviations will fit between the mean and the
nearest specification limit, decreasing the sigma number and increasing the
likelihood of items outside specification.
 have steady production of clearly defined standard products

 a reasonable number of units made
 a high value product
 have flexible working practices and a disciplined workforce
 short setup times on machines
 quality can be assured, e.g. zero defects either though good working
practices or though a cost penalty

Why they follow JIT
 regular meetings of the workforce (e.g. daily/weekly)

 discuss work practices, confront and solve problems
 an emphasis on consultation and cooperation (i.e. involving the workforce)
rather than confrontation
 modify machinery, e.g. to reduce setup time
 reduce buffer stock
 expose problems, rather than have them covered up
 reveal bad practices
 take away the "security blanket" of stock
Hierarchy
More easy control over the resources because with it resources can be
rationed and allocated to different units to use them to their most productive uses at
micro level.
1. Clearly defined reporting lines make it easy for employees to know to whom
to report.
2. Reduce redundancies by eliminating extra and unproductive processes
3. Stream line processes by giving it more focus and adoptive nature.
4. It helps to reduce costs because the controlling of various cost control
centers are controlled at micro level.
5. It gives focus and direction to an organization.

12. 3-D Model: - Quality control is a process by which entities review the
quality of all factors involved in production. This approach places an emphasis on
three aspects. Elements such as controls, job management, defined and well
managed processes, performance and integrity criteria, and identification of
records
Competence, such as knowledge, skills, experience, and qualifications will

improve the 3-D Model. The model based on “JAI (Japanese, American &
Indian) Quality Management Process” Soft elements, such as personnel
integrity, confidence, organizational culture, motivation, team spirit, and quality
relationships.
Continuous
Improvement
J
Good Control Quality/Service/Process
Laborious &
Quality & A I Management
Innovation
‘JAI’ 3-D Model

Meaning of JAI is Wining, so JAI Model means success in business,

according to my JAI model of quality management it will help to success in
business in organization and company. JAI is consist of J+A+I, J - means
continuous improvement of processes, A – means Quality and Innovation, I –
means Laborious and Management initiative.
To get a better perspective in management and development we need to

follow a 3 Dimensional approach which consist of joining of three cultures of the
world giants i.e. Japan, America and one of the fastest developing economies
India. Japanese tends to continuous improvement of process and leads to a better
processes which leads to cost reduction and better quality.
Americans tends to innovation which provides world the best products.

Americans believe in providing the customers the possible solutions and providing
the novel products in the market.
India is known for their hard work and the best brains, Indians do have a
tendency of working hard and providing the best possible results. Laborious work
are better done in India as well as best brains working on project helps the
companies to deal in better manner.
Combining these three found 3-D JAI Model will give a better product with
better process and better systems so that the output to the world will be improving
every day. We need to work together to provide better services to the world and do
have an advantage of gaining better exposure and better output.

13. Conclusion:-
As per the study carried out in this paper, it is been realized that every
country has its own strength and different competitive advantage. Every country
has its own core competencies which has led them to succeed in many areas.3D
approach leads to the combination of these competencies to make world know
about novel systems and products and to provide world with better future prospects
up till now every country was working for their own profits and gains but there
was no common platform so that a better business world is developed rather than
competing to each other it is lucrative to work together and provide a better
platform for Innovation, Improvement and Hierarchical aspects. I will like to
conclude that this business scenario could be better if JAI works together and
provide a better platform for business.
The involvement of work people in Japan has lead mainly to process
improvement rather than to product improvement, Sorting go through all tools,
materials, etc. In the plant and work area keep only essential items. Everything else
is stored or discarded. Workers should not have to repetitively bend to access
materials. Each tool, part, supply, piece of equipment, etc. should be kept close to
where it will be used Keep the workplace clean as well as neat Maintain and
review standards When an issue arises such as a suggested improvement, a new
way of working . So JAI is perfect model.

14. Bibliography: -
1) Book: Total Quality Management Movement
Author: Drummond H
Publishing Date: 1994
2) Book: Total Quality: Management, Organization, And Strategy, 4th Edition

Author: Evans James R.
3) Book: Total Quality Management 3rd Edition (s)

Author: Bester field
4) Book: Total Quality Management - Principles And Practice

Author: Mandal
5) Book: Implementing TQM

Author: Joseph R Jablonski
6) Ogunbekun IO. Cash for health care: the unending search. World Health
Forum, 1991.
7) Awobem FJ, Bekibele CO, Baiyeroju AM. Patients’ perception of the quality
of eye care at the University College Hospital, 2005.
8) Centre for Disease Control. Total Quality Management: Team members’

manual. Centre for Disease Control, Atlanta, 1996.
9) http://www.pmhut.com/six-sigma-vs-total-quality-management
10) http://www.essayworld.com/members/essays/11/1495.shtml
11) http://members.tripod.com/fjcm/topics.htm

12) http://en.wikipedia.org/wiki/Sound_change

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THEME PAPER “JAI” MODEL

‘JAI’ Quality Management Model

Indian Business Academy

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 1

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 2

This is to certify that Amit Dandapath is a bonafide student of Indian

Under my guidance he has submitted his paper titled “JAI (Japanese,

Dr. Subhash Sharma (Dean)

Indian Business Academy

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 3

This is to certify that Amit Dandapath is a bonafide student of Indian

Under my guidance he has submitted his paper titled “JAI (Japanese,

Prof. Sowmya C S (Mentor)

Indian Business Academy

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 4

I am Amit Dandapath, the undersigned, a student of Indian Business

Mr. Amit Dandapath

Indian Business Academy

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 5

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 6

A name itself is sufficient to describe everything but a bit more clarification

TQM is now a day’s called as TPM (total productivity management) and an

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 7

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 8

2. Application of Total Quality Management: -

2) Reliability and consistency

II. Services Sector

2) Timeliness of the service

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 9

7) Accuracy-first time right

8) Convenience- easy to obtain

1) Right time data supply

3) Data quality management

1) Control the process

3) Quick decision making

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 10

1) Reduction of defects because TQM promotes quality awareness and

2) Total quality management system leads to ease of problem solving. Through

3) TQM also leads to continuous improvement of processes and products. TQM

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 11

4) TQM leads to quality products which leads to customer satisfaction.

5) And finally, by reducing defects and improving machine and personnel

6) A philosophy that improves business from top to bottom

7) A focused, systematic and structured approach to enhancing customer's

8) Process improvement methods that reduce or eliminate problems i.e. non

10) Intrinsic motivation and improved attitudes throughout

11) Enhanced control education in waste and rework

12) Increase in process ownership- employee involvement and empowerment

13) Everyone from top to bottom educated

14) Improved customer/supplier relationships (internally & externally)

4. Unique Features of TQM System:-

INDIAN BUSINESS ACADEMY © Amit Dandapath Page 12

managing the organization by ‘vision’ of the future. Towards this strategic

1) Strategically planned vision, mission and goals.

2) Leadership and management to lead from the front.

3) Customer and market focused business strategy.

4) Focus on development, involvement and empowerment of people.

5) Culture of management by facts through data management with focus on

6) Innovative and creative process management with focus on customer

7) Respect for society and the environment.

Superior Business Result

Leadership, and Strategic Planning Continuous Improvement

Marketing and customer focus