Efforts should be made to meet these needs and strive harder to excess those expectations. Second principle is the proper leadership within an organization. Good leaders develop unity of purpose and direction of any organization, Leaders should make an effort to create such an environment within an organization that every member works hard to meet the goals. Third principle suggests the involvement of every member of an organization. Their abilities and full involvement will enable the organization to reach high. Fourth principle involves the activities and resource management as a process. Fifth principle says about the systematic approach to management which involves proper identification, management and understanding of interrelated processes for the efficiency and effectiveness of an organization. Sixth principle states that continuous improvement should be the primary objective. Seventh principle involves the proper decision-making which should be based on the collected data and information. Last principle is about the mutual relationship between an organization and a supplier, these combined abilities help to create more value (Westcott, 2003).
14 steps directed by Deming are essential for proper quality management. To control the quality it is necessary to create constancy of purpose for product's and service's improvements. New philosophies should be adopted. Dependence should be ceased on mass inspection. For effective quality control, trend of awarding business solely on the basis of price tag should be ended. Constant improvement should be made of production and services systems. Modern training methods should be implemented. Leadership and supervision methods should be advanced. Fear should be wiped out for quality control. Numerical goals for goal the workers should be diminished for better quality control, along with elimination of numerical quotas and work standards. It is necessary to remove barrier to pride of workmanship for better quality control. Everyone should be offered vigorous program of education. Most importantly, for the effective quality control, there should be structured a proper management to imply the above mentioned steps (Thareja, 2008).
The basic aspects of Six Sigma
Six sigma was developed by Motorola Corporation and then implemented by many U.S. companies like GE and Allied signal (Anton and Carole, 2006).
THE primary element which caused the formation of Six Sigma was the quality improvement of complex manufactured products which comprise of large number of component and can result in defective products more often (Anton and Carole, 2006).
Sigma is a Greek letter used for a statistical term that evaluates the deviation of process from standard process. 6 sigma means 3.4 defects per million. The main concept behind this sigma is the measurement of the defects within a process and finding ways to systematically eliminate them to get zero defects in future. Six Sigma is a long-term concept designed to change the basics of cooperation's business methods. While conventional quality programs focus on detection and corrections of the defects, Six Sigma comprehends something better. It offers specific methods for the recreation of the process so that there are no defects in the first attempt (Anton and Carole, 2006).
The methodology of Six Sigma consists of the steps "Define - Measure - Analyze - Improve - Control," which is a pathway towards the goal achievement. Within this structure, it is the duty of management team to identify the process, defect's definition and the corresponding measures. This degree of flexibility allows the Sig Sigma together with its tool kit to easily incorporate with existing frameworks of software process implementations (Anton and Carole, 2006).
To accomplish Six Sigma, a process must not yield more 3.4 defects per million opportunities. It is defined as anything out of customer's specifications. Six Sigma has some few key concepts (Anton and Carole, 2006):
Critical to Quality: attributed importantly to customers
Defect: Failure to meet customer demands.
Process Capability: the abilities of your process
Variation: Customer's perception and feelings.
Stable Operations: Ensuring reliable, predictable processes to improve the perception of the customer (Anton and Carole, 2006).
Design for Six Sigma: Designing to encounter customer demands and process capability (Anton and Carole, 2006).
Anton, D. And Carole, a. (2006). ISO 9001 Survival Guide, Third Edition. AEM Consulting Group, Inc.
Cianfrani, C.A.; West, J.E. (2009). Cracking the Case of ISO 9001:2008 for Service: A Simple Guide to Implementing Quality Management to Service Organizations. Milwaukee: American Society for Quality.