TQM and Work Culture
A number of TQM initiatives have been put in place since 1999. Policy deployment is done every year in March based on the company’s Single Page Strategy. The single page strategy document lists the strategic direction and the business enablers which will help in achieving the results and the ‘must do’ actions for the current year. Roadmaps arising out of this are reviewed every month.
External and internal customer satisfaction surveys and employee satisfaction surveys are carried out every six months. Inputs from these surveys are used to make improvement plans which are shared with the customers and employees.
Monthly PPM activity currently takes place with thirteen customers with an objective to reduce our PPM level even further from the current level of five.
The management team of Deki is committed to provide a stimulating, learning-oriented, transparent and professional environment wherein total involvement of each and every member is encouraged. The work culture is oriented towards arriving at decisions by consensus. All members have pledged to strictly follow all decisions so arrived at. A prayer session is held every morning. One of the members is then given an opportunity to share a thought of common interest with the team.
Training, at Deki, is an integral part of the development curriculum with 3% of working time spent on it. Training needs are identified during regular interactions and especially during performance appraisals, road map reviews and shop floor meetings. Accordingly, training schedules are drawn up and followed up through coordination to ensure that the identified needs are effectively addressed. Shop floor personnel are engaged in problem solving and improvement teams. These small group activities have helped in the personal development of individuals as they are now equipped with problem solving tools such as 7 QC tools, CEDAC(Cause and Effect diagram with addition of Cards) and DMAIC methodology of 6 Sigma. The 6 Sigma movement was started in October 2009 and more than 45% of the workforce is involved in it.
A moving suggestion box scheme is also in use. All suggestions are collected during the week and presented in the morning assembly on Saturdays. All suggestions found viable are implemented as top priority action and awarded suitably.
The quality assurance system enforced at Deki, certified in accordance with ISO 9002 since November 1994, has been upgraded to ISO 9001:2008 in December 2009 and quality procedures are laid out in the quality manual. The procedures have been developed taking into consideration international standards, customer requirements and internal performance standards. The system is designed to ensure satisfaction of customers in respect of quality, functional performance, delivery performance, price/performance ratio and overall service satisfaction. Deki team members have been extensively trained to follow principles of “first time right” and in case of all corrective actions, the PDCA cycle.
Quality assurance is an all pervasive activity at Deki, transcending all vital functions starting from raw material vendor selection, sourcing, incoming inspection through process inspection to final inspection and storage/ despatch. Modern quality tools such as the 7 QC tools, Statistical Process Controls (SPC), Failure Mode and Effects Analysis (FMEA), Design of Experiments (DOE), Cause and Effect Diagram with Addition of Cards (CEDAC) and Six Sigma are used regularly to ensure continual improvement in quality and reliability.
AQL (Acceptable quality level)
All outgoing inspection is carried out as per Inspection Standard ISO 2859 / IS 2500 or IEC 410. Sampling plan followed is single sampling for normal inspection. AQL for all electrical properties is 0.1; this ensures that not even a single failure is acceptable.