Why an organisation should take up this approach? In a highly competitive environment, quality improvement at a revolutionary pace is now becoming just good management practice. The mechanisms for improvements are several. Some are simple ideas or suggestions by individuals. Some are by way of implemented Kaizen; many could be by intra-sectional or intra-departmental improvements through Quality Circles or small group activities, all aimed at continuous improvements that are useful and many in number. But large-scale improvements are usually the result of inter-departmental and cross-functional Quality Improvement Teams (QITs).

Managers and supervisors need to have mandated annual improvements in quality and productivity and annual reduction in cost as part of policy management. Instead of mainly fighting fire, they need to tackle chronic problems, project-by-project in an organized and systematic manner to achieve beneficial change. Thus quality improvement teams impact company’s economics by reducing cost of poor quality and customer dissatisfaction. This approach expands the scope for participation of all level, of managerial and supervisory employees in improvements, empowers them and increases due recognition for their contribution. The opportunity to acquire new knowledge and skills is quite attractive for the participants.

Some organisations have of late explored Six Sigma as a goal for very significant improvement in quality that result in benefit to the company as also the customer (increased profitability to the former). Six Sigma vision and goals achievement also call for project-by-project approach through various teams - without restriction as to the level or position or function from which team members are drawn. The only difference is that the project teams have contribution from full time Master/Black Belts who have the responsibility for the Measure-Analyse-Implement-Control (MAIC) phases, while the Define phase is taken care of by the top management in terms of Six Sigma strategy, principles, goals, time frame, benchmarks, etc.

Roadmap recommended and used by qcfi for this process.

Awareness Programme on QI process to Senior Management with brief outline on methodology adopted. Three days workshop to Middle Management in batches of 25, which will include brief idea on elementary statistical systems, Brain Storming and Flow Diagram. Formation of groups in all departments and using brainstorming for identification of problems. Compilation of problems in an area, circulation and second round of brainstorming to further identification of problems. Categorisation of problems and creation of problem bank. Formation of expert Committee to review and prioritize the problems. · Identification of persons in middle management level and impart knowledge on

* Process to be used by QITs.

* Elementary Statistical Systems. · Selection of persons for intensive training on Intermediary and Advanced Statistical System to be used as resource person by all groups as and when needed. Selection of 4-6 problems and identification of leaders for the problem solving · Selection of Team members in consultation with leaders. · Meeting for problem solving · Periodical progress review · Formation of more teams Monthly Council Meeting for review - Attending every month for first 6 months and afterwards bi-monthly.