Monczka states, "TQM puts the focus on those value-adding processes that generate an output rather than on the output itself." Based on the text's coverage of this principle, briefly explain in your own words why focusing strictly on inspected output rather than the underlying process that created the output is a bad idea.
Focusing on Process Rather Than Output
Perhaps the most dramatic difference between traditional quality control methods and total quality management thinking involves a shift from a product orientation to a process orientation. TQM puts the focus on those value-adding processes that generate an out-put rather than on the output itself. Because quality processes are expected to create qual-ity output, a logical focus is on the process of creation rather than the result. It is far less expensive and more efficient in the long run to avoid generating the defect in the first place than it is to inspect for it once it is created.
Assume that an organization evaluates and awards business primarily on the basis of competitive bidding and supplier prototypes or samples. At best, suppliers will provide only one or two prototypes or samples to the buyer for detailed analysis and acceptance. The following questions highlight the risk of focusing strictly on inspected output rather than the underlying process that created the output:
• What supplier would knowingly submit a poor sample for evaluation?
• How many parts did the supplier have to produce before it was able to get an acceptable sample?
• Are the samples truly representative of the production process operating under normal operating conditions?
• Did the supplier use the same process, methods, personnel, and materials that it will use during normal production, or was the prototype made under strictly controlled laboratory conditions?
• Did the supplier itself or a subcontractor actually produce the sample?
• Do the submitted samples give the buyer enough information about the supplier’s real capacity or process capability?
An emphasis on process rather than finished product demands that a supplier provide evidence of its process capability (addressed in the next section) to the buyer on an ongoing, regular basis. Furthermore, every time a supplier modifies a process, a new process capability study should be instigated and analyzed. Focusing on the underlying process means minimizing over-reliance on samples unless there is a timely and comprehensive method of validating sample conformance to the buyer’s requirements.
Perhaps the best way to implement and maintain a process focus involves developing a structured company-wide supplier evaluation and selection system, which itself represents a process. A well-defined supplier evaluation and selection process supports the develop-ment of best practices, reduces duplication across units, supports the transfer of knowl-edge across teams or units, and recognizes the critical link between the supplier selection decision and supply chain quality. Leading-edge firms make their supplier evaluation and selection process, along with any supporting tools and templates, available through their company’s intranets for easy access and widespread availability.