QUALITY MANAGEMENT DEVELOPMENT STRATEGY

In developing quality management in one organization, we need to know elements that exist in organization which is to build a construction of quality management in organization.

Amount of elements in quality management could differ from one author to another, but basically it includes:

1. Organization vision

2. Eliminate obstacle

3. Communication

4. Continuous evaluation

5. Continuous improvement

6. Supplier-customer

7. Education relation

8. Employee empowerment and training

The explanation of elements is explained below:

1. Organization Vision

Organization vision delivers a framework which guides a value and trust in an organization. Organization vision should be uncomplicated, consists of one guidance sentence or motto which is known and believed by every employee. For example Honeywell Aerospace and Defense Company, a member of a group Honeywell Inc. in US, has a famous vision with company motto: “Our way: Improvement of Quality of Work, Work Life, and Management.

2. Obstacle elimination

The stages of obstacle elimination are as follow:

a. Identify existing obstacle. Every thing which is barrier or against to implementation of continuous improvement should be considered as obstacle. Obstacle could be a kind of internal procedure, personal issue, and culture company such as: quality improvement is considered as additional cost, no need to make improvement as long as there is no defect in product, we are the best to know customer’s need ( regardless asking customer)

b. Classify the existing obstacle. Obstacles which related each other and systematical cause of obstacle should be analyzed and categorized as (1) important and urgent to eliminate, (2) not important but urgent to eliminate, (3) important but not urgent to eliminate, (4) not important and not urgent

c. Determine the priority to resolve. Main and important thing which blockades implementation and realization of continuous improvement should be eliminated. Therefore priority should be focus on important and urgent obstacle.

3. Communication

Organization vision, value, objective should be transformed into all level organization. Management should communicate to all employee vision, value and objective of organization. To become effective, communication should be vertical and horizontal. Standards and procedures should be documented and provided in easy way to understand for all employees.

4. Continuous Evaluation

Continuous evaluation which based on feedback is important element in continuous improvement in order to develop quality management. Key factor should be considered in delivering feedback is that information should be received in the right time by a correct person that makes possible to conduct corrective action.

5. Continuous Improvement

A model has been introduced to conduct continuous improvement which is:

U Understand quality improvement needs

S State the quality problem

P Plan the solution

D Do or implement the solution

S Study the solution results

A Act to standardize the solution

Several strategy approaches to implement continuous improvement which are:

· Start from a pilot project

· Variation analysis from all processes

· Process oriented, not only result

· Make process simpler, more and more

· Afford constantly to invest in new technology

· Problem and failure are considered as a challenge for improvement

· Reorganize and reallocate all resources to ease endeavor in continuous improvement

6. Supplier and Customer Relation

Some strategies to enhance supplier and customer relation are as follow:

· Associate organization vision to customer satisfaction

· Appreciate to supplier

· Connect to smaller number of supplier

· Identify internal and external supplier

· Identify end user and distributor

General model of supplier and customer relation is described in figure below:

7. Empowering the worker

Empowering the worker means that it makes possible for employee to achieve his highest performance. Process of empowering the worker is done through giving more authority to worker. It can be done through:

· Recruit the best qualified person who cares to what he does

· Treat them as the way we want to be treated relate to honesty, care, respect, teamwork, recognition, and trust

· Admit that worker who does his work as one who knows better than other

8. Education and Training

Education and training are important element to develop quality management. All members of organization from top management until the lowest level of employee should have adequate education and training to enhance their ability. Basically the purpose of education is to educate employee why a certain activity should be done, meanwhile the purpose of training is to train employee how a certain activity should be done.

WILL QATALUM TO BE ONE OF THE MOST COMPETITIVE IN PRIMARY ALUMINIUM PLANT?

Experiment of implementing A Quality Management System is uploading now…

QATALUM, Qatar Aluminium Ltd, is a 50/50 Joint Venture between Qatar Petroleum (QP) and Norsk Hydro ASA Hydro.

It will be the largest Aluminium plant ever launched with a capacity in the first phase of 585,000 tonnes of primary aluminum, all to be shipped as value added aluminum casthouse products.

The plant is located in Mesaieed in Qatar, some 40 kilometers from the capital Doha which is growing into a modern business centre and busy air traffic hub for the region.

PARTNERS

Qatar Petroleum was previously known as the Qatar General Petroleum Corporation, established in 1974 as a national corporation wholly owned by the State of Qatar. Qatar Petroleum is responsible for all Qatar’s oil and gas industry processes in Qatar and abroad. These include the following:

• Exploration and drilling for oil, natural gas and other hydrocarbon substances
• Production, refining, transport and storage of the aforementioned substances, and any of their derivatives and by-products
• Trading in, and distribution, sale and export of these substances

Hydro is a Fortune Global 500 supplier of aluminum and aluminum products. Based in Norway, the company employs 25,000 people in more than 30 countries and has activities on all continents.

Hydro has more than 100 years of experience in hydropower, and today is the second-largest hydropower producer in Norway. Our power production is primarily used to supply the company's aluminum operations with electricity. In Hydro's time as an oil and energy company, it has developed competence in all aspects of the energy markets. This competence is very important for the aluminium industry and will remain a core asset in Hydro.
Hydro also invests in solar energy in cooperation with partner companies

Aluminium Production
Primary aluminium production has made significant progress when it comes to energy efficiency and reduced emissions. Modern production technology, such as that utilized in Qatalum, uses approximately 25 percent less energy than the average cell back in 1990.

Qatalum will employ all the best available technologies in its processes, and will have no major impact on the local environment (EIA Summary).

Emissions of greenhouse gases from modern technology, such as that used by Qatalum, are down to a minimum. Emissions of perfluorocarbons (PFCs) will be less than 0.3 kg per tonne aluminium produced, which is far below the global average.

ATKINS Report

Under Qatari Law, proposed developments such as the Qatalum project are subject to an Environmental Impact Assessment (EIA) before they can be implemented.

WS Atkins International Ltd (Atkins) was commissioned to undertake the EIA for the Qatalum Project. This summary presents an overview of the main findings of the Qatalum EIA.

Atkins' assessment found the majority of impacts to be only negligible or of minor significance. This is largely due to Qatalum adopting the design, and vast knowledge and experience gained from existing Hydro smelter operations.

The overall conclusion of the Atkins assessment of the Qatalum project is that impacts have been minimized, and that they will be managed as far as is reasonably possible. None of the impacts identified are so severe that they should affect the overall implementation of the project.

The highest standards

The project is designed to meet the highest environmental standards. Qatalum’s Environmental and Social Impact Assessment was approved by Qatar’s Supreme Council for Environment and Natural Reserves (SCNER) in November 2006.

The Qatalum project is based on Hydro's electrolytic reduction cell technology, which was developed in-house. This technology gives a combination of low investment costs, high productivity, low energy consumption and reduced emissions.

Building on experience

HAL250 was the technology applied in Hydro's project at Sunndal, Norway. The new development in Qatar can build on the experiences gained in Sunndal, at other Hydro plants, and in the course of the company’s technology development activities.

The cell technology is a top technology product. Aluminium production takes place at 960°C and uses aggressive chemicals. This process is difficult to monitor using normal measurement methods and equipment, so Hydro has therefore developed a special microcomputer for process control.

It is vital that aluminium cell control system functions without fault 24 hours a day, every day, year after year.

The HAL275 technology to be used in Qatalum is an economical and environmental-friendly electrolytic reduction technology. A holistic approach, system knowledge, operational experience and advanced mathematical models have resulted in a compact and highly productive plant with a sound working environment. Highly efficient purification units will be installed. Due to the temperatures involved, there will also be a high degree of mechanization of operation.

Improved working environment

Hydro's recent technology development has taken place at a time when ever greater consideration has been given to local communities and the environment. This challenge has helped Hydro develop one of the most environmentally friendly and compact electrolytic reduction technologies in the world.

The removal of process gases is an important factor for the protection of operators and for ensuring a clean working environment. The patented extraction system collects 99.5 percent of the gases from the process with optimal energy use. All fluoride is recycled.

Other important environmental features of HAL275 are:

• Increased extraction from cells during change of anodes
• Closed transport systems for oxide and coke
• New, highly efficient purification units

A New Management System

A new management system is going to bring the Qatalum organization forward to reach its defined goals.

With a new set of values and principles, a defined mission statement, and guidelines for value based management, the Qatalum organization now has created the toolbox which will be used to reach the goals already set.

Guiding light

“The Qatalum Way is how we plan to operate the most effective plant and workplace in the world. This is our guiding light,” says Truls Gautesen, CEO of Qatalum. He adds that he believes that the management system the Qatalum Way represents is crucial for the further development of the company. “Everything we do as leaders and co-workers in Qatalum should be based on the values, principles and strategic guidelines that we now have decided on,” he says.

To build an organization as large as Qatalum in such a short time, represents several challenges. With the number of nationalities employed estimated at about 25, there is no doubt that the Qatalum organization will become a cultural melting pot when it is fully manned by the end of next year.

Four values

“That is why respect is one our four values. To become an employee at Qatalum you must learn to work with colleagues who don’t necessarily think the exact same way as you do. The key is to learn how to benefit from the best of many cultures through mutual respect,” says Gautesen, adding that the other three values – enthusiastic, proactive and trustworthy – are all just as important.

The values are based upon the company’s four key performance areas: ethics, drive, ability and attitude. “We need to deliver high standards in these performance areas to achieve our mission,” Gautesen says.

Qatalum’s mission is to create a future of opportunities through environmental integrity and by setting the standard in operational excellence. “That is the promise we give to our stakeholders. The Qatalum Way is all about fulfilling our mission, and therefore it will serve as a key reference point for decision-making and how we act as leaders and employees of this company.”

CONCLUSION

Qatalum is on the right track, it has an advanced technology which is designed for a combination of low investment costs, high productivity, low energy consumption and reduced emissions. Management has given the right direction to company and employee with a new set of values and principle. The challenge and opportunity will be generated by its employee who come from around 25 countries.

RESOURCE: QATALUM WEBSITE: http://www.qatalum.com/