Targeting quality improvement efforts through knowledge of capacity constraints: the case of a low technology ceramics manufacturer

Despite the significant evolution of the science of quality control many co mpanies, for whatever reasons, still eschew TQM and the techniques of SPC. The paper outlines an approach that could help such companies, and more TQM inclined companies, to target their limited skills and resources in qualit y improvement. The approach relies on applying Goldratt's thinking on produ ction bottlenecks to guide quality improvement. In essence the key to impro ving quality is to focus on reducing quality loss during and after the bott leneck process. The principle is illustrated via a simple model and by refe rence to a low technology ceramics manufacturer where improvement activitie s are targeted on the key decorating process that occurs after the bottlene ck of the main firing process. Substantial reductions in quality losses are projected for the company.