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 companies, 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 quality improvement. The approach relies on applying Goldratt's thinking on production bottlenecks to guide quality improvement. In essence the key to improving quality is to focus on reducing quality loss during and after the bottleneck process. The principle is illustrated via a simple model and by reference to a low technology ceramics manufacturer where improvement activities are targeted on the key decorating process that occurs after the bottleneck of the main firing process. Substantial reductions in quality losses are projected for the company.