Quality management ensures that organizations, products, or services are consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management not only focuses on the quality of products and services, but also on the means to achieve them. Quality management, therefore, uses quality assurance and controls processes and products to achieve more consistent quality.
Video Quality management
Evolution
Quality management is a new phenomenon but important for an organization. Civilizations that support arts and crafts allow clients to choose items that meet higher quality standards than normal goods. In societies where art and craft are the responsibility of craftsmen or main artists, these masters will lead their studios and train and supervise others. The importance of craftsmen is reduced because of mass production and repeated work practices institutionalized. The goal is to produce a large number of the same goods. The first initiator in the US for this approach was Eli Whitney who proposed the manufacture of components for muskets, thus producing the same components and creating musket assembly lines. The next step forward was promoted by several people including Frederick Winslow Taylor, a mechanical engineer who sought to improve industrial efficiency. It is sometimes called "the father of scientific management." He is one of the intellectual leaders of the Efficiency Movement and part of his approach lays a further foundation for quality management, including aspects such as standardization and adopting improved practice. Henry Ford is also important in bringing quality management processes and practices into operation on assembly lines. In Germany, Karl Benz, often called the inventor of a motor car, is pursuing similar assembly and production practices, although mass production actually started correctly in Volkswagen after World War II. From this period onwards, North American companies focus primarily on production against lower costs with increased efficiency.
Walter A. Shewhart made great strides in evolution towards quality management by creating methods for quality control for production, using statistical methods, first proposed in 1924. This became the basis for his ongoing work on statistical quality control. W. Edwards Deming then applied statistical process control methods in the United States during World War II, thus successfully improving quality in the manufacture of ammunition and other important strategic products.
Quality leadership from a national perspective has changed over the last few decades. After the second world war, Japan decided to make quality improvements as a national necessity as part of their economic rebuilding, and sought the help of Shewhart, Deming and Juran, among others. W. Edwards Deming championed Shewhart's ideas in Japan from 1950 onwards. He is probably best known for his management philosophy that establishes quality, productivity, and competitive position. He has formulated 14 points of concern for managers, who are high-level abstractions from many of his deep insights. They must be interpreted by learning and understanding deeper insights. These 14 points include key concepts such as:
- Break the barriers between departments
- Management must learn their responsibilities, and take leadership
- Supervision should help people and machines and gadgets to do a better job
- Upgrade and forever production and service systems
- Institutionalize a strong education and self-improvement program
In the 1950s and 1960s, Japanese goods were synonymous with cheap and low quality, but over time their quality initiatives began to work, with Japan reaching a high level of quality in products from the 1970s onwards. For example, Japanese cars regularly rank JD customer satisfaction. Power. In 1980 Deming was asked by Ford Motor Company to start a quality initiative after they realized they were behind the Japanese manufacturer. A number of very successful quality initiatives have been created by Japan (see for example on this page: Genichi Taguchi, QFD, Toyota Production System). Many methods not only provide techniques but also have a quality-related culture (ie a person factor). These methods are now adopted by the same western countries that decades earlier ridiculed Japanese methods.
Customer recognizes that quality is an essential attribute in products and services. Suppliers recognize that quality can be an important differentiator between their own offering and competitors (quality differentiation is also called quality gap). In the last two decades, this quality gap has greatly diminished between competitive products and services. This is partly due to contracts (also called outsourcing) manufacturing to countries such as China and India, as well as internationalization of trade and competition. These countries, among many others, have upgraded their own quality standards to meet international standards and customer demand. The ISO 9000 standard series may be the most recognized international standard for quality management.
Customer satisfaction is the backbone of Quality Management. Setting up a million-dollar company without taking care of customer needs will ultimately lower its revenue.
There are many books available for quality management. Some themes become more significant including the culture of quality, the importance of knowledge management, and the role of leadership in promoting and achieving high quality. Discipline-like thinking systems bring a more holistic approach to quality so that people, processes and products are considered together rather than independent factors in quality management.
The influence of quality thinking has spread to non-traditional applications outside the walls of manufacturing, extending into the service sector and into areas such as sales, marketing, and customer service.
Maps Quality management
Principles
The International Standard for Quality Management (ISO 9001: 2015) adopts a number of management principles, which top management can use to guide their organizations toward improved performance.
Customer focus
The main focus of quality management is to meet customer needs and strive to exceed customer expectations.
Thought Policy
Sustained success is achieved when the organization attracts and retains the trust of customers and other interested parties to whom it depends. Every aspect of customer interaction provides an opportunity to create more value for customers. Understanding current and future customer needs and other stakeholders contributes to the ongoing success of an organization
Leadership
Leaders at all levels establish unity of purpose and direction and create conditions in which people engage in achieving organizational quality goals.
Thought Policy
Creating a unity of purpose and direction and involvement of people enables organizations to align strategies, policies, processes and resources to achieve their goals
Involvement of people
Employees who are competent, empowered and involved at all levels throughout the organization are critical to improving their ability to create and deliver value.
Thought Policy
To manage organizations effectively and efficiently, it is important to engage everyone at all levels and to respect them as individuals. Recognition, empowerment and enhancement of competencies facilitate the involvement of people in achieving organizational quality goals.
Process approach
Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as coherent systems.
Thought Policy
The quality management system consists of interrelated processes. Understand how the results generated by this system allow the organization to optimize its systems and performance.
Upgrade
Successful organizations have an ongoing focus on improvement.
Thought Policy
Improvement is vital for organizations to maintain current levels of performance, to react to changes in internal and external conditions and to create new opportunities.
Decision-making based
Decisions based on the analysis and evaluation of data and information are more likely to produce the desired results.
Thought Policy
Decision-making can be a complex process, and always involves some uncertainty. These often involve different types and sources of input, as well as their interpretations, which can be subjective. It is important to understand the causal relationship and the potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making.
Relationship management
For ongoing success, organizations manage their relationships with interested parties, such as suppliers, retailers.
Thought Policy
Interested parties influence organizational and industry performance. Sustained success is more likely to be achieved when organizations manage relationships with all interested parties to optimize their impact on performance. Management relationships with suppliers and partner networks are very important.
Criticism
Social scientist Bettina Warzecha (2017) describes the concept of Quality Management center (QM), such as process orientation, control, and zero defects as a modern myth. He points out that the zero-error process and the illusion related to its control involve epistemological self-reference issues. The emphasis on the process at QM also ignores the discovery and thus the arbitrariness of the differences between structure and process. Above all, management complexity can not be reduced to standard (mathematical) procedures. According to him, the risks and negative side effects of QM are usually greater than the benefits (see also ein brand , 2010).
Improved quality and more
There are many methods for quality improvement. This includes product upgrades, process improvements, and community-based improvements. In the following list are quality management methods and techniques that combine and drive quality improvement:
- ISO 9004: 2008 - guidelines for performance improvement.
- ISO 9001: 2015 - certified quality management system (SMM) for organizations that want to prove their ability to consistently provide products and services that meet the needs of customers and other relevant stakeholders.
- ISO 15504-4: 2005 - information technology - process assessment - Section 4: Guidelines for use for process improvement and process capability.
- QFD - quality function deployment, also known as quality home approach.
- Kaizen - ??, Japanese for change is better; The common English term is continuous improvement .
- Zero Defect Program - created by NEC Corporation of Japan, based on statistical process control and one of the inputs for Six Sigma inventors.
- Six Sigma - 6?, Six Sigma combines existing methods such as statistical process control, experimental design and failure modes and effects analysis (FMEA) within the overall framework.
- PDCA - plan, perform, examine, action cycles for quality control purposes. (The DMAIC Six Sigma method (defining, measuring, analyzing, improving, controlling) can be seen as a specific implementation of this.)
- Quality loop - group approach (people-oriented) for improvement.
- Taguchi method - statistically oriented methods including quality endurance, quality loss function, and target specifications.
- Toyota Production System - reworked in the west to lean manufacturing.
- Kansei Engineering - an approach that focuses on capturing customers' emotional feedback about products to drive improvement.
- TQM - Total quality management is a management strategy aimed at instilling quality awareness in all organizational processes. First promoted in Japan with Deming prizes that were adopted and adapted in the US as the National Quality Award of Malcolm Baldrige and in Europe as the European Foundation for Quality Management awards (each with their own variations).
- TRIZ - which means "inventive troubleshooting theory"
- BPR - business process reengineering, management approach aimed at optimizing workflow and processes within an organization.
- OQRM - Object Oriented Quality and Risk Management, a model for quality and risk management.
- Go down & amp; Bottom Up Approach - A leadership approach to change
Supporters of each approach have sought to improve it and apply it for small, medium, and large profits. The simplest is the Process Approach, which forms the basis of the ISO 9001: 2008 Quality Management System standard, driven from the 'Eight principles of quality management', the process approach being one of them. Thareja writes on mechanisms and benefits: "Processes (skills) may be limited in words, but not in practice, while meeting the criteria of all-round profits: in terms of competencies added by the participants, organizations seek a more recent direction for business success, individual brands of people and organizations are, in turn, ascend.Competencies that have so far been rated as smaller, better acknowledged and are now recognized to be more powerful and rewarding. " More complex quality improvement tools are tailored for the types of companies that were not initially targeted. For example, Six Sigma is designed for manufacturing but has spread to service companies. Each of these approaches and methods has achieved success but also with failure.
Some of the common differentiators between success and failure include commitment, knowledge, and expertise to guide the improvement, scope of desired change/improvement (Big Bang type changes tend to fail more frequently than smaller changes) and adaptation to corporate culture. For example, quality circles do not work well in every company (and even blocked by some managers), and relatively few companies participating in TQM have won national quality awards.
There are many failures of BPR publication, as well as Six Sigma. Therefore, companies need to carefully consider which quality improvement methods should be applied, and certainly should not adopt everything listed here.
It is important not to underestimate the factors of society, such as culture, in choosing an approach to quality improvement. Every improvement takes time to implement, gain acceptance and stabilize as accepted practice. Improvement should allow a break between applying new changes so that the changes are stabilized and assessed as real improvements, before subsequent improvements are made (hence continuous improvement, not continuous improvement).
Improvements that change culture take longer because they have to cope with greater resistance to change. It's easier and often more effective to work within existing cultural boundaries and make small improvements (ie Kaizen ) rather than making major transformational changes. The use of Kaizen in Japan is the main reason for creating Japanese industrial and economic power.
On the other hand, transformational change works best when the company faces a crisis and needs to make major changes in order to survive. In Japan, Kaizen land, Carlos Ghosn led transformational changes at Nissan Motor Company in financial and operational crises. A well-organized quality improvement program takes all these factors into account when choosing quality improvement methods.
Quality standards
ISO standard
The International Organization for Standardization (ISO) created the Standard of Quality Management System (QMS) in 1987. They are a set of ISO 9000: 1987 standards consisting of ISO 9001: 1987, ISO 9002: 1987 and ISO 9003: 1987; applicable in different types of industries, by type of activity or process: design, production or service delivery.
These standards are reviewed every few years by the International Organization for Standardization. The version in 1994 is called ISO 9000: 1994 series; consisting of ISO 9001: 1994, 9002: 1994 and 9003: 1994 versions.
The last major revision was in 2000 and the series is called the ISO 9000: 2000 series. ISO 9002 and 9003 standards are integrated into a single certified standard: ISO 9001: 2000. After December 2003, organizations holding ISO 9002 or 9003 standards must complete the transition to the new standards.
ISO released a small revision, ISO 9001: 2008 on October 14, 2008. It does not contain any new requirements. Many of these changes to improve consistency in grammar, facilitating the translation of standards into other languages ​​for use by more than 950,000 certified organizations in 175 countries (by December 2007) using standards.
The ISO 9004: 2009 document provides guidelines for performance improvements above and above the basic standards (ISO 9001: 2000). This standard provides a measurement framework for improvement of quality management, similar to and based on a measurement framework for process assessment.
The Standards of Quality Management Systems created by ISO are intended to certify the organizational process and system, not the product or service itself. The ISO 9000 standard does not certify the quality of the product or service.
In 2005 the International Organization for Standardization released the standard, ISO 22000, which is intended for the food industry. This standard includes the values ​​and principles of ISO 9000 and HACCP standards. It provides a single, integrated standard for the food industry and is expected to become more popular in the coming years in the industry.
ISO has also released standards for other industries. For example, TS 16949 Technical Standard defines requirements other than those specified in ISO 9001: 2008 specifically for the automotive industry.
ISO has a number of standards that support quality management. One group described the process (including ISO/IEC 12207 and ISO/IEC 15288) and the other described the process assessment and improvement of ISO 15504.
CMMI and IDEAL methods
The Software Engineering Institute has its own method of assessment and process improvement, called CMMI (Maturity Models Integration Model) and IDEAL respectively.
The Maturity Model Integration (CMMI) capability is a process improvement training and assessment and service program managed and marketed by Carnegie Mellon University and required by many DOD and US Government contracts, especially in software development. Carnegie Mellon University claims CMMI can be used to guide process improvement across projects, divisions, or across organizations. Based on the CMMI methodology, the process is assessed on the basis of its maturity, defined as: Beginning, Managed, Defined, Quantitatively Managed, Optimized. Currently supported is CMMI Version 1.3. CMMI is registered with the US Patent and Trademark Office by Carnegie Mellon University.
The three constellations of CMMI are:
- Product and service development (CMMI for Development)
- Service delivery, management, and delivery (CMMI for Services)
- Acquisition of products and services (CMMI for Acquisitions).
CMMI Version 1.3 was released on November 1, 2010. This release is noteworthy for updating all three CMMI models (CMMI for Development, CMMI for Service, and CMMI for Acquisitions) to make it consistent and to improve its high maturity practices. The CMMI Product Team has reviewed over 1,150 change requests for models and 850 for assessment methods.
As part of its mission to transition mature technology to the software community, SEI has shifted CMMI-related products and activities to the CMMI Institute, a contracted subsidiary of Carnegie Innovations, a technology commercialization company Carnegie Mellon University.
Other quality management information
- VDA: Organization developed for the German auto industry VDA
- AVSQ: Organization developed for Italian auto industry AVSQ
- EAQF: Organization developed for the French auto industry EAQF
- QS-9000: Standard developed for the US auto industry QS9000
- ISO 19011 Standard developed to audit the international management system ISO 19011
Awards
- EFQM Prize Award (Formerly European Quality Award: European Award for Total Quality Management
and organizational excellence that has been presented since 1991 by the European Foundation for Quality Management (EFQM). www.efqm.org Similar awards are given by the EFQM National Partner organization across Europe. For example, in the UK, the British Quality Foundation (BQF) runs the UK Excellence Awards. The award is based on the EFQM Excellence Model, an organizational framework. www.bqf.org.uk
- Deming-Award: Japanese Award for Quality Management since 1951.www.deming.org
- Malcolm Baldrige National Quality Award: US-American Award for performance excellence made in 1987. [1]
Certification
Since 1995, the American Society for Quality has offered Certified Manager of Quality/Organizational Excellence (CMQ/OE). This is known until 2005 as a Certified Quality Manager (CQM).ASQ
Quality management software
Quality Management Software is a category of technology used by organizations to manage the delivery of high quality products. However, various solutions in functionality, with the use of automation capabilities, they typically have components to manage internal and external risks, compliance, and process and product quality. Industry-specific and pre-configured solutions are available and generally require integration with existing IT architecture applications such as ERP, SCM, CRM, and PLM.
Quality Management Software Functionality
- Non-Conformance/Corrective Action and Prevention
- Compliance/Audit Management
- Supplier Quality Management
- Risk Management
- Statistical Process Control
- Failure Mode and Securities Analysis
- Complaint Handling
- Advanced Product Quality Planning
- Environment, Health, and Safety
- Hazard Analysis & amp; Critical Control Point
- Production Part of Approval Process
Company Quality Management Software
The intersection of technology and quality management software led to the emergence of a new software category: the Company's Quality Management Software (EQMS). EQMS is a platform for cross-functional communication and collaboration that centralizes, standardizes, and simplifies quality management data from across the value chain. This software breaks down functional silos created by traditionally implemented and traditionally targeted solutions. Supporting the proliferation and accessibility of information across supply chain activities, design, production, distribution, and services, it provides a holistic viewpoint for managing product and process quality.
Quality requirements
- Quality Improvement can be distinguished from Quality Control in Quality Improvement is a deliberate process change to improve the reliability of achievement of results.
- Quality Control is an ongoing effort to maintain the integrity of a process to maintain the reliability of achieving results.
- Quality assurance is the planned or systematic action required to provide enough assurance that a product or service will meet the requirements given.
Academic resources
- International Journal of Productivity and Quality Management, ISSN 1746-6474, Inderscience
- Quality Journals & amp; International Reliability Management, ISSNÃ, 0265-671X, Emerald Publishing Group
- QualitÃÆ'¤t und ZuverlÃÆ'¤ssigkeit, ISSNÃ, 0720-1214, Carl Hanser Verlag (Germany)
See also
- Quality audit
- Quality infrastructure
- Quality management system
- Sales process engineering
- System thinking - Apps
- Health care
- Speed ​​up
- Test management
- Eight quality dimensions
- ADRI Approach
References
Craig M. Becker, Mary A. Glascoff, (2014) "Process steps: leadership tools for management", The TQM Journal, Vol. 26 Issue: 1, pp.50-62, https://doi.org/10.1108/TQM-02-2013-0018
Further reading
- Craig M. Becker, Mary A. Glascoff, (2014) "Process steps: leadership tools for management", The TQM Journal, Vol. 26 Issue: 1, pp.50-62, https://doi.org/10.1108/TQM-02-2013-0018
- Juran, Joseph M. and Joseph A. De Feo, "Juran Quality Handbook", 2010, ISBN 978-0-07-162973-7
- Nederpelt, Peter van (2012). Object-oriented Quality and Risk Management (OQRM). Practical and common methods for managing quality and risk . MicroData. ISBN: 978-1-291-037-35-7.
- ISBN Process Rating and Upgrades 0-387-23182-X
- Pyzdek, T, "Quality Engineering Handbook", 2003, ISBNÃ, 0-8247-4614-7
- Warzecha, B, "Problems with Quality Management: Process orientation, control, and zero-defect processes as modern myths (Philosophy in Practice)", 2017, ISBN 9783981863833; ISBN e-book 9783981863826
External links
- Media related to Quality management on Wikimedia Commons
Source of the article : Wikipedia
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