Business
Quality Management
Quality management involves the systematic processes and activities that organizations use to ensure that their products or services consistently meet or exceed customer expectations. It encompasses quality planning, control, assurance, and improvement to enhance customer satisfaction and achieve business objectives. By implementing quality management practices, businesses can enhance their reputation, reduce costs, and drive continuous improvement.
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11 Key excerpts on "Quality Management"
eBook - PDF- Jane M. Wiggins(Author)
- 2010(Publication Date)
- Wiley-Blackwell(Publisher)
Quality Management 501 37.4 Quality systems and procedures Analysis of business requirements to ensure that both products and services are designed consistently to achieve excellent quality is needed. Using a systematic process, and application of quality control measures, further improvements will achieve the desired quality. Quality control is defined by Feigenbaum as ‘An effective system for co-ordinating the quality maintenance and quality improvement efforts of the various groups in an organisation so as to enable production at the most economical levels which allow for full customer satisfaction.’ Various QM schemes have been developed, as shown below. Total Quality Management (TQM). European Foundation of Quality Management (EFQM) (also known as Business Excellence Model). Six Sigma. It is suggested that the following principles are necessary to implement QM: The organisation needs to commit long term to continuous improvement. Adopt a ‘right first time’ culture. Help staff to understand customer/supplier relationships. Do not judge suppliers on price alone – look at the total cost. Adopt modern management methods and empower staff – eliminate fear in the workplace. Break down barriers between departments by improving communications and teamwork. 37.5 Total Quality Management Total Quality Management is a business philosophy that focuses on quality throughout an organisation. It aims to deliver complete customer satisfaction, benefits to all staff and benefits to society as a whole. The focus Total Quality Management focuses on getting things right first time, and frequently involves an overhaul in the way an organisation manages staff, suppliers and processes. It also influences the way they interact with customers.
eBook - PDF- Roberta S. Russell, Bernard W. Taylor(Authors)
- 2023(Publication Date)
- Wiley(Publisher)
Quality can and must be managed. 2. The customer defines quality, and customer satisfaction is the top goal; it is a requirement and is not negotiable. 3. Management must be involved and provide leadership. 4. Continuous quality improvement is “the” strategic goal, which requires planning and organization. 5. Quality improvement is the responsibility of every employee; all employees must be trained and educated to achieve quality improvement. 6. Quality problems are found in processes, and problems must be prevented, not solved. 7. The quality standard is “no defects.” 8. Quality must be measured; improvement requires the use of quality tools, and especially statistical process control. TQM has been supplanted to a large extent by what is most commonly referred to as a Quality Management system (QMS). This approach (or term) has evolved out of the ISO:9001 certification process that many companies around the world have gone through; essentially ISO certifies a company’s “Quality Management system,” and much of the ISO’s written materials refer directly to “Quality Management systems.” (ISO certification is discussed in greater detail in a separate section later in this chapter.) A QMS is not as much of a philosophy as TQM; rather, it is a system that complements a company’s other systems and functions. It is a systematic approach to achieving quality and hence customer satisfaction, and while it suggests no less commitment to that goal than TQM, it maintains less of a core strategic focus than TQM. Further, since a QMS is not a “philosophy,” it more naturally is designed to meet the individual needs and circum- stances of a particular company. It outlines the policies and procedures necessary to improve and control specific (but not all) processes that will lead to improved business performance. A QMS tends to focus more on individual projects that have a quantifiable impact (i.e., increased profit- ability).
eBook - PDFQuality Assurance in Adhesive Technology
Eureka Project EU 716
- A W Espie, J H Rogerson, K Ebtehaj(Authors)
- 1998(Publication Date)
- Woodhead Publishing(Publisher)
2 Quality Management 2.1 General Introduction to Quality Management What We Mean By Quality Since quality as a business concept is so important then it is necessary, if only to ease communication and define requirements, to develop and agree a terminology and, consequent on this, develop a suitable quality infrastructure to support businesses (both private and public sector). Before we do this, it is important to review the business issues which the term quality iniplies, from the point of view of a supplier of goods and/or services. There are five separate but closely related issues to which the concept of quality can pirovide solutions: - 1. Competitiveness. 2. Consumer concerns for safety. 3. Environmental protection. 4. Product liability. 5. Fitness for purpose. - Competitiveness The aspect (or definition) of quality which is relevant is as follows: 1 Quality is the elimination of waste. 4 This broad concept which addresses the issue of how a company can improve its performance to outstrip its competitors, embraces such topics as: Control of purchasing of materials, components and services. Reduction of errors in manufacturing, handling and delivery. Efficient work handling, by adequate forethought during the design. Financial controls. These indicate that a company must maximise the efficiency of its business processes by minimising waste of resources, be they materials, time, people, or money. If 'quality' is then seen as the elimination of waste, it becomes a significant management issue and not just a technical issue relating to product testing or the control of manufacturing tolerances. Consumer concerns for safety As part of increased consumer expectations, there is an increased emphasis on 'safety' For example: a. Safety features in automobiles (seat belts, air bags, side impact bars, anti-lock brakes). b. More rigorous testing regimes for pharmaceuticals.
- Sharon T. Mortimer, David Mortimer(Authors)
- 2015(Publication Date)
- Cambridge University Press(Publisher)
A major advance in understanding the concept of quality comes when it is defined as fitness for use – with the focus being orientated completely towards the customers’ perceptions and opinions. Sometimes this change in perspective is described as a switch from being a “product-out” company to a “market-in” company. Another description of this approach is conformance to customer requirements, as opposed to the earlier conform- ance to [manufacturer] specifications. Quality Management Quality Management is the integration of quality activities, which include quality control, quality assurance, and quality improvement, into a management philosophy. Historically, Quality Management has its roots in the re-birth of the Japanese manufacturing industry after World War II, when Japan had a reputation for producing some of the worst manufactured goods in the world. However, by the 1960s Japanese products were often the highest quality ones in various market areas. This philosophy of total quality control was taught in Japan by W. Edwards Deming, PhD and Joseph M. Juran, BSEE, JD, and when it was embraced by Western companies and organizations in the 1980s and 1990s it 16 became known as total Quality Management, or TQM. All these Quality Management systems share common roots, and an overview of the more commonly encountered systems has been provided later in this chapter. For many experts, TQM is simply the scientific way of doing business – so it is ideally suited to running an IVF lab. Deming made a very important statement about quality and its modern application: Good quality does not necessarily mean high quality. It means a predictable degree of uniformity and dependability with a quality suited to the market. But in medicine we must expand our horizons and go beyond just applying concepts that relate to manufacturing industries. In medicine, quality can also be defined as duty of care and has been equated to the achievement of best practice.
eBook - PDF- Jan van Bon(Author)
- 2008(Publication Date)
- Van Haren Publishing(Publisher)
It defines the way an organization manages the quality of its products or services. ISO 9000:2005 describes fundamentals of Quality Management systems and defines related terms. As previously stated, meeting customer requirements should be the ultimate goal of every organization dedicated to quality. The Quality Management system approach encourages organizations to analyze customer requirements, to define the processes that contribute to the achievement of a product which is acceptable to the customer, and to keep these processes under control. It provides the framework for continual improvement, to increase customer satisfaction and the satisfaction of other interested parties. This provides confidence to both the organization and its customers that the products provided consistently fulfill the requirements. An approach to developing and implementing a Quality Management system consists of several steps: • Determine the needs and expectations of customers and other interested parties. • Establish the quality policy and quality objectives of the organization. • Determine the processes and responsibilities necessary to attain the quality objectives. • Determine and provide the resources necessary to attain the quality objectives. • Establish methods to measure the effectiveness and efficiency of each process. • Measure the effectiveness and efficiency of each process. • Determine means of preventing nonconformities and eliminate their causes. • Establish and apply a process for continual improvement of the Quality Management system. Such an approach is also applicable to maintaining and improving an existing Quality Management system. Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net 14 ISO/IEC 20000 – An Introduction Quality policy and quality objectives provide a directional focus for the organization.
- Alka Jarvis, Luis Morales, Ulka Ranadive(Authors)
- 2016(Publication Date)
- ASQ Quality Press(Publisher)
57 3.1 IMPORTANCE OF QMS AND RELATED INDUSTRY STANDARDS T he buzz about quality is no longer a fad or the latest thing to pursue. Organizations have realized that quality cannot be an afterthought if they want to remain in today’s competitive marketplace. Quality is a carefully planned program with various goals and associated metrics. However, monitoring the results alone is not sufficient. With new products, new technology, and new ideas, the supply of products and services exceeds demand. International trade has enabled businesses to compete globally and increased the need for a new management paradigm with a focus on quality. Martin Luther King said that we are faced with the reality that tomorrow is today and with the urgency that today is now. With this in mind, it is a fact that everyone is motivated to pursue quality, which is not easy to attain due to high-paced business atmospheres and the costs involved. We are in a time of tremendous transition as far as customer satisfaction is concerned. Now the stress is not only on satisfaction but also on customer experience. Quality is more complicated than it appears. It has so many different meanings that before we go any further, let’s define this term that is used so often in various contexts. Looking at hundreds of descriptions, in summary quality means: • Meeting customer requirements by providing defect-free products or services, according to customer specifications • Addressing current needs, future needs, and experiences of a customer, and delighting the customer The ability to meet current and future needs includes the economic value of the product or service to the customer and the common…ilities, meaning maintainability, reliability, and availability.
eBook - PDFProject Management
A Systems Approach to Planning, Scheduling, and Controlling
- Harold Kerzner(Author)
- 2022(Publication Date)
- Wiley(Publisher)
Most organizations view quality more as a process than a product. To be more specific, it is a continuously improving process where lessons learned are used to enhance future products and services for these purposes: ● Retain existing customers. ● Win back lost customers. ● Win new customers. Therefore, companies are developing quality improvement processes. Figure 20–1 shows the five quality principles that support most companies’ quality policy. Figure 20–2 shows a more detailed quality improvement process. These two figures seem to illus-trate that organizations are placing more emphasis on the quality process than on the quality product and, therefore, are actively pursuing quality improvements through a continuous cycle. Standard for Project Management 3.4 Focus on Value 3.8 Build Quality into Processes and Results Continuous Improvement Leadership Customer Focus Analytical Approach Teamwork FIGURE 20–1. Five typical quality principles. PMBOK ® Guide, 6th Edition 8.1 Plan Quality Management 734 Quality Management 20.2 THE QUALITY MOVEMENT During the past hundred years, the views of quality have changed dramatically. Prior to World War I, quality was viewed predominantly as inspection, sorting out the good items from the bad. Emphasis was on problem identification. Following World War I and up to the early 1950s, emphasis was still on sorting good items from bad. However, quality control princi-ples were now emerging in the form of: ● Statistical and mathematical techniques ● Sampling tables ● Process control charts (1) IDENTIFY OUTPUTS (2) IDENTIFY CUSTOMER(S) (3) IDENTIFY CUSTOMERS’ REQUIREMENTS (4) TRANSLATE REQUIREMENTS INTO SUPPLIER SPECIFICATIONS PLANNING FOR QUALITY (5) STEPS IN THE WORK PROCESS (6) SELECT MEASUREMENTS (7) DETERMINE PROCESS CAPABILITY ORGANIZING FOR QUALITY (9) RECYCLE (8) EVALUATE MONITORING FOR QUALITY REQUIREMENTS MET? YES NO PRODUCE OUTPUT WORK PROCESS PROBLEM SOLVING FIGURE 20–2.
eBook - PDFService Management and Marketing
Managing the Service Profit Logic
- Christian Gronroos(Author)
- 2016(Publication Date)
- Wiley(Publisher)
In the present section we will sum up these concepts and models in the form of a management-oriented service Quality Management programme. This programme is intended to help management implement a service strategy to respond to the challenges of the constantly increasing service competition. If the organization has decided to pursue a service strategy, the service Quality Management programme should, for managerial purposes, give adequate guidance in what to do. Such a programme must, of course, be grounded in sufficient insight about target customers’ everyday processes and goals, and about their needs and expectations. The service Quality Management programme consists of seven subprogrammes. These are: 1. Service concept development. 2. Customer expectations management programme. 3. Service outcome management programme. 4. Internal marketing programme. 5. Physical environment (servicescape) and physical resources management programme. 6. Information technology management programme. 7. Customer participation management programme. These will now be described separately in more detail. 1. Service concept development. The establishment of customer-oriented service concepts which guide the management of resources and activities to be used in the service process is, of course, the first task in the service quality development process. The service concept must clearly indicate the intended customer benefits. 2. Customer expectations management programme. Traditional external marketing and sales activities should never be planned and implemented in isolation. They should always be related to the experiences the service provider is willing and able to provide to its customers. Otherwise, there will always be a quality problem, irrespective of the other quality development subprogrammes. Therefore, managing customer expectations must always be an integral part of any quality programme.
eBook - PDFThe Progressive Audit
A Toolkit for Improving Your Organizational Quality Culture
- Robert Pfannerstill(Author)
- 2005(Publication Date)
- ASQ Quality Press(Publisher)
The quality man- agement system then becomes a defined relationship of multiple processes, including more specific details (procedures and work instructions), for the purpose of ensuring quality through meeting the intent of the quality policy. In general, all processes have the following components: • Suppliers (principle 8—mutually beneficial relationships) • Inputs • The specific activities of the process (sequence), including controls • Outputs • Customers (principle 1—customer focus) • Relationships or interfaces with other processes (principle 5— systems approach) • Objectives of the process • Measures of those objectives with goals to monitor effective performance of the process (principle 7—factual approach to decision making) • Process owner (principle 2—leadership) • Process team members (principle 3—involvement of people) Process measures can present a challenge and are something that needs to be explored by the auditor; do they measure the process or are they a measure used by the process Chapter Six: The Quality Management System 45 owner and team? I have discussed measures during an ISO audit only to find they really weren’t effective. For example, when we first registered to the new standard, we used pro- ductivity as one measure for our human resources (HR) process. We felt that performance management and a sound training program would result in improved productivity. The logic made sense until the auditor asked if HR had a productivity measure for their area. After some weak arguments on our part, we realized that basing a measure for HR on the productivity of other departments wasn’t valid. Even though HR may have had an effect on productivity, that number was so heavily influenced by produc- tion and labor that it would be difficult to determine the effect of training or performance evaluation. The other problem with measures is determining whether you are measuring perfor- mance or conformance.
eBook - PDF- David Hoyle(Author)
- 2012(Publication Date)
- Butterworth-Heinemann(Publisher)
There is a strong relationship between these eight principles and the requirements of ISO 9001 and the guidance provided in ISO 9004. The principles are stated in ISO 9004 with an introduction that states, Each major clause in this International Standard is based on the ISO 9000 eight Quality Management principles. In addition a joint communique from the IAF, ISO/TC-176 and ISO/CASCO issued in September 1999, required accreditation bodies to assess the certification body's transition programs to ensure that its auditors demonstrate knowledge and understanding of the eight Quality Management Principles. These principles and the implications for organizations with Quality Management systems that purport to meet the requirements of ISO 9000:1994 are explained below. Customer focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. What does this mean? Customer focused means putting your energy into satisfying customers and understanding that profitability comes from satisfying customers. Expectations are created by the market place or a dominant supplier. 16 Quality Management principles How does this impact the QMS? The QMS has not only to include the processing of current customer orders but has to include a process that identifies future market requirements. It also implies that a customer focus can be demonstrated throughout all processes within the system. How will this be demonstrated? Demonstration of Customer Focus will be through the identification of customer-focused objectives throughout all processes within the system. Leadership Leaders establish unity of purpose and direction. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
eBook - PDFAutomotive Quality Systems Handbook
ISO/TS 16949:2002 Edition
- David Hoyle(Author)
- 2005(Publication Date)
- Butterworth-Heinemann(Publisher)
In planning to meet these objectives the processes are identified and their sequence and interaction determined. Once the relationship between processes is known, the criteria and methods for effective operation and control can be developed and documented . The processes are described in terms that enable their effective communication and a suitable way of doing this would be to compile the process descriptions into a quality manual that not only references the associated procedures and records but also shows how the processes interact. Before implementation the processes need to be resourced and the information necessary to operate and control them deployed and brought under document control . Once operational the processes need to be monitored to ensure they are functioning as planned. Measurements taken to verify that the processes are deliver-ing the required output and actions taken to achieve the planned results . The data obtained from monitoring and measurement that is captured on controlled records needs to be analysed and opportunities for continual improvement identified and the agreed actions implemented . Here we have the elements of the process-development process that would normally be part of mission management but that process is largely addressed in the standard through Management Responsibility. If every Quality Management system reflected the above linkages the organization’s products and services would consistently satisfy customer requirements. Establishing a Quality Management system (4.1) The standard requires the organization to establish a Quality Management system in accordance with the requirements of ISO/TS 16949 . What does this mean? To establish means to set up on a permanent basis, install, or create and therefore in establishing a management system, it has to be designed, constructed, resourced, installed and integrated into the organization signifying that a management system on paper is not a management system.
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