So,you dont need Quality Management. Japan might think differenlty. Read on.
Where did Quality Management Come from?
Quality Management has a long history, having being developed from the early 1900’s by Edward Deming who made a significant contribution to Japan’s reputation for innovative, high-quality products, and for its economic power. He is regarded as having had more impact on Japanese manufacturing and business than any other individual not of Japanese heritage.
Quality Management as designed by Edward Deming, revitalised a whole economy.
After the second world war, Japan decided to make quality improvement a national imperative as part of rebuilding their economy, and sought the help of Shewhart, Deming and Juran, amongst others. W. Edwards Deming is probably best known for his management philosophy establishing quality, productivity, and competitive position.
William Edwards Deming was an American engineer, statistician, professor, author, lecturer, and management consultant. He helped develop the sampling techniques still used by the U.S. Department of the Census and the Bureau of Labor Statistics.
Edward has been dubbed, ‘the father of the Quality Evolution’ and his philosophy has been summarized as follows:
In the 1970s, Deming’s philosophy was summarized by some of his Japanese proponents with the following ‘a’-versus-‘b’ comparison:
(a) When people and organizations focus primarily on quality, defined by the following ratio,
QUALITY = RESULTS OF WORK EFFORTS / TOTAL COSTS
quality tends to increase and costs fall over time.
(b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.
The key is to practice continual improvement and think of manufacturing and business processes as a system, not as bits and pieces. Every activity and every job is a part of the process.
So what is Quality Management?
A quality management system (QMS) is a collection of business processes focused on achieving quality policy and quality objectives to meet customer requirements. It is expressed as the organizational structure, policies, procedures, processes and resources needed to implement quality management.
Why do you need a Quality Management System?
Increased Efficiency and Consistency
Companies going through the ISO 9001:2008 Quality Management System certification process are aiming to maximise the quality and efficiency of their processes. Guidelines are put in place that can be followed easily by all your employees. Factors within the company such as trouble-shooting, transitions, and training are also dealt with easier.
Consistency is one of the foundations on which ISO is build. All processes operating within a business, from the research and development stage, to production and ultimately shipping, are defined, outlined, and documented. This consistency minimises the room for error. Even the process of making changes is well planned and implemented; it is done in the best possible way to maximise efficiency.
Increased Customer satisfaction and Revenue
The universal acceptance of the ISO standards is responsible for building client confidence. Customer satisfaction is ensured through the benefits ISO 9001:2000 Quality Management System holds for company efficiency, consistency, and dedication to quality service.
Companies which are ISO Quality Management System certified experiences improved financial performance and increased productivity when compared to uncertified companies.
Better Employee Morale
There are some factors in your company that plays a role in motivating and satisfying your staff. These include accountability of management, having clearly defined roles and responsibilities, establishing training systems, as well as painting a clear picture of how their roles not only affect the quality, but also the overall success of the company.
Achieve International Recognition
ISO (International Organisation for Standardisation) is recognised worldwide as the authority on quality management.
Effective and Structured Documentation
Documentation of all processes, as well as any discrepancies, errors, and changes is an important requirement of the ISO Quality Management System standard. Accountability of all staff and consistency throughout production are hereby ensured. Traceable records are thus also available in cases of raw materials and non-compliant products.
1. Rose, Kenneth H. (July 2005). Project Quality Management: Why, What and How. Fort Lauderdale, Florida: J. Ross Publishing. p. 41. ISBN 1-932159-48-7
2. Paul H. Selden (December 1998). “Sales Process Engineering: An Emerging Quality Application”. Quality Progress: 59–63.
3. Cianfrani, Charles A.; West, John E. (2009). Cracking the Case of ISO 9001:2008 for Service: A Simple Guide to Implementing Quality Management to Service Organizations (2nd ed.). Milwaukee: American Society for Quality. pp. 5–7. ISBN 978-0-87389-762-4.