Quality management
Basic principles of the Total Quality Management (TQM) system.
INTRODUCTION………………………………………………………………………………..….…..3
1. MODERN METHODS OF QUALITY MANAGEMENT……....……4
2. CONCEPT "TQM"……………………………………………………….……...7
2.2. BASIC PRINCIPLES OF TQM……………………………………………………………...8
3. METHODOLOGY OF “TOTALE QUALITY MANAGEMENT”……12
3.1. TECHNOLOGY FOR DEPLOYING QUALITY FUNCTIONS
(QFD-QUALITY FUNCTION DEPLOYNENT)…………………………….….…12
3.2. FUNCTIONAL - COST ANALYSIS (FSA). ………………13
3.3. FMEA – ANALYSIS (FAILURE MODE AND EFFECTS ANALYSIS)………..13
3.4. FUNCTIONAL – PHYSICAL ANALYSIS (FFA)……………...….16
4. IMPLEMENTATION OF THE SYSTEMTQM……………………………………………...19
CONCLUSION……………………………………………………………..……23
LITERATURE………………………………………………………………………………..…..24
INTRODUCTION
When talking about quality systems, its assurance and continuous improvement, one cannot ignore such a concept, now popular all over the world, as Total Quality Management (TQM).
What is Total Quality Management (TQM)?
Today, probably, no more than one in ten entrepreneurs can answer this question. And very few people think about applying this concept to harsh reality, planting it on the still weak tree of the Belarusian economy.
TQM is total quality management; it is a strategy that will determine approaches to quality management in the 21st century. Leading companies in Japan and Western Europe are already implementing this strategy in practice, demonstrating to the world the enormous capabilities of TQM. Adopt the TQM methodology - ensure the continuous participation of each employee in the quality improvement process, switch to new principles of activity in the field of quality management. This means gaining significant advantages in 21st century business. This means becoming the best.
The TQM strategy is simple and at the same time universal - to find out the needs of the consumer and satisfy them. This is the secret of success. Of course, you cannot expect that everything can be changed very quickly and without problems. The implementation of this system is a long process that takes years to master. It requires significant effort to master the subtleties, develop an appropriate belief system and implement it.
MODERN METHODS OF QUALITY MANAGEMENT.
There are various concepts of quality management. The main concept is the concept of total quality management "TQM", the ideology of which was developed by American scientists Walter Shewhart and William Edward Deming.
The main idea of Shewhart's concept is “improving quality by reducing process variability.” The reasons for variability can be general or special. Shewhart pointed out the importance of continuously and consciously eliminating variation from all processes in the production of products and services. In 1924, the scientist developed the concept of production control, associated with the invention and subsequent use of statistical control cards: “Shewhart control cards”. Statistical control methods allow you to focus your efforts on increasing the number of suitable products by minimizing variation as much as possible.
Fig.1. Control card
Shewhart was the first to propose a cyclic model that divides quality management into 4 stages: 1. Planning (Plan), 2. Implementation (Do), 3. Check (Check), 4. Corrective actions (Action). This model is most widespread in Japan.
In turn, E. Deming developed and proposed a program aimed at improving the quality of work, which is based on 3 pragmatic axioms:
1. Any activity can be considered as a technological process, which means it can be improved. 2. Production should be considered as a system in a stable or unstable state, so solving specific problems is not sufficient - anyway, you will only get what the system gives. Fundamental changes to the process are needed. 3. The top management of the enterprise must in all cases accept responsibility for its activities. In 1982, edited by E. Deming, the book “Quality, Productivity and Competitiveness” was published, containing 14 postulates that allow you to organize production work correctly. These postulates allow us to conclude that with a high degree of management responsibility, constantly improving the quality of products and each process separately, with the inadmissibility of inconsistencies and continuous training of all employees, it is possible to significantly reduce the costs of the enterprise. Reduced costs, increased productivity and team success in the market are natural consequences of improved quality. Speaking about modern methods of quality management, one cannot fail to mention the concept of Joseph Juran, who developed a spatial model that defines the stages of continuous development of quality management work, called the “Juran spiral”. This spiral looks like this:
Market research.
Development of design specifications.
Design and engineering work.
Drawing up technical specifications.
Technology development and production preparation.
Logistics.
Manufacturing of tools and instrumentation.
Production.
Control of the production process.
Control of finished products.
Product performance testing. 11.1 Packaging and storage.
Maintenance.
Disposal.
Market research. According to Juran's concept, continuous improvement is moving up a ladder. This concept is called "AQL - annual quality improvement". Its idea is to achieve high competitive and long-term results. The main principles are:
planning quality improvement at all levels and in all areas of the enterprise.
development of measures aimed at eliminating and preventing errors
transition from administrative to systematic management of all activities in the field of quality.
Another scientist who dealt with quality management problems was F. Crosby, who developed the concept of ZD (zero defects) - “defect-free manufacturing”. This concept is based on the following provisions:
Focus on preventing defects rather than correcting them.
Directing efforts to reduce the level of defects in production.
Meeting consumer needs for defect-free products.
Formation of clear goals in the field of quality improvement for a long period.
Understanding that the quality of a campaign’s work is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments.
Recognize the need for funding to review quality activities. A key principle of a zero-defect manufacturing program is that no defects other than zero will be tolerated. Scientist Armand Feigenbaum developed the theory of integrated quality management. The main idea of which is total quality management, which affects all stages of product creation and all levels of enterprise management in the implementation of technical, economic, organizational and socio-psychological measures. The author of the Japanese version of integrated quality management, Kaoru Ishikawa, highlighted the following conceptual provisions:
The main feature is the participation of workers in quality management;
It is necessary to introduce regular internal audits of the functioning of the quality system;
Continuous training of personnel;
Widespread implementation of statistical control methods.
2. CONCEPT "TQM».
During the transition economy of the Republic of Belarus, it is necessary to introduce consumer-oriented market methods for managing the quality of goods and services in all spheres of life. The quality management method, called Total Quality Management (TQM) or, in Russian, “Total Quality Management,” has long been widely used in a number of industrialized countries to continuously improve the quality of products and services. Bove and Till define TQM as follows: "Total Quality Management is an organizational philosophy that is based on the pursuit of quality and management practices that lead to total quality, hence quality is not something you have to track or add to stage of the production process, it is the very essence of the organization."
Quality can be represented as a pyramid:
Rice. 2. Quality pyramid. At the top of the pyramid is TQM - total quality management, which involves high quality of all work to achieve the required product quality. First of all, this is work related to ensuring a high organizational and technical level of production and proper working conditions. The quality of work includes the validity of management decisions and the planning system. Of particular importance is the quality of work directly related to the production of products (quality control of technological processes, timely detection of defects). Product quality is a component and consequence of work quality. Here the quality of suitable products and the consumer’s opinion are directly assessed.
Rice. 3. The main components of TQM.
TQC – Total Quality Management;
QA – Quality Assurance;
QPolicy – Quality Policy;
QPIanning – Quality Planning; QI – Quality Improvement.
2.2. BASIC PRINCIPLESTQM.
Even in the post-war years, the basic principles of TQM were laid down in the USSR (for example, a systematic approach to management, the role of management, decision-making based on facts, employee involvement). It has been proven that all management system works better if the organization is viewed as a whole, unified system. In this case, to increase operational efficiency and optimize processes, it is necessary to comply with the basic principles of TQM.
1. Orientation of the organization towards the customer. An organization is entirely dependent on its customers and therefore must understand the customer's needs, meet their requirements and strive to exceed their expectations. Even quality system, meeting the minimum requirements, must be focused primarily on consumer requirements. A systematic approach to focusing on customer needs begins with collecting and analysis customer complaints and claims. This is necessary to prevent such problems in the future. Practice analysis complaints and claims are handled by many organizations that do not have a system quality. But in the context of TQM application, information must be received systematically from many sources and integrated into a process that allows one to obtain accurate and informed conclusions regarding the needs and desires of both a specific customer and the market as a whole. In organizations implementing TQM, all information and data must be distributed throughout the organization. In this case, processes are being implemented aimed at determining consumer assessment of the organization's activities and changing customers' perceptions of how the organization can satisfy their needs.
2. Leading role of management. The leaders of the organization establish common goals and main directions of activity, as well as ways to achieve the goals. They must create a microclimate in the organization in which employees will be maximally involved in the process of achieving their goals. For any area of activity, such management, which ensures that all processes are structured in such a way as to obtain maximum productivity and best satisfy customer needs. Setting goals and analysis their implementation by management should be a constant component of the activities of managers, as well as plans By quality should be included in strategic plans development of the organization.
3. Employee involvement. All personnel - from senior management to workers - must be involved in the activities quality management. Personnel are considered as the greatest asset of the organization, and all necessary conditions are created in order to maximize their creative potential. Employees involved in the process of realizing the goals of the organization must have the appropriate qualifications to perform the responsibilities assigned to them. Also management The organization should strive to ensure that the goals of individual employees are as close as possible to the goals of the organization itself. Material and moral encouragement of employees plays a huge role here. The organization's personnel must be proficient in teamwork techniques. Continuous improvement activities are predominantly organized and carried out in teams. In this case, an effect is achieved in which the total result of the team’s work significantly exceeds the sum of the results of individual performers.
4. Process approach. To achieve the best results, the relevant resources and the activities in which they are involved must be viewed as a process. The process model of an enterprise consists of many business processes, the participants of which are structural units and officials of the organizational structure of the enterprise. A business process is understood as a set of different activities that together create a result that has value for the organization itself, consumer, client or customer. Typically, the following types of business processes are used in practice:
the main one, on the basis of which the functions of the current activities of the production enterprise are carried out products or provision of services;
TQM application strategy
Several strategies can be used to develop a quality management system based on the TQM philosophy. An organization can choose the most appropriate strategy based on its current operating conditions.
Strategy for element-by-element implementation of TQM. The application of this strategy involves the use of various quality management tools to improve key business processes and the performance of departments. This strategy is most often used by organizations when they are implementing the TQM philosophy as they learn parts of it. Examples of the implementation of such tools are the use of the quality circle, statistical process control, Taguchi methods (6 sigma), deployment of quality functions (“quality house”).
Strategy for applying TQM theory. This strategy is based on the introduction into practice of TQM provisions developed by such specialists and quality management gurus as Deming, Crosby, Juran, etc. The organization studies the theories and principles developed by these specialists to determine what shortcomings exist in practice in comparison with these theories. After this, actions are taken to eliminate these deficiencies. An example of implementing TQM based on this strategy is the use of Deming's 14 Points and Juran's 7 Deadly Diseases model or Quality Triads.
Strategy for using a comparison model(benchmarking) . In this option, an organization's team or individuals visit another organization that is taking a leadership role in TQM implementation and study their processes and factors for successful implementation. Based on the information received, the organization’s management develops a management model adapted to its operating conditions.
Strategy for applying quality award criteria. To develop a quality system based on TQM, the criteria of various quality awards are applied. These criteria are used to identify areas for improvement in your work. Examples include the Deming Prize, European Quality Award (EFQM) and similar criteria.
TQM implementation methodology
Each organization is unique in terms of culture, management practices, and processes used to create products or provide services. Therefore, there is no single approach to implementing TQM. It varies from organization to organization. However, several key elements of the TQM implementation methodology can be identified:
1. Top management must study TQM and decide to follow the TQM philosophy. The TQM philosophy should be positioned as an integral part of the organization's operating strategy.
2. The organization must assess the current level of its work culture, the level of customer satisfaction, and assess the state of the quality management system.
3. Top management must identify key operating principles and priorities and communicate this information to everyone in the organization.
4. It is necessary to develop a strategic plan for introducing the TQM philosophy into the work of the organization.
5. The organization must identify priority customer requirements and align its products or services with these requirements.
6. It is necessary to map the processes through which the organization can satisfy customer requirements.
7. The management of the organization must ensure the creation and operation of teams to improve processes.
8. The creation of self-managing process improvement teams should be encouraged.
9. Management at all levels should, through their personal example, contribute to the implementation of the TQM philosophy.
10. It is necessary to carry out continuous, daily management of business processes and their normalization. Normalization refers to the stable execution of processes with minimal deviations from established requirements.
11. It is necessary to regularly evaluate progress in implementing the plan for introducing the TQM philosophy into the work of the organization and adjust it if the need for change arises.
12. Constantly inform staff about changes in processes and encourage employee initiative to make proposals for improving work.
3. Problems of introducing the tqm concept into the organization’s activities
4 .Place of personnel in the systemTQM
1. Goals and objectives of tqm
It has been proven that the entire management system works better if the organization is viewed as a single whole, a single system. In this case, to increase operational efficiency and optimize processes, it is necessary to comply with the basic principles of total quality management ( TQM).
Total Quality Management is an organizational philosophy that is based on the pursuit of quality and management practices based on the idea of continuous improvement in everything the organization does. Hence, quality is not something you have to track or add at some stage of the production process, it is the very essence of the organization.
Total quality management is a fundamentally new approach to managing any organization, aimed at quality, based on the participation of all its members (staff in all departments and at all levels of the organizational structure) and aimed at achieving long-term success through customer satisfaction and benefits, both for employees of the organization and for society as a whole.
Nowadays, Total Quality Management is increasingly becoming an ideology covering various sectors of society. We also need TQM if we want not only to get out of the crisis, but also to begin to compete with economically developed countries. That is why knowledge of TQM and its application in practice in the near future will become necessary for managers of not only large but also small enterprises.
The main goals of TQM are:
increasing satisfaction of current and potential consumer requests
raising quality to the rank of business goal
optimal use of all organizational resources
strengthening the company's image and reputation
performance improvement there
increase in employee morale
increase in profit
2. Basic principles of tqm
Total Quality Management is a dynamically evolving concept. Today there are several main “schools” of TQM (Japanese, American, European). Perhaps this is why there is no consensus among specialists about the number of principles on which TQM is based. The following eight are recognized as the main ones:
Customer orientation of the organization.
Leading role of management.
Employee involvement.
Process approach.
Systematic approach to management.
Continuous improvement.
Fact-based decision making.
Mutually beneficial relationships with suppliers.
1. The organization's focus on the consumer.
The organization is entirely dependent on its customers, so it must systematically collect and analyze information from a variety of sources to enable it to draw informed conclusions about the current and potential needs of individual customers, market segments and the market as a whole.
Consumers can be divided into two groups: external and internal. The manufacturer needs to take into account the opinions of these two groups.
External consumers can be represented by:
end users of the company's product (specific people)
intermediate consumers (intermediaries between the company and the end user of the product) For example: distributors, resellers, adding value to the product.
large and medium-sized consumers (organizations and enterprises)
Internal consumers can be represented by:
Employees, divisions and departments of an organization that use the products and services of other employees, divisions and departments of the same organization at the input of their activities, in turn providing their products and services to external or internal clients
Users of the company's internal services, such as, for example, information systems, personnel selection systems, education and retraining systems, i.e. users of the company's auxiliary departments, who in this case act as suppliers of the internal product.
The words of this abbreviation mean the following:
- General- means involving all employees of the enterprise in the process, including the support network and the product life cycle.
- Control is a step-by-step organization of the process, including such stages as planning, control, management, recruitment, supply, etc.
- Quality- care about providing the client with the best products that best suit his needs.
The International Organization for Standardization (ISO) defines TQM as an organizational approach focused on quality, based on the participation of all employees and aimed at long-term success, a process that is achieved through improved working conditions, the complete satisfaction of consumers and all members of society.
Concepts
The concept of total quality management was developed by American scientists Walter Shewhart and William Edward Deming.
Shewhart's concept
The main idea of Shewhart's concept is “improving quality by reducing variability in the production process.” Shewhart revealed the importance of constantly and consciously eliminating variation from all product manufacturing processes and from the provision of services. The scientist developed the concept of production control. To do this, he invented and successfully applied statistical control charts - the so-called “Shewhart Control Charts”. Statistical control methods have made it possible to focus efforts on increasing the number of suitable products by minimizing variations as much as possible. Shewhart also proposed a cyclic model that divides quality management into 4 stages:
- Planning(Plan);
- Implementation(Do);
- Examination(Check);
- Corrective actions(Action).
Demming concept
Deming developed and proposed a program to improve the quality of labor, which is based on 3 pragmatic axioms:
- Any activity can be considered as a technological process, which means it can be improved.
- Effective operation requires fundamental changes in the product life cycle process.
- The top management of the enterprise must take responsibility for its activities.
E. Deming also defined 14 quality postulates that allow you to properly organize production work. The main meaning of these postulates is that with a high degree of management responsibility, constant improvement of the quality of goods and each production process separately, with the inadmissibility of inconsistencies and continuous training of all employees, it is possible to significantly reduce production costs and improve product quality.
Juran concept
Another concept was proposed by Joseph Juran. This scientist developed a spatial model that defines the stages of continuous development of quality management activities, called the “Juran spiral”. This spiral includes the following turns:
- Market research.
- Development of design specifications.
- Design and engineering work.
- Drawing up technical specifications.
- Development of technologies and preparation of production.
- Logistics.
- Manufacturing of tools and instrumentation.
- Production.
- Control of the production process.
- Control of finished products.
- Product performance testing.
- Sales
- Maintenance.
- Disposal.
- New market research.
To effectively move along this spiral, you must adhere to the following work scheme:
- planning quality improvement at all levels and in all areas of the enterprise;
- development of measures aimed at eliminating and preventing errors;
- transition from administrative to systematic management of all activities in the field of quality.
Crosby concept
F. Crosby developed the theory of defect-free manufacturing. Its concept includes the following provisions:
- Preventing defects from occurring rather than correcting them.
- Directing efforts to reduce the level of defects in production.
- Meeting consumer needs for defect-free products.
- Formation of clear goals in the field of quality improvement for a long period.
- Understanding that the quality of a campaign’s work is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments.
- Recognize the need for funding to review quality activities.
A key principle of a zero-defect manufacturing program is the complete elimination of defects from production.
Feigenbaum's quality theory
Armand Feigenbaum developed the theory of integrated quality management. The main idea of which is total quality management, which affects all stages of product creation and all levels of enterprise management in the implementation of technical, economic, organizational and socio-psychological measures.
In the Japanese version of integrated quality management, authored by Kaoru Ishikawa, the following conceptual provisions can be distinguished:
- The main feature is the participation of workers in quality management;
- It is necessary to introduce regular internal audits of the functioning of the quality system;
- Continuous training of personnel;
- Widespread implementation of statistical control methods.
In general, regardless of the concept, TQM is based on two main mechanisms: quality assurance (QA) and quality improvement (QI). Quality control - maintains the required level of quality, that is, the company provides clear guarantees of the quality of a given product or service. Quality improvement aims to continuously improve quality and, as a result, increase the level of guarantees. These two mechanisms allow you to constantly improve and develop your business.
TQM principles
- Customer orientation of the organization
The organization is entirely dependent on its customers and therefore understands the needs of customers, fulfills their requirements and strives to exceed their expectations. Even a quality system that meets the minimum requirements must be focused primarily on consumer requirements. A systematic approach to focusing on customer needs begins with the collection and analysis of consumer complaints and claims. This is necessary to prevent such problems in the future.
The practice of analyzing complaints and complaints is carried out by many organizations that do not have a quality system. But in the context of TQM application, information must come systematically from many sources and be integrated into a process that allows one to obtain accurate and well-founded conclusions regarding the needs and desires of both a specific consumer and the market as a whole.
In organizations implementing TQM, all information and data must be distributed throughout the organization. In this case, processes are being implemented aimed at determining consumer assessment of the organization's activities and changing consumers' perceptions of how the organization can satisfy their needs.
- Leadership role
The leaders of the organization establish common goals and main directions of activity, as well as ways to achieve the goals. They must create a microclimate in the organization in which employees will be maximally involved in the process of achieving their goals.
For any area of activity, management is provided that ensures that all processes are structured in such a way as to obtain maximum productivity and best meet customer needs.
Setting goals and analyzing their implementation by management should be a constant part of the activities of managers, just as quality plans should be included in the strategic development plans of the organization.
- Employee Engagement
All personnel - from top management to workers - must be involved in quality management activities. Personnel are considered as the greatest asset of the organization, and all necessary conditions are created in order to maximize their creative potential.
Employees involved in the process of realizing the goals of the organization must have the appropriate qualifications to perform the responsibilities assigned to them. Also, the organization's management should strive to ensure that the goals of individual employees are as close as possible to the goals of the organization itself. Material and moral encouragement of employees plays a huge role here.
The organization's personnel must be proficient in teamwork techniques. Continuous improvement activities are predominantly organized and carried out in teams. In this case, a synergistic effect is achieved, in which the total result of the team’s work significantly exceeds the sum of the results of individual performers.
- Process approach
To achieve the best results, the relevant resources and the activities in which they are involved must be viewed as a process.
- Systematic approach to management
The effectiveness and efficiency of an organization, in accordance with the principles of TQM, can be increased through the creation, provision and management of a system of interrelated processes. This means that the organization must strive to integrate the processes for creating products or services with processes for monitoring the compliance of the product or service with customer needs.
Only with a systematic approach to management will it be possible to fully use feedback from the customer to develop strategic plans and quality plans integrated into them.
- Continuous improvement
In this area, the organization must not only monitor emerging problems, but also, after careful review by management, take the necessary corrective and preventive actions to prevent such problems from occurring in the future.
Goals and objectives are based on the results of assessing the degree of customer satisfaction (obtained through feedback) and on the performance of the organization itself. Improvement must be accompanied by the participation of management in this process, as well as the provision of all the resources necessary to achieve the set goals.
- Evidence-based approach to decision making
Effective decisions are based only on reliable data. The sources of such data can be the results of internal audits of the quality system, corrective and preventive actions, complaints and wishes of customers, etc. Information can also be based on the analysis of ideas and proposals coming from employees of the organization and aimed at increasing productivity, reducing costs, etc. d.
- Relations with suppliers
Since the organization is closely connected with its suppliers, it is advisable to establish mutually beneficial relationships with them in order to further expand its business capabilities. At this stage, documented procedures are established that must be followed by the supplier at all stages of cooperation.
- Minimizing losses associated with poor quality work
Minimizing losses associated with poor quality work makes it possible to offer products at a lower price, all other things being equal. The standard of work is zero defects, or “do it right the first time.”
Problems in implementing TQM
There are several issues that must be addressed in an organization to successfully implement TQM. Negligence in eliminating these problems can not only hinder the application of TQM, but also gradually destroy the organization itself.
- Main line control only. An organization that cares only about the main line of development and manages exclusively numbers is doomed to failure. Managing is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and provide examples of their solutions to their subordinates.
- Performance assessment based on a system of quantitative indicators. Appraisal that uses metrics, reports, rankings, or annual performance reviews sometimes results in classifications, forced quotas, and other rankings that create unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should provide personal feedback to employees' individual performance to help them improve.
- Emphasis on short-term benefits. If an employee has had the experience of making quick profits in the past, he will try to continue to work in the same way. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.
- Lack of strategy. If the organization does not have any consistency in the goals being realized, the organization's employees will feel insecure about the possibility of their continuous professional and career growth. The organization must have a continuously implemented strategic plan, which should also include quality improvement issues.
- Personnel turnover. If an organization experiences high employee turnover, this indicates serious problems. Eliminating the first four problems can help overcome this one. Management must take steps to make employees feel like they are an important part of a unified team rather than an isolated organization.
Benefits of TQM
- Increased customer satisfaction with products and services. In the context of the TQM system, the company is simply obliged to satisfy all customers, as well as make an additional effort to anticipate their expectations.
- Strengthening the company's image and reputation. There is a significant difference between these terms. Image is the client's view of the company. Reputation is what customers tell others about a company.
- Increased customer loyalty. If the products and services are of sufficient quality, the customer will return, bringing repeat business and even forgiving the "human defects" that can sometimes occur.
- Increased labor productivity. It comes automatically as soon as employees become partners in the implementation of TQM. »
THEORETICAL BASIS OF TOTAL QUALITY MANAGEMENT (TQM)
As a result of studying Chapter 6, the student should:
know
- principles and concepts TQM; main goals TQM; tqm elements;
- international features TQM and features of QMS implementation in Russia;
- what should the organization's customer orientation be? what channels of “feedback” the organization has with the consumer are used in quality management practice;
- existing national and international quality awards;
be able to
- justify the feasibility of the transition from total quality control to total quality management;
- provide opportunities for everyone to truly participate in the process of achieving the main goal - satisfying consumer needs;
- build and manage the process in accordance with the principles and requirements TQM;
- put into practice the principles TQM;
- anticipate what problems may arise during implementation TQM;
own
- the ability to focus all company activities on the needs and wishes of external and internal consumers;
- skills in building a system to achieve the main goal - maximizing the value of the product for the consumer and minimizing its cost, both for the consumer and for the manufacturer.
TQM principles
In recent years there have been many new theoretical and practical developments in the field of quality, from which two main provisions can be distinguished: everything should be done in the interests of customers whose needs you know; It's cheaper to do it right the first time. Based on these provisions, currently the most effective quality model is the total quality management model ( Total Quality Management – TQM).
TQM is a comprehensive system aimed at continuously improving the quality of the entire organization, minimizing production costs and delivering products on time. The main ideology of this system is based on the principle “there is no limit to improvement.” This ideology has its own term - “continuous quality improvement”.
TQM as technology is a fundamentally new approach to managing any organization.
Possibilities TQM much broader than simply ensuring the quality of a product or service. This management technology, based on the participation of everyone working in the organization at all levels of the organizational structure, is aimed at achieving long-term success of the enterprise through meeting consumer requirements and benefits, both for members of the organization and for the whole society.
There is often confusion in understanding the terms “quality management” and “quality assurance”.
If quality assurance is a management process with the aim of fulfilling established requirements, then quality management is also management of goals and the requirements themselves.
Total Quality Management (Total Quality Management) is an organization's philosophy that is based on the pursuit of quality and management practices leading to total quality. Hence, quality is not something you have to track or add at some stage of the production process, it is the very essence of the organization.
Total quality management assumes that all employees of the company are involved in creating a quality product, and not just quality managers or reliability managers.
Total Quality Management is a people-focused management system whose goal is to continually improve customer satisfaction while continually reducing actual costs.
TQM it is a system-wide (rather than site- or program-specific) approach and an integral part of the top-level strategy. This strategy is carried out at a horizontal level, covering all functions and divisions of the organization, involving all employees from top to bottom. At the same time, supply processes, as well as consumers, are included in the overall network of processes.
IN TQM Much attention is paid to mastering the policy of constant change and its adaptation, since these components are considered powerful levers that significantly influence the success of the organization. Adaptation of philosophy TQM requires significant changes in the organization's structure, its work processes, and its culture. To achieve this, organizations use a variety of approaches.
Some rely on quality tools such as Six Sigma without making the necessary fundamental changes to their processes and culture. While it is relatively easy to focus on tools and techniques, it is much more difficult to understand the essence of the changes needed in human attitudes and behavior and to achieve them in practice.
Others focus on a behavioral focus and try to get people in the organization to understand the importance of a culture that puts the customer and their needs first. However, they cannot prevent errors, achieve the required design quality, or make the necessary efforts to continuously improve.
There are also companies that focus on improving operations, but fail to pay enough attention to what really matters to the customer.
Experience shows that single-axis and non-systematic approaches can lead to improved individual results for a short time, but, as a rule, this does not bring significant improvements in the long term. Thus, total quality management requires comprehensive coverage, a complete change of thinking, and not just the application of some set of tools.
Total quality management is a fundamentally new approach to managing any organization, aimed at quality, based on the participation of all its members (staff in all departments and at all levels of the organizational structure) and aimed at achieving long-term success through customer satisfaction and benefits, both for employees of the organization and for society as a whole.
Nowadays, total quality management is increasingly becoming an ideology covering various sectors of society. TQM It is also necessary for us if we want not only to get out of the crisis, but also to begin to compete with economically developed countries. That's why knowledge TQM and its application in practice in the near future will become necessary for managers of not only large but also small enterprises.
Main goals TQM are:
- the entrepreneur’s orientation towards meeting current and potential consumer demands;
- raising quality to the rank of a business goal;
- optimal use of all organizational resources.
Basic elements of the model TQM are presented in Fig. 6.1.
Rice. 6.1. The main elements of the total quality management model (TQM)
As can be seen from the figure, the most important elements TQM are.
Top management involvement: The quality strategy in the company (organization) must provide for constant, continuous and personal participation of the company’s top management (manager) in issues related to quality. This is one of the main and mandatory conditions for successful implementation TQM which is the key to the company’s successful work in matters of quality assurance.
Focus on the consumer : focus all company activities on the needs and wishes of both external and internal consumers.
General participation in work: provide opportunities for everyone to truly participate in the process of achieving the main goal - satisfying consumer needs.
Focus on processes : focus on processes, considering them as an optimal system for achieving the main goal - maximizing the value of the product for the consumer and minimizing its cost for both the consumer and the manufacturer.
Continuous improvement : Constantly and continuously improve the quality of the product.
Basing decisions on facts: base all company decisions only on facts, and not on the intuition or experience of its employees.
Quality management is a dynamically evolving concept. Today there are several main "schools" TQM(Japanese, American, European). Perhaps this is why there is no consensus among specialists about the number of principles on which TQM. The following eight principles are recognized as fundamental: TQM .
- 1. Customer orientation of the organization.
- 2. The role of management.
- 3. Employee involvement.
- 4. Process approach.
- 5. Systematic approach to management.
- 6. Continuous improvement.
- 7. Fact-based decision making.
- 8. Mutually beneficial relationships with suppliers.
Organization applying the concept TQM must systematically collect and analyze information coming from a variety of sources and allowing one to draw informed conclusions regarding the current and potential needs of both individual consumers and market segments and the market as a whole.
In order to implement the principle of customer orientation, the following actions must be taken:
- studying demand in order to fully understand the needs and expectations of the consumer regarding goods, prices, delivery, etc.;
- ensuring balance in the demands of consumers and other participants in the transaction with goods (business owners, organization personnel, suppliers of the organization, society);
- measuring consumer satisfaction in order to correct one’s own activities;
- customer relationship management.
The company should try to find out the opinion of its consumer and then, using feedback, adjust the quality parameters of the product in order to improve it for the user.
If the head of the company is not imbued with the need TQM For success in the competitive struggle for the consumer, then, as world practice shows, the “struggle for quality” will remain only a slogan. The leader must include quality aspects in the company's goals and support its activities with quality funding, moral incentives and management resource capabilities. The manager must also take an active part in improving the process.
If management does not demonstrate through its actions that quality is as important as, say, the cost or delivery time of a product, the rest of the team in the company will not consider the issue of quality as one of the main criteria in management's evaluation of their work and their attention to it will be reduced. weakened. Thus, the quality strategy must be based on the direct participation of top management in quality assurance, then it will be successful. That is why management involvement in the quality assurance process is placed at the forefront of the most important elements that form the basis of the strategy TQM.
Under process in TQM not only the process of producing a product is understood. There are two points of view on what a process is: a process is an organization of resources; a process is an organized activity.
Concept TQM starts from the second definition, considering a process as any organized activity planned to generate a predetermined output for a specific user, while providing the necessary input of the process.
Any process has boundaries determined by the initial stage (input) and the final stage (output). Inputs are often viewed as process resources. The output of a process is the result of a transformation or set of transformations. A process carries out its activities using resources. From this point of view, we can define process, it is a collection of interrelated resources and activities that transforms inputs into outputs.
Practice shows that qualified use TQM methodology provides the organization with the following benefits:
- – increase in profit;
- – ensuring the economic sustainability of the company and rational use of all types of resources;
- – improving the image and reputation of the company; 1
- – improving the quality of management decisions;
- – introduction of the latest achievements;
- – increase in labor productivity;
- – improving the quality and competitiveness of products;
- – increase in customer satisfaction.
It must be borne in mind that the modern concept of quality management is the concept of managing any purposeful type of activity, which allows you to achieve success not only in the production sector, but also in state and municipal administration, the service sector and other areas.
The components of an integrated quality assurance system based on the concept of comprehensive quality management are graphically presented in Fig. 6.2.
Rice. 6.2. Components of an integrated quality assurance system based on the concept of comprehensive quality management ( TQM)
The basic principle on which the concept is based TQM– “there is no limit to improvement.” In systems built on the basis of this concept, the following target settings apply:
- – striving for zero defects;
- – striving for zero non-production costs;
- – commitment to “just in time” deliveries.
With all this, there is an awareness that achieving these goals is impossible, but it is necessary to constantly strive for this. This ideological position in foreign practice has received a special term Quality Improvement (continuous quality improvement) .
In a quality assurance system based on the concept TQM Collegial management methods are used.
A characteristic feature of the system is the use of collective forms and methods of searching, analyzing and solving problems, the participation of the entire team in improving quality. In this regard, the role of the person and the personnel training system increases significantly. The level of motivation becomes so powerful that people, carried away by work, stay late at work, continue to do work at home, and give up part of their vacation. This level of motivation often leads to the formation of a new type of workers, who are called by the medical term “workaholics.”
In such a quality assurance system education becomes part of the motivation of activity and is carried out continuously throughout the entire working life. Transforming training in the personnel training system into an element motivation of activity This is due to the fact that a well-trained person feels more confident in a team, is able to take on the role of a leader, and has clear advantages in his career. The personnel training system uses active forms and modern training technologies: business games, training seminars, round tables, testing.
The peculiarities of relationships with consumers and suppliers were strongly influenced by the emergence of a certification system for quality systems for compliance with ISO 9000 standards.
The main goal of quality systems built on the concept of comprehensive quality management is to ensure the quality of products required by the consumer and provide him with evidence that the enterprise is able to provide this level of quality. In accordance with this goal, the mechanisms of the system, the methods and means used are oriented towards achieving this goal. At the same time, the goal of economic efficiency in such systems is rather weakly expressed, and the goal of timely delivery is completely absent.
But despite this, the popularity of quality assurance systems based on the concept TQM and the ISO 9000 series standard has grown and is growing like an avalanche. And today it occupies a strong place in the modern market mechanism. The presence of such a system at a particular enterprise is confirmed by a certificate for a quality assurance system issued by an independent third party.
In modern conditions, the presence of a certificate for a quality assurance system at an enterprise is one of the main conditions for admitting this enterprise to tenders; is quite widely taken into account in the insurance business when using the practice of providing preferential insurance conditions for enterprises. The presence of a certificate indicates the reliability of the enterprise.
About the popularity in the world of quality assurance systems based on the concept TQM(comprehensive quality management) and ISO 9000 series standards indicate data on the dynamics of growth in the number of certified systems (according to the Mobil system):
- – in 1993 – about 50 thousand systems;
- – in 1995 – about 100 thousand systems;
- – in 2000 – over 150 thousand systems;
- – in 2012 – over 300 thousand systems.
In the modern conditions of the emergence of a market economy in Russia, the presence of quality assurance systems at enterprises, confirmed by certificates of conformity, for their successful operation is a condition not entirely sufficient, but absolutely necessary. Today, dozens of domestic enterprises have implemented ISO 9000 series standards and created and certified their own quality assurance systems.
Where should a Russian organization today begin to introduce the methodology into its activities? TQM? Firstly, it is necessary to take the ISO 9000 series standards as a basis. Secondly, to create and then improve a quality management system using methods TQM. Thirdly, systematically conduct self-assessment in order to reduce the gap with the leaders - winners of the quality award competition. In this case, criteria can be used as evaluation indicators quality awards(see paragraph 6.5).
The main problems in implementing the concept of total quality management usually arise in the area of human resources management. Any organization that decides to engage in quality improvement faces at least four obstacles:
- 1) staff resistance to innovation;
- 2) limited understanding by managers of different levels of the relationship between product quality and organizational performance;
- 3) approach to quality improvement as a one-time event or another newfangled campaign;
- 4) giving quality improvement the status of a statistical rather than a managerial event.
Although total quality is a new way of thinking about organizational management, it is not an entirely new organizational model. When compared with well-known organizational models, it is clear that this approach contains many aspects of already tested models.
In practice, three main organizational models are used: mechanistic; organic; cultural.
A comparison of overall quality and these models is summarized in Table. 6.1.
IN mechanistic model, developed by classical management theorists, the organization is viewed as a tool or machine created solely for the owner's profit. The work is broken down into elemental tasks and the focus is on productivity, compliance and stability.
Table 6.1
Main comparative characteristics of TQM and organizational models
|
Characteristic |
Concept TQM |
Mechanistic model |
Organic model |
Cultural model |
||
|
Long term survival |
Organizational effectiveness and high performance |
Survival of the organization |
Satisfying individual requests, staff development |
|||
|
Definition of quality |
Satisfying or exceeding consumer needs |
Compliance |
Customer satisfaction |
Meeting the needs of individual groups |
||
|
Role/nature of the environment |
Blurred boundaries between organization and environment |
Objective outer limit |
Objective internal limit |
Prescribed type/boundaries are established during the course of the relationship |
||
|
The Role of Managers |
Focus on improvement and creating a strategy capable of producing high quality outputs |
Coordination and explicit control |
Coordination and hidden control through development of vision and system |
Coordination and mediation of negotiations regarding vision and reward system |
||
|
Role of workers |
Workers are empowered, trained and prepared, have the necessary skills and abilities |
Passively following instructions |
Reactive – self-monitoring based on system parameters |
Active – self-control, participation in the formation of a vision, system |
||
|
Structural rationality |
Horizontal processes start from suppliers and end at customers, while receiving support from teams |
Chain of command (vertical). Technical rationality |
Process flows (horizontal and vertical). Organizational rationality |
Mutual correction when deviations occur in any direction. Political rationality |
||
|
Attitudes to change |
Change, continuous improvement, training and encouragement |
Stability is valued, learning comes through specialization |
Change and learning help adaptation |
Change and learning are valued in their own right |
||
Although the mechanistic model, like total quality theory, assumes that an organization exists to achieve a specific purpose, total quality takes a broader approach to the concept of quality. To do this, it adopts an open systems approach in which managers are seen as leaders and analysts rather than as people who plan, organize, direct and control. At TQM The roles of workers are also expanded, a horizontal rather than vertical organization of work is used, and the focus is on continuous improvement rather than a focus on stability. Narrow-minded managers and critics TQM This business philosophy is often viewed in a purely mechanistic sense and fails to see the potential for wider application.
Organic model views organizational systems as living organisms that depend on the environment from which they receive resources. In this sense, these systems must adjust the behavior of their parts so as to maintain the properties of the entire structure within acceptable limits. This model assumes that system goals, such as the need to survive, replace goals related to functioning (for example, making a profit). Total quality in this regard has the same guidelines, since in a competitive environment survival often becomes the main incentive that forces adaptation to this environment. Therefore, customer satisfaction as one of the definitions of quality is fully consistent with this approach.
In the organic model, organizational units are not autonomous. This is broadly consistent with the idea of developing partnerships advocated in the Total Quality approach. In this case, a shared vision of the organization's mission replaces fear as a motivator and control lever, employees work based on shared beliefs and values, horizontal communications become as important as vertical ones, and the organization moves towards greater coordination and organizational rationalization. In addition, the organization must adapt to a wide range of external forces. In these areas, total quality has many similarities to the organic model.
This helps explain why many practitioners view total quality as something new, while many scientists believe that its roots in systems theory have been around for decades.
Cultural model considers an organization as a set of agreements on interactions that individuals have voluntarily entered into. An organization's culture and social environment are activated as a result of the actions of organization members or shaped by them in the form they desire. From the perspective of this model, the purpose of the organization is to serve the diverse needs of all those whom it influences, i.e. all interested parties included in the contact audience.
Proponents of total quality often express approximately the same point of view. But because of the diversity of stakeholders, quality takes on many meanings, and therefore the organization's values and missions must be aligned. Although total quality typically assumes that organizations must adapt to customer expectations, recent ideas about partnerships and sharing best practices (even with competitors) are quite consistent with the cultural model.
In the cultural model, managers play a more explicit role as leaders, loosening control and transferring authority to satisfy the needs of many individuals. At the same time, employees have more opportunities in formulating organizational goals, and all structural decisions are based on values and necessarily take into account the autonomy of individuals (political rationality). Training needs are determined not so much by adaptation to environmental forces, but by the demands of individuals. It should be noted that many of these characteristics characterize recent trends in the evolution of individual components of the total quality that high-performing organizations strive for.
To sum it up, we can say that total quality has evolved and, starting from opposing the mechanistic management model, has absorbed many of the features of the organic model. However, recent trends show that the ideas of the cultural model are increasingly beginning to influence philosophy TQM.
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