Before discussing quality management systems at the company level, it is necessary to determine the definition of quality management (QM). Many organizations and other groups of individual people have tried to define the quality management. There are many different operational definitions of quality that are commonly used in many industries. The most common definition of quality management is that it is an integrated approach to achieve and sustain high-quality production, with a focus on maintenance and continuous improvement of operations and prevention of defect at all levels of the organization, in order to meet or exceed customer expectations. And quality management can be classified into two major categories, quality management in specific industry and non-industry specific quality management. For example, some of the quality management programs such as ISO 14000, AS9100, QS 000, and TL 000 is the industry-specific and others, including lean management, Six Sigma, total quality management, and ISO 000: 00, and quality programs company-wide management. Our goal in this article is to compare the quality management systems at the company level, before comparing systems, let me explain the viewpoint of a high level of quality management systems company-wide.
lean quality management program is focused on relieving activities is a value-added processes and services in the organization. Japanese engineers, primarily Taiichi Ohno and Shigeo Shingo, approach is called the Toyota Production System, which the Western world calls for lean management mode. And called on the key components of a quality management system Lean 5S System: sort, set in order, shine, unify, and sustainability. Along the lines of the principles of lean management and Six Sigma developed a great interest from the business community. It was developed by Motorola in the 1980s and popularized by the Chief Executive Officer of General Electric Executive Officer (CEO) Jack Welch and others in the 190s. It based approach to information to improve the process. Using statistical tools and mathematical models in Six Sigma, one can reduce the defect rate of between 3.4 per 1,000,002 per billion. Frame, called DMAIC (define: define the scope of the problem, measurement: data collection for problem analysis and analysis: identify the root cause, the implementation: implementation of a solution to this problem, and control: monitoring free of defects and make it), is the heart of Six Sigma.
along the lines of lean management and Six Sigma, a large number of companies introduced total quality management, which is the quality another management system which is the subject of many books and research. It is not a new concept, but it is an extension of the concept of the company's high level of quality from Japan. Researchers have identified several definitions for TQM. Definition of known total quality management is that it is an ongoing process where the senior management whatever steps necessary to enable everyone in the organization in the context of the implementation of all obligations to establish and achieve standards that meet or exceed the needs and expectations of its customers, both external and internal. Total Quality Management is a never-ending process to satisfy both internal and external customers and customer focus in all activities of the organization. It uses statistical tools to make defect-free operations. Basic ideas presented by Deming, Juran, Crosby, and Ishikawa are the basic elements of total quality management. ISO 000 is another strong quality management system along the lines of lean management, Six Sigma, and TQM, which is designed for all industries all over the world to support continuous improvement. It is a set of international standards and guidelines developed by a technical committee composed of experts from the business sector and other organizations around the world to promote quality management in organizations. There are five ISO standards: ISO 000, ISO 001, ISO 002, ISO 003 and ISO 004. ISO 000: 00 is the most comprehensive and provide a model for quality assurance in design, development, production, installation and services.
I'm sure of that, you can understand overview of the company's high level of quality systems and extensive management. Let's compare the systems now.
focuslean management on the process flow. Is supposed to eliminate waste can improve performance. Benefits are recorded typically lean improve productivity; quality and flexibility. But the importance of using statistical analysis did not appreciate the lean.
Six Sigma is supposed to focus on process performance can improve operational efficiency, which can improve customer satisfaction. Taking this approach is that there is variation in all operations and can analyze this discrepancy improve performance. There are two types of variation in any process. One difference is normal and the other is abnormal variation. Six Sigma talking about the normal variation, but the difference is not abnormal. This is a common criticism of the use of Six Sigma.
Unlike lean and Six Sigma, total quality focuses on the management of all activities. This approach would assume that quality is everyone's responsibility. It should be for all employees in the organization and put their best efforts to improve the quality of their products. It focuses on long-term results and that requires a lot of coordination.
Finally ISO. It is a document-oriented detailed approach to quality. It is a kind of inward-looking approach. It does not consider the factors that affect the business, such as environmental analysis, market requirements, and the requirements of the business.
conductedpolls, many of the quality mentioned above management programs throughout the world since 190. Each quality management system begins with the quality of a journey from the perspective of different engines toward the common goal of customer satisfaction. Some organizations integrate one quality system to the other to get the maximum benefits of quality management programs. The important lesson for any organization to learn is that by just picking up the quality management system at the company level and begin to implement them will not yield fruitful results. Organizations should use the plan approach, do-Check-Act Deming for the implementation of any quality management system. Consider the needs of the organization; customizable quality management program to meet the needs; will conduct a kind of pilot testing to fine tune the approach before full implementation bring maximum benefits. But do not forget to fine tune the approach even further evaluate the results before the Unification of Certain Company your wide quality management program.
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