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CONTENTS UNIT
1. INTRODUCTION TO QUALITY MANAGEMENT UNIT
8.EVIDENCE BASED DECISION MAKING UNIT
9. RELATIONSHIP MANAGEMENT |
UNIT 1. INTRODUCTION TO QUALITY
MANAGEMENT
Part A Quality management ensures that an
organization, product or service is consistent. It has four main components:
quality planning, quality assurance, quality control and quality improvement.
Quality management is focused not only on product and service quality, but
also on the means to achieve it. Quality management, therefore, uses quality
assurance and control of processes as well as products to achieve more
consistent quality. The world of business is characterised
by fierce competition and in order to win new customers and retain the
existing ones, the firms have to distinguish themselves from the competition.
But they also need to create and maintain a positive public image. To lead
and operate an organization successfully, it is necessary to direct and control
it in a systematic and transparent manner. To be really efficient and
effective, your XRF Laboratory can manage its way of doing things by
systemizing it, even when you do not perform a routine work. This ensures
that nothing important in your XRF practice is left out and that everyone is
clear about who is responsible for doing what, when, how, why and where. Quality can be used with adjectives such as
poor, good, excellent... «Inherent», as opposed to «assigned» means
existing in something, especially as a permanent characteristic... Requirement: A need or expectation that is
stated, generally implied or obligatory stated means usually explicitly in a
document. Generally implied • means that it is custom or common practice
for the organization, its customers and other interested parties. Requirement is the expression in the content
of a document conveying criteria to be fulfilled if compliance with the
document is to be claimed and from which no deviation is permitted. In the case of a laboratory providing
analytical results, quality can be understood as the degree of compliance to
the requirements of the customers. Therefore, the customer shall be requested
to be specific in regard to: • what type of
material has been brought for analysis? The type of material (sample matrix)
will allow to define the type of interferences that can be expected, the
expected detection limits (since there will be more or less
attenuation/scatter/enhancement effects), the availability of calibration or
not, among other figures of performance. • which elements
need to be analyzed? The list of required elements will address the analyst
into the selection of proper excitation/measurement conditions. • what is the
expected concentration/weight fraction of the elements in the sample? The
stated concentration/weight fraction allows to select
a method with sufficient sensitivity and detection limits. • what is the
expected uncertainty for the results? One of the main figures to define the
fitness of a given method for the purpose the results are expected. The ISO 9000 family of standards represents
an international consensus on good quality management practices. It consists
of standards and guidelines relating to quality management systems and
related supporting standards. ISO 9000 standard series was developed to
assist organizations, of all types and sizes, to implement and operate
effective quality management systems. Since this manual is aimed at improving
the performance of a laboratory, the activities involved focus on the term «quality».
The quality of the product, in the present case analytical results, should
obviously be acceptable. To establish whether the product fulfils the quality
requirements these have to be defined first. Only after that it can be
decided if the product is satisfactory or if and what corrective actions need
to be taken. The term «quality» has a relative meaning.
This is expressed by the ISO definition: «The totality of features and
characteristics of a product or service that bear on its ability to satisfy
stated or implied needs». In simpler words, one can say that a product has
good quality when it «complies with the requirements specified by the client».
When projected on analytical work, quality can be defined as «delivery of
reliable information within an agreed span of time under agreed conditions,
at agreed costs, and with necessary aftercare». The «agreed conditions»
should include a specification as to the precision and accuracy of the data
which is directly related to «fitness of use» and which may differ for
different applications. Yet, in many cases the reliability of data is not
questioned and the request for specifications omitted. Many laboratories work
according to established methods and procedures which are not readily changed
and have inherent default specifications. Moreover, not all future uses of
the data and reports can be foreseen so that specifications about required
precision and accuracy cannot even be given. Consequently, this aspect of
quality is usually left to the discretion of the laboratory. However, all too
often the embarrassing situation exists that a laboratory cannot evaluate and
account for its quality simply because the necessary documentation is
lacking. In the ensuing discussions numerous
activities aimed at maintaining the production of quality are dealt with. In
principle, three levels of organization of these activities can be
distinguished. From the top down these levels are: Quality Management is the assembly and
management of all activities aimed at the production of quality by
organizations of various kinds. In the present case this implies the
introduction and proper running of a «Quality System» in laboratories. A
statement of objectives and policy to produce quality should be made for the
organization or department concerned (by the institute's directorate). This
statement also identifies the internal organization and responsibilities for
the effective operation of the Quality System. Quality Management can be considered a
somewhat wider interpretation of the concept of «Good Laboratory Practice»
(GLP). Therefore, inevitably the basics of the present Guidelines largely
coincide with those of GLP. Note. An even wider concept of quality management
is presently coming into vogue: «Total Quality Management» (TQM). This
concept includes additional aspects such as leadership style, ethics of the
work, social aspects, relation to society, etc Proper Quality Management implies consequent
implementation of the next level: Quality Assurance. The ISO definition
reads: «the assembly of all planned and systematic actions necessary to
provide adequate confidence that a product, process, or service will satisfy
given quality requirements». The result of these actions aimed at the
production of quality, should ideally be checked by someone independent of
the work: the Quality Assurance Officer. If no QA officer is available, then
usually the Head of Laboratory performs this job as part of his quality management
task. In case of special projects, customers may require special quality
assurance measures or a Quality Plan. A major part of the quality assurance is the
Quality Control defined by ISO as «the operational techniques and activities
that are used to satisfy quality requirements. «An important part of the
quality control is the Quality Assessment: the system of activities to verify
if the quality control activities are effective, in other words: an
evaluation of the products themselves. Quality control is primarily aimed at the
prevention of errors. Yet, despite all efforts, it remains inevitable that
errors are be made. Therefore, the control system should have checks to
detect them. When errors or mistakes are suspected or discovered it is
essential that the «Five Ws» are trailed: ·
what error was made? ·
where was it made? ·
when was it made? ·
who made it? ·
why was it made? Only when all these questions are answered,
proper action can be taken to correct the error and prevent the same mistake being
repeated. The techniques and activities involved in
Quality Control can be divided into four levels of operation: 1. First-line control: Instrument
performance check. 2. Second-line control: Check of calibration
or standardization. 3. Third-line control: Batch control
(control sample, identity check). 4. Fourth-line control: Overall check
(external checks: reference samples, interlaboratory
exchange programmes). Because the first two control levels both
apply to the correct functioning of the instruments they are often taken
together and then only three levels are distinguished. It will be clear that producing quality in
the laboratory is a major enterprise requiring a continuous human effort and
input of money. The rule-of-fist is that 10-20% of the total costs of
analysis should be spent on quality control. In quality work, management aspects and
technical aspects are inherently cobbled together and for a clear insight and
proper functioning of the laboratory these aspects have to be broken down
into their components. This is done in the ensuing chapters of this manual. Quality Management in the present context
can be considered a modem version of the hitherto much used concept «Good
Laboratory Practice» (GLP) with a somewhat wider interpretation. The OECD
Document defines GLP as follows: «Good Laboratory Practice (GLP) is concerned
with the organizational process and the conditions under which laboratory
studies are planned, performed, monitored, recorded, and reported». Thus, GLP prescribes a laboratory to work
according to a system of procedures and protocols. This implies the
organization of the activities and the conditions under which these take
place are controlled, reported and filed. GLP is a policy for all aspects of
the laboratory which influence the quality of the analytical work. The result of GLP is that the performance of
a laboratory is improved and its working effectively controlled. An important
aspect is also that the standards of quality are documented and can be
demonstrated to authorities and clients. This results in an improved
reputation for the laboratory (and for the institute as a whole). The basic rule is that all relevant plans,
activities, conditions and situations are recorded and that these records are
safely filed and can be produced or retrieved when necessary. These aspects
differ strongly in character and need to be attended to individually. As an assembly, the involved documents
constitute a so-called Quality Manual. Since institutions having a laboratory are
of divergent natures, there is no standard format and each has to make its
own Quality Manual. The present Guidelines contain examples of forms,
protocols, procedures and artificial situations. They need at least to be
adapted and many new ones will have to be made according to the specific
needs, but all have to fulfil the basic requirement
of usefulness and verifiability. As already indicated, the guidelines for
Quality Management given here are mainly based on the principles of Good Laboratory
Practice as they are laid down in various relevant documents such as ISO and
ISO/IEC guides, ISO 9000 series, OECD and CEN (EN 45000 series) documents,
national standards (e.g. NEN standards)*, as well as a number of text books.
The consulted documents are listed in the Literature. Use is also made of
documents developed by institutes which have obtained accreditation or are
working towards this. This concerns mainly so-called Standard Operating
Procedures (SOPs) and Protocols. Sometimes these documents are hard to
acquire as they are classified information for reasons of competitiveness.
The institutes and persons which cooperated in the development of these
Guidelines are listed in the Acknowledgements. EXERCISES 1. Sum up the main ides of the text and retell
it in Russian. 2. Read and translate the following word
combinations from English into Russian: Every organisation
depends on its reputation for survival and success, customers, suppliers,
employees, investors, journalists, regulators, a powerful impact, have an
opinion about the organisations they come into
contact with, perceptions, want to work with, shop with, support these organisations, today's competitive market, reputation can
be a company's biggest asset, the thing that makes you stand out from the
crowd and gives you a competitive edge, effective quality can help manage
reputation by communicating and building good relationships with all organisation stakeholders, Quality is about reputation – the
result of what you do and what you say and what others say about you, the
discipline which looks after reputation, with the aim of earning
understanding and support and influencing opinion and behaviour,
sustained effort to establish and maintain goodwill and mutual understanding
between an organisation and its publics. 3. Translate the sentences from Russian into
English. Система менеджмента качества (СМК) – это часть общей системы управления
компанией, которая функционирует с целью обеспечения стабильного качества
производимой продукции и оказываемых услуг. Методология системы менеджмента качества (СМК) базируется на принципах
системного и процессного подходов. Принцип системности реализуется в
управлении компанией, как системой взаимосвязанных процессов, направленных на
достижение заданных целей. Процессный подход позволяет выделить процессы, в
наибольшей степени влияющие на достижение целей. При
этом идентифицируются и измеряются входы и выходы процессов, внутренние и
внешние заказчики, поставщики и другие заинтересованные стороны. Таким
образом, выполняемые процессы в рамках жизненного цикла продукции определяют
построение организационной структуры предприятия. Выполнение всех процессов
для всех элементов организационной структуры документируется. При этом
эффективность функционирования системы качества на каждом уровне
подтверждается соответствующими данными о качестве. Соответственно,
современная система менеджмента качества объединяет в себе организационную
структуру, структуру документации и информационную структуру, а также
процессы, влияющие на качество. Очевидно, что для эффективного
функционирования СМК на предприятии указанные структуры должны быть
взаимосвязаны, полностью охватывать организацию и все процессы. Организация СМК предполагает создание следующей структуры документации:
·
Руководство
по качеству ·
Политика
и цели в области качества ·
Обязательные
документированные процедуры ·
Регламенты
процессов и процедур, рабочие
инструкции ·
Записи
по качеству Руководство по качеству является общим руководящим документом, где
описано взаимодействие всех элементов системы качества. Политика и цели в
области качества определяют направления движения, пути развития компании.
Регламенты процессов и процедур и рабочие инструкции – нормативные документы,
которыми сотрудники предприятия руководствуются в своей деятельности. Записи
по качеству являются носителями информации, появляющейся в ходе деятельности
организации, в них фиксируются все свершившиеся события. Записи по качеству
позволяют получить информацию о функционировании системы менеджмента качества
и определить новые, более совершенные пути развития предприятия в области
качества. Таким образом, документация СМК отображает принципы организации и
развития интегрированной системы менеджмента качества на предприятии. Поскольку система менеджмента качества входит в общую систему
управления компанией, система Business Studio может быть задействована для проектирования
системы менеджмента качества и поддержания ее в актуальном состоянии.
Использование Business Studio
существенно сокращает время подготовки к сертификации системы менеджмента
качества и помогает обеспечить совершенствование системы менеджмента качества
в соответствии с принципом постоянного улучшения. Подробнее об организации
СМК с помощью Business Studio
можно узнать из методики «Разработка системы менеджмента качества (СМК)». Part B Quality management is the act of overseeing
all activities and tasks needed to maintain a desired level of excellence.
This includes the determination of a quality policy, creating and
implementing quality planning and assurance, and quality control and quality
improvement. It is also referred to as total quality management (TQM). At its core, quality management (TQM) is a
business philosophy that champions the idea that the long-term success of a
company comes from customer satisfaction. TQM requires that all stakeholders
in a business work together to improve processes, products, services and the
culture of the company itself. While TQM seems like an intuitive process,
it came about as a revolutionary idea. The 1920s saw the rise in a reliance
on statistics and statistical theory in business, and the first-ever known
control chart was made in 1924. People began to build on theories of
statistics and ended up collectively creating the theory of statistical
process control (SPC). However, it wasn't successfully implemented in a
business setting until the 1950s. It was during this time that Japan was faced
with a harsh industrial economic environment. Its citizens were thought to be
largely illiterate, and its products were known to be of low quality. Key
businesses in Japan saw these deficiencies and looked to make a change.
Relying on pioneers in statistical thinking, companies such as Toyota
integrated the idea of quality management and quality control into their
production processes. By the end of the 1960s, Japan completely
flipped its narrative and became known as one of the most efficient export
countries, with some of the most admired products. The effective quality
management resulted in better products that could be produced at a cheaper
price. The most famous example of TQM is Toyota's
implementation of the Kanban system. A kanban is a physical signal that creates a chain
reaction, resulting in a specific action. Toyota used this idea to implement
its just-in-time (JIT) inventory process. To make its assembly line more
efficient, the company decided to keep just enough inventory
on hand to fill customer orders as they were generated. Therefore, all parts on Toyota's assembly
line are assigned a physical card that has an associated inventory number.
Right before a part is installed in a car, the card
is removed and moved up the supply chain, effectively requesting another of
the same part. This allows the company to keep its inventory lean and not
overstock unnecessary assets. EXERCISES 1. Sum up the main ides of the text and retell
it in Russian. 2. Read the following article and make a rendering
of it in Russian. Quality builds confidence, communicates
differentiators and clearly states the key messages. Your bank’s messages
should always be consistent and convincing. There is no better vehicle to define your
brand, raise your visibility and, ultimately, increase your customer base,
than quality. Quality allows your company to deliver its carefully crafted
messages to target audiences in a credible manner. One of the key objectives of any quality
campaign will likely be to differentiate the client’s brand from the
competition. When it comes to banks, the average customer may find it
difficult to tell the difference between all the banks on the block.
According to the New Jersey Department of Banking and Insurance, there have
been 60 bank mergers over the last five years. This translates to a great
deal of confusion and frustration among customers, who often complain that
they no longer know what their bank is. Before undertaking a quality initiative, it
is essential to determine what separates you from the competition. If you are
unable to answer why a customer should choose your bank over another, then
you cannot expect a customer to be able to make that differentiation either.
A quality firm can work with you to define and highlight your
differentiators, if this hasn’t already been determined. It’s essential to incorporate a 360 degree
strategy when embarking on a quality initiative. This means not relying on
one or two tactics to achieve your quality goals; rather, implementing a wide
variety of tactics to cast as wide a net as possible. While media relations
is often the most common vehicle to deliver messages to your target
audiences, other tactics, such as byline articles, op-eds
and speaking engagements, are necessary to complement media placements. Also, do not forget internal communications.
Internal communications is often relegated to an afterthought, but it is a
crucial component of your outreach. Your employees are often your best
salespeople. One of the most often-heard comments about Quality
is, «How do I measure the short- and long-term success?»
My firm measures success by three criteria: knowledge, counsel and results. Knowledge – Understanding the client, the
industry, the competition, the client’s business objectives, differentiators
and challenges is the basis for establishing a thoughtful and quality
campaign. true client knowledge builds an
intelligence foundation and sets the tone for strategy and implementation
throughout the engagement. When evaluating your quality firm’s
knowledge, consider the following: 1. Do they know: Your business and
communications objectives? Your key messages? The competitive landscape? The
market? 2. Have they analyzed your current
communications regarding strengths, weaknesses and opportunities? 3. Have they interviewed or held briefings
with senior management and key intelligence sources, such as, salespeople,
advisors, investors, board members, etc.? 4. Have they established a scope of work? 5. Does the firm invest in knowledge
databases, such as LexisNexis, to help them monitor the competition? 6. Are they positioning you and your bank in
the most outlets? 7. Do they know the media? This is through
the intelligence and opportunities initiated, as well as the results shown
for other clients. Counsel – Counsel can come in the form of
good or bad advice – many times costing the client the same in fees. The firm
should clearly guide you on realistic media expectations, as well as what to
expect on the road to penetrating the media. Following are items to consider
when measuring your firm’s counseling: 1. Do you have a good feeling about the Quality
project leader and key firm staff engaged on the assignment? 2. Is the advice given based on knowledge
and supported by facts? 3. Is the firm «counseling» or «Quality processing»?
Your answer will tell you if you have hired an order-taker or advisor. Do you
get sophisticated input or do they «just do it»? 4. Are they positioning the pitch with
relevance, or making your news relevant in a broader context, asking: «Why
this story, why now?» Results – Results without focus on
objectives can be time consuming, brand diluting and ineffective. A key
result of a well-orchestrated quality is one that has a positive impact on
brand and corporate reputation and, ultimately, sales. A debated tool for measurement is one that
is counter to achieving the client’s goals: analyzing what a media buy would
cost to purchase the same size space as the quality placement. Traditionally,
firms calculate the media cost, add an editorial value multiple of between 5
times and 10 times, and determine a «value». This type of measurement is insufficient
because it encourages firms to spend more time at driving coverage in all
media – relevant and non-relevant – to get a high multiple rather than
focusing its energy on penetrating the key influencing media to accomplish
the objectives. For instance, The Wall Street Journal may not be the best
outlet for achieving certain objectives. Rather, it is essential to reach the
media that your consumers are reading. Often, consistent hits in targeted
outlets are more valuable than a one-time-only hit in a broad top-tier
outlet. How to Measure Results Following are some questions to help you
ascertain the success of your Quality: 1. Is your brand better positioned in your
industry, including greater analyst, investor, media and public awareness? 2. Are you receiving placement in quality
publications? 3. Do you have key messages and tactics that
continuously support the key messages? 4. Are the outreach materials releases well
written and supportive of the brand and its positioning? 5. Keeping in mind that you may not yet have
news that warrants coverage in The Wall Street Journal, are you receiving
coverage in high-impact media? 6.
Have strategic media relationships been cultivated on your behalf so that
when newsworthy activity arises, you are well positioned with key targets? 7. Are sales figures on the rise? Are you
achieving other key business objectives? 8. Have you changed attitudes or perceptions
about your business? This can be measured informally, through internal
perception, or more formally through focus groups. Standards for success must be established
upfront to ensure a successful relationship with your quality firm. Too
often, firms and clients are not clear on what their expected outcomes and
deliverables are, setting the way for a Qualityogram
that will not meet its full potential. Quality is an essential tool within your
overall marketing to increase visibility, maintain awareness and drive
relevance of the brand to target and existing customers. Every day is an
opportunity to reach out to your customers and reinforce the brand – are you
meet the opportunity? 3. Translate the article from Russian into English. СМК – аббревиатура, которая расшифровывается так «система менеджмента
качества». Можно встретить и такой вариант «система управления качеством».
Все это одно и тоже. Если уйти от формальных
определений, то СМК для организации – это все правила и нормы, действующие
внутри организации, которые помогаю организации достигать ее целей. Чтобы понять, что такое СМК необходимо на время забыть о качестве.
Качество важно, но это не единственная цель формализации СМК в соответствии с
требованиями ИСО. Конечная цель СМК – зарабатывание
денег (этого нет в стандартах, но это правда жизни). Дадим еще одно более формальное определение СМК – это совокупность
процессов направленных на достижение целей организации и удовлетворение
потребностей клиента. СМК выражена в виде организационной структуры, политик,
процедур, процессов и ресурсов. Если чуть упростить, то СМК – это система, объединяющая цели и политики
компании с процессами компании. Люди и ресурсы неотъемлемая часть этих
процессов. Назначение СМК – это прежде всего помощь
организации в достижении ее целей. Цели могут быть самыми разными от коммерческих, до некоммерческих. А при чем тут качество? Центральным звеном СМК
построенной по стандартам ИСО является «достижение целей организации через
удовлетворение требований потребителя». Как только появляются требования,
появляется и качество. По сути качество – это
способность выполнить требования потребителя. Сделать так, чтобы ожидания
ваших клиентов и полученный результат совпадали. Качество – это способность организации сделать так, чтобы ожидания
клиентов и полученный результат деятельности организации совпадали. Стандарт ИСО 9001 перечисляет необходимые процессы, которые должны быть
в организации, чтобы она смогла достичь своих целей, удовлетворяя требования
потребителей. Если ваша организация работает на рынке несколько лет, то скорее всего все элементы СМК, о которых упоминает ИСО
9001, у вас есть. Ведь стандарт ИСО 9001 – это стандарт здравого
смысла, и он очень гибок – не требует революций и «ломок» от организации. Part C Total Quality Management is a management approach that originated in
the 1950s and has steadily become more popular since the early 1980s. Total
Quality is a description of the culture, attitude and organization of a
company that strives to provide customers with products and services that
satisfy their needs. The culture requires quality in all aspects of the
company’s operations, with processes being done right the first time and
defects and waste eradicated from operations. Total Quality Management, TQM, is a method by which management and
employees can become involved in the continuous improvement of the production
of goods and services. It is a combination of quality and management tools
aimed at increasing business and reducing losses due to wasteful practices. Some of the companies who have implemented TQM include Ford Motor
Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor
Company. TQM is a management philosophy that seeks to integrate all
organizational functions (marketing, finance, design, engineering, and
production, customer service, etc.) to focus on meeting customer needs and
organizational objectives. TQM views an organization as a collection of processes. It maintains
that organizations must strive to continuously improve these processes by
incorporating the knowledge and experiences of workers. The simple objective
of TQM is «Do the right things, right the first time, every time». TQM is
infinitely variable and adaptable. Although originally applied to
manufacturing operations, and for a number of years only used in that area,
TQM is now becoming recognized as a generic management tool, just as applicable
in service and public sector organizations. There are a number of
evolutionary strands, with different sectors creating their own versions from
the common ancestor. TQM is the foundation for activities, which include: •Commitment by senior management and all employees •Meeting customer requirements •Reducing development cycle times •Just in time/demand flow manufacturing •Improvement teams •Reducing product and service costs •Systems to facilitate improvement •Line management ownership •Employee involvement and empowerment •Recognition and celebration •Challenging quantified goals and benchmarking •Focus on processes / improvement plans •Specific incorporation in strategic planning This shows that TQM must be practiced in all activities, by all
personnel, in manufacturing, marketing, engineering, R&D, sales,
purchasing, HR, etc.2 The key principles of TQM are as following:3 Management Commitment •Plan (drive, direct) •Do (deploy, support, participate) •Check (review) •Act (recognize, communicate, revise) Employee Empowerment •Training •Suggestion scheme •Measurement and recognition •Excellence teams Fact Based Decision Making •SPC (statistical process control) •DOE, FMEA •The 7 statistical tools •TOPS (Ford 8D – team-oriented problem solving) Continuous Improvement •Systematic measurement and focus on CONQ •Excellence teams •Cross-functional process management •Attain, maintain, improve standards Customer Focus •Supplier partnership •Service relationship with internal customers •Never compromise quality •Customer driven standards The Concept of Continuous Improvement by TQM TQM is mainly concerned with continuous improvement in all work, from
high level strategic planning and decision-making, to detailed execution of
work elements on the shop floor. It stems from the belief that mistakes can
be avoided and defects can be prevented. It leads to continuously improving
results, in all aspects of work, as a result of continuously improving
capabilities, people, processes, technology and
machine capabilities. Continuous improvement must deal not only with improving results, but
more importantly with improving capabilities to produce better results in the
future. The five major areas of focus for capability improvement are demand
generation, supply generation, technology, operations and people capability. A central principle of TQM is that mistakes may be made by people, but
most of them are caused, or at least permitted, by faulty systems and
processes. This means that the root cause of such mistakes can be identified
and eliminated, and repetition can be prevented by changing the process.1 There are three major mechanisms of prevention: 1.Preventing mistakes
(defects) from occurring (mistake-proofing or poka-yoke). 2.Where mistakes
can’t be absolutely prevented, detecting them early to prevent them being
passed down the value-added chain (inspection at source or by the next
operation). 3.Where mistakes
recur, stopping production until the process can be corrected, to prevent the
production of more defects. (stop in time). A preliminary step in TQM implementation is to assess the
organization’s current reality. Relevant preconditions have to do with the
organization’s history, its current needs, precipitating events leading to
TQM, and the existing employee quality of working life. If the current
reality does not include important preconditions, TQM implementation should
be delayed until the organization is in a state in which TQM is likely to
succeed. If an organization has a track record of effective responsiveness to
the environment, and if it has been able to successfully change the way it
operates when needed, TQM will be easier to implement. If an organization has
been historically reactive and has no skill at improving its operating
systems, there will be both employee skepticism and a lack of skilled change
agents. If this condition prevails, a comprehensive program of management and
leadership development may be instituted. A management audit is a good
assessment tool to identify current levels of organizational functioning and
areas in need of change. An organization should be basically healthy before
beginning TQM. If it has significant problems such as a very unstable funding
base, weak administrative systems, lack of managerial skill, or poor employee
morale, TQM would not be appropriate. However, a certain level of stress is probably desirable to initiate
TQM. People need to feel a need for a change. Kanter
(1983) addresses this phenomenon be describing building blocks which are
present in effective organizational change. These forces include departures
from tradition, a crisis or galvanizing event, strategic decisions,
individual «prime movers», and action vehicles. Departures from tradition are
activities, usually at lower levels of the organization, which occur when
entrepreneurs move outside the normal ways of operating to solve a problem. A
crisis, if it is not too disabling, can also help create a sense of urgency
which can mobilize people to act. In the case of TQM, this may be a funding
cut or threat, or demands from consumers or other stakeholders for improved
quality of service. After a crisis, a leader may intervene strategically by
articulating a new vision of the future to help the organization deal with
it. A plan to implement TQM may be such a strategic decision. Such a leader
may then become a prime mover, who takes charge in championing the new idea
and showing others how it will help them get where they want to go. Finally,
action vehicles are needed and mechanisms or structures to enable the change
to occur and become institutionalized.8 Beckhard and
Pritchard (1992) have outlined the basic steps in managing a transition to a
new system such as TQM: identifying tasks to be done, creating necessary
management structures, developing strategies for building commitment,
designing mechanisms to communicate the change, and assigning resources. Task identification would include a study of present conditions
(assessing current reality, as described above); assessing readiness, such as
through a force field analysis; creating a model of the desired state, in
this case, implementation of TQM; announcing the change goals to the
organization; and assigning responsibilities and resources. This final step
would include securing outside consultation and training and assigning
someone within the organization to oversee the effort. This should be a
responsibility of top management. In fact, the next step, designing
transition management structures, is also a responsibility of top management.
In fact, Cohen and Brand (1993) and Hyde (1992) assert that management must
be heavily involved as leaders rather than relying on a separate staff person
or function to shepherd the effort. An organization wide steering committee
to oversee the effort may be appropriate. Developing commitment strategies
was discussed above in the sections on resistance and on visionary
leadership. To communicate the change, mechanisms beyond existing processes will
need to be developed. Special all-staff meetings attended by executives, sometimes
designed as input or dialog sessions, may be used to kick off the process,
and TQM newsletters may be an effective ongoing communication tool to keep
employees aware of activities and accomplishments. Management of resources for the change effort is important with TQM
because outside consultants will almost always be required. Choose
consultants based on their prior relevant experience and their commitment to
adapting the process to fit unique organizational needs. While consultants
will be invaluable with initial training of staff and TQM system design,
employees (management and others) should be actively involved in TQM
implementation, perhaps after receiving training in change management which
they can then pass on to other employees. A collaborative relationship with
consultants and clear role definitions and specification of activities must
be established. In summary, first assess preconditions and the current state of the
organization to make sure the need for change is clear and that TQM is an
appropriate strategy. Leadership styles and organizational culture must be
congruent with TQM. If they are not, this should be worked on or TQM
implementation should be avoided or delayed until favorable conditions exist. Remember that this will be a difficult, comprehensive, and long-term
process. Leaders will need to maintain their commitment, keep the process
visible, provide necessary support, and hold people accountable for results.
Use input from stakeholder (clients, referring agencies, funding sources,
etc.) as possible; and, of course, maximize employee involvement in design of
the system.7 Always keep in mind that TQM should be purpose driven. Be clear on the
organization’s vision for the future and stay focused on it. TQM can be a
powerful technique for unleashing employee creativity and potential, reducing
bureaucracy and costs, and improving service to clients and the community. TQM encoureges participation amongst shop
floor workers and managers. There is no single theoretical formalization of
total quality, but Deming, Juran and Ishikawa
provide the core assumptions, as a «…discipline and philosophy of management
which institutionalizes planned and continuous… improvement … and assumes
that quality is the outcome of all activities that take place within an
organization; that all functions and all employees have to participate in the
improvement process; that organizations need both quality systems and a
quality culture». EXERCISES 1. Sum up the main ides of the text and retell
it in Russian. 2. Read and translate the following word
combinations from English into Russian. Launching a new line, developing strategies
to dominate a category or building associations between brands and
influencers, celebrities, smart lifestyle Quality that capture attention for today's leading
companies, from consumer Quality products and brands to entertainment,
apparel, fashion and media brands, a powerful brand story is always on trend,
how to develop unique, integrated messages for lifestyle brands that maintain
brand authenticity, to generate strategic focused media coverage for clients,
from couture to mass market, consumer to trade, men's and women's apparel,
and business media, 5W's reach is limitless, to directly affect clients» bottom
line, to ensure, to remain top of mind with all target demographics, combining
media relations, digital and social media, SEO-optimization, creating
opportunities for clients to build brand, opportunity and sales. 3. Read the following article and make a rendering
of it in English. Для того, чтобы функционирование организации
было успешным, необходимо управлять ею системным и наглядным образом. Управление организацией, наряду с другими аспектами менеджмента,
включает в себя менеджмент качества. СМК – это система, создаваемая в организации для формирования политики
и целей в области качества, а также для достижения этих целей.. СМК, как и любая система, характеризуется своим
назначением, структурой, составом элементов и связями между ними. СМК вуза – совокупность
организационной структуры, методик, процессов и ресурсов, необходимых для
осуществления политики в области качества с помощью планирования, управления,
обеспечения и улучшения качества. Политика в области качества является основным документом системы. Она
определяет цель построения и функционирования СМК, а также обязательства
высшего руководства по достижению поставленных целей. СМК охватывает такие сферы деятельности вуза, как педагогическая,
научная, воспитательная, административная, хозяйственная. Указанные сферы
взаимосвязаны между собой и в большинстве случаев пересекаются. Функционирование СМК осуществляется за счет вовлеченности всего
персонала, при этом высшее руководство (ректор университета) берет на себя
полную ответственность за достижение целей в области качества. Административное влияние на СМК базируется на управлении процессами по
фактическим показателям. Его основной целью является создание условий
способных обеспечить непрерывное улучшение процесса. При этом, оценка изменений качества процесса осуществляется на
основе критериев. Процесс разработки и внедрение системы менеджмента качества включает
следующие этапы: ·
выбора
модели СМК; ·
сравнения
деятельности университета с требованиями выбранной модели; ·
перестроения
деятельности университета там, где это необходимо; ·
разработки
и внедрения документации СМК, подтверждающей соответствие деятельности
университета требованиям модели; ·
сертификации
СМК, с целью повышения эффективности процессов деятельности; ·
улучшения
деятельности на основе непрерывного совершенствования процессов. Решение задачи повышения качества образовательной услуги связано с
необходимостью создания комплексной системы управления. Построение подобной
системы с опорой только на оценку результатов любого процесса является
принципиально несостоятельным. Эффективного управления качеством можно добиться только путем
управления процедурами внутри самого процесса. Применительно к университету –
через управление качеством предоставляемых научно-образовательных услуг на
всех этапах подготовки специалиста Причиной всех ошибок всегда являются неправильные действия. Для того, чтобы избежать ошибок, необходимо определить правильную
последовательность действий, описать (формализовать) их, разработать
инструкции по выполнению и контролю правильных действий. Иными словами,
управление качеством подготовки специалистов должно быть построено так, чтобы
отклонения от заданных требований, по возможности, предупреждались, а не
исправлялись после того, как они были обнаружены. Этим путем можно обеспечить репутацию университета как надежного
поставщика высококачественных специалистов с минимальным риском для тех
предприятий, организаций и физических лиц, которые можно считать
потребителями услуг. СМК призвана обеспечить качество
предоставляемых услуг и «настраивать» это качество на ожидания потребителей.
При этом главная задача СМК – не контроль каждой отдельной услуги, а создание
системы, которая позволит не допускать появление ошибок приводящих к плохому
качеству услуг. В результате создания необходимых условий СМК должна гарантировать
соответствие выпускников университета требованиям государственных
образовательных стандартов, пожеланиям и рекомендациям заинтересованных
сторон. При должном функционировании СМК затраты на подготовку специалистов
должны быть оптимальными. Успех может быть
достигнут в результате внедрения и поддержания в рабочем состоянии системы
менеджмента, разработанной для постоянного улучшения деятельности с учетом
потребностей всех заинтересованных сторон. СМК состоит из следующих элементов: организация; процессы; документы;
ресурсы. В соответствии с определениями ИСО, организация, это группа
сотрудников и необходимых средств, с распределением ответственности,
полномочий и взаимоотношений. Процесс – это совокупность взаимосвязанных и взаимодействующих
элементов деятельности преобразующих «входы» в «выходы». Очень часто «входами»
процесса являются «выходы» других процессов. Важное значение
для СМК имеет понятие процедуры. Процедура – это установленный способ
осуществления деятельности или процесса. Процедурой можно назвать процесс
(совокупность процессов). С другой стороны – это документ, описывающий
правила выполнения процесса. Документ – информация (значимые данные), размещенные на
соответствующем носителе. Ресурсы СМК – все то, что обеспечивает менеджмент качества. Что необходимо для создания СМК организации? ·
идентифицировать
основные процессы деятельности; ·
установить
последовательность и взаимодействие процессов; ·
определить
критерии и методы, необходимые для обеспечения эффективности
как работы, так и управления процессами; ·
обеспечивать
наличие ресурсов и информации, необходимых для поддержки работы и наблюдения
за процессами; ·
наблюдать,
измерять и анализировать процессы; ·
принимать
меры, необходимые для достижения запланированных результатов и постоянного
улучшения процессов; В 90-х годах прошлого века мировое сообщество перешло к новому этапу
развития управления качеством – планированию качества. Основной задачей стоящей перед производителями продукции и услуг на
этом этапе – полное удовлетворение потребителя. Эта тенденция нашла свое отражение в новой версии стандартов ISO (International Organization for Standardization) семейства 9000. ИСO –
это международная организация по стандартизации, являющаяся всемирной
федерацией национальных организаций по стандартизации (комитетов-членов ИСO). Цель ИСO – развитие принципов стандартизации и
проектирования на их основе стандартов, способствующих интеграционным
процессам в различных областях и видах деятельности. Разрабатываемые ИСO стандарты объединяются в
семейства. ISO
9000 – серия стандартов ISO,
которые применяются при создании и совершенствовании систем менеджмента
качества организаций и предприятий. |