"Total Quality Management covers the entire organization based on quality."
Background and general
At the dawn of the second half of the last century, the American economist Edwards Deming tried to introduce in his country his criteria and approaches related to total quality and its management in organizations, the truth is that his ideas were not welcomed.
Japan, this country that after the Second World War was in a critical situation, not only economically but remember that it had also suffered in its territory the explosion of two atomic bombs, a unique event in the history of humanity, and of which still suffers its consequences.
Under the previous circumstances , Deming's ideas were widely accepted in Japan, whose application has contributed, among other aspects, to the fact that this country has achieved the great development that it now boasts, even being a nation with poor oil resources.
Deming's ideas were enriched by another important author, Joseph Juran, who has also played a vigorous role in developing this philosophy of total quality.
Currently, an annual award named Edwards Deming has been instituted in Japan for those who achieve great achievements in this line of action.
Quality concepts
Various concepts of quality have been exposed by different authors, let us express some of them:
Philip Crosby, "Meet the Requirements."
Edwards Deming. "Predictable degree of uniformity and reliability at a low cost and adjusted to the needs of the market."
Joseph Juran. "Suitability for use, meeting customer needs."
ISO 9000: 2001. "Degree to which a set of inherent characteristics meets the requirements."
When expressing and obtaining the concept of quality, we must state that it is an attribute that defines the customer and that the product or service offered must meet its requirements, at an equally accepted price, as well as delivery at the right time and at the right time. expected quantity.
Aspects on which Deming's philosophy is based
The aspects on which Deming's philosophy is based are very important and having the consumer as a central element in the production line, in general the aspects to raise are not exclusive to it but of great application in other management systems. They are set out below:
- Permanent improvement of the processes of the organization, not only in the productive and services, also taking into account the performance of the workers. Continuous training of the workers, through training plans in the work that is developed. a program that encourages permanent education and self-improvement in workers. Constant improvement of products and services, guaranteeing the pertinent resources to cover long-term needs. Ensuring the constant improvement of quality and productivity. The organization not only commits to raising quality and productivity, but also promotes the necessary concepts and principles among all workers.That productivity improvements are requested by facilitating the appropriate work methods, as well as the necessary resources and training. Do not allow the levels or values accepted as normal in: products with defects, work errors, delays or loss of time, raw material or defective materials.That the suppliers that the organization uses, for each item, meet the accepted quality requirements and that purchases are not made only according to the price they offer.Do not depend on mass inspections but apply tests through statistical methods especially in the processes of production and purchasing. That the supervisions or inspections that are carried out have the purpose of helping the personnel to carry out their work better.Encourage effective and bilateral communication (from bottom to top and vice versa) to allow cooperation and joint work, in order to guarantee compliance with common objectives. Elimination of all kinds of barriers between the areas and / or people of the organization Create conditions and remove obstacles so that workers feel involved and proud to belong to the organization, as well as their abilities and skills.as well as their abilities and skills.as well as their abilities and skills.
Elements that characterize Total Quality Management (TQM)
Total Quality Management, which as explained above was one of the factors, which together with other important ones in the mentioned Asian country, led to the great development achieved, has a group of elements that characterize it.
Above all, the application of the system in terms of quality is for the entire organization as a whole, where all people should feel they are actors and not spectators, motivated and with a sense of belonging to it, as well as with all processes and activities. correctly interrelated.
The influence of this system must encompass productive, technical, service and administrative activities, that is, as expressed by the organization as a whole, promoting a job well done from the first time it is done and with the participation and individual collaboration and collective of all the members.
Customer orientation is another important element of this philosophy.
Although it does not seek spectacular leaps, but continuous improvement, its essence is that the scope be maintained in the long term with well-defined improvement objectives and with a control and monitoring of these, especially by those who carry out the specific activity, which is why profiles towards the creation of an organizational culture that allows comprehensive management success.
As a line of work, the occurrence of errors should be prevented, as well as their eradication as soon as possible.
All these elements and others would not be achieved if the man did not have adequate preparation and with certain values, that the information received was not sufficient, accurate and timely, that the organization's mechanisms were not agile enough and with a flexibility that allows you the continuous improvement that is intended. Another aspect is that the definition of quality is specified and that in the essential aspects the criteria in this regard are accepted by the clients.
It can be summed up that a correct quality policy must be guaranteed that is transmitted, understood and accepted by all in order to obtain a commitment that enables the fulfillment of what is programmed and its continuous improvement.
It must be stated that what is said about its application to the entire organization does not mean that the other systems of the organization are subordinated to this system, but rather that it is a subsystem that is more integrated with the larger system that is the one that makes up the entire organization.
Quality and its cost
Regarding the cost of quality, certain criteria have been set forth, some contradictory, where it is even stated in certain cases "that quality cannot be given away", others "that the cost to maintain quality is very high" and some more. This author adds to the criteria of those who think that if there is a correct definition, and of course accepted by the client and the organization, the results not only in terms of costs, will be positive for both parties, both economically and in relationships, which will be strengthened.
Let's see in a very simplified way certain aspects that can be considered to influence costs, whose attention and solution will lead us to reaffirm what was previously expressed, these are: waste, parts or defective work, where not only are more materials and labor force used but it imposes to have higher inventories; parts or services with errors that reach the customer, bring additional costs in procedures and / or returns and repositions of deliveries to the customer; quality planning, inspections or other controls that generate costs, but if they are well outlined and carried out correctly, in the long term the results will be favorable with the reduction or elimination of additional costs due to the consequences that their non-performance would bring.
Proven that it is more costly to rectify mistakes than to try to prevent them from originating from the first time the work is done.
Summary
It should be noted that Deming's ideas form a fundamental basis for this philosophy and that they were enriched by other authors, the most important being Joseph Juran, who has also played a vigorous role in the development of this philosophy related to total quality..
Some concepts about quality were studied and should be analyzed.
The aspects or points raised by Deming must be kept in mind since they constitute the basis or essence of the later enriched Total Quality Management.
The elements that characterize Total Quality Management must be studied with the greatest care for the application of the system since they are all important, let us remember some of them: depending on the quality, the entire organization must be, people must feel themselves actors and not spectators, motivated and with all the interrelated processes and activities, whether productive or not.
Promote a job without errors from the first time it is done.
Customer orientation is another important element of this philosophy.
It seeks continuous improvement and that it is maintained in the long term with well-defined improvement objectives and with a control and monitoring of these, especially by those who carry out the specific activity.
Achieve man an adequate preparation and with determined values; Sufficient, accurate and timely information; agile and flexible mechanisms that allow continuous improvement. Another aspect is, the approach towards customers and that in the essential aspects and criteria they are accepted by them.
The cost is a relevant issue, so the study of the above must be carried out carefully for its correct observation and application.
Bibliography
Alhama, R., Alonso, F., & Martínez, T. (2005). Social dimension of the company. Havana City: Social Sciences.
QA. Microsoft Encarta 2004 Reference Library.
Report on the application of Deming's theory. Retrieved on July 14, 2005 GestioPolis.Com
Johansen, R & Swigart, R. (1996). Professional growth in organizational downsizing. Mexico: Compañía Editorial Continental SA.
Morera Cruz, J. Continuous improvement. Excerpted on January 4, 2000 from GestioPolis. com.
Valdés Herrera, C. (2003)., General aspects on quality, Quality Management and ISO 9000 Standards.
