Industrial development
From the end of the 19th century until now there have been great changes in business organizations. As a consequence, the conception of products by customers has also changed.
From artisanal manufacturing processes, the “scientific organization of work” was developed, developed by F. Taylor at the beginning of the 20th century and from there to the appearance of concepts such as division of labor, elaboration of equal products and interchangeability of parts, the appearance of pyramid organizational models and the role of the worker as a mere executor of very simple tasks. The figure of the inspector who controlled the worker more than the product also appeared.
The needs of the enormous mass production required by the Second World War gave rise to the use of statistical control. This was a phase of extending inspection and achieving greater efficiency in organizations. Inspectors were given tools with statistical tools, such as sampling and control charts. But the use of these techniques was restricted to production areas and their growth was relatively slow.
After the Second World War there is a true industrial development in which the following stages can be differentiated:
- A first stage where the important thing is production, in which the manufacturer designs the product and specifies its characteristics. Quality is not a concern for the company. It is considered natural for errors to be fixed on the fly. Anything can be sold to the client. A second stage in which the client begins to acquire greater importance as he begins to be selective. The first quality control departments were created and there was talk of quality assurance, especially in Japan, starting in the 1950s. In a third stage, starting in the 1970s, the appearance of strong competition made customer satisfaction is essential for all companies. Quality is an element that allows us to differentiate ourselves from others and provides competitive advantages that, in the long run,will allow the company to survive.
Today, according to Miró, Morales and Judrez (2001), companies seek to have satisfied customers at the lowest possible cost. But satisfying the client is not easy since the client is more informed and more demanding. That is why new techniques and approaches have been developed around quality, which are no longer just the responsibility of a department but of the entire company.
Foundations of the quality concept
According to Padilla, G. (2002), quality is not only about doing things well, but also maintaining an adequate level of quality during the realization of a product or service. The definition of quality has been much discussed, but we can find its foundations in the works of the following authors:
- Edward Deming: Your main contribution was to develop statistical techniques that, when applied in a company, allowed you to graph how a certain system or process was working, to easily identify errors and find ways to improve said process. He developed the concept of Total Quality (TQM, Total Quality Management) and his influence in Japan was so great that the Deming Prize was created, which is internationally recognized as an award for business quality. Joseph M. Juran: The main contribution of this author was emphasize the human aspect of quality. By quality they swear the absence of deficiencies that may arise as delays in deliveries, failures during services, incorrect invoices, cancellation of sales contracts, etc. Quality is to adapt to use. (Padilla, 2002) Philip Crosby:His work focuses above all on preventing and avoiding defects and on finding a satisfied customer the first time. Quality can be measured and used to improve business results, so it becomes a very important tool. The goal for any organization, from a quality point of view, is to achieve “Zero Defect.” Kaoru Ishikawa: This author simplified the statistical methods used to control quality in industries. Emphasize the benefits of using the cause-effect diagram, or Ishikawa diagram, as a method of determining the causes of problems and for effective group work. It also proposes that quality should be something that extends to the entire company and even to life itself.
Taking into account the contributions of these four authors, we can establish the definition of the concept of quality as satisfying the needs and requirements of the client, reducing costs and waste, delivering products or services without defects and using statistical techniques for analysis and improvement. of the production processes and the products themselves.
An important characteristic to consider about quality is its dynamism. What satisfies the customer today may not tomorrow.
Other concepts related to quality
The Japanese term "kaizen" or continuous improvement refers to the changing and dynamic aspect of the processes, which can always be analyzed and controlled to prevent possible failures or defects and to introduce improvements. This is reflected in the scheme known as the continuous improvement circle or Deming circle with its four steps: plan, do, check and act.
According to López, C. (2001) the five “S”: Seiri, Seiton, Seiso, Seiketsu and Shitsuke are concepts of Japanese origin that are an integral part of continuous improvement processes. These concepts refer to the creation and maintenance of cleaner, more organized and safer work areas. The central objective of the 5'S is to achieve the most efficient and uniform operation of people in the workplace by creating a healthier and safer environment. A disorganized and dirty work area generates losses of efficiency and decreases motivation.
The Just in Time (JIT) concept refers to the fight to reduce all types of storage or inventory as it does not add value to the product. This requires close proximity to suppliers, which favors speed in solving common problems and signing agreements.
The principles of quality
According to the ISO 9000-2005 standard, to lead and operate an organization successfully, it is required to be managed in a systematic and transparent way. Success can result from the implementation and maintenance of a management system that is designed to continually improve its performance considering the needs of stakeholders. Managing an organization encompasses quality management among other management disciplines. Eight quality management principles have been identified to facilitate the achievement of quality objectives:
- Customer Focus: Organizations depend on their customers and therefore should understand their current and future needs, should meet customer requirements and strive to exceed customer expectations. Leadership: Leaders establish unity of purpose, direction, and the internal environment of the organization. They create the environment in which people can become fully involved in achieving the goals of the organization.Participation of people: people at all levels is the essence of an organization and their full participation facilitates the use of their skills for the maximum benefit of the organization. Process Approach: A desired result is most efficiently achieved when related resources and activities are managed as a process.Management Approach: the identification, understanding and administration of a system of interrelated processes for a given objective contribute to the effectiveness and efficiency of the organization. Continuous Improvement: a permanent objective of the organization is continuous improvement. Approach based on Facts for Decision Making: Effective decisions are based on logical or intuitive analysis of data and information. Mutually beneficial relationships with the supplier: The ability of the organization and its suppliers to create value is highlighted by mutually beneficial relationships.continuous improvement of the organization is continuous improvement. Fact-based approach to decision-making: effective decisions are based on logical or intuitive analysis of data and information Mutually beneficial relationships with the provider: the aptitude of the organization and its Suppliers to create value is highlighted by mutually beneficial relationships.continuous improvement of the organization is continuous improvement. Fact-based approach to decision-making: effective decisions are based on logical or intuitive analysis of data and information Mutually beneficial relationships with the provider: the aptitude of the organization and its Suppliers to create value is highlighted by mutually beneficial relationships.
Quality management and ISO standards
Organizations have realized the importance of quality in order to survive in such a competitive world. Today we all agree that products must be of quality. But this concept is not limited to the product, it must also extend to the performance of the entire organization and the development of our lives.
Quality management systems attempt to administer, direct and control all the processes and activities of an organization in order to ensure their quality at all times.
Two major trends in quality management emerged from the 1980s. The first is based on ISO 9000 standards and seeks quality assurance. The second is the so-called total quality management (TQM) aimed at the management and results of companies, based on models such as the Malcolm Baldrige of North American origin or the European model of business excellence (EFQM).
The common characteristics between these management models are the importance they attach to the organization's processes and human resources.
The International Standard Organization (ISO) is an organization made up of members from more than fifty countries, which has created the ISO family of NORMS in order to help organizations to formalize quality management systems. Within this family of standards is the ISO 9001 standard that constitutes the requirements for the application of quality management systems for any type of organization.
