The work seeks to design a quality model that allows the execution of the poultry diagnostic processes. The model contributes to improving quality by granting equal importance to work processes and results, it seeks the involvement of all levels of the organization, from the General Management to the areas of execution, such as such as: serology, bacteriology, parasitology, virology and pathology.
The configuration of this theoretical quality model includes some assumptions, such as: quality of external and internal relationships; organizational structure conducive to institutional quality; forecasting of resources (budgets, facilities, equipment, materials); definition of priority processes; responsible for quality controls; customer satisfaction; the satisfaction of the institution's staff and the social impact.
INTRODUCTION
Quality is a necessary process in all management activities and is essential for research, in order to adequately define a comprehensive quality project, it is necessary to take into account the investigative diagnosis process and a quality model that can be reflected in reality.
The definition of an institutional quality model represents a whole conceptual structure that encompasses all management activities, the responsibility of all people and their execution. This model will become, once outlined and assumed, the fundamental reference point in the life of the institution, to which all aspects that affect it will be adjusted.
The design of its own model will allow an improvement in the organization and influence the overall strategy of the institution, influencing the sense of mission, the organizational structure, the principles of operation, planning and adaptation to the social context.
OVERALL OBJECTIVE
Design a quality model that is oriented to the execution of the poultry diagnostic processes.
METHODOLOGICAL STRATEGY
Theoretical methods
M é every materialist dialectic: it was used as a general method to know the components of the object and its essential relations, as well as those generated contradictory dynamics Quality.
M é all historical and logical: was used to study the different stages, evolution and development of quality, through literature review,
Analysis-synthesis method: used throughout the research process to study the theoretical conceptions of Quality.
M é all empirical: Documentary analysis, which was used for the study of different quality models.
DEVELOPING
The need to design a quality model responds to the absence of models that are oriented to research institutions. The current quality models, such as: the quality model of Deming (1951), Malcom Baldrige (1987), and that of the European Foundation for Quality Management (1991), are models conceived for quality in production processes, in other words, the productive sector, where their transfer is not easy to the services sector, since the research centers represent a particular field with notable differences from the productive companies.
The quality model is established in order to promote quality control in poultry research centers, it seeks the total involvement of all the components of the organization (from higher to lower levels, and throughout the entire diagnostic service chain). The evaluative approach focuses on quality control. The basic principle of the model is that the configuration of a system is based on forecasting, followed by revision and the extent of what has been observed. The model does not offer the certainty of failure, but rather the possibility of failure to learn from mistakes in order to continually improve.
In it, quality management is considered in its totality, it encompasses all the forms through which the institution satisfies the needs and expectations of its clients, its staff, the financially involved entities, and even all society in general. This quality management can produce beneficial effects in terms of increasing competitiveness, reducing costs, increasing satisfaction of all parties involved, and improving self-assessment processes.
MODEL COMPONENTS
The model responds to a set of categories that are present in multiple organizations and that are necessary to achieve business excellence. The structure of the model is as follows:
Quality Management Model
Quality Management Model
The model establishes a scoring system based on percentage weights for the different categories. In these categories, the degree of general involvement of all levels of the organization is evaluated, from the General Management to the lower positions, it is based on quality control. The categories are valued with a different percentage weight and are as follows:
| Model Criteria | Relative importance (0.05-0.20) | Score (1-5) | Final value |
| Leadership. | |||
| Politics and
strategy. |
|||
| Management. | |||
| Planning. | |||
| Organization of the
job. |
|||
| Control. | |||
| Means
(material, financial, technological). |
|||
| Results. | |||
| Compliance with
the protocols in the diagnostic processes. |
|||
| Satisfaction of
personal. |
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| Satisfaction of
customers. |
|||
| Social impact. |
CRITERIA CONTAINED IN THE CATEGORIES
In the elaboration of the criteria of the categories, the author Samuel Gento Palacios constitutes an important reference, with his article New Perspectives of Educational Management from the year 2000.
Leadership. It refers to the behavior of all leaders to guide the center towards total quality in management. Its assessment will be made on the basis of the appreciation of how all those who have some responsibility and whatever level they stimulate, direct, reflect the total quality in management as the fundamental process of the institution.
Policy and strategy. It includes the treatment of the mission, vision, values and strategic direction. It refers to how the center's policy and strategies reflect the concept of total quality in management and how the principles of total quality in management are used in the formulation, review and improvement of the policy and strategy.
Management. It shows how the center acts to improve the conditions of its staff and how it carries out its management for the continuous improvement of the center and the research product.
Planning. It implies design and constant review of the mission, vision, values, objectives and strategies of the organization, it is to identify which standards have to be met and how to satisfy them.
Organization of work. It guarantees the infrastructure that allows the operation and management of the system.
Control. It involves monitoring the specific results for each area, as well as investigative diagnostic processes, to determine if they meet the relevant quality standards and identify ways to eliminate the causes of unsatisfactory results. Quality standards include the objectives of processes and products
Means. It shows how the center manages, uses and conserves resources in support of policy and strategy. It also considers how the center acts to continually improve resource management.
Results. It refers to what the center achieves in relation to policy and strategy, and with respect to meeting the needs and expectations of all who have an interest in the results of the center. All results of the center are considered to be investigative, managerial or social, whether in the short, medium or long term that contribute to the success of the center. These results must be directly measurable and must be derived from the execution of the policy and strategy, as well as from critical processes.
Compliance with the protocols in the diagnostic processes. It refers to the correct execution of the rules to be completed in diagnoses, respecting the regulations that are proposed for each phase of the procedure.
Customer satisfaction. The client is defined as that person or institutions that benefit directly from the activities of the center. Customer satisfaction is measured through direct manifestations of the customer himself indirect through complaints and suggestions.
Staff satisfaction. Center personnel are understood to be any person employed in the center or by the organization on which it depends. The satisfaction of said personnel is measured in two ways: directly through the manifestation of the people themselves or indirectly through data that highlight it, such as absences from work.
Social impact. It refers to what the center achieves to satisfy the needs and expectations of society in general and its environment. This impact is measured in two ways, through the perceptions of members of society or through objective measurements of reality.
QUALITY MANAGEMENT
The Quality Management processes include all the activities of the performing organization that determine the policies, objectives and responsibilities related to quality so that any action satisfies the needs for which it was undertaken. It implements the quality management system through the policy, procedures and processes of quality planning, quality assurance and quality control, with continuous improvement activities of the processes that are carried out throughout the project, as appropriate. Figure 1 shows an overview of the quality management processes. Quality management processes include the following:
- Quality Planning: identifying which quality standards are relevant to the project and determining how to satisfy them. Perform Quality Assurance: apply planned and systematic activities related to quality, to ensure that the project uses all the necessary processes to meet the requirements. Perform Quality Control - Monitor specific project results to determine if they meet relevant quality standards and identify ways to eliminate causes of unsatisfactory performance.
Project Quality Management
Quality Planning. Activities that are carried out. Environmental factors of the company, assets of the organization's processes, statement of the scope of activity
Tools and Techniques.
- Cost-benefit analysis Comparative studies Cost of quality (COQ) Design of experiments Additional quality planning tools
Quality assurement
Activities that are carried out. Quality management plan, quality metrics, process improvement plan, work performance information, approved change requests, quality control measurements, change requests implemented, corrective actions implemented, defect repair implemented, preventive actions implemented
Tools and Techniques
- Tools and techniques for quality planning Quality audits Process analysis Tools and techniques for quality control
QA
Activities that are carried out. Quality management plan, quality metrics, quality checklists, organizational process assets, work performance information, approved change requests, deliverables
Tools and Techniques
- Cause and effect diagram Control diagram Flow diagram Histogram Pareto diagram Behavior diagram Scatter diagram Statistical sampling Inspection Review of defect repair.
Modern quality management complements project management. For example, both disciplines recognize the importance of:
- Customer satisfaction. Understand, evaluate, define and manage expectations, so that customer requirements are met. This requires a combination of conformance to requirements (the project must produce what it said it would produce) and be suitable for use (the product or service must meet actual needs). Prevention over inspection. The cost of preventing errors is generally much less than the cost of correcting them when they are detected by inspection. Management responsibility. Success requires the involvement of all team members, but providing the resources necessary to achieve that success remains the responsibility of management. Continuous improvement. The plan-do-check-act cycle is the foundation for quality improvement (as defined by Shewhart, modified by Deming, in the ASQ Handbook, pages 13–14, American Society for Quality, 1999).
CONCLUSIONS
The quality model designed contributes to improving quality by granting equal importance to each of the phases within the diagnostic process and the results. Hence the importance of establishing the measurement criteria of each component that will make up part of the model, which constitute the way to learn about the behavior of the organization and evaluate its performance.
The model can contribute to comprehensively improve all management processes, the center's responsiveness to the demands of its clients, anticipate changes, improve the organization's adaptation to its environment
BIBLIOGRAPHY
Deming, WE (1981). Management and Statistical Techniques for Quality and
Productivity. New York: New York University School of business.
European Foundation For Quality Management (1996). European Quality Award: Application Brochure. Tilburg (The Netherlands): Pabo Print.
Gento, SP (1998). Implementation of total Quality in Educational Institutions. Madrid: UNED.
Gento, S. P (2000). New Perspectives on Educational Management. Madrid: Fareso.
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