Since the beginning of this era, organizations have sought to improve their competitiveness by implementing programs and techniques to improve the quality of their products and services, and the productivity of their operation.
The quality center has been present in all these changes, supporting companies in the establishment of continuous improvement programs; However, in the present time and in the future, organizations will have to achieve not only customer satisfaction through quality products and services (and shareholders through a profitable operation) but also those of other groups that from one or the other In any way, they have an interest and expect some benefit from the company (employees, the community and the ecosystems with which it interacts). This requires that the implementation of continuous improvement programs be carried out with a systematic approach that ensures structural and cultural congruence between the organizational system and the principles of total quality.
INTRODUCTION
Quality Control is positioned as a strategy to ensure continuous quality improvement. Program to ensure the continuous satisfaction of external and internal customers through the permanent development of the quality of the product and its services.
Concept that involves the orientation of the organization to the quality manifested in the quality of its products, services, development of its personnel and contribution to the general well-being.
Defining a strategy ensures that the organization is doing the things it must do to achieve its objectives.
The definition of your system will determine if you are doing these things correctly.
The quality of the processes is measured by the degree of adequacy of these to achieve the satisfaction of its customers (internal or external). This implies the definition of customer or consumer requirements, measurement methods and standards against which to compare quality.
Chapter I
Individuals are the component that ultimately reflects the quality of the organization and processes. This component must have quality of life to reflect the quality of their work. In relation to the product (service):
1.1. Design
This begins with the investigation of the real requirements of the consumer, the degree of satisfaction provided by the current products and services and ends with a definition of the future requirements of the client.
1.2. Accordance
It is the extent to which the process is capable of consistently reproducing user requirements (translated into a specification).
1.3. Performance
Determined through surveys, research, visits to users, it allows to know what is the real behavior of the product in the service and the real degree of consumer satisfaction.
1.4. Advantage
- - It allows visualizing the chain of hierarchy. - It establishes the control chain. - It presents the relative importance of the functions. - It determines the areas of personal responsibility.
1.5. Disadvantages
- - It does not show the interdependence of the areas. - It does not present the organization as a flow of Processes. - It emphasizes work and personal achievement and not the group one. - There is no reference to the primacy of the client. - It does not show the importance of suppliers..– It does not present the network of supplier-customer relationships.– It does not establish the company-market relationship, the feedback that consumer research means and the effect of its results on the organization.
1.6.. Modern concept
- Advantages:
1.- Shows functional interdependence.
2 Presents the process flow that is extended including the extended process.
3.- Prioritize the organizational or group achievement before the personal.
4.- Presents the primacy of the market (the client is the one who pays the salaries).
5.- Present suppliers as partners in the business, a part of it.
6.- Highlights the supplier-client relationships within the organization and encourages group work for the mutual satisfaction of needs.
7.- Presents the influence of the market on the strategies and progress of the organization.
1.7. Competitive Strategy.
Current situation.-
* Globalization of markets:
- Reduction of protectionism.
- Internationalization of companies.
* Geopolitical situation:
- A single superpower.
- Blocks of producers and consumers.
* Offer of products greater than demand:
- Value for money increases rapidly.
- Substitution & rapid obsolescence of products due to technological advancement.
- Means
* Technology:
- Advantage for developed countries.
- Investment for the development of our own technology is beyond the reach of our economies.
* Markets:
- Common markets are potentially attractive.
- Required quality is high and the price is relatively low.
* Humans:
- Cost per hour in developed countries is high.
- Training in leading organizations is comprehensive.
- Capital-labor conflicts in developing countries.
* Raw Material:
- Abundant in developing countries.
- Inefficient in terms of trade.
Chapter II
2.1. Total quality
- Potentially achievable if there is a decision of the highest level.
- Improves the relationship between human resources and management.
- Reduce costs by increasing productivity.
2.2. Context of the Formation of the Strategy.-
Competitive.-
* Internal factors:
- Strengths and weaknesses of the organization.
- Personal values of key executives.
* External factors:
- Opportunities and risks of the sector.
- Social expectations.
Forces that move competition in a sector.-
1.- Rivalry between existing competitors.
2.- Bargaining power of suppliers.
3.- Bargaining power of clients.
4.- Threat of substitute products or services.
5.- Threat of new income from competitors.
2.3. Quality plan
A philosophical platform supported by quality-oriented, short and long-term projects and programs that have an impact on business objectives.
The foundation of a business plan that ensures operational excellence.
2.4. Structure
Philosophical phase: Political Vision
goals
Guides
Tactical phase: Programs & Projects
Review Systems
2.5. View.
Primary objective or goal of the organization presented, in the present tense, as if it already existed and that establishes a north that should guide the
everyone's efforts.
Features: Brief and easy to understand.
Specific.
Motivating
2.6. Politics
Fundamental rule to achieve the vision, establishes principles of action consistent with the highest objective to be achieved.
Characteristics: Provides direction and not instructions. It is generic and aims at the macro of the organization:
It is always true.
It is universal and does not depend on time.
Basis for specific and local policies.
Relatively short and understandable by everyone.
2.7. goals
Fundamental goals of the organization that come from division and politics. These goals must be critical to achieving the vision. Characteristics: Brief and easily communicable. They are relatively few but important. They are fundamentally philosophical and not numerical.
2.8. Guides
Set of statements that express what is required of the organization to achieve the objectives.
Features: Concise and explicit.
About 3 or 4 for each objective.
They link the philosophical part with the tactics.
2.9. Programs & Projects
Existing or necessary programs to achieve the objectives (disaggregated by the guides). Projects that must be carried out to adapt to the organization, its systems or processes to achieve the objectives.
Characteristics: Limited but manageable number. The responsibilities associated with its implementation are established. They can be executed in the future. They must cover the entire spectrum of objectives.
2.10. Review System.
System that allows managing the progress of programs and projects and measuring their degree of adequacy to achieve the objectives.
Features: Clearly defined review responsibility. It includes the review of: - Status
- Advance
- Standardization
- Implementation problems
- Required resources
- Corrective action
Beginning.
Quality Trilogy.-
Quality Planning.-
Definition.- The process to prepare to achieve quality objectives.
Steps.-
1.- Identify customers, internal or external.
2.-Determine the needs of customers.
3.-Develop the characteristics that products (services) should have to satisfy the needs of customers.
4.- Establish quality goals that meet the demands of customers and suppliers, at the minimum combined cost.
5.- Develop a process that can generate the product thus defined.
6.- Test (audit) the capacity of the process to meet expectations.
Chapter III
3.1. Quality control
Definition.- The process of achieving quality objectives during operations.
Steps.-
1.- Choose what to control.
2.- Determine the units of measurement.
3- Establish the measurement system.
4- Establish performance standards.
5.- Measure current performance.
6.- Interpret the difference between the real thing and the standard.
7.- Take action on the difference.
Quality Improvement.-
Definition.- The process to achieve unprecedented levels of performance.
Steps.-
1.- Prove the need for improvement.
2.- Identify the specific improvement projects.
3.- Organize for the conduct of projects.
4.- Organize for the diagnosis or discovery of the causes.
5.- Diagnose the causes.
6.- Provide solutions.
7.- Prove that the solution is effective under operating conditions.
8.- Provide a control system to maintain what has been earned.
3.2. Quality Management: Deming and his 14 points
1.- Create constancy in the purpose for the improvement of products and services.
2.- Adopt a new philosophy.
3.- Stop relying on mass inspection.
4.- End the practice of awarding deals based on price only.
5.- Improve constantly and forever the production and service system.
6.- Institute training.
7.- Institute leadership.
8.- Eliminate fear.
9.- Break down the barriers between the areas.
10.- Eliminate slogans, exhortations and production goals for the workforce.
11.- Eliminate numerical quotas.
12.- Remove the barriers that prevent pride in a job well done.
13.- Institute a vigorous program of education and retraining.
14.- Take measures to carry out the transformation.
3.3. Definition of Deming Quality Management
It is a system of means to economically generate products and services that satisfy customer requirements. The implementation of this system requires the cooperation of all the organization's personnel, from the managerial level to the operational level, involving all areas.
State.-
1.- Product oriented.-
Post-production inspection, finished product audit, and troubleshooting activities.
2.- Process oriented.-
Quality assurance during production including SPC and foolproofing.
3.- System oriented.-
Quality assurance in all departments.
4.- Man-oriented.-
Changing the mindset of all staff through education and training.
5.- Oriented towards society.-
Optimization of product and process design for more reliable operation and lower cost.
6.- Cost-oriented.-
Quality loss function.
7.- Customer oriented.-
Quality Function Deployment (QFD) to define "voice of the customer" in operational terms.
- Benchmarking.
Definition.-
It is a proactive and positive process to change operations in a structured way to achieve superior performance.
Steps.-
1.- Know your operations.
2.- Meet the leaders of the competition.
3.- Establish the method to measure the disadvantage.
4.- Establish how to eliminate the disadvantage.
5.- Achieve the commitment of senior management.
6.- Communicate to the organization.
7.- Get everyone's participation.
8.- Incorporate the best of each one.
9.- Gain superiority.
Processes.-
1.- Identify the aspect-objective of Benchmarking.
2.- Identify comparative companies.
3.- Determine the data collection method and Obtain it.
4.- Determine the current disadvantage in performance.
5.- Project future levels of performance.
6.- Communicate what has been obtained to achieve general support.
7.- Establish functional goals.
8.- Develop action plans.
9.- Implement specific actions and control progress.
10.- Rethink Benchmarking.
- Communication.
The total quality message must be communicated to three audiences that are complementary to each other:
1.- Workers.
2.- Suppliers.
3.- Clients.
- Quality Function Deployment (QFD). Complex concept that provides the means to translate customer requirements into appropriate technical requirements for each stage of product development and manufacture.
- Concepts.-
Voice of the customer: The customer's requirements expressed on their own terms.
Image features: The expression of the customer's voice in technical language specifying the required quality. They are the critical characteristics of the final product.
Deployment of product quality: Activities necessary to translate the voice of the customer in the image characteristics.
Quality matrices: Matrices that allow the voice of the consumer to be translated into characteristics of the final product.
Method.
- Planning.-Principles.-
1- Quality begins with delighting customers.
2.-A quality organization must learn how to listen to its customers and help them identify and articulate their needs.
3.- A quality organization leads its clients to the future.
4.- Products and services without blemish and that satisfy the customer come from well-planned systems that work without failures.
5.- In a quality organization: the vision, values, systems and processes must be consistent and complementary to each other.
6.- Everyone in a quality organization, administrators, supervisors and operators, must work in concert.
7.- Teamwork in a quality organization must be committed to the customer and continuous improvement.
8.- In a quality organization everyone must know their work.
9.- The quality organization uses data and the scientific method to plan work, solve problems, make decisions and achieve improvement.
10.- The quality organization develops a partnership with its suppliers.
11.- The culture of a quality organization supports and nurtures the improvement efforts of each group and individual.
- Strategy.-
1.-Recognize the informal organization.
2.-Achieve the active support of the critical mass.
3.-Do not apply fear or coercion to achieve transformation.
4.-Keep the process fluid by graduating progress and combining it with surprises.
5.-Efforts to implement the change must be assisted and reinforced by the formal organization.
6.-The deeper and more widespread the proposed change, the more absolutely essential a deep understanding and active leadership of the upper management becomes.
CONCLUSIONS
- External control and the threat of sanctions are not the only means of obtaining the effort necessary to achieve the company's objectives. Commitment is made to the extent that results are rewarded, and the most important of these rewards is performance. Ego satisfaction, which may be the consequence of efforts devoted to the enterprise The average individual, under the desired conditions, learns not only to accept responsibilities but to pursue them The ability to exhibit relatively developed qualities of imagination, inventiveness and creativity in the solution of the problems of the organization is widely extended in the people and it is not scarce. According to the quality control,Objective evaluation of all the functions and elements required to guarantee the quality of the organization's products and services.
BIBLIOGRAPHY
- ANASTASI, Maribel. QA. Editorial AGUILAR. 1992. Lima. Pages 75-78 BAMNET, Jeanne. ¨Quality Control¨- Editorial Fontanella. Barcelona Spain 1991. Pages 45-46 BRYANT J. Cartty. QA. Editorial Pax, México 1998. Page 75 CASTELLANO, Maria. total quality. Editorial La Prensa Medica. Mexico 1998AGUILA SÁNCHEZ, Luis. ¨Quality Control¨ Editorial Minerva, 1997 P. 45-50
