Theory and management of total quality

The history of humanity is directly linked to quality since the most ancient times, man when building his weapons, preparing his food and manufacturing his clothing, observes the characteristics of the product and immediately tries to improve it. The practice of quality checking dates back to before the birth of Christ. In 2150 BC, the quality of house construction was governed by the Code of Hammurabi, whose rule # 229 stated that “if a builder builds a house and does not do it with good resistance and the house collapses and kills the occupants, the builder must be executed. The Phoenicians also used a corrective action program to ensure quality, in order to eliminate repetition of errors.The inspectors simply cut off the hand of the person responsible for the unsatisfactory quality. In the vestiges of ancient cultures, quality is also present, an example of this are the Egyptian pyramids, the friezes of Greek temples, etc.

During the Middle Ages, markets emerged based on the prestige of the quality of the products, the custom of branding them became popular and with this practice the interest of maintaining a good reputation was developed (damask silks, Chinese porcelain, etc.) Given the craftsmanship of the process, the inspection of the finished product is the responsibility of the producer who is the same craftsman. With the advent of the industrial era this situation changed, the workshop gave its place to the mass production factory, either out of finished articles or parts that were to be assembled in a later stage of production. The era of the industrial revolution brought with it the factory system for serial work and specialization of work.As a consequence of the high demand coupled with the spirit of improving the quality of the processes, the inspection function becomes a vital part of the production process and is carried out by the same operator (the object of the inspection simply pointed out the products that did not fit to the desired standards.)

At the end of the 19th century and during the first three decades of the 20th century, the objective is production. With Taylor's input, the inspection function is separated from production; Products are characterized by their interchangeable parts or components, the market becomes more demanding and everything converges to produce. The change in the production process brought with it changes in the organization of the company. As it was no longer the case of an operator who was dedicated to the production of an article, it was necessary to introduce specific procedures in the factories to attend to the quality of the mass-produced products. During the First World War, the manufacturing systems were more complicated, involving the control of large numbers of workers by one of the production foremen; as a result,the first full-time inspectors appeared, which was called quality control by inspection.

The needs of the enormous mass production required by the Second World War originated the statistical quality control, this was a phase of extension of the inspection and the achievement of greater efficiency in the inspection organizations. The inspectors were given tools with statistical implements, such as sampling and control charts. This was the most significant contribution, however this work remained restricted to production areas and its growth was relatively slow. Recommendations resulting from statistical techniques often could not be handled in decision-making structures and did not address truly large quality problems as they were lent to business management.

This need led to total quality control. Only when companies began to establish an operational and decision-making structure for product quality that was effective enough to take appropriate action on quality control discoveries, were they able to achieve tangible results such as better quality and lower costs. This total quality framework made it possible to review decisions regularly, rather than occasionally, to analyze results during the process and take control action at the source of manufacturing or supplies, and finally to stop production when necessary. Furthermore, it provided the structure in which the first control tools (quality statistics) could be brought together with the many other additional techniques such as measurement, reliability,quality information team, motivation for quality, and numerous other techniques now related to the field of modern quality control and to the overall functional quality framework of a business.

Evolution of the concept of quality

This is why the term quality has changed throughout history, which is important to note:

Stage	Concept	Purpose
Handcrafted	Doing things well regardless of the cost or effort required to do so.	Satisfy the customer Satisfy the craftsman for a job well done Create a unique product.
Industrial Revolution	Do many things regardless of whether they are of quality (Production with Quality is identified).	Satisfy a large demand for goods Make a profit.
Second World War	Ensure the effectiveness of the armament regardless of cost, with the largest and fastest production (Efficiency + Term = Quality)	Guaranteeing the availability of effective weapons in the right quantity and time.
Postwar (Japan)	Get it right the first time	Minimize costs through Quality Satisfy the customer Be competitive
Postwar (Rest of the world)	Produce, the more the better	Meeting the high demand for goods caused by the war
QA	Production inspection techniques to prevent defective goods from leaving.	Meet the technical requirements of the product.
Quality assurance	Systems and procedures of the organization to prevent defective goods from being produced.	Satisfy the customer Prevent mistakes Reduce costs Be competitive
Total quality	Theory of business administration focused on the permanent satisfaction of customer expectations.	Satisfy both external and internal customers Be highly competitive Continuous Improvement

This evolution helps us to understand where the need to offer a higher quality of the product or service that is provided to the client and, ultimately, to society comes from, and how little by little the entire organization has been involved in achieving this end. Quality has not only become one of the essential requirements of the product, but is now a key strategic factor that most organizations depend on, not only to maintain their position in the market but even to ensure their survival..

Definition of quality

Quality is a concept that has changed over the years and there is a great variety of ways of conceiving it in companies, below are some of the definitions that are commonly used today.

¨ Fully satisfy customer needs.

¨ Meet customer expectations and some more.

¨ Awaken new customer needs.

¨ Achieve products and services with zero defects.

¨ Do things right from the first time.

¨ Design, produce and deliver a product of total satisfaction.

¨ Produce an article or a service according to established standards.

¨ Give immediate response to customer requests.

¨ Smile despite adversity.

¨ A category always tending to excellence.

¨ Quality is not a problem, it is a solution.

The concept of Quality according to:

Edwards Deming: "Quality is nothing more than" A series of questions towards continuous improvement. "

Dr. J. Juran: Quality is "Fitness for use meeting customer needs."

Kaoru Ishikawa defines quality as: "Developing, designing, manufacturing and maintaining a quality product that is the most economical, useful and always satisfactory for the consumer."

Rafael Picolo, Managing Director of Hewlett Packard: defines “Quality, not as an isolated concept, nor that is achieved from one day to the next, rests on strong values ​​that are presented in the environment, as well as in others that are acquired with effort and discipline.

With the above, it can be concluded that quality is defined as "A process of continuous improvement, where all areas of the company actively participate in the development of products and services that meet customer needs, thereby achieving greater productivity.".

Precursors of quality

It is inevitable to be able to start talking about quality without referring to its father and his followers. Dr. Deming learned from a very young age that things that are done well from the beginning end well.

In 1950, what Japan wanted, the United States had; simultaneously, what did the United States have but did not want? The answer, W. Edward Deming, a statesman, professor, and founder of Total Quality. Ignored by American corporations, Deming went to Japan in 1950 at the age of 49 and taught Japanese managers, engineers, and scientists how to produce quality. Thirty years later, after watching a television documentary on NBC titled, "If Japan Can, Why Can't We" corporations like Ford, General Motors, and Dow Chemical, to name a few, took notice and sought Deming's advice. Deming's life became a whirlwind of consultations and lectures.

Widely requested after Deming shared his now famous "14 Points" and "7 Deadly Sins" with some of America's largest corporations. Its quality standards became commonplace in management books, and the Deming Prize, first awarded in Japan but now recognized internationally, is now sought after by some of the largest corporations in the world. Deming's early life was characterized by poverty and hard work. He was born on October 14, 1900, in Sioux City, Iowa. His father, a struggling attorney, lost a lawsuit in Powell, Wyoming, which caused the family to move to Sioux City when Deming was seven years old. They lived in a humble home where worrying about what their next meal would be was part of their daily regimen.

Deming went to work when he was eight at a local hotel. With his savings in hand, Deming left Powell at the age of 17 for Laraman, the University of Wyoming where he studied engineering. He received a Ph. D in Mathematical Physics from Yale University in 1927 where he was employed as a professor. Deming received many offers in private industry and took a job working for the Department of Agriculture in Washington, DC It was here that Deming met his wife, Lola Sharpe, whom he married in 1932, and was introduced to his guide, Walter Shewhart., a statistician for Bell Labs, and his writings impacted his life and became the basis of his teachings. During World War II, Deming taught American technicians and engineers statistics that could improve the quality of war materials.It was this work that attracted the attention of the Japanese. After the war, the Japan Union of Scientists and Engineers sought out Deming. In July 1950, Deming met with the Union who introduced him to the senior managers of Japanese companies. For the next thirty years, Deming would devote his time and effort to teaching the Japanese and "transformed his reputation from producing a laughing matter to a reason for admiration and praise." Why was Deming a hit in Japan and unknown in America? Deming was invited to Japan when its industry and economy were in crisis. They listened. They changed their way of thinking, their management style, their treatment of employees, and they took their time. By following Deming's philosophy,the Japanese turned their economy and productivity completely around to become the world market leaders. So impressed by this change, Emperor Horohito decorated Deming with the Sacred Treasure Medal of Japan in his Second Degree. The mention read "The people of Japan attribute the revival of Japanese industry and its worldwide success to Ed Deming."

It was not until a documentary broadcast on NBC in June 1980 detailing Japan's industrial success that American corporations paid attention. Faced with declining production and increased costs, the CEOs of the corporations began consulting with Deming about business. They found that the quick and easy solutions typical of American corporations did not work. Deming's principles stated that through the use of statistical measurements, a company could be able to graph how a particular system was working and then develop ways to improve that system. Through a process of forward transformation, and following the Fourteen Points and Seven Deadly Sins,companies would be in a position to keep up with the constantly changing economic environment. Obviously, this was much longer, it included more processes than what American corporations were used to; hence the resistance to Deming's ideas.

Deming made himself available to corporate America in terms of consultation and individuals through his writing and seminar tours for the next thirteen years of his life. Although she died in 1993, her work still lives on. Mission slogans, such as Ford's "Quality Is First Job", are recognized in the industry; business courses are taught using its principles as integral parts of the curriculum; and the abbreviation TQM (Total Quality Management) is widely known and commonly used throughout corporate America.

Is the world a better place because of Deming? Corporations and industries whose products improve people's lives have found the following to be true: If Deming's principles are in place and work with your business, “quality goes up, costs go down, and savings can pass you by. to the consumer". Customers get quality products, companies earn higher revenues, and the economy grows. On a material, economic plane, the world is certainly a better place thanks to the ideas and teachings of Ed Deming.

The quality guru Kaoru Ishikawa, born in the city of Tokyo, Japan in 1915, is a graduate of the University of Tokyo. Ishikawa is today known as one of the most famous gurus of world quality. Ishikawa's theory was to manufacture cheaply. Within his philosophy of quality he says that quality must be a management revolution. Quality control is developing, designing, manufacturing, and maintaining a quality product. Some effects within companies that are achieved by implementing quality control are the reduction of prices, lower costs, the technique is established and improved, among others.

Kaoru Ishikawa also introduces the world to her seven basic tools which are: pareto chart, cause-effect diagram, stratification, check sheet, histogram, scatter plot, and Schewhart control chart. Some of his best-known books are: »What is CTC?», «Quality control guide», «Quality Control Tools». Quality development

Kaoru Ishikawa says that to practice quality control (CTC) is to develop, design, manufacture and maintain a quality product that is the most economical, the most useful and always satisfactory for the consumer.

Ishikawa was a professor at the University of Tokyo and founder of the Union of Japanese Scientists and Engineers (UJSE), which was in charge of promoting quality within Japan during the post-war era. He even promoted quality revolutionary ideas for much of his life. Ishikawa started quality circles at "Nippon Telegraph and Cable" in 1962. He defined customers as internal and external to organizations. Kaoru Ishikawa's career in some ways parallels the economic history of contemporary Japan. Ishikawa, like the whole of Japan, learned the basics of statistical quality control that the Americans developed. But just as Japan's economic achievements are not limited to imitating foreign products,the quality achievements of Japan and Ishikawa in particular go beyond the efficient application of imported ideas. Ishikawa's most important contribution may have been his role in developing a Japanese quality strategy. For the Japanese, quality is part of their own lives, they not only apply it from top to bottom in a company, but also to the product, within the production process, both under the customer's use. One of the most important achievements in Kaoru Ishikawa's life was contributing to the success of quality circles. The cause - effect diagram, often called the Ishikawa diagram, is possibly the diagram that made it most widely known. This diagram has proven to be a very powerful tool that can be easily used to analyze and solve problems,it is so simple that anyone can apply it. Although quality circles first developed in Japan, they expanded to more than 50 countries, an expansion Ishikawa could never have imagined. Originally, Ishikawa believed that circles depended on unique factors found in Japanese society. But after seeing circles being created in Taiwan and South Korea, he theorized that quality circles could develop in any country in the world as long as that country used the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems, can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.Although quality circles first developed in Japan, they expanded to more than 50 countries, an expansion Ishikawa could never have imagined. Originally, Ishikawa believed that circles depended on unique factors found in Japanese society. But after seeing circles being created in Taiwan and South Korea, he theorized that quality circles could develop in any country in the world as long as that country used the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.Although quality circles first developed in Japan, they expanded to more than 50 countries, an expansion Ishikawa could never have imagined. Originally, Ishikawa believed that circles depended on unique factors found in Japanese society. But after seeing circles being created in Taiwan and South Korea, he theorized that quality circles could develop in any country in the world as long as that country used the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.an expansion that Ishikawa would never have imagined. Originally, Ishikawa believed that circles depended on unique factors found in Japanese society. But after seeing circles being created in Taiwan and South Korea, he theorized that quality circles could develop in any country in the world as long as that country used the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems, can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.an expansion that Ishikawa would never have imagined. Originally, Ishikawa believed that circles depended on unique factors found in Japanese society. But after seeing circles being created in Taiwan and South Korea, he theorized that quality circles could develop in any country in the world as long as that country used the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems, can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.he theorized that quality circles can develop in any country in the world as long as that country uses the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems, can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.he theorized that quality circles can develop in any country in the world as long as that country uses the Chinese alphabet. Ishikawa's reasoning was that the Chinese alphabet, one of the most difficult writing systems, can be learned only with a lot of study, at that time hard work and the desire for education became extremely important in those countries.

In How to Operate QC Circle Activities, Ishikawa calls on top managers and workers as the potato-teacher association in quality circles. Although quality circles were early ideas of the Japanese to adapt in the West. Ishikawa was always aware of the importance of top management. Support from the highest employers is an elementary key to quality strategies within Japan (CWQC). The CWQC, which is company-wide quality control in English, is very well described in the book «What is Total Quality Control? The Japanese Way ». Ishikawa's work with top management and the CWQC has spanned decades. In the late 1950s and early 1960s, he developed quality control courses for executives and senior entrepreneurs. He also helped put together a very famous lecture called:Annual Quality Control Conference for Top Management in 1963. As a member of the committee for the Deming award, Ishikawa conducted a rigorous audit that determines which companies are candidates for the Deming award. This audit requires the participation of the senior executives of the company. According to Ishikawa, knowing that the company is active and moving towards improvement is the best prize that the winner can receive.According to Ishikawa, knowing that the company is active and moving towards improvement is the best prize that the winner can receive.According to Ishikawa, knowing that the company is active and moving towards improvement is the best prize that the winner can receive.

Kaoru Ishikawa was chairman of the monthly editorial board "Statistical Quality Control" and "Reports of Statistical Applications Research", Kaoru Ishikawa was also involved in the creation of the quality logo and banner. Ishikawa was involved in international and Japanese standardization activities in the early 1950s. In his speech upon receiving the Shewhart medal, Ishikawa called standardization and quality control "two wheels on the same cart." Its emphasis may be surprising to some who think that standards cannot be changed, who think that they are rigid. But Ishikawa says standards need to change

The ASQ established the Ishikawa Medal in 1993 to reorganize the leadership of the human side of quality. The medal is awarded annually in honor of Ishikawa to a person or group who improve the human aspects of quality in a company.

Throughout his career, Ishikawa worked on many things, but always under his philosophy.

Styles and stages of a continuous process that aims to fully satisfy the customer to achieve their loyalty. Management's commitment, starting with the "number one" of the company.

In 1960, on the tenth anniversary of one of the pioneering quality control publications in Japan - Statistical Quality Control-, the idea of ​​creating a flag that represented this movement was born, almost responsible for the Japanese miracle that would transform the foundations of Management into all the world. The design emerged from a contest among students of Fine Arts at the University of Tokyo. It was simple and powerful at the same time, but it had a drawback: the color chosen was the blue of the United Nations flag, which, subjected to the obvious quality test, demonstrated the disadvantage of fading quickly. Unacceptable. The Japanese patiently analyzed the problem, surveyed the area and, of course, found the solution: they would opt for the same coloration of the Japanese flag.The dyeing factory that guaranteed the durability of the color used in the national symbol would do the same with that of the "Q" on a white background of the quality emblem. First important lesson: one of the factors that distinguishes conviction from mere adherence to quality principles is consistency. THE JAPANESE MIRACLE. The predecessor of total quality, statistical quality control was born in the 1930s with the application, in the Bell laboratories, of a table devised by WA Shewhart, through which the deviations from attributable standards were analyzed to technically or economically unavoidable causes ("chance causes") and to those resulting from factors capable of being modified ("assignable causes").The Second World War acted as a catalyst for the use of these control panels in the most varied industries, especially in the production of war material. The American Z-1 Quality Standards were published, which the English nationalized as British Standards 1008 and added to the 1935 BS 600, a product of the statistical work of ES Pearson. They were so effective that, in some cases, they were classified as a military secret until the surrender of Germany. At that time, Japan was applying the Taylor method in its companies, or Management by specialists, as described by Kaoru Ishikawa, father of total quality control in his country. Professor Kaoru Ishikawa, one of the fathers of Total Quality in Japan, noted: “Total Quality Control begins with education and ends with education.To promote it with the participation of all, it is necessary to give education in Quality Control to all the personnel, from the president to the operators. Quality Control is a conceptual revolution in administration; therefore it is necessary to change the reasoning processes of all employees. To achieve this, education must be repeated over and over again. "

Modern statistical quality control began to be applied in Japan in May 1946, when the occupation forces of the United States tried to use telecommunications networks and found that the telephone service was poor, uneven, and not at all reliable. They introduced the North American methods, whose use was generalized. Official quality organizations such as the Japan Standards Association (JSA) were born in 1945, and private ones such as the Japanese Union of Scientists and Engineers (JUSE), the following year. The first courses and conferences began to be organized, "importing" the bibliography. In this first cycle it was shown that one of the decisive elements for the success of any quality process is the human factor. Something that until now had not been considered too relevant.Without denying the objective values ​​of American or English methods, the Japanese saw the need to design their own profile.

William Ouchi is the author of Theory Z: How Companies Can Meet the Japanese Challenge. Ouchi analyzes the usefulness of applying the Japanese management approach in the

North American environment. Motivated by knowing the causes of Japanese productivity, I began the study of North American and Japanese companies. Its basic objective was to find principles of universal application in business units that were independent of the principles of the culture that would help determine what could be learned from Japanese administrative techniques. According to the author, "productivity is achieved by involving workers in the process" which is considered the basis of his theory.

Theory Z provides means to direct people in such a way that they work more effectively in teams. The basic lessons of this theory that can be used for the harmonious development of organizations are:

• Trust in and in people for the organization Attention to the subtleties of human relationships Closer social relationships

Ouchi's main conclusion is that high productivity occurs as a consequence of managerial style and not culture, so he considers that it is possible to assimilate his business management techniques as Japanese contributions and thus achieve success in managing companies. organizations. However, he recognizes that cultural elements influence the establishment of a corporate philosophy congruent with the principles of his theory.

North American, creator of the concept "zero defects" (CD) is one of the greats in the field of quality management and one of the most famous consultants of companies. He was quality director at the International Telephone and Telegraph (ITT), where he developed and applied the bases of his method.

He developed a concept called the «Absolutes of total quality, whose principles are:

1º Quality is defined as compliance with requirements

2nd The quality system is prevention

3º The standard of performance is zero defects

4th The measure of quality is the price of non-compliance

With regard to management, he "established" a model that he calls "preventive management" and Definition System Standard Measure All work is a process

Another interesting part of his philosophy is the one that says that there are three myths about quality and that they are described like this:

First: »Quality is intangible; quality is good ”. For this reason, we speak of "high quality", "export quality", good or bad product, excellent or bad service. To change our attitude towards quality we must define it as something tangible and not as a philosophical and abstract value.

Second:"Quality is expensive." Through this myth we believe that we reduce costs by tolerating defects, that is, by accepting products and services that do not meet their standards. The fallacy is that quality is free: it is not difficult to assemble a car well than to do it badly; It does not cost more to fill an order well than to dispatch it wrong, it does not cost more to program well than wrong. What costs is to inspect what has already been done to discover the errors and correct them; what costs are the hours of computer and wasted paper; what it costs are returns from dissatisfied customers; what costs is to redo the badly typed letters, and so on. What is costly, in short, are errors and defects, not quality; therefore, it will never be cheaper to tolerate mistakes than to "get it right the first time",and there will be no "balance point" between benefits and quality cost.

Third: "Defects and mistakes are inevitable." We have become used to this falsehood: we accept potholes in the streets, defective products, accidents, and so on. Every day we become more tolerant of our poor work; In other words, every day we are more apathetic and mediocre.

He was born on December 24, 1904 in the city of Braila, then and now part of Romania. Astute observer, listener, attentive, brilliant, synthesizer, forecaster, persistent, Juran has been called the father of quality or "guru" of quality. quality and the man who "taught quality to the Japanese." Perhaps most importantly, he is recognized as the person who added the human dimension to broad quality, and that is where the statistical origins of total quality come from. His plan was to do it all: philosophy, writing, reading, and consulting.

Today Juran focuses his attention on a new mission: he repairs the debt that he feels he owes to the country that offers him the great opportunity and exceptional success. Quality according to Juran has multiple meanings. Two of those meanings are critical, not only for quality planning but also for planning business strategy.

Quality: It refers to the absence of deficiencies that takes the form of: Delay in deliveries, failures during services, incorrect invoices, cancellation of sales contracts, etc. Quality is »fitness for use».

Juran's Mission and Planning for Quality is to create awareness of the quality crisis, the role of quality planning in that crisis, and the need to revise the approach to quality planning. Establish a new approach to quality planning. Provide training on how to plan for quality, using the new approach. Assist company staff to re-plan those insistent processes that have unacceptable quality deficiencies (walk throughout the company). Assist company personnel to master the quality planning process, a domain derived from the re-planning of existing processes and the corresponding training.Assist company personnel to use the resulting domain in quality planning in a way that avoids the creation of new chronic problems.

Quality planning is one of the three basic management processes through which we manage quality. The three processes (the Juran trilogy) are interrelated. It all starts with quality planning. The purpose of quality planning is to provide operational forces with the means to produce products that can meet customer needs, products such as invoices, polyethylene film, sales contract, technical support calls, and new designs for goods. Once the planning is complete, the plan is passed on to the task forces. Your job is to produce the product. Going to the process, we see that the process is poor: 20% of the operational effort is lost, because the work has to be redone due to quality deficiencies.This loss becomes chronic because the process was planned that way. Under conventional accountability patterns, task forces are unable to eliminate such planned chronic loss. Instead, they are doing quality control to prevent things from getting worse. If we take a look around, we soon see that those three processes (planning, control, and improvement) have been around for some time.and improvement) have been around for some time.and improvement) have been around for some time.

Quality planning. It is that process in which preparations are made to meet quality goals and whose final result is a process capable of achieving quality goals under operating conditions.

Quality control. It is the one that allows to compare the quality goals with the performance of the operations and its final result is to conduct the operations in accordance with the quality plan.

Quality improvement. It is the one that breaks with the previous levels of performance and performance and its final result leads the operations to levels of quality markedly better than those that have been raised for the operations.

Quality management

Meaning of Quality Management

Quality management is the organizational function whose objective is the prevention of defects.

The responsibility of quality management according to Fergenbraurn (1983) are the following:

1. Accumulate, analyze, and report on quality costs Establish quality cost reduction goals and programs Implement systems to measure the true level of resulting product quality Establish goals and programs for product quality improvement Establish goals and programs for the improvement of product quality by product line Establish objectives and programs for the organizational component of quality control and publish manuals for use by the corresponding personnel Classify quality control activities according to the type of work Organize the quality control work and hire suitable personnel for that organization Disseminate the procedures to make quality control operate Obtain acceptance by employees,quality control work assigned Integrate all employees into the organizational component of quality control and measure effectiveness to determine the contribution of the quality control function to the profitability and progress of the company.

The goal of quality management is to manufacture a product whose quality is designed, produced and maintained at the lowest possible cost.

Quality engineering

It is a branch of engineering that intervenes in the activities of each department of the company whose most important activity is the implementation of quality control programs. Quality engineering also aids in evaluation by establishing methods

There are three main techniques used in Quality engineering:

Development of Quality policies: indicates the limits within which all the relative actions that are needed to achieve the quality objectives will be taken. This policy is the guideline that guides and governs all administrative decisions in the areas of product quality, including reliability, safety, inspection, etc.

Product quality analysis: consists of breaking down the quality problem situation and then synthesizing the segments into a whole.

The planning of quality operations: includes the application of techniques designed to instill the importance of following a proposed course of action and the methods to achieve the desired result. The main purpose of planning is to deliver a satisfactory quality product to the customer at a minimum quality cost.

Among the activities that make up an important part of the work of a quality engineer we have:

1. Training Quality standards Facilities for measurement analysis Methods and procedures Non-conforming material Quality program review

Strategic quality management

The modern company is a complex system in which decisions are made, communicated and implemented. The components of production, including quality, depend on how decisions are made on the structure of the communications network and the instrumentation system. People at all levels of the organization, from the CEO to the production line worker therefore have some influence on the final quality.

Quality is everyone's job, but quality must be managed by management. Deming proposed 14 points to help management improve quality:

1. Improve the product or service and plan for the future Adopt a new attitude Eliminate reliance on mass inspection Improve the quality of incoming materials Find problems Establish modern methods of training Establish modern methods of supervision Banish fear Break down barriers Remove numerical goals. Eliminate posters and slogans directed at the workforce urging them to increase their productivity without providing the methods Eliminate work regulations that prescribe numerical quotas Eliminate obstacles to pride Establish a vigorous training and retraining program Create an appropriate structure

Product evolutions

An evolution, in the case of quality, is defined as the set of inspection and verification functions through which the value or quality of a product is determined. The quality department is responsible for the evaluation functions related to the acceptance of the company's products. An assessment program should include plans for inspection points, implementation, methods, instructions, requirements, procedures, and records.

The quality engineer must also establish a review system to periodically determine how well instructions are being followed and how effective the program is in achieving its goals. Once the cycle begins, follow-up plans should be developed that include review of instructions, modification of equipment when needed, and periodic evaluation to strengthen weaknesses.

Failure analysis

Faults can be traced to their roots by simple line investigation or physical observation. However, sometimes the problem is detected in a particular component but the method of the failure and its cause are unknown, in this case the failure analysis is used to precisely locate the problem. In addition to strict and detailed evaluation, failure analysis includes various elements such as exposing with an abrasive or other means to allow visual examination, microscope analysis or electron microscope examination, spectroscopy, thermal evaluations with thermometers, X-ray tests, chemical tests, etc.

Quality instruction and training

Quality is considered to be vital to improve productivity and key to economic survival in a competitive environment. Quality improvement depends on the environment, system, instruction and training, roles and responsibilities, and the cost of quality. The training of all managers and employees is important, a formal training program is recommended to complement the traditional types and to support the most skilled and knowledgeable employees. E The training program should include senior managers, outstanding employees, grassroots employees, and vendors.

Feigenbaum raises three questions regarding the quality instruction process:

What is the scope, magnitude, and effectiveness of the training that the company provides to employees to acquire the specific job knowledge and skills needed for good quality design, construction, and maintenance?

What is the net effect that the daily informal influences on work produced by experience, contacts and guidance so important in the quality training process in a company, have on how staff think about quality?

What is the scope, magnitude, and effectiveness of the company's efforts to instruct personnel in modern quality concepts and in quality control programs and methods?

There are four basic principles for developing a quality control training program:

1. Keep the program simple and focused on the real problems of the company related to quality. Emphasis should be placed on practical and meaningful material as well as case studies When developing quality control training programs, the quality engineer and training staff should work with and consult with line managers, especially with regard to the scope of material to be used in the programs Since solutions to quality problems always change, instruction in quality control methods and techniques can never be considered complete. Training programs should be conducted and involve personnel at all levels, from the manager to the specialized machinists.Since the interests and objectives are different at different levels of the organization, the courses of the quality control training program must be adapted to these needs.

Consumer interests

A consumer is the individual who purchases a product for consumption or personal use. Because today's consumers are more value conscious than their predecessors and perhaps with a higher level of education they are more demanding. They insist that quality and safety functions be performed properly and demand to be heard if in their opinion the quality and safety of the product are not satisfactory. This established the antecedent of the new main force in the economy, consumerism.

Consumer product failure data is considered a valuable source of information. Failures that are not always highlighted during the manufacturing process provide a basis for corrective action and for product improvement. Manufacturers have always been concerned about failures as they drive up costs and threaten sales. Due to this concern, a series of improvements were made to the products in order to increase their commercialization and reduce losses due to failures.

Warranty claims, product audits, and methodical service failure reporting provide a reliable source of failure data. These reports should contain data regarding the consumer's location, description of the problem, part number and serial number, necessary repairs and estimated costs of these.

Product safety

In these standards, aspects related to the control of materials, storage of materials, process facilities, quality control procedures, laboratory control, documentation and other aspects are analyzed in great detail. In 1966, the United States Congress passed the National Traffic and Motor Vehicle Safety Act. Relating to automobile safety. The Consumer Product Safety Act of 1972 was the second major law regarding product safety.

Responsibility for the product

Product liability has increasingly become a top industry concern. Product defects are still debated in court but are reviewed according to new theories of liability. A product is considered defective for one of four reasons: its design, construction, failure to display adequate warnings, and failure to conform to an express warranty.

Product liability law is complicated by the fact that in most states a single claim can be based on both theories of tort and theories of contract.

Administrative Program To Improve Quality

Motivation

The most commonly mentioned theory of motivation is that of the pyramid of needs created by Abraham Maslow. According to this theory, needs are classified into five fundamental categories, beginning with the biological needs of motivation and continuing to higher orders such as self-esteem and self-actualization. An important function of the quality manager is to act as a motivator. The manager can assist employees by advising them in setting goals how to achieve them and by providing an atmosphere conducive to productive work.

McGregor's Needs List	Usual forms of motivation for quality
Physiological needs (for example: food, shelter, basic survival). In an industrial economy this includes minimum subsistence needs.	Opportunity to increase income through a bonus for a good job
Security needs (for example, once a subsistence level is reached, the need to stay at that level)	Safety at work
Social needs (for example, the need to belong to a group and to be accepted)	Referring to the employee as a team member
Ego needs (for example, the need for self-respect and respect for others)	Encourage pride in the way you do the job, to get a good grade
Self-actualization needs (for example, the creative urge and self-expression)	Opportunity to propose original ideas and to participate in the creation of innovative and effective plans.

Pyramid of needs and forms of motivation to improve quality

The following basic principles provide knowledge that will allow managers to initiate motivational programs:

• Motivation is internal Most goals are defined and limited by the subject itself Motivation and behavior are learned Because behavior is learned, it can be changed Motivation is specific to the individual Strength or desire to achieve a goal depends on the employee consider it achievable One way to make a goal achievable is to break it down into smaller and easier stages Motivation can be induced through positive and negative reinforcement and through feedback Reinforcement and feedback should be given immediately, whenever possible Effective positive reinforcement must be continuous, especially when trying to change behavior

Organization

The organization can be defined as a system of authority and responsibility and communication relationships with stipulations for structural coordination, both vertically and horizontally, that facilitates the work relationship and objectives.

Managers use various plans to control company operations. These plans are actually organizational tools that serve to illustrate the scope of the organizing function and to identify basic organizational problems. Some of the organizational tools include the following:

1. Organizational chart: the organization chart shows the formal structure of the organization, defines the hierarchy of positions, and identifies the flow of authority, responsibility, and accountability from the top to the bottom of the organization. The type of organization chart used depends on the type of company.

Organization chart of the quality of the personnel of a plant

1. Policies: An organization's policies include guidelines and restrictions, impose responsibilities on company functions, and contribute to structural coordination by coordinating the work of individuals to achieve objectives. Procedures: establish a standard methodology among the elements of an organization; they define the authority, responsibility, accountability and communication relationships of each employee and executive of the company, and provide vertical and horizontal coordination of the organization. Review: allows you to determine if the control systems are working as desired, discover if there is duplication of effort or interruptions in communication. Committees:they provide the opportunity to air different points of view. They can also consult, deliberate on the various issues and coordinate the activities of multiple functions. Description of positions: it is indicated which tasks correspond to each position. They serve the organizational function of specifying the activities of the workforce and defining responsibilities.

Zero defects

The implementation of a zero defect program (DC) is a complex task that consists not only in the application of the theory, but also in the use of sensitivity analysis. Since the variables and parameters needed to build a space protractor are somewhat different from those used to produce a potato cutter, whoever plans a program must have the ability to use certain basic concepts and then adapt the program to the situation in question. However, it is through the CD technique, whose central idea is to guide and change the attitudes of employees, that management can achieve the rare miracle of reducing costs while improving the quality of production.

The purpose of a CD program is to eliminate defects. Generally, the defects or errors of the workers are caused by one or more of the following situations:

1. Not knowing how to carry out the operation correctly Not having the appropriate means to carry out the operations correctly Not trying hard to carry out the operations correctly

The first two problems can be corrected by normal actions, such as proper training and replacement of tools. The third is basically related to the attitude of the employee. It is the change in this attitude that is the focal point of all CD programs. The effectiveness with which that change is achieved determines the success or failure of the program.

Quality information system

It is an organized method of gathering, storing, analyzing and communicating quality information that helps decision makers at all levels. Because products are more complex than in the past, quality control programs now place more emphasis on fitness for use than conformance to specifications.

The information required by a quality information system includes:

1. Quality-related marketing research data such as customer opinions of the product and service provided and results of customer experience Product design test data, such as customer data development testing and data about parts and components received from suppliers Information about evaluation of design for quality, such as reliability predictions and analysis of failure modes and effects Information about parts and Materials that are purchased, such as receiving inspection data or information from supplier surveys Process data, for example manufacturing or inspection Field inspection data, such as warranty information and complaints. the reviews,such as the product and the system.

Some fundamental factors to consider when designing a quality information system are:

• Clearly delineate the purpose, functions and objectives of the system Ensure strong approval and support from top management Contact all potential users such as general management, purchasing, production and engineering departments Determine data input and output needs of the system to satisfy users Identify the scope of the proposed system including altered and undisturbed interfaces Consider the use of tabular presentations, graphs and histograms Provide administrative summaries such as detailed reports and reports by reception Define the functions of the information system such as design and operating costs Determine how often reports are needed and by whom.Ensure adequate training of assessment personnel to familiarize them with the new codes, definitions, and input forms.

Total quality (TQM)

Definition of Total Quality

Total Quality is the most evolved stage within the successive transformations that the term Quality has undergone over time. At first we talk about Quality Control, the first stage in Quality management that is based on inspection techniques applied to Production. Subsequently, Quality Assurance is born, a phase that seeks to guarantee a continuous level of quality of the product or service provided. Finally, what is known today as Total Quality is reached, a business management system closely related to the concept of Continuous Improvement and which includes the two previous phases. The fundamental principles of this management system are as follows:

• Achievement of full satisfaction of customer needs and expectations (internal and external). Development of a continuous improvement process in all activities and processes carried out in the company (implementing continuous improvement has a beginning but not an end).Total commitment of the Management and active leadership of the entire management team.Participation of all members of the organization and promotion of teamwork towards Total Quality Management.Involution of the supplier in the Total Quality system of the company, given its fundamental role in achieving Quality in the company. Identification and Management of the Key Processes of the organization, overcoming the departmental and structural barriers that these processes hide.Management decision-making based on data and objective facts about management based on intuition. Information management dominion.

The philosophy of Total Quality provides a global conception that encourages Continuous Improvement in the organization and the involvement of all its members, focusing on the satisfaction of both internal and external customers. We can define this philosophy as follows: Quality Management (the governing body is fully committed) (the client's requirements are understood and assumed exactly) Total (every member of the organization is involved, including the client and the supplier, when this may be possible).

Strategic Importance of Total Quality

Total Quality is a strategy that seeks to guarantee, in the long term, the survival, growth and profitability of an organization, optimizing its competitiveness, through: the permanent assurance of customer satisfaction and the elimination of all types of waste. This is achieved with the active participation of all staff, under new leadership styles; The strategy being well applied, it responds to the need to transform the products, services, processes, structures and culture of the companies, to ensure their future.

To be competitive in the long term and to achieve survival, a company will need to prepare with a global approach, that is, in international markets and not just in regional or national markets. Well, being excellent at the local level is no longer enough; to survive in today's competitive world you have to be on the world stage.

Successfully adopting this strategy requires the organization to implement a process of permanent improvement.

Staff development and participation

Selection and Induction

The process of converting ordinary people to excellent workers is facilitated if new hires are able to incorporate people who show skills and attitudes compatible with the change that is proposed. For this, the selection process should not only be limited to identifying specific skills and evaluating technical knowledge and experience that are required for a certain position, but also to finding people with:

• creative and leadership ability, versatility to perform more than one role, ability to work in a team, ability to communicate and interrelate and ability to improve and recognize mistakes, etc.

This way of proceeding, different from the traditional one, implies designing a more demanding but more interesting profile since it must consider aspects related to the values ​​of the company, oriented towards Total Quality. that in the past have not been considered, with exceptions. In the context of Total Quality, it is recommended that the selection of new personnel is preferably made for positions at the operational level, and that positions of greater responsibility be covered with promotions and promotions of the company's own personnel. It is important that managers participate in the interviews and ask questions that make it possible to appreciate the degree of identification with the desired attitudes.

Once the SELECTION is concluded, the INDUCTION process comes, which consists of making the new personnel know the main aspects of the organization's culture, such as: vision, mission, values ​​and quality policies.

This, if possible, should be explained by the top manager as organizations that have been implementing Total Quality processes usually do.

At this stage, the selected people should receive all the general information related to the company, about the quality process, their rights and duties, the specific functions and responsibilities of their position, the expected rotation of positions, etc. They should be introduced to who your co-workers will be, so that you get to know your internal customers and suppliers. It is necessary to invest the necessary time in this Induction process so that the new worker gets involved and acquires the initial commitment and a favorable attitude towards Total Quality is obtained from him.

For a good Induction work, the company must organize and prepare in advance all the documentation that is required for this purpose, including audiovisual media, booklets, job rotation plan, etc.

Education and training

It is necessary for the company to adequately structure its Quality Training Plan, aimed at all levels of the organization, whose objectives must correspond to the strategic objectives of the organization. The preparation of this Plan must be in charge of the body in charge of promoting and supporting the implementation of the Total Quality process, and must have the approval of the Quality Committee or Council, which exercises leadership throughout the organization.

The training objectives should:

• Explain what the Total Quality process is and what it consists of; Promote the adoption of quality culture values; Develop leadership skills and Skills for the assurance and continuous improvement of quality.

For the Training Plan it is necessary to have the participation of the Advisor. The first training actions should be aimed at Senior Managers, having to cover topics such as the Philosophy of Quality, with emphasis on the strategic aspect, the topics of Leadership, Teamwork Techniques, Techniques for Structured Problem Solving and later others. more advanced techniques. All must be trained in the philosophy, methodologies and techniques of Total Quality, but in the middle and operational levels the emphasis on the strategic level should be less; Rather, more attention should be paid to Improvement Techniques.

Training in Total Quality should seek not only the acquisition of new knowledge but also the change of attitudes and behavior. It should be borne in mind that this is not achieved only with a few lectures, it requires permanent action in which learning is reinforced with practice linked to their own work. For the training to be effective it must be theoretical-practical, use examples from the organization itself or similar, be dosed, train in what is going to be used and apply what has been learned in daily work.

Creating an enabling environment

Through a good Personnel Training and Training Plan, we can ensure that they acquire knowledge and skills. However, this is not enough to get them involved. For people to adopt it, it is necessary to create the conditions that avoid demotivation and facilitate the performance of work.

Therefore, it is necessary on the one hand to physically improve the work environment by eliminating all the other factors that cause demotivation, such as those referred to by Frederick Herzberg in his theory 'Hygiene and Motivation' and in which he points out:

• Inappropriate policies, norms and procedures Inadequate treatment of bosses towards their collaborators and among colleagues Wages with lack of equity Work instability Inadequate control policies Fear and search for culprits Work overload Inappropriate performance evaluation Deficient processes and cumbersome Rivalries and Favoritisms, etc.

The elimination of these factors although, as Herzberg says they do not motivate; However, their presence produces dissatisfaction and demotivation.

Here are some actions to generate motivation and commitment:

Appreciation: It means making people important, offering them support, traveling to their jobs to greet them and appreciate their work, treating them by name, encouraging them in difficult times, thanking them for their efforts.

Sense of Belonging: Making them work as a team will make them feel motivated and committed.

Participation: To channel suggestions and improve their own work, as well as to solve problems.

Delegation and Autonomy: This is one of the most effective ways to achieve a high degree of motivation and commitment. It means giving workers to improve processes.

Recognition: It is based on the principle that there must be a difference between those who make an effort to do things well and those who do not. In this way, the worker's attitude of improvement is valued and his behavior in favor of quality is reinforced.

Another of the points that an environment fosters is teamwork, which is used to encompass forms of collaboration that cover a very broad spectrum; from mutual help between two section chiefs who collaborate on an issue that affects their units to the joint work of a Board of Directors.

Difference between Team and Group.

* A Group is defined as a collectivity of people with a common characteristic, such as co-workers, readers of a Library, members of a Club, etc.

* A Team is a group of people with a common mission or objective that works in coordination with the participation of all members under the direction of a leader for the achievement of collective interests.

The mission of a team is not limited to a specific task, it also refers to general objectives such as the performance of a complete process or the development of new products. When you think as a team and not individually, each person is concerned not only with doing their job well but with others doing the same. In this way, if you see that someone has problems, you provide help because you want the job to go well for mutual benefit. Teamwork at all levels of the organization implies that people base their relationships on trust and mutual support, spontaneous communication, understanding and identification with the objectives of the organization. Teamwork requires skills to communicate, collaborate, understand each other, and think with others.

When true teamwork occurs, the following behaviors are obtained:

• Help is offered to colleagues without their request It is solicited ideas from others, giving them credit and recognition We work together to improve products, processes and problem solving Suggestions are accepted and constructive criticism is made Encourages Search for better ideas and increase the commitment to put them into practice Generates identification of people with the principles, values ​​and interests of the organization and priority of collective objectives over individual ones Generates collaboration, trust and solidarity among colleagues Develops skills Multifunctional Facilitates the Delegation of authority and autonomy Eliminates unnecessary controls, reduces processes and corrections Facilitates training in methodologies and techniques for improving quality and productivity.It eliminates cross-functional barriers and promotes feedback and support between people who handle different disciplines.

The most common forms of teamwork are:

Quality Council: It is responsible for establishing the directives for the implementation of Total Quality, approving the plans and providing the required support.

Primary Groups: Responsible for designing, implementing and improving processes at the level of a determined area; It is made up of the Head of the area and a certain number of workers who depend directly on him.

Improvement Teams: They are teams appointed by the company to carry out a specific improvement project for the company.

Quality Circles: They are permanent teams of volunteer workers with similar functions to the improvement team who, applying quality control techniques, solve problems in their area or their jobs.

Assurance Committees: They are teams made up of representatives from the different areas that influence the good performance of a process. Its function is to ensure customer SATISFACTION and take corrective and preventive actions to avoid dissatisfaction.

Self-Directed Teams: They are teams of people responsible for a complete operating process. Members share many of the responsibilities traditionally assigned only to bosses.

To put work teams into operation, they need to be properly organized. In general, a team must be made up of a manager, a Facilitator, the leader and the members. In some cases the leader may be the manager.

* The manager is the sponsor who promotes the formation of the team. Identify the needs of the team and provide administrative facilities.

* The Facilitator is generally an external advisor and is not properly part of the team, but must participate in the meetings and is the one who is in charge of training in Total Quality tools and techniques such as leadership skills, teamwork, etc..

* The leader is the one who directs the team. She is the person with the most experience and the most committed to the company. She must coordinate the meetings, ensure the attendance of the members, coordinate the documentation, define the action plan, seek the participation of the members in an equitable manner and seek consensus in the decisions.

* Team members are people involved in improvement projects. They must be knowledgeable about the details of the process to improve. They have to be interested in making efforts to improve it, participate in all meetings, attend punctually, and contribute their intelligence, experience and creativity.

Focus on customers

The identification of the clients of an organization must begin by finding out where the external clients are and what their needs are. From there create an obsession to meet and exceed their needs and expectations. Permanently raise the level of satisfaction to achieve their loyalty, which must be measured in terms of how customers return to acquire products and services, and the recommendation they make to others to acquire them. To satisfy customers it is not enough to eliminate the reasons for dissatisfaction or complaints, it is necessary to assume a proactive attitude that leads to identifying the quality attributes that have an impact on satisfaction and delight your customers.

These attributes must be included in products and services, and in all interactions with them. Customers must perceive that in the products and services they purchase there is a COST-BENEFIT relationship that is favorable to them. A first aspect for a customer focus is to define and disseminate the vision of the organization oriented to customer satisfaction.

The focus on customers will define quality policies and these should guide relationships with customers.

Specialists recommend taking into account the following aspects:

• Deployment of the requirements to the areas involved Information provided to customers regarding products and services and how to interact with the organization Facilities for the customer to express their suggestions, complaints and claims Attention to complaints Measurement of customer satisfaction, warranties, etc.

After the vision and policies related to external clients are established in writing, it must be adequately disseminated and explained. This work should be done in the process of induction of new personnel, in training actions, in boss-subordinate relationships, in work meetings, at work stations, at points of sale and customer service, etc.. But the most important thing is to ensure its application.

To satisfy the needs and expectations of both external and internal customers, it is necessary to fully understand them. This knowledge mainly involves:

• Identification and segmentation of customers Identification of the quality attributes of our products for customers Achieve compliance of these attributes by customers Obtain their performance assessments from them.

In most organizations there are two types of external customers:

End users: are those who consume or use the product or service.

Intermediate Customers: are those who make the product or service available to the end user.

For an organization to get to know its customers accurately, it is necessary to carry out a segmentation into homogeneous groups, since not all have the same needs and expectations. To identify and segment customers, it is convenient to proceed by answering questions such as:

• Who are the customers of our products and services? Who are the end users? What is their distribution by age, sex, education, income, etc.? When do they use our product? What is their geographical distribution? What do I use? give to our products and services? How do they use them?

It is advisable to use marketing strategies for segmentation using factors such as size, economic capacity, among others.

After segmenting customers, their present and future needs and expectations must be identified. It is also necessary to identify the degree of customer satisfaction with the company and with the competition; for which the Benchmarking technique must be used. On the other hand, the company must have an effective system that allows it to know, in addition to the negative aspects in relation to quality, the quality attributes that truly satisfy it, that is, positive aspects of quality. This means knowing how to listen to the voice of the customer.

For this, you can make combined use of different techniques such as:

• Interviews Focus Group sessions (groups of customers with similar characteristics) Customer satisfaction surveys (by phone or by visiting) Customer observations when using the product Observations received from support service personnel Market studies Competitor analysis.Analysis of complaints, claims and suggestions.

Studies to know the voice of customers should not be carried out in isolation or sporadic, but should respond to planned and systematic actions. All this will allow us to know:

• The quality attributes that are important to your customers The ratings given to your company by customers with those attributes The comparison with the competition The complaints about the attributes

With the information provided by customers, in all its aspects, the company will be in a position to plan the quality of its products and services. This process consists of coordinating and establishing everything that needs to be done to achieve customer satisfaction.

In this regard, Dr. Juran, points out that this process establishes the goals for quality, develops the means to achieve them. He adds that planning for quality consists of a fairly standardized set of steps that can be summarized as follows:

1. Identify both external and internal customers Determine customer needs Develop product characteristics in relation to customer needs Set goals for these product characteristics and develop a process to meet product goals Check that the process is capable of operating under operating conditions.

Benchmarking.

Benchmarking is a process by which best practices in a certain process or activity are identified, analyzed and incorporated into the internal operations of the company.

Within the definition of Benchmarking as a key management process to be applied in the organization to improve its leadership position, we find several key elements:

• Competition, which includes an internal competitor, an admired organization within the same sector or an admired organization within any other sector Measurement, both of the operation of the operations themselves and of the Benchmark company, or benchmark that we are going to take as an organization that has the best qualities in a given field It represents much more than a Competition Analysis, examining not only what is produced but how it is produced, or a Market Research, studying not only the acceptance of the organization or the product in the market but the business practices of large companies that satisfy customer needs Customer satisfaction, better understanding their needs by focusing on best practices within the sector Openness to new ideas,taking a broader perspective and understanding that there are other, and perhaps better, ways of doing things. Continuous Improvement: Benchmarking is a continuous process of management and self-improvement.

There are several types of Benchmarking:

Internal: using the same company as a starting point to compare ourselves with others.

Competitive: studying what the competition does and how it does it.

Outside the sector: discovering more creative ways of doing things, Functional (comparing a certain function between two or more companies).

Business Processes: focusing on the improvement of critical business processes.

A Benchmarking project usually follows the following stages: Preparation: Identification of the object of the study and own measurement.

Fact finding: Research on best practices.

Development of actions: Incorporation of best practices into own operations.

Monitoring and recalibration.

The main customer-supplier partnerships can be expressed mainly in the following dimensions:

Development of new products: The company must ensure that the supplier provides support in the development of a new product, adapting the characteristics of the provisions and providing useful suggestions in relation to processes, technologies, etc.

Technology: In this regard, the exchange of information is important to facilitate the industrialization process for both parties.

Costs: The company and its suppliers must coordinate the development of cost reduction programs, within the framework of the continuous improvement process.

Training: The buyer must promote and support the development of training and training actions in aspects related to quality and the continuous improvement process, as well as provide technical assistance to its suppliers; In order for them to meet all the requirements and to establish trust in the customer-supplier relationship.

Logistics: In this aspect, it is about achieving just-in-time deliveries, reducing stocks both by suppliers and by the customer. This requires flexibility in production processes and improved reliability to guarantee the provision of goods and services in the long term and an adequate response capacity.

Information: A system must be established that allows timely and efficient communication between the customer and the supplier, which facilitates the coordination of production programs as well as arranged deliveries and billing.

Investments: As the union between the buyer and its supplier is consolidated, it is possible that the client company makes certain investments to improve the materials and other supplies of the supplier, with the full confidence of the parties involved.

Process control: The union that is achieved between the client and the supplier allows, and is also necessary, to know and carry out inspections of the supplier's processes; and even the buyer can participate as a guest in the audits of the quality system carried out by the supplier.

Long-term plans: The association between the client and its supplier allows both to establish common strategies and improvement objectives within a long-term perspective. In this sense, the people in charge of purchasing have the task of promoting and facilitating this exchange and developing a key role as coordinators. This strategy should lead to reducing the number of suppliers for each type of material or component that a company purchases.

The main activities recommended to carry out to consolidate a partnership or union strategy between an organization and its supplier:

Segmentation, evaluation and selection of the best suppliers: With reference to the selection of suppliers, Dr. Ishikawa points out that this should begin with the request of samples from a large number of applicants. One aspect to highlight in the approaches of this expert is that he never refers to price. The objective is to progressively reduce to a minimum the number of suppliers for each type of input or service required, establishing with them a long-term relationship of mutual convenience and loyalty.

From the point of view of Total Quality it is considered that the supplier must meet three important requirements: a good product, a good quality control system and a good direction or management system. The supplier must demonstrate the ability to integrate technological innovations and be aware of the obligations regarding: price, timeliness of deliveries and also respect for the company's secrets.

• Development of a Communication Improvement System Visits to suppliers' facilities Invitations to selected suppliers to get to know the company Assessment of suppliers under ISO 9000 Standards Establishment of a supplier performance measurement system Involvement of suppliers in the solution of problems and in the improvement of processes. This action implies committing the supplier's personnel to the improvement teams in charge of eliminating the problems that arise with regard to the handling of supplies and in advising on the best use of them. Support in the implementation of certified quality to eliminate the Inspections at the reception. Extension of the Total Quality and Certified Quality program to all suppliers.Establishing a just-in-time delivery schedule

The performance of these and other activities must be developed progressively and in correspondence with the stages of the improvement process towards Total Quality. In other words, they must be properly planned and of course agreed with the provider. It is important, on the other hand, that the supplier understands the philosophy of the client company and that this in turn studies and understands the philosophy of its suppliers. In all of this, it is important to bear in mind that the supplier, duly stimulated and supported, can make an irreplaceable contribution of creativity and technological innovation in the supplies of his competition and can work actively to reduce costs continuously.For this reason, a company must share with its suppliers those experiences that are related to the process of improvement towards Total Quality.

Basic tools for troubleshooting

Among these tools we can point out:

1. The Data Collection Sheet: also called the Registration, Verification, Check or Collation Sheet. It is used to gather and classify information according to certain categories, by recording and recording their frequencies in the form of data. Once the phenomenon to be studied has been established and the categories that characterize it have been identified, these are recorded on a sheet, indicating the frequency of observation.

The essential thing about the data is that the purpose is clear and that the data reflects the truth. These collection sheets have many functions, but the main one is to make data collection easy and perform it in a way that can be easily used and analyzed automatically.

In general, the data collection sheets have the following functions:

• Distribution of variations in variables of the articles produced (weight, volume, length, size, class, quality, etc.) Classification of defective articles Location of defects in the parts Of causes of defects Check verification or maintenance tasks.

Once the reasons for collecting the data have been established, it is important to discuss the following issues:

• The information is quantitative or qualitative. How the data will be collected and in what type of documents it will be done. How the information collected will be used. How it will be analyzed. Who will be in charge of collecting the data. How often it will be analyzed. Where it will take place.

1. Pareto Chart: It is a tool used to prioritize the problems or the causes that generate them. The name Pareto was given by Dr. Juran in honor of the Italian economist Vilfredo Pareto (1848-1923) who carried out a study on the distribution of wealth, in which he discovered that the minority of the population owned most of the wealth. wealth and the majority of the population owned the least of the wealth. Dr. Juran applied this concept to quality, obtaining what is now known as the 80/20 rule. According to this concept, if you have a problem with many causes, we can say that 20% of the causes solve 80% of the problem and 80% of the causes only solve 20% of the problem. The histogram: illustrates the frequency with which related things or events occur. It is used to improve processes and services by identifying patterns of occurrence. It is a very powerful synthesis instrument since a glance is enough to appreciate the trend of a phenomenon.

The histogram is used to:

• Obtain clear and effective communication of system variability Show the result of a system change Identify abnormalities by examining the form Compare variability with specification limits

1. Cause and Effect Diagram: It is one of the most useful techniques for analyzing the causes of a problem. It is often called a "fishbone diagram" or Ishikawa diagram.

The cause / effect diagram allows defining an effect and classifying the causes and variables of a process. It is an excellent instrument for the analysis of group work and that allows its application to topics such as the study of a case, determination of causes of the failure of an electrical installation, etc. It is made up of a rectangle that is located on the right and where the final result (effect or consequence) is written and which is reached by an arrow from the left. Other dates are arranged like a fish bone on the largest, which is the spine. Oblique lines are represented that reflect the main influencing causes pointing to the main arrow. Each main oblique arrow receives other secondary arrows that indicate sub-causes and, as the analysis has deeper levels,subdivisions can be expanded. In practice, to develop a cause / effect diagram, the model of the four or six Ms (4M, or 6M), or the 4P, is usually used, depending on the number of elements that can be included in the cause analysis.

1. Scatter diagram: possible relationships between two variables. For example, the relationship between the thickness and the resistance to breakage of a metal part or between the number of visits and orders obtained by a salesperson, or the number of people in an office and telephone costs, etc.

Scatter diagrams can be:

Positive Correlation: They are characterized by increasing the value of one variable increases that of the other. An example of direct correlation is advertising expenses and orders obtained.

Negative Correlation: The opposite happens, that is, when one variable increases, the other decreases. An example is the training given to staff and the reduction of errors that are achieved in the performance of their duties.

Nonlinear Correlation. There is no dependency relationship between the two variables.

1. Control Chart: They are used to study the variation of a process and determine what this variation is due to.

A Control chart is a line graph in which an upper limit (upper control limit) and a lower limit (lower control limit) have been statistically determined on both sides of the mean or center line. The center line reflects the product of the process. Control limits provide statistical signals for management to act on, indicating the separation between common variation and special variation. These charts are very useful for studying product properties, process variables, costs, errors, and other administrative data.

A control chart shows:

• Shows whether a process is under control or not. Indicates results that require explanation.

Defines the system capacity limits, which upon comparison with the specification ones can determine the next steps in an improvement process.

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