Undoubtedly, the increasingly growing trend towards globalization of the international economy and trade, together with the scientific and technical achievements made, have considerably increased the role of quality as a determining factor in production processes and services.
The trade has highlighted, together with other factors, the need for solid Quality Management Systems, with qualified laboratories for testing and calibration of measuring instruments, with proven technical standards, as well as effective monitoring systems. certification and accreditation.
Therefore, the role of quality today acquires a relevant condition if we take into account the globalization of the economy and international trade, in which the consumer has become the main subject of everything we do.
It is necessary to conceive and design a quality system, which guarantees that aspects related to quality begin with education and end with education, through a planned and ascending process of knowledge, so that a culture is created in this regard and, consequently, skills and work habits are developed that favor quality work. For this reason, it is necessary to avoid supposed attempts to improve quality through slogans or campaigns, which would limit the possibility of seeing it as a continuous, systematic process of creation and development of habits, sustained and maintained throughout the time. Quality will have to be a participatory product of permanent, ascending, systemic and systematic achievement.
In Quality, at the present time, the change is towards Quality Management, as the highest stage of quality assurance and, at the same time, the window that will lead us to Total Quality, through an improvement process. continuous, that satisfies the needs and expectations of customers, as the main element of our attention and towards whom we must direct all the efforts of our Companies.
ADVANTAGES DERIVED FROM THE APPLICATION OF QUALITY MANAGEMENT SYSTEMS
- Companies replace their pragmatic approaches with more methodical ones. Greater formalization and use of written information, more records and process controls. A defined, applied and evaluated Quality Policy has a strong impact on internal training programs, which shows more concern to strengthen employee promotion plans and commits all members of the Organization.The implementation of a SC involves teamwork that develops communication and cooperation between the different areas and specialists. bureaucracy, but it is a more flexible bureaucracy that helps the development and better development of the company. Companies that limit their objectives to stop the blow of the competition, or simply to obtain the ISO certificate do not generate substantial social effects. who have implemented SC tend to be more dynamic, transparent, capable of reacting in the short and long term, whose employees show greater professionalism, therefore more adapted and adaptable to today's changing world.The number of employees tends to increase slightly, changing their characteristics and qualification.
REASONS FOR DEVELOPING / IMPLEMENTING SC, ACCORDING TO INTERNATIONAL EXPERIENCE BASED ON THE CRITERIA OF MORE THAN 9 665 CERTIFIED COMPANIES IN THE WORLD
89% Achieve better product quality.
91% Achieve better quality of management.
94% Achieve a better position in the market.
45% Reduce costs.
67% Customer demand.
MAIN DIFFICULTIES
65% Document writing.
86% Large volume of documentation (27)
69% Implementation time more than one year.
56% Time to prepare documentation is long.
41% High cost of development and maintenance of the System.
23% Complex interpretation of standards and models. They have
ambiguities.
28% Lack of trained personnel.
75% Convenient use of consultants.
25% The use of consultants is not necessary.
BENEFITS REPORTED WORLDWIDE
94% have achieved a better quality of their products.
91% Improvement in customer satisfaction.
83% Improvement in Control and Management.
61% Helps to preserve customers
67% Useful to increase market shares.
58% Sensitive decrease in complaints.
94% More appropriate and effective traceability of complaints.
38% Increase in work productivity.
63% Significant reduction in costs.
81% Better Control
78% Increase in employee benefits.
MAIN SCHOOLS
- Resistance to change Pricing Misunderstandings Breaches Indecisions Lack of support from management Material and human limitations Non-system commitments Goals imposed without proper knowledge of the activity Attempts to do everything right quickly Lack of relevant qualification.
SOME GENERAL COMMENTS
It is important to highlight that various factors will be associated with the implementation of a Quality Management System, as well as with everything that generates an organizational change, that will prevent the obtaining of the proven benefits that will derive from it. These tend to emanate to a high degree in people, whose wrong attitudes are the root causes.
Below I list some of those that I have had to face most frequently in the daily and everyday practice of the part of my professional life dedicated to these tasks:
- Passivity among senior executives and managers by not appreciating the benefits of the system or by emphasizing only the necessary investments and implementation time. People who are satisfied with the course of events do not understand or visualize the problems; are satisfied with their status quo. Egocentric people who consider themselves the "best", the "wise", transmitting this erroneous feeling to the image of the organization. Those who think that the best and easiest way to do something is the one that they know and have always applied; In other words, they only trust their own and insufficient experience. People who are not capable of working as a team and only want to stand out, always thinking of themselves. Discouragement, jealousy, envy, distrust in results, impatience.People with a lack of strategic vision, who are not able to appreciate what happens or can happen not only in their immediate environment, but beyond it. They do not have any information on how the world evolves and is expected to evolve. People who continue to live in the past, with the technical knowledge inherent only to the specific professional activity for which they were trained and in which they have developed their work activities The commitment contracted with "others", not with the System. Lack of support from the top management, even when they express their desire to implement the System. Do not start with education, continue with education and end with education. Set time limits. Everything very quickly Lack of knowledge about the needs inherent to the implementation of a CS The goals,especially the emotional "short goals", not well founded on the knowledge of what is going to be done. The copying of projects outside the organization.
In order to clear up these erroneous attitudes, it is necessary to apply many of the concepts and techniques that could be summarized as: firmness of convictions, spirit of cooperation, enthusiastic pioneer spirit, desire to achieve important advances for the organization, confidence, patience, and the ability to persevere. and, finally, good tactics and strategies to overcome difficulties.
