Management Quality: Concepts, Standards, and Implementation

May 14, 2017 | Views: 3113

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Preface

To begin, it is management which determines objectives. As follows, it is strategic management which meets customer satisfaction. The main emphasis of the quality management is that strategic management should make its efforts to satisfy its customers.

The management should maintain strategies which improve quality; these strategies must observe variations which regular reasons constitute and find solutions degrading and holding them back again. As shown, it is the role which strategic management achieves as it builds quality into products, restores impressive workmanship, and removes excrescent. That means illustrating the employees- supervisors barriers, extending partnerships with customers, and delimiting the mass inspection process.

We can define quality as turning standard which must consider the product features which meet customer requirements; it must expect deficiencies causing customer dissatisfaction. For that reason, it is important to develop strategic management including quality control, quality improving, and planning. This process begins using quality planning which could determine the preferred customers and their requirements, and therefore planners should develop their products corresponding to these demanded requirements. To continue, that demands quality control which enhances products and reduces costs. It is obvious that these costs would disappear when products and processes were flawless. To finish, it is a quality improvement which reduces these costs and therefore eradicates the incessant dissipation which product deficiencies would cause frequently. This incessant dissipation must provide the opportunities for improving quality. It is remarkable that quality improvement begins after identifying the areas which suffer problems and have to enhance.

For quality management to be effective and achievable, strategic management must start at the top. After identifying attitudes which managers hold, specialists should define these requirements which customers need. Upon that, all products and services which have produced its specifications are of such high quality. In order to change these attitudes, strategic management must emphasize defect prevention, recognize services as a first among equals, and rehandle things to be right from the first time. In order to implement these strategies, quality management must acquire the support of participation and attitudes, original programs, and recognition. In that event, the defects are the management standard and the costs are the means to improve quality. In consequence, the quality maturity is considered an assessment tool used for examining where operations stand from standpoints. As stated, when quality improves, total costs would degrade which means that quality turns free. For quality control, we can introduce it as an effectual system which could consociate the quality deployment, maintenance, and improvement to form an integral performance. As known, this could enforce marketing, production, and services related to the most economical levels which aim at full customer satisfaction. On one hand, it is important to discuss the technical implementation which attributes to customer– oriented quality. On the grounds, these changes which represent the customer attitudes demand for such positive infrastructure and approaches. That means concentrating on business strategic planning to promote business and centralizing on strategic leadership to improve structure. In addition, these changes demand effective ways to consociate the efforts of workmanship with machines which help to organize the huge quantities of available information. For more clarity, we find Japanese approach which attributes to total quality control, emphasizing that every workman participates in quality control representing a central responsibility to quality control mise-en-scene. To achieve improvement, strategic management should focus on producing these products and services which customers really desire. It is promoted using duality circles and cause- and- effect coteries which help improving quality efforts. It is apparent that using such simple methods to work on solving problems accelerates improvement, conspiracy, and training. On that account, seven tools of quality emerge and become Indispensable. These tools are check sheets, scatter diagrams and Pareto diagrams. They include histograms, control charts, plots, binomial probability plots, and graphs. In like manner, there are eight dimensions of quality which are considered the main core of control and production. They are features, performance, and conformance. They include reliability, perception, serviceability, durability, and aesthetics. To implement dimensions, it should be decided which subset of them makes the products and services out from competitors. From here, it is the role of strategic quality management to stress that quality is defined from the point of view of customers. Upon that, quality should be correlated to profitability considering both of the actual market and existent cost. It should be integrated with the strategic process which requires a commitment to present quality as company active weapon.

 

The Definition

As stated, we can use the previous elements views to define strategic quality management. In addition, we can define it as a systematic approach which management involves meeting its quality goals; it is the philosophy which management practices correlating the human with material resources.

As shown, the previous definitions concise strategic quality management to the achievement of quality goals. In addition, these definitions confine strategic quality management to the attainment of general objectives ignoring the strategic importance of quality planning and control; the common terms which are used interchangeably. In this sense, we can recognize strategic quality management as the approach which could implement the improvement strategies and use them incorporating the important quality attitudes and views.

On that account, we can recognize the strategic quality management as a far-reaching framework associating objectives, profitability, and competitiveness to improvement efforts with the incorporation of the human and material resources. More clearly, it helps to improve these products and services which could emphasize management requirements attaining the improvement goals and objectives and reaching customer satisfaction.

 

The Core Concepts

In like manner, it is the core concepts which are derived from the substantial factors which are set forward by quality management. In essence, the core concepts should be fundamentally elucidative to be effective enhancing the operational strategies and promoting the quality of products and services.

More definitely, we can identify these core concepts as customer focus, leadership, and continuous improvement. These concepts include quality planning, design quality and speed and prevention, people participation and partnership, and fact- based management.

A – Customer Focus

No doubt that quality should be identified by customers as it should be begun and ended with them. For that reason, quality must be concentrated on from process to the customer- driven disciplines which embody that services contribute value to customers and lead to their full- blown satisfaction.

In consequence, we can find quality as “fitness for use” and we can consider it as “conformance to requirements” as it works presenting these services which customers consider Indispensable. In similar, we can intensify customer focus to be formed within strategic viewpoint, and therefore customer focus must be dealt with as the across- the- board objective of all strategies having significance for the implementation of strategic quality management.

B – Leadership

Almost certainly, we find senior managers organize apprehensible values and prominent expectations embracing them into the way which the organization determines. Under these circumstances, senior managers should devote their commitment to be involved inconsequential proportions. They should participate making strategies, providing systems, and achieving preeminence.

It is necessary that senior managers regulate their organization to make an inspection, checking, and analysis such minor procedures. In that event, they inspire leadership sustaining such intimate relationships among different divisions, acquainting quality goals and objectives to be vertically divided within their organization, acknowledging employees that attaining quality must be their premier priority, and finally reinforcing the standard of continuous improvement pervading the organization- Scope.

C – Continuous Improvement

It is time discussing continuous improvement which is considered the key element for strategic quality management, and therefore it requires skilled senior managers to maintain processes and systems. It has some objectives which include operations and activities; these objectives incorporate getting regular services which are benchmarked consequentially, intensifying value to customers within improved products, stabilizing variation and wastage, demoting defects which are dealt with well, enhancing performance concerning cycle time, and finally improving effectiveness which should consider the available resources.

For more clarity, continuous improvement has its baseline which controls processes and stabilizes variation and wastage. It is evident that chronic wastage represents 85% of the problems related to processes and systems while spasmodic wastage represents only 15%. In that event, it is the chronic wastage which illustrates the inherent opportunities for maintaining the continuous improvement while spasmodic wastage illustrates special causes which seldom interrupt strategic quality management placing the heaviest burden on senior managers and imposing the greatest responsibility upon them for integrating actions necessary for improving quality.

D – Quality Planning

To all appearances, it is quality planning which is the clue to sustaining quality improvement efforts. It is market dominance which expects such perceptive orientation which could make such deep- rooted commitments to employees, customers, and suppliers. In consequence, that strategic planning requires these commitments to be positively reflected which means that commitments should be properly focused and promoted. More concisely, they should consider employee development including training them, customer development concerning satisfaction, and supplier development concerning technology evolution. That strategic planning should integrate the goals which should be communicated to all employees reminding them that achieving quality is their premier priority.

Strategic planning includes its process which could formulate the quality improvement, that main process must integrate quality planning to modulate that quality improvement enhances such invariably. Quality planning is considered a managerial process which could develop products and systems which could meet customer needs, it accomplishes goals which could be met using the extraordinary pace of oriental methodization.

E – Design Quality, Speed, and Prevention

The senior managers should consider design quality, speed, and prevention as the supreme aim for quality systems. They should integrate quality within products and services and develop systems and processes which could introduce products and services attributed to concurrent engineering. The senior managers should integrate the design- to- introduction cycle time within systems and processes to meet markets demands, they should consider accomplishing shorter products in collaboration with cross- functional teams.

The senior managers should consider the zero defects to be the prime example when developing systems and processes. They should integrate manufacturing, supporting systems, and the internal and external suppliers to manage to overcome errors, defects, and cycle time, as well as balancing response time, market share, and profits. It is important integrating quality into these plans which the organization supports which means that wholly dependence on inspection would degrade and that productive capacity would improve quality.

F – People Participation and Partnership

It is people which refer to the employees who represent the backbone of the organization; the word refers to these vendors who represent the key upholding concerning supplying material and equipment. It is obvious that employees strive to achieve quality goals and objectives meeting customers satisfaction; that requires careful management which commits to involved with the quality activities. It is necessary considering these actions which could implement employees into strategies which could assist creating a quality culture. It is management which should develop strategies correlated to employees and produce programs responded to workers; management should encourage these programs which could help workers improve their knowledge and experience. Management should methodise reward and remuneration principle to develop quality and encourage employees reinforcing their participation and contributions to learning processes.

It is necessary developing strategies communicating them to suppliers who should observe the quality performance. That communication should undertake such objectives which consider the two-sided investments and take account of progress and methods used. These suppliers should cope with the necessary knowledge and skills which could help them equipping with quality systems, processes, and components. It is obvious that suppliers need such multifunctional processes to accomplish the quality goals, and therefore they demand such effective procedures to integrate traditional structures with multifunctional processes which could make employees more innovational. That could be achieved vividly when barriers are broken down between different departments and disparities are removed between workers and their engineers; that could empower them working together producing worthy products and providing magnificent services which satisfy customers.

G – Fact- Based Management

Process management should be solidly based on reliable information, decisions, and operations; it should also be based on both accurate information concerning performance indicators which could reflect typical characteristics of processes, products, and services and trend analyses which evaluate quality performance making progress on the customer’s satisfaction and functional results.

Process management should support these plan- to- do activities as well as survey- feedback actions which emendate strategies submitting information and tools for overcoming quality improvement problems. Using such techniques requires an understanding of measures used to provide objective data; that objective data should be observed over a particular time to help to enhance trends and benchmarks. That leads to examining the operational results as compared with competitors. That helps to analyze the position of the organization in proportion to other organizations.

 

The Core Values

The core values interfere with the seven core concepts to develop and implement the quality improvement strategies. These core values include the customer satisfaction and operational results including employee satisfaction, sales per each employee, cycle time response, and defective areas per million.

 

The Framework Implementation

The process management should support the quality initiatives developing such strategic quality planning which could integrate addressing the well-defined processes, it should consider the zero defects to ensure that workers and suppliers have participated in training and learning and that reward and remuneration are applied. It should evaluate performance and track progress solidly based on reliable information, decisions, and operations focusing on continuous improvement which requires that seven core concepts undertake such positive values including customer satisfaction, operational results, cycle time response, and market ratio as well.

 

A case study; the Marl group – An introduction; the group mission:

The Marl group is considered an integration service company which is classified as a supply chain management company. The group delivers integration solutions enhancing supply chain visibility and efficiency. It simplifies the document exchange eradicating the unfolding complexities and expenses of handmade integration and reducing the complex requirements which result in economic costs of operations and improve customers satisfaction. It helps customers and businesses become active partners where data flow fluently throughout the supply chain management.

The group helps businesses obtain efficient products launches and comfortable payment methods including e- payments and e- invoicing. The group is recognized as an effective company which conducts supply chain management taking businesses to such higher levels of performance. It searches for all potential values which could cover up its supply chain management. The supply chain management is recognized as an effective directorate; it searches for such highly visible initiatives which could result in lower costs and uttermost measure for customer satisfaction.

 

The key subject

Supply chain management is considered a process management perception. The group has introduced and developed different supply chains to help its strategic partners obtain challenging and succeeding products. The group has introduced and developed some models which help its strategic partners dominate markets; it improved its several chains elaborating them to a network. It uses several basic forms of networks benefitting from their strengths and turning into account their intestinal fortitudes.

The group depends on five levels which pave its way to achieve the most cutting-edge standard of supply chain management. The group made use of the first two levels eradicating its predominant functional units. It could achieve high levels of productiveness integrating such supply chain process. It made use of the third level improving its relationships with such few honorable suppliers and seeking with them for in- demand customers. The group achieved the fourth level collaborating with its partners pursuing at the value chain; it enhanced its e- commerce through Internet facilitating its communication with customers, production processing, and cycle time. It accomplished the fifth level developing its network connectivity and determining its market leverages.

The group pursued to integrate systems and implement them in such a strategic quality management which assures that all customers and partners are satisfied and benefited. The group continued examining how strategic quality management could correspond to such existing infrastructure and how the management would use it from implementation to mature execution. It evaluated its functional processes to implement the appropriate strategic quality management. That required planning and proving for the adequate implementation and different potential impacts which could appertain to effectiveness and effectualness of the supply chain management. It elucidated the inherent benefits which the management could gain through implementing the strategic quality management and addressing it as part and parcel of the supply chain management. It used a previous framework to define the appropriate strategic quality management determining its fitness for use within the management. It discussed its managers who emphasized that strategic quality management including the industrial organizational approach could achieve improvement in all sections.

The key objective

The industrial organizational approach is considered the compatible framework which could improve efficiencies and solve problems which supply chain could encounter. The implementation of such framework diverges from the production and distribution of goods including components to the shipping and freight forwarding of industrial materials including operations and processes. The implementation of such approach is regarded as a constant part of business transactions as it helps transform the supply chain management and prepare sections to enhance performance and constitute leadership.

The industrial organizational approach supposes that management draws plans and tests enhancing operations and transactions to support such approach implementing and integrating it such deservedly. The management determines its requirements which establish the implementation making benefit of its primary resources. The management could maintain preliminary savings and benefits which achieved $7.3 billion dollars; that amount included $300 million dollars which were acquired by reducing the predicate cost reduction and $300 million dollars which were acquired by reducing stock holding and expenditures.

The group used the approach to examine the current position of supply chain existing infrastructure. It managed to evaluate the current position and developing it as it implemented the approach. It discussed asking its managers about the stage of development which they can maintain implementing that approach. The managers were professionals enough that they could estimate the existing current supply chain infrastructure and determine the feasible level to integrate business processes. The managers completed their reports which captured their expectations about integrating that approach detailing logistics and sales.

 

Benefits sustained

Implementing the approach offered the adequate processes to dominate the appropriate integration for supply chain management. The group managed to find ways which enhance implementing its initiatives into supply chain strategy and constraining the real value of the strategy which could accelerate the gross profits. The group managed to define the main lines to achieve promotion and confining the missing elements to find ways for compressing the expandable stock far away from supply chain operations.

Implementing the approach offered the obvolute sections to combine as an interdependent unit. That helps management contact straightly which enhance transactions regulating their production progression. That helps revise the processes steps achieving persistent progression which enhances the distribution procedures for manufacturing operations which could enumerate value to services desired. Implementing the approach helped data transfer synchronically. It helps management combine operations and outputs surrounding processes. That helps restrain the wasted consumption and defectiveness resulted from nonconformity. That helped improve processes pronouncing exclusive effectiveness which could dominate challenges resulted from work scope and substantial constitution.

 

Challenges remained

Implementing that approach encountered many challenges which obstructed its adoption. The approach standard was patchy that management finds difficulty in finalizing it. The management finds problems to integrate the approach as it needs development. It needs to compile through contending and extracting the standard. The reliability of that approach was considerably questionable as it was only effectual at 73% success rate.

The cost of implementation was also remarkably high. The technical section has recently published that implementation cost it 30 million units to integrate a sale price cost of 3 to 7 cents. The financial sector has lately estimated that implementation would cost somewhere between 13 to 370 million. That integration has its restrictions which limit the data value which would place on it. That added a long list of problems which implementation should particularize to comply with customers preferences.

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