CONCEPTS AND DEFINITIONS
QUALITY Quality can be defined and measured by using specifications, standards and other methods. In other words, quality can be defined in different ways or more specifically in terms of an individual’s perspective of whether a product/service meets or exceeds his expectations. Quality applies to the product, the people selling them and the environment. |
TOTAL QUALITY MANAGEMENT
The term was first introduced by Frederik Taylor in 1920. This approach to organizational management attempts to improve and maximize an organization’s competitiveness trough the continual improvement of people, processes, products and environment. There are key elements in TQM that when applied result in organizational excellence, superior value and global competitiveness. |
ACHIEVING ORGANIZATIONAL EXCELLENCE WITH QUALITY
In order to achieve organizational excellence, an organization needs to put emphasis to quality and specifically total quality management. It is always important to follow and apply the key elements of total quality such as: customer focus, teamwork, long term commitment, education and training and employee involvement, etc. Through the implementations of these key elements an organization can continually provide superior quality to customers, superior cost, and superior service; and as result be able to achieve organizational excellence. |
THE DEMING CYCLE
It is one a management method contribution by Pioneer, W. Edwards Deming. It consists of 5 interactive steps that are used in business for the continuous improvement of processes and products - plan, do, check, act, and analyze. These steps link the production of a product with consumer needs and focus the resources of all departments in a cooperative effort to meet those needs. 1. PLAN: Conduct consumer research and use it in the planning of the product. 2. DO: Produce the product. 3. CHECK: Check the product to make sure it was produced in accordance with the plan. 4. ACT: Market the product. 5. ANALYZE:Analyze how the product is received in the marketplace in terms of quality, cost, and other criteria. |
COMMON ERRORS WHEN STARTING QUALITY INITIATIVES
One of the most common mistakes when approaching total quality management is to treat it as just another management innovation or quick fix rather than a business approach. Organizations implementing the wrong way commit mistakes such as the following: · Delegating responsibilities to senior management rather than applying the |
leadership necessary to get everyone involved · Team mania which is rushing and putting teams to work before appropriate learning on teamwork work. · Lack of a plan for integration of processes into elements of the organization (i.e. operation, budgeting, marketing, etc). |
· Assuming that only what is explained in one approach is to be used; disregarding that every organization needs to tailor individual programs to their individual needs. · Confusion about the differences among educations, awareness, inspiration, and skill building. |
COST OF POOR QUALITY
The costs associated with poor quality are high as poor quality affects a business ability to compete in the marketplace by damaging its image to actual and prospective customers and employees. For instance, a company trying to reduce cost can inappropriately decide to eliminate expenses linked with quality improvement without considering that in the long run it can have unfortunate and unplanned consequences such as: customer’s dissatisfaction, disruption of the company’s environment, unsatisfied employees, disadvantage to compete with other companies, and thus decline in business. In the long run saving cost by cutting quality resumes into business loss. |
CHARACTERISTICS OF WORLD-CLASS ORGANIZATIONS
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RESPONSIBILITY AND TOTAL QUALITY Assuming responsibility over actions is a key element in a Total Quality Environment and a good example of ethical behavior. Showing management responsibility sets the environment under which employees will work; and how the company is perceived by outsiders: “a reliable company that can be trusted.” The direct effects of accepting responsibility over one’s actions are: trust, integrity, fairness and other significant elements of ethics that are part of a well implemented total quality approach. The final result can be appreciated in the success of a company. |
MODELS FOR MAKING ETHICAL DECISIONS
THE ROLE OF THE ENGINEERING MANAGER IN QUALITY ETHICS
The role in quality ethics of an Engineering manager or any manager in general, is crucial for the well-being of the organization or business. A responsible manager understands their organization’s reputation can be destroyed overnight, and as such he will guide employees through the right path, by setting a good example of ethical behavior. As part of his role, the manager will promote ethical values like honesty, loyalty, fairness and integrity and will make them part of the organization’s culture. He will ensure that guidelines are being followed in order to withstand the scrutiny of all stakeholders. The result of ethical behavior will extend to the employees, the whole organization and its customers. Keep in mind that the reputation of an organization is critical to its success.
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