Implementing quality management

“The difficulty in defining quality is to translate
future needs of the user into measurable
characteristics,… at a price that the customer will pay”

– W. Edwards Deming

Most definitions of quality can be placed in one of the following categories:

• Quality of product or service.
• Quality of process.
• Quality of operations.
• Quality of the organisation.

Process quality is the degree to which we perform an activity 

“right the first time”

 If we say that process quality means doing it right the first time, we need to have a specification to determine what is “right”.

Quality of operations is the degree to which the result of our efforts conforms to specifications.  Quality of operation does not automatically mean quality of product or service as perceived by the customer.  A product or service that conforms to specification is of no use if that specification is not correctly derived from customer needs and expectations.   

Everyone who makes a contribution to the product or service without having the opportunity to have direct contact with end-users must rely on specifications to make his or her “quality” contribution.  That is why Phillip B. Crosby defines quality as “conformance to requirements”.  If all activities, including making up requirements or specifications, “conform to requirements,” the end result will be a product or service, which is fit for use.

The last category is a combination of the three preceding ones.  Quality of the organisation is the degree to which the product or service:

• Is fit for use (quality of product or service)
• Conforms to specification (quality of operations)
• Is the result of “right the first time” work (quality of process)?

Quality of the organisation focuses on the integration of the above mentioned quality viewpoints.

Quality of the organisation is the degree to which an organisation manages quality of product or service, quality of process and quality of operations.

Clear objectives, well-founded decision making and execution, the way we handle arrangements and are committed to do that we promised and the way we work together as a team form the quality of how we handle our business.  

All these viewpoints and corresponding definitions are complementary and apply in various situations.  Having defined the four categories of quality you may have noticed that they all start with “the degree to which…”  Indeed, quality is not an absolute but a relative notion.  Our definition of quality as a general concept thus reads:

Quality is the degree (measure) to which the perceived, desired or specified situation meets the expected situation.

Practice teaches us that the introduction of quality management is not simple. Improvement actions that are started with great zest often come to a standstill after some time. Why does this happen? One of the reasons is a lack of understanding that the introduction of quality management is a process of changes to achieve continuous improvement.

We should not think only of the current organisation, but we should envision a cultural change in the organisation. This vision of an organisation changed for the better should be a constant source of inspiration and provide the impetus form the continuing process of changes that improvement requires. Such a vision is more than a handful of slogans such as “Do it right the first time;” “Customer focus”; “Facts, not emotions”; and “The next process is our customer.” One example of a forward-thinking vision is to “turn the organisation upside down.” (Refer to Figure 1 below.)

This vision recognises that the customers are of vital importance to an organisation, and that people who have a direct contact with the customer are the most valuable people you have.

The plan for the introduction of Quality Management should be addressed to the various levels of the organisation (top management, middle management and workers) through a series of presentations, workshops and training sessions.  These offer guidance for the introduction of Quality Management into an organisation and the decisions, which will be made during that process.  

The incorporation of quality management into an organisation will normally occur in three phases: introduction, implementation and maintenance/ improvement (through ongoing evaluation).  All levels of the organisation should be involved in a systematic way.  

The introduction phase, for instance, takes place according to a standard pattern:  meeting with the senior manager, a senior management workshop, training of the co-ordinator or management representative and, finally, communication from senior management throughout the organisation.  

The implementation phase begins with the appointment of a senior management steering committee to formulate the quality policy and objectives, administer the programme, provide general guidelines for development and demonstrate proactive leadership for success.

The activities of a Quality Management system are then developed and documented in a Quality Manual.  This manual, amount other things, describes the functions of the organisation and the tasks, authorisations and responsibilities of the employees.  

It is important to show, early on, the success of the new organisational programme to make clear the “added value” of the Quality Management route for everyone.  This may be one specific step or project with a simple but effective improvement.

Within the developmental approach, the introduction of Quality Management to the entire organisation or part of it would go through the following phases:

• RE-ORIENTATION: Map out the strengths and weaknesses of the existing ways of making changes, such as improving a process (current methodology vs. the ideal way to go about it).
• ANALYSIS: Investigate the ideal picture and develop a way to achieve it, i.e., the introduction of quality controls.
• DEVELOPMENT: Experiment with new interaction patterns of management, communications, and co-operation that fit this ideal perspective and then promote the actual improvement.
• ADAPTATION: Rearrange the organisation in the light of this new perspective and on the basis of the new (successful) interaction patterns.  

The design approach starts from a more rational viewpoint, while the developmental approach uses more “learning by doing.”  Whichever route is taken, the method of introducing quality management could set the tone for desired interaction patterns that will eventually develop.

Gaining support from top management is essential, especially for ensuring continuous availability of the resources (including both people and the proper means) to the improvement projects that have been initiated.  As stated in the introduction, an important pillar of Quality Management is the way in which management co-operates, leads and sets the example.  This is essential in order to bring about the change of attitude within the culture of the organisation, if the quality aims are to be attained.

Three important aspects of the implementation of quality management are necessary in order to achieve the desired results (refer to Figure 2 below).  The eventual level of quality performance that will be attained depends on the success of these:

ADAPTATION OF THE ORGANISATION means identifying and establishing the proper activities and related criteria needed to produce the desired results (quality objectives). 

TRAINING OF PEOPLE at all levels for the work to be done to obtain those results.

EXECUTION OF THE REQUIRED ACTIVITIES in accordance with criteria until the desired results have been achieved, including continual evaluation of the results.

Much experience has been gained and many pages have been written about the introduction of quality programmes and quality management.  Through the years, many action plans have been developed.  For example, Philip Crosby has a plan with 14 phases or steps, whereas Dr. Juran adheres to a thematic quality improvement.  Those who advise and support a large number of companies confirm that there is a basic way, with many possible variations, to introduce Quality Management and the corresponding Quality System.

The experience of these experts shows that the successful introduction and implementation of Quality Management is dependent on the following four factors:

• The role and vision of management (commitment).
• The status of quality development in the organisation.
• The available means (knowledge, skill, budgets, time, etc.).
• The culture (in particular the way of managing and co-operating within the organisation).

The introduction of quality programmes, according to whatever pattern, is a lengthy process.  The formulating of a quality philosophy, information actions, the formulation and/or supporting of decentralised projects, and certainly the execution of them, deserves a careful planning.  The commitment of top and middle level management is essential.  A “total approach” requires the whole management team to “think the same”.  A well-diagnosed mixture of top-down and bottom-up is essential.  

The degree of success, the progress and the contribution and motivation of the employees are strongly influenced by the clear communication to both managers and employers of what is required from them both – now and in the future.