It is essential to remember that Total Quality Management (TQM) and Quality Management Systems (QMS) were pioneered as the need for adherence to quality and engineering precision developed during the 1800s when mass manufacturing and consumerisation started. The measurement of and adherence to quality can be based on standards developed internally within an organisation or externally within industries as they evolved.
Internal standards were predominately the first standards of quality to be developed as organisations expanded their product and service offerings. There needed to be industry standard measurements of quality, making it easier for consumers to judge the merits of the different products and services to which they could avail themselves.
- Total Participation.
- Quality Enhancement.
- Continuous Improvement.
- Relentless Cost Reduction.
- Defect Prevention.
The origins of TQM can be traced back to the early 1900s with Walter A. Shewhart's introduction of contemporary quality control methods. In 1931, Shewhart published a significant industrial article, "Controlling the Quality of Manufactured Products Economically," a fundamental cornerstone of manufacturing quality control.
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Quality Management Systems (QMS), seen as a development of TQM, are business processes set to meet customer requirements consistently. The strategic intent of a QMS system is to ensure that the same methods, skills, controls and information are consistently applied each time a process is carried out. Most quality systems typically contain several essential elements at their core concerning quality, such as:
- Organisational Polices.
- Operational Objectives.
- Procedural Quality Manuals.
- Functional Procedures, Instructions, and Records.
- Procedural and Process Document Controls.
- Organisational Structure and Responsibilities.
- IT Data Management Systems.
- Customer Satisfaction Strategies and Criteria.
- Tactical Continuous Improvement.
- Are the same mistakes consistently repeated?
- Is there an increased need for visibility between teams or functions?
- Does the organisation have a high customer turn rate, negative customer feedback, or reduced sales and profitability?
- General Business: ISO 9001.
- Service Industry: ISO 2000000.
- Medical device: ISO 13485.
- IT: ISO 27001.
- Automotive: IATF 16949.
- Food: ISO 22000.
- Aerospace: AS 9100D.
- QMS Strategy: This business philosophy is about managing processes and procedures.
- QMS Process: This is the business's system to nurture and manage information.
- QMS Technology: This technology product, commonly utilised in the cloud, enables teams to document, analyse, and report on processes.
- Customer Service Teams: Customer service teams often need more transparency and siloed information. By adopting a horizontal approach that focuses on resolving issues and addressing root causes, organisations can effectively manage customer feedback within their QMS system. This proactive strategy reduces the number of complaints and problems raised. It encourages a culture of collaboration and openness, benefiting the stakeholders involved.
- HR: A QMS accelerates onboarding by automating training record management, analysing resource requirements, and pinpointing training gaps.If an organisation's product is the fastest, highest-performing, and longest-lasting on the market, its sales and marketing team will want to be informed. They require specific details supported by data and examples for effective communication. How can an organisation identify its unique competitive advantage without utilising information from a QMS system?
- Procurement: These teams can monitor and oversee various operations using a QMS. They can monitor supplier performance and verify the currency and validity of their credentials. Additionally, they can conveniently input pertinent details and notes throughout the workday and review audit findings.
- Accurate risk forecasting.
- Improved quality metrics.
- An increase in customer satisfaction and retention.
- The enrichment of products and services.
- An organisation can win more business by certifying to ISO standards with ease.
- Quality Control Planning: The initial phase of quality management involves planning. Dedicating time to defining an organisation's objectives and establishing a starting point is essential. An organisation should specify its quality benchmarks, the conditions for meeting them, and the methods for verifying compliance with these standards. During this planning phase, factors include stakeholder expectations and priorities, the organisation's success criteria, relevant legal standards, designated roles in the quality management process, and the frequency of process evaluations for enhancements.
- Quality Control: After establishing a plan, the next step is implementing quality control. This involves physically examining and testing the components outlined in the planning phase to verify their feasibility. It is essential to validate that all established standards are being met and promptly identify and address any mistakes or defects. It is crucial to thoroughly scrutinise all facets of the product, including the materials utilised and the assembly process. Once the inspection data is gathered, it should be presented clearly for easy analysis. Histograms, run charts, or cause-and-effect displays can be generated and efficiently shared through document management software to facilitate accessibility for all team members.
- Quality Assurance: Quality control involves inspecting products or services in the field. In contrast, quality assurance reviews the delivery process of services or goods manufacturing. By examining goods or services at the source, an organisation can identify mistakes before they reach the customer and refine processes to prevent future errors. Quality assurance should be regularly conducted through independent audits, preferably by a third party not financially or emotionally tied to the outcome for optimal results.
- Quality Improvement: After completing the quality control process, it is essential to thoroughly review an organisation's findings and develop ways to enhance methods for the future. Quality control management requires a willingness to implement necessary changes. Continuous improvement is the ultimate objective for every successful organisation. Therefore, gathering an organisation's data and reassessing the processes and the products with compliance in mind will initiate and update a quality control management process consistently. With each iteration, an organisation will achieve a superior product, increased customer satisfaction, and greater profits.
- Continuous Quality Improvement (CQI): This system prioritises ongoing minor enhancements over processes and functions. It highlights the significance of teams and individuals in guaranteeing product and service quality. A standard tool for continuous improvement is the four-step quality model known as the Plan-Do-Check-Act (PDCA) cycle.
- Standardised Systems (SS): Utilising recognised guidelines and adhering to approved regulations is essential. ISO certifications like ISO 9001 are common examples. Meeting the quality, documentation, and auditing criteria is necessary for businesses to meet ISO standards. While ISO certification is typically optional, specific sectors and industries may mandate it.
- Total Quality Management (TQM): This is an approach to managing quality, emphasising ongoing, organisational-wide initiatives to guarantee lasting customer loyalty and success. It emphasises measuring processes and implementing controls to achieve continuous enhancement.
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