House of total quality model: Difference between revisions

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{{infobox4
|list1=
<ul>
<li>[[Project human resource management]]</li>
<li>[[World class manufacturing]]</li>
<li>[[Personnel controlling]]</li>
<li>[[Process improvement]]</li>
<li>[[Quality planning]]</li>
<li>[[Quality management system]]</li>
<li>[[Human resources management]]</li>
<li>[[Scrum of scrums]]</li>
<li>[[System safety]]</li>
</ul>
}}
'''House of Total Quality Model''' has been developed by F. Voehl in 1992 and modified by W.M. Lindsay and J.A. Petrick in 1997. It consists of six groups of elements (T.P. Mani, N. Murugan, C. Rajendran, 2003, p. 610):
'''House of Total Quality Model''' has been developed by F. Voehl in 1992 and modified by W.M. Lindsay and J.A. Petrick in 1997. It consists of six groups of elements (T.P. Mani, N. Murugan, C. Rajendran, 2003, p. 610):
[[Image:House_of_total_quality.jpg|thumb|400px|Fig. 1. House of total quality model]]
[[Image:House_of_total_quality.jpg|thumb|400px|Fig. 1. House of total quality model]]
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==See also==
==See also==
* [[Silvestro model]]
* [[Silvestro model]]
==Examples of House of total quality model==
* '''Quality Control Circles (QCC)''': This is a system used to identify and resolve problems in the [[workplace]]. It involves employees forming small groups which meet regularly to discuss potential problems and suggest solutions. The teams are typically made up of line workers, supervisors, and other personnel.
* '''Total Quality Management (TQM)''': This is an approach to [[quality management]] that focuses on the collective efforts of all organizational staff to continuously improve the quality of products and services. It emphasizes a culture of continuous improvement, [[customer focus]], and [[teamwork]]. It also involves the use of tools and techniques such as process mapping and [[statistical process control]].
* '''[[Six Sigma]]''': This is a quality management methodology that focuses on the elimination of defects and the optimization of processes. It seeks to reduce variation in processes and products through the use of statistical analysis, process mapping, and other problem-solving techniques.
* '''[[Quality Function Deployment]] (QFD)''': Also known as house of quality, this is a process used to ensure that [[customer requirements]] are met. It involves identifying customer [[needs]], translating them into [[product]] requirements, and then designing products to meet these requirements.
* '''Lean Manufacturing''': This is an approach to manufacturing that focuses on eliminating waste and increasing [[efficiency]]. It involves the use of techniques such as just-in-time [[production]], [[value stream mapping]], and [[kaizen]].
* '''ISO 9000''': This is an international [[standard]] for quality management systems. It is a set of guidelines for organizations to follow in order to ensure that their products and services meet certain standards of quality.


==Advantages of House of total quality model==
==Advantages of House of total quality model==
The House of Total Quality Model developed by F. Voehl in 1992 and modified by W.M. Lindsay and J.A. Petrick in 1997 is a comprehensive system that allows organizations to improve the quality of their products and services. The model consists of six groups of elements and has several advantages, such as:  
The House of Total Quality Model developed by F. Voehl in 1992 and modified by W.M. Lindsay and J.A. Petrick in 1997 is a comprehensive system that allows organizations to improve the quality of their products and services. The model consists of six groups of elements and has several advantages, such as:  
* It provides a comprehensive approach to [[quality improvement]], as it takes into account all aspects of the organization and the product/service.  
* It provides a comprehensive approach to [[quality improvement]], as it takes into account all aspects of the organization and the [[product]]/service.  
* It helps identify potential areas for improvement, allowing organizations to identify areas where they can improve quality and increase efficiency.  
* It helps identify potential areas for improvement, allowing organizations to identify areas where they can improve quality and increase [[efficiency]].  
* It encourages an organizational culture that focuses on continual improvement and [[customer satisfaction]].  
* It encourages an organizational culture that focuses on [[continual improvement]] and [[customer satisfaction]].  
* It helps organizations to improve customer relationships and loyalty by providing a framework for measuring customer satisfaction.  
* It helps organizations to improve customer relationships and loyalty by providing a framework for measuring customer satisfaction.  
* It helps to reduce costs and increase profits by identifying inefficiencies and opportunities for [[cost]] savings.  
* It helps to reduce costs and increase profits by identifying inefficiencies and opportunities for [[cost]] savings.  
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==Limitations of House of total quality model==
==Limitations of House of total quality model==
The House of Total Quality Model has six groups of elements which are essential for quality management. However, there are some limitations to this model which [[need]] to be considered for proper implementation. These include:  
The House of Total Quality Model has six groups of elements which are essential for [[quality management]]. However, there are some limitations to this model which [[need]] to be considered for proper implementation. These include:  
* Lack of integration of customer feedback into the model – customer feedback is essential to measure the quality of the product and should be included as part of the model.
* Lack of integration of customer feedback into the model - customer feedback is essential to measure the quality of the product and should be included as part of the model.
* Lack of guidance on how to integrate each element into the overall quality system – each element of the model needs to be integrated into the overall quality system in order to ensure the most effective results.
* Lack of guidance on how to integrate each element into the overall quality system - each element of the model [[needs]] to be integrated into the overall quality system in order to ensure the most effective results.
* Limited guidance on how to manage the relationship between the six elements – the model does not provide sufficient guidance on how to manage the relationship between the six elements in order to ensure the best results.
* Limited guidance on how to manage the relationship between the six elements - the model does not provide sufficient guidance on how to manage the relationship between the six elements in order to ensure the best results.
* Limited guidance on how to effectively measure and monitor quality performance – the model does not provide sufficient guidance on how to measure and monitor quality performance to ensure it remains high.
* Limited guidance on how to effectively measure and monitor quality performance - the model does not provide sufficient guidance on how to measure and monitor quality performance to ensure it remains high.
* Lack of a unified approach to quality management – the model does not provide a unified approach to quality management, which can lead to confusion and inconsistency in implementation.
* Lack of a unified approach to quality management - the model does not provide a unified approach to quality management, which can lead to confusion and inconsistency in implementation.
* Lack of guidance on how to deal with non-conformities – the model does not provide sufficient guidance on how to identify, investigate and address non-conformities.  
* Lack of guidance on how to deal with non-conformities - the model does not provide sufficient guidance on how to identify, investigate and address non-conformities.  


==Other approaches related to House of total quality model==
==Other approaches related to House of total quality model==
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* Total Quality Management (TQM), which focuses on the quality of a product or [[service]] from the perspective of the customer. It emphasizes continuous improvement, defect prevention and customer satisfaction.  
* Total Quality Management (TQM), which focuses on the quality of a product or [[service]] from the perspective of the customer. It emphasizes continuous improvement, defect prevention and customer satisfaction.  
* Lean Manufacturing, which is an operational strategy based on the principles of minimizing waste and maximizing efficiency. It emphasizes the elimination of activities that don’t add value to the customer.  
* Lean Manufacturing, which is an operational strategy based on the principles of minimizing waste and maximizing efficiency. It emphasizes the elimination of activities that don’t add value to the customer.  
* Six Sigma, which is a set of principles and tools used to identify and eliminate defects in processes. It focuses on reducing variation in a process and is used to improve customer satisfaction and reduce costs.  
* [[Six Sigma]], which is a set of principles and tools used to identify and eliminate defects in processes. It focuses on reducing variation in a process and is used to improve customer satisfaction and reduce costs.  
* AGILE, which is a methodology used to manage projects in a collaborative and flexible way. It emphasizes rapid delivery of high-quality products to customers.  
* AGILE, which is a methodology used to manage projects in a collaborative and flexible way. It emphasizes rapid delivery of high-quality products to customers.  
* Kaizen, which is a Japanese term for continuous improvement. It emphasizes small, incremental improvements in the quality of products and processes.  
* [[Kaizen]], which is a Japanese term for continuous improvement. It emphasizes small, incremental improvements in the [[quality of products]] and processes.  


In summary, the House of Total Quality Model has spawned several other approaches, such as Total Quality Management, Lean Manufacturing, Six Sigma, AGILE, and Kaizen, which focus on different aspects of quality and customer satisfaction.
In summary, the House of Total Quality Model has spawned several other approaches, such as Total Quality Management, Lean Manufacturing, Six Sigma, AGILE, and Kaizen, which focus on different aspects of quality and customer satisfaction.
{{infobox5|list1={{i5link|a=[[Value management]]}} &mdash; {{i5link|a=[[Silvestro model]]}} &mdash; {{i5link|a=[[Armand Feigenbaum]]}} &mdash; {{i5link|a=[[Philip B. Crosby]]}} &mdash; {{i5link|a=[[World class manufacturing]]}} &mdash; {{i5link|a=[[Total quality control]]}} &mdash; {{i5link|a=[[Joseph M. Juran]]}} &mdash; {{i5link|a=[[Operational effectiveness]]}} &mdash; {{i5link|a=[[Lean manufacturing]]}} }}


==References==
==References==
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{{aa|Slawomir Wawak}}
{{aa|Slawomir Wawak}}
[[Category:Quality management]]  
[[Category:Quality management]]  
[[pl:Model House of Total Quality]]
[[pl:Model House of Total Quality]]

Latest revision as of 22:26, 17 November 2023

House of Total Quality Model has been developed by F. Voehl in 1992 and modified by W.M. Lindsay and J.A. Petrick in 1997. It consists of six groups of elements (T.P. Mani, N. Murugan, C. Rajendran, 2003, p. 610):

Fig. 1. House of total quality model
  1. Subsystems of the organization, such as management system, education, social and technical subsystems (roof).
  2. Continuous improvement of customer satisfaction, basing decisions on facts and respect for people (pillars of quality).
  3. Strategic management, processes, projects and tasks (base).
  4. Strategic planning of processes, projects and tasks (benches).
  5. Development of organization (mortar).
  6. Corporate culture (the wall).

The base of the model are the basic tasks performed in the organization. On them, four-element approach to the quality is constructed and implemented. Stable operation is provided by the appropriate management of organization which binds together the pillars. Organizational culture makes all these activities not just a façade. Thanks to it, they not only exist inside the company but also bring considerable benefits.

House of Total Quality model shows the overall approach to quality management system. Its implementation requires the operationalization of key organizational processes and introducing several different management methods and techniques. It can be a starting point for further development of detailed models for specific industries or sectors of the economy.

See also

Advantages of House of total quality model

The House of Total Quality Model developed by F. Voehl in 1992 and modified by W.M. Lindsay and J.A. Petrick in 1997 is a comprehensive system that allows organizations to improve the quality of their products and services. The model consists of six groups of elements and has several advantages, such as:

  • It provides a comprehensive approach to quality improvement, as it takes into account all aspects of the organization and the product/service.
  • It helps identify potential areas for improvement, allowing organizations to identify areas where they can improve quality and increase efficiency.
  • It encourages an organizational culture that focuses on continual improvement and customer satisfaction.
  • It helps organizations to improve customer relationships and loyalty by providing a framework for measuring customer satisfaction.
  • It helps to reduce costs and increase profits by identifying inefficiencies and opportunities for cost savings.
  • It allows organizations to develop metrics and systems to track and improve quality over time.

Limitations of House of total quality model

The House of Total Quality Model has six groups of elements which are essential for quality management. However, there are some limitations to this model which need to be considered for proper implementation. These include:

  • Lack of integration of customer feedback into the model - customer feedback is essential to measure the quality of the product and should be included as part of the model.
  • Lack of guidance on how to integrate each element into the overall quality system - each element of the model needs to be integrated into the overall quality system in order to ensure the most effective results.
  • Limited guidance on how to manage the relationship between the six elements - the model does not provide sufficient guidance on how to manage the relationship between the six elements in order to ensure the best results.
  • Limited guidance on how to effectively measure and monitor quality performance - the model does not provide sufficient guidance on how to measure and monitor quality performance to ensure it remains high.
  • Lack of a unified approach to quality management - the model does not provide a unified approach to quality management, which can lead to confusion and inconsistency in implementation.
  • Lack of guidance on how to deal with non-conformities - the model does not provide sufficient guidance on how to identify, investigate and address non-conformities.

Other approaches related to House of total quality model

  • The House of Total Quality Model has spawned several other approaches related to its core concepts. These include:
  • Total Quality Management (TQM), which focuses on the quality of a product or service from the perspective of the customer. It emphasizes continuous improvement, defect prevention and customer satisfaction.
  • Lean Manufacturing, which is an operational strategy based on the principles of minimizing waste and maximizing efficiency. It emphasizes the elimination of activities that don’t add value to the customer.
  • Six Sigma, which is a set of principles and tools used to identify and eliminate defects in processes. It focuses on reducing variation in a process and is used to improve customer satisfaction and reduce costs.
  • AGILE, which is a methodology used to manage projects in a collaborative and flexible way. It emphasizes rapid delivery of high-quality products to customers.
  • Kaizen, which is a Japanese term for continuous improvement. It emphasizes small, incremental improvements in the quality of products and processes.

In summary, the House of Total Quality Model has spawned several other approaches, such as Total Quality Management, Lean Manufacturing, Six Sigma, AGILE, and Kaizen, which focus on different aspects of quality and customer satisfaction.


House of total quality model — recommended articles
Value management — Silvestro model — Armand Feigenbaum — Philip B. Crosby — World class manufacturing — Total quality control — Joseph M. Juran — Operational effectiveness — Lean manufacturing

References

Author: Slawomir Wawak

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