Quality management system

Quality management system
See also
ISO 9001 Quality management Philip B. Crosby Six sigma World class manufacturing Hoshin kanri Kaizen costing Work simplification Process improvement

Quality management system is a system composed of principles, procedures, methods, tools, job descriptions, people and relations between them, that are aimed at achieving quality objectives. That is the most general definition that can be applied to every quality management system (QMS). The most of specific definitions require e.g. process approach or customer focus (Wikipedia), which is correct only to some, most popular, quality management systems, like based on ISO 9001.

Overview of quality management systems definitions

The approach to quality management systems has changed over time. Therefore, also definitions had to change. Nowadays there are 4 main categories of QMS definitions:

• orientation on enterprise results,
• orientation on enterprise operation,
• orientation on organizational culture,
• orientation on customer.

According to those definitions, the quality management system is:

Orientation on enterprise results

• Approach to improving effectiveness and flexibility of organization as a whole (J.S. Oakland).
• A set of coordinated activities that aim at enforcement or at least stabilization of companies market position (A. Iwasiewicz)

Orientation on enterprise operation

• Management system to direct and control an organization with regard to quality. Where management system is system to establish policy and objectives and to achieve those objectives (ISO 9001:2006)
• A system of planned and coordinated actions that aim at fulfillment of customer requirements while maintaining the costs level (J. Kisielnicki).

Orientation on organizational culture

• Quality management system is not only methods, procedures, certificates, but also widely understood organizational culture. Key success indicators in that area are: employee's competences, teamwork, application of quality methods and techniques (J. Luczak).

Orientation on customer

• Managing whole company in that way, that it excels others in all dimensions of products that are important for customer (R.B. Chase, N.J. Aquilano)
• Reduction of gap between customer's expectations and perceived by him quality of the service (A. Parasuraman, V.A. Zeithaml, L.L. Berry).

Approaches to quality management systems

Approach to quality management systems was developed in two main schools (Kroslid 1999):

• deterministic,
• continuous improvement.

Deterministic school of QMS

The deterministic school was believed that there is one best way of implementing quality into the enterprise. Therefore, it is necessary to develop standards, procedures, should be implemented by top level managers, who know what is best. That approach was typical to ISO 9001 standards (especially before 2000 issue) or Six sigma.

As the management science progressed, it became obvious that every company is different and therefore it is impossible to create "one type fits all" QMS. The ISO 9001:2000 and next issues made requirements more flexible. Six sigma evolved into Lean-Six sigma.

Continuous improvement school of QMS

The continuous approach school was founded on diversity approach. Each quality management system could work differently as long as it delivered high quality products and services. It became popular first in Japan and than as Total Quality Management and later Lean management was popularized in the whole world. The CI approach was opened to trial and error, which eventually lead to development of new, effective quality methods and techniques.

As the experience has grown, some principles describing best practices were created. Some method have got more popular than others. In that way, step by step, CI school became more formalized and more... deterministic.

Both schools are much closer to each other than 20 years earlier, however differences in approach are still visible e.g. in ISO and TQM based systems. Most of companies implement some methods of both schools, as it is the most effective and flexible way to achieve high quality products.

Available quality management systems

{{#ev:youtube|WgtBHMxxEaI|480|right|What is Quality Management System (by tcmc Quality Management Services)|frame}} The most popular quality management systems are:

• Total Quality Management
• Lean management
• ISO 9001
• Six sigma or Lean-Six sigma
• Common assessment framework (CAF)

Quality management systems based on quality awards are (mostly similar to TQM):

• EFQM model
• Malcolm Baldridge Award model
• Deming Award model

Other quality management systems are:

• AQAP - QMS for suppliers of the defence industry
• ISO 13485 - QMS for medical devices
• ISO 29990 - QMS for learning service providers
• ISO/TS 16949 - QMS for automotive
• VDA 6.1 - QMS for automotive
• AS 9100 - QMS for aviation

Examples of Quality management system

• ISO 9001: This is an international standard that provides a framework for organizations to develop and implement a quality management system. It is based on seven Quality management principles of customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. The ISO 9001 standard requires organizations to define and document processes, including identifying input and output requirements, and to use management review and corrective action processes to ensure that results are in line with customer requirements. It also requires organizations to demonstrate their commitment to the standard with internal and external audits.
• Six Sigma: This is a set of techniques and tools for process improvement. It is based on the idea of reducing variation and waste in order to improve the quality of products and services. The techniques used in Six Sigma include statistical process control, design of experiments, and process mapping. The goal of Six Sigma is to reduce defects and improve customer satisfaction.
• Lean: This is a methodology for reducing waste and improving efficiency. It is based on the idea of eliminating waste and focusing on what adds value to the customer. The techniques used in Lean include value stream mapping, kaizen, and 5S. The goal of Lean is to reduce costs and improve customer satisfaction.

Advantages of Quality management system

The advantages of having a Quality Management System (QMS) are numerous. They include:

• Increased efficiency and effectiveness in providing products and services, as well as improved customer satisfaction. The QMS helps to ensure that processes are properly documented, managed and monitored. This helps to reduce the costs of rework and wastage, as well as improving the overall quality of the products or services delivered.
• Greater visibility into operations. With a QMS, it is easier to spot potential problems before they occur, giving managers the opportunity to take corrective action and improve the overall performance of the organization.
• Improved compliance with industry regulations. By creating a consistent set of standards for quality management, organizations can ensure that all regulatory requirements are met and that the company is compliant with applicable laws and regulations.
• Improved customer relations. Quality management systems help to ensure that customers are provided with the highest quality products and services, which can help to build customer loyalty and satisfaction.
• Reduced cost and waste. With the implementation of a quality management system, organizations can reduce the costs associated with rework and wastage, as well as reducing the cost of quality assurance and control.

Limitations of Quality management system

• Quality management system is a cost-intensive solution, as it requires resources and effort to maintain it, and it may not be suitable for all types of businesses.
• Quality management system is based on certain criteria, that may not always be suitable for particular business.
• Quality management system can be time consuming to implement and maintain, which can be a challenge for businesses with limited resources.
• Quality management system may not be able to keep up with the changing needs of a business and its customers, and may require modifications or updates over time.
• Quality management system may not be able to provide effective solutions to every quality issue encountered by a business, and may need to be supplemented by other quality assurance methods.
• Quality management system may not be able to address all types of risks associated with a business, and additional measures may need to be taken to ensure the safety of customers and employees.

Other approaches related to Quality management system

One-sentence introduction to the list: Other approaches related to Quality management system include:

• Total Quality Management (TQM) - an approach to improve quality of an organization’s products and services by utilizing a customer-focused approach and improving processes.
• Lean Manufacturing - an approach to improving the performance of an organization by eliminating waste and reducing costs.
• Six Sigma - a management strategy based on data-driven decisions and focused on reducing defects in products and processes.
• ISO 9001 - an international standard that outlines the requirements for a comprehensive quality management system.

These approaches all strive to improve the quality of an organization’s products and services by utilizing customer-focused methods and improving processes. By using these methods, organizations can increase customer satisfaction, reduce waste and costs, and improve their overall performance.

References

• Chase R.B., Aquilano N.J., Production and operations management, wyd. 6, Irwin, Home-wood 1992
• Kroslid, D. (1999). In search of quality management. Rethinking and reinterpreting. Doctoral Dissertation, Linköping, Sweden, Division of Quality Technology and Management. Department of Mechanical Engineering, Linköping University
• Parasuraman A., Zeithaml V.A., Berry L.L., Servqual: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality, „Journal of Retailing” 1988, Vol. 64, No. 1
• ISO 9001:2015 QMS standard
• Gołaś, H., & Mazur, A. (2008). Macroergonomic aspects of a quality management system. Foundations of Control and Management Sciences, 161-170.
• Van den Heuvel, J., Koning, L., Bogers, A. J., Berg, M., & van Dijen, M. E. (2005). An ISO 9001 quality management system in a hospital: bureaucracy or just benefits?. International Journal of Health Care Quality Assurance, 18(5), 361-369.

Author: Slawomir Wawak