Qualities of a Few Quality Systems
The International Organization for Standardization (ISO) tends to emphasize a procedural approach to quality systems. They are often used for existing systems as the companies that use ISO have been operating for years, but ISO quality systems can be adapted to new product development too. The actual processes and procedures used are often defined by existing best practices of a company or industry. Similar to many quality systems, ISO uses a Plan-Do-Check-Act (PDCA) methodology, where after laying out and using a quality system, it is periodically checked for performance, and then modified if needed.
Sometimes improperly referred to as just "ISO 9000", the ISO body actually offers many different quality systems. Two popular systems are ISO 9001 Quality Management and ISO 14001 Environmental Management, each of which can be used by a broad range of industries. There are also more industry-specific standards for use in more specialized systems:
Sometimes improperly referred to as just "ISO 9000", the ISO body actually offers many different quality systems. Two popular systems are ISO 9001 Quality Management and ISO 14001 Environmental Management, each of which can be used by a broad range of industries. There are also more industry-specific standards for use in more specialized systems:
The TL9001 Telecom Quality Management System (QMS) was designed by major telecommunications providers for use in the communications industry. It was originally based largely upon the ISO 9001:2000 Quality Management system, but includes components from ISO/TS 16949 Automotive quality system, the CMMI® Capability Maturity Model Integrated quality system (a process improvement model used either for new large or small scope processes), and other existing systems.
The overall TL9000 method is a two-part quality system, which combines a management system and measurement of system components. Overall, TL9000 is typically considered stronger in assessing existing, post-production systems, though this may be due to the significant, legacy networks used by telecom providers. It is increasingly being adapted for new system designs.
The overall TL9000 method is a two-part quality system, which combines a management system and measurement of system components. Overall, TL9000 is typically considered stronger in assessing existing, post-production systems, though this may be due to the significant, legacy networks used by telecom providers. It is increasingly being adapted for new system designs.
Six Sigma®
Six Sigma® was invented by Motorola. It considered many aspects of other quality systems like TQM and Zero Defects, but put a more scientific emphasis on carefully defined steps and measurements, so statistical data can be verified and acted upon. This data-driven approach plays a significant role in reaching goals, implemented in two popular ways:
Define, Measure, Analyze, Design, Verify (DMADV) - for new processes (aka Design For Six Sigma DFSS).
Define, Measure, Analyze, Improve, Control (DMAIC) - for existing processes.
Define, Measure, Analyze, Design, Verify (DMADV) - for new processes (aka Design For Six Sigma DFSS).
Define, Measure, Analyze, Improve, Control (DMAIC) - for existing processes.
Many quality systems typically dedicate full-time personnel, and this includes Six Sigma. Those who continually design and implement Six Sigma are usually referred to as Champions and Master Black Belts. Others, who work directly with them, but who have other roles within their company, include Black, Green and Yellow Belts.
Total Quality Management (TQM)
TQM is a long-standing quality system which uses carefully considered systems and processes designed by experts, but also emphasizes the roles of everyone within an organization, and how they are personally responsible for meeting common objectives. Often, every individual within the organization has the power -- and the responsibility -- to effect change. This autonomy builds pride and naturally invites attention to detail, a key component to any quality system.
Other offshoot or compatible concepts from TQM include Lean Manufacturing (LM), which advocates eliminating anything that does not directly create value for the end-customer, and its adjunct, Total Productive Maintenance (TPM) where those who use equipment are the same ones who maintain it. A related concept to LM is Just-In-Time (JIT), where unnecessary inventory is considered wasteful, both in terms of material and time, and is reduced to only what's needed, when it's needed.
Of course, there are well-known risks and benefits to JIT, particularly with supply chain management. Other concerns include the concept of "outsourcing JIT", where a company may now have to pay a premium to the suppliers of JIT materials, as such materials are ordered in multiples, and sometimes more-costly small batches. This can add external waste, including time delays, fuel, and labor to move materials at unscheduled intervals. Even so, JIT and Lean Manufacturing have greatly helped businesses reduce costs and improve margins.
Customized Quality Systems
Quality System Model
Quality systems can also be customized, using ideas from any of the above systems, and/or some version of the PDCA model:
PDCA
PDCA can be applied as "CONWIP"...a constant work-in-progress, as one returns back through the planning stage and carries out the process over and over again to make it run as efficiently and smoothly as possible. Though probably some version of PDCA has been understood and used in various societies for hundreds (perhaps thousands) of years, modern day industrialists like Henry Ford or 19th century scientific-manager Frederick Taylor have made careful studies of this methodology in recent times, and then adding significant research or improvements of their own. Quality pioneer Dr. (William) Edwards Deming is attributed to coining the PDCA acronym.
Quality Equation
Deming also created the following definition of quality:
Q = Results of Work Efforts
Total Costs
He drew two conclusions from his equation:
1. Focusing on increasing quality (Q) will require that costs must eventually fall, which occurs because of continual, broad improvements.
2. Focusing on decreasing costs can, over time, actually increase costs because it removes the focus from quality, and back to costs, which can cause quality to decline as cuts are made. This reduces improvements across the board, which can later require catch-up or loss of market share. This then requires an eventual increase in cost.
This is why Deming's PDCA process requires a continual planning & work process to be continued over time. While cost must obviously be kept under control, they key to balancing both cost and quality is to focus on quality first, and then find ways which cost can be removed. Lean manufacturing is one way to help remove unnecessary costs while still maintaining and even emphasizing quality.
Statistics
Other methods used in various quality systems include the gathering and reporting of statistical data, and finding ways which that information can be presented to allow conclusions to be easily made. Some of these methods include:
If you have not yet had a chance to view our Logic Primer™, this might be a good time to check out the various ways that statistical gathering and other techniques can be used to help with problem-solving and process review.
People
Of course, a key component of a quality system must involve the people involved. Curiously, though all quality systems are put in place to meet a customer's needs for a product or service, many quality systems do not directly or frequently engage the customer, nor all of the employees who make the product or service. This is a missed opportunity, both at the planning stage, as well as at production, where measurement and feedback may have caught problems or inefficiencies well before sub-quality production lines and products were created.
Some of the methods and people-roles that can assist you are:
Quality systems can also be customized, using ideas from any of the above systems, and/or some version of the PDCA model:
- Plan - for new or improved systems.
- Do - carry out the plans.
- Check - for success and for unexpected results.
- Act - correct undesired issues.
PDCA
PDCA can be applied as "CONWIP"...a constant work-in-progress, as one returns back through the planning stage and carries out the process over and over again to make it run as efficiently and smoothly as possible. Though probably some version of PDCA has been understood and used in various societies for hundreds (perhaps thousands) of years, modern day industrialists like Henry Ford or 19th century scientific-manager Frederick Taylor have made careful studies of this methodology in recent times, and then adding significant research or improvements of their own. Quality pioneer Dr. (William) Edwards Deming is attributed to coining the PDCA acronym.
Quality Equation
Deming also created the following definition of quality:
Q = Results of Work Efforts
Total Costs
He drew two conclusions from his equation:
1. Focusing on increasing quality (Q) will require that costs must eventually fall, which occurs because of continual, broad improvements.
2. Focusing on decreasing costs can, over time, actually increase costs because it removes the focus from quality, and back to costs, which can cause quality to decline as cuts are made. This reduces improvements across the board, which can later require catch-up or loss of market share. This then requires an eventual increase in cost.
This is why Deming's PDCA process requires a continual planning & work process to be continued over time. While cost must obviously be kept under control, they key to balancing both cost and quality is to focus on quality first, and then find ways which cost can be removed. Lean manufacturing is one way to help remove unnecessary costs while still maintaining and even emphasizing quality.
Statistics
Other methods used in various quality systems include the gathering and reporting of statistical data, and finding ways which that information can be presented to allow conclusions to be easily made. Some of these methods include:
- Cause-and-effect - allows all factors that influence a problem to be shown chronologically.
- Check sheet - records basic facts of a system.
- Control chart - compares a processes' output "zero-line" to its upper and lower control limits.
- Histogram - shows a statistical chart or arrangement of running data.
- Pareto chart - breaks down the type and magnitude of various factors within a system.
- Scatter diagram - plots system output data, often showing clusters or trends in the data.
- Flow chart - logically arranges the steps of a process, assisting in error detection, efficiency, etc.
If you have not yet had a chance to view our Logic Primer™, this might be a good time to check out the various ways that statistical gathering and other techniques can be used to help with problem-solving and process review.
People
Of course, a key component of a quality system must involve the people involved. Curiously, though all quality systems are put in place to meet a customer's needs for a product or service, many quality systems do not directly or frequently engage the customer, nor all of the employees who make the product or service. This is a missed opportunity, both at the planning stage, as well as at production, where measurement and feedback may have caught problems or inefficiencies well before sub-quality production lines and products were created.
Some of the methods and people-roles that can assist you are:
- Facilitators - technical-quality leads who are directly involved with operations.
- Quality Circles - groups and individuals, who own their work and know best what could be improved.
- Customer Feedback - obtain honest and timely feedback on how things are really working.
- Supplier Certification - this accredits and creates competition between suppliers.
- Personal Recognition - helps individual motivation, and reinforces excellent work practices.