A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It is aligned with an organization's purpose and strategic direction. It is expressed as the organizational goals and aspirations, policies, processes, documented information, and resources needed to implement and maintain it. Early quality management systems emphasized predictable outcomes of an industrial product production line, using simple statistics and random sampling. By the 20th century, labor inputs were typically the most costly inputs in most industrialized societies, so focus shifted to team cooperation and dynamics, especially the early signaling of problems via a continual improvement cycle. In the 21st century, QMS has tended to converge with sustainability and transparency initiatives, as both investor and customer satisfaction and perceived quality are increasingly tied to these factors. Of QMS regimes, the ISO 9000 family of standards is probably the most widely implemented worldwide – the ISO 19011 audit regime applies to both and deals with quality and sustainability and their integration.
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements".
Total quality management (TQM) consists of organization-wide efforts to "install and make permanent climate where employees continuously improve their ability to provide on demand products and services that customers will find of particular value." "Total" emphasizes that departments in addition to production are obligated to improve their operations; "management" emphasizes that executives are obligated to actively manage quality through funding, training, staffing, and goal setting. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.
Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1986.
In sales, commerce and economics, a customer is the recipient of a good, service, product or an idea, obtained from a seller, vendor or supplier via a financial transaction or an exchange for money or some other valuable consideration.
Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.
A quality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number. Normally small in size, the group is usually led by a supervisor or manager and presents its solutions to management; where possible, workers implement the solutions themselves in order to improve the performance of the organization and motivate employees. Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes.
Operational excellence is a mindset that embraces certain principles and tools to create a culture of excellence within an organization. Operational excellence means every employee can see, deliver, and improve the flow of value to a customer.
Hamdan Bin Mohammad e-University formerly e-TQM College. in Dubai is the world's first online school for the field of Total Quality Management (TQM), and the first "virtual" university in the Middle East. The college was founded in 2002 by the Dubai Police, and by 2004 had 50,000 students.
Joseph Moses Juran was a Romanian-born American engineer, management consultant and author. He was an advocate for quality and quality management and wrote several books on the topics. He was the brother of Academy Award winner Nathan Juran.
In business, engineering, and manufacturing, quality – or high quality – has a pragmatic interpretation as the non-inferiority or superiority of something ; it is also defined as being suitable for the intended purpose while satisfying customer expectations. Quality is a perceptual, conditional, and somewhat subjective attribute and may be understood differently by different people. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace. Producers might measure the conformance quality, or degree to which the product/service was produced correctly. Support personnel may measure quality in the degree that a product is reliable, maintainable, or sustainable. In such ways, the subjectivity of quality is rendered objective via operational definitions and measured with metrics such as proxy measures.
Robert Louis (Bob) Flood is a British organizational scientist, former Professor of Management Sciences at the University of Hull, specialized in applied systemic thinking, particularly in the areas of strategic management, organizational behavior and organizational improvement.
Dorian Shainin was an American quality consultant, aeronautics engineer, author, and college professor most notable for his contributions in the fields of industrial problem solving, product reliability, and quality engineering, particularly the creation and development of the "Red X" concept.
Sales process engineering is intended to design better ways of selling and make salespeople's efforts more productive. It has been described as "the systematic application of scientific and mathematical principles to achieve the practical goals of a particular sales process". Paul Selden pointed out that in this context, sales referred to the output of a process involving a variety of functions across an organization, and not that of a "sales department" alone. Primary areas of application span functions including sales, marketing, and customer service.
Dubai International Academic City (DIAC), informally known as Academic City, is a university town in the city of Dubai, United Arab Emirates along the Dubai-Al Ain Road. The project was launched in May 2006 in liaison with Dubai Knowledge Park. The regulatory authority in the DIAC is the Dubai Development Authority.
Academic standards are the benchmarks of quality and excellence in education such as the rigour of curricula and the difficulty of examinations. The creation of universal academic standards requires agreement on rubrics, criteria or other systems of coding academic achievement. At colleges and universities, faculty are under increasing pressure from administrators to award students good marks and grades without regard for those students' actual abilities, both to keep those students in school paying tuition and to boost the schools' graduation rates. Students often use course evaluations to criticize any instructor who they feel has been making the course too difficult, even if an objective evaluation would show that the course has been too easy. It is very difficult to find a direct correlation between the quality of the course and the outcome of the course evaluations.
Shoji Shiba is an international expert in Total Quality Management (TQM) and Breakthrough Management. Globally he is best known for developing the "Five Step Discovery Process" for Breakthrough Management. In the recent years he has been guiding the transformation of the Indian manufacturing industry.
Total productive maintenance (TPM) started as a method of physical asset management, focused on maintaining and improving manufacturing machinery in order to reduce the operating cost to an organization. After the PM award was created and awarded to Nippon Denso in 1971, the JIPM, expanded it to include 8 Activities of TPM that required participation from all areas of manufacturing and non-manufacturing in the concepts of lean manufacturing. TPM is designed to disseminate the responsibility for maintenance and machine performance, improving employee engagement and teamwork within management, engineering, maintenance, and operations.
Rick L. Edgeman is an American statistician and quality professional, and Professor of Sustainability & Performance at AU Herning and in the Interdisciplinary Center for Organizational Architecture, at Aarhus University, School of Business and Social Sciences.
Hoshin Kanri is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. The Hoshin Kanri strategic planning system originated from post-war Japan, but has since spread to the U.S. and around the world. Translated from Japanese, Hoshin Kanri aptly means "compass management". The individual words "hoshin" and "kanri" mean direction and administration, respectively.
