Quality Management Methods

Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product and service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.

There are many methods for quality improvement. These cover product improvement, process improvement and people based improvement. In the following list are methods of quality management and techniques that incorporate and drive quality improvement:

• ISO 9004:2008 — guidelines for performance improvement.
• ISO 9001:2015 – a certified quality management system (QMS) for organisations who want to prove their ability to consistently provide products and services that meet the needs of their customer and other relevant stakeholders.
• ISO 15504-4: 2005 — information technology — process assessment — Part 4: Guidance on use for process improvement and process capability determination.
• QFD — quality function deployment, also known as the house of quality approach.
• Kaizen — Japanese for change for the better; the common English term is continuous improvement.
• Zero Defect Program — created by NEC Corporation of Japan, based upon statistical process control and one of the inputs for the inventors of Six Sigma.
• Six Sigma — 6σ, Six Sigma combines established methods such as statistical process control, design of experiments and failure mode and effects analysis (FMEA) in an overall framework.
• PDCA — plan, do, check, act cycle for quality control purposes. (Six Sigma’s DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.)
• Quality circle — a group (people oriented) approach to improvement.
• Taguchi methods — statistical oriented methods including quality robustness, quality loss function, and target specifications.
• The Toyota Production System — reworked in the west into lean manufacturing.
• Kansei Engineering — an approach that focuses on capturing customer emotional feedback about products to drive improvement.
• TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige National Quality Award and in Europe as the European Foundation for Quality Management award (each with their own variations).
• TRIZ — meaning “theory of inventive problem solving”
• BPR — business process reengineering, a management approach aiming at optimizing the workflows and processes within an organisation.
• OQRM — Object-oriented Quality and Risk Management, a model for quality and risk management.
• Top Down & Bottom Up Approaches—Leadership approaches to change

Proponents of each approach have sought to improve them as well as apply them for small, medium and large gains. Simple one is Process Approach, which forms the basis of ISO 9001:2008 Quality Management System standard, duly driven from the ‘Eight principles of Quality management’, process approach being one of them. Thareja writes about the mechanism and benefits: “The process (proficiency) may be limited in words, but not in its applicability. While it fulfills the criteria of all-round gains: in terms of the competencies augmented by the participants; the organisation seeks newer directions to the business success, the individual brand image of both the people and the organisation, in turn, goes up. The competencies which were hitherto rated as being smaller, are better recognized and now acclaimed to be more potent and fruitful”. The more complex Quality improvement tools are tailored for enterprise types not originally targeted. For example, Six Sigma was designed for manufacturing but has spread to service enterprises. Each of these approaches and methods has met with success but also with failures.

Some of the common differentiators between success and failure include commitment, knowledge and expertise to guide improvement, scope of change/improvement desired (Big Bang type changes tend to fail more often compared to smaller changes) and adaption to enterprise cultures. For example, quality circles do not work well in every enterprise (and are even discouraged by some managers), and relatively few TQM-participating enterprises have won the national quality awards.

There have been well publicized failures of BPR, as well as Six Sigma. Enterprises therefore need to consider carefully which quality improvement methods to adopt, and certainly should not adopt all those listed here.

It is important not to underestimate the people factors, such as culture, in selecting a quality improvement approach. Any improvement (change) takes time to implement, gain acceptance and stabilize as accepted practice. Improvement must allow pauses between implementing new changes so that the change is stabilized and assessed as a real improvement, before the next improvement is made (hence continual improvement, not continuous improvement).

Improvements that change the culture take longer as they have to overcome greater resistance to change. It is easier and often more effective to work within the existing cultural boundaries and make small improvements (that is Kaizen) than to make major transformational changes. Use of Kaizen in Japan was a major reason for the creation of Japanese industrial and economic strength.