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Principles of Quality Management and Total Quality Tools

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In recent decades the world has seen many changes ranging from the consolidation of the globalization of markets to the continuing revolution in information technology and communication.

Quality is no longer a factor, but has become a major competitive factors, without which any business is doomed to failure and his subsequent disappearance, went Quality to be just a rhetorical challenge, to be a pre-requisite for competitiveness. Institutions in transition to face the new millennium, must implement the basic concepts of total quality to select and edit creatively a better way of doing things.

Today, taking into account global and competitive environment, managers need to gather more data before making decisions. All successful programs have in common principle: measure and continue to measure, just so they can improve their game. In this new way of thinking is required to be competitive and we were more interested in the little things that make our internal customers.

A major task of management is to optimize the utilization of resources available for achieve the objectives of the organization, work begins with the decision making process, which fall into three categories: strategic, administrative and operational.
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The strategic decisions , that is, relevant to the direction of the company's long-term deal mainly with issues related to the selection of the mix of products and services, their markets and way to address them. The key questions are: what are the objectives and goals of the company and what strategy to achieve them? Should the company seek diversification? In what areas? How vigorously? How should develop and exploit the current position of the product on the market. "

making "strategic" does not necessarily mean "important." There are major operational decisions that some strategic. The

administrative decisions have to do with structuring the firm's resources in such a way that creates the greatest potential for implementation. They have to do with the structure of authority and relationship responsibilities, workflow, media location, acquisition and development of resources, staff development and training and financing and acquisition of equipment among others. It is true that the structure follows strategy, but the strategy requires the structure among other things, organizing the administration of the company so as to achieve a proper balance of resource allocation to support the strategic and operational decisions.

The operational decisions absorb the bulk of the energy and attention of management. Its objective is to maximize the profits of the operation. The main decision areas are: resource allocation (budget), schedule the operation, performance monitoring and implementation of control measures.

TOTAL QUALITY

Quality Total is a reality that involves all existing businesses in all sectors of the economy:

• empathize with the change.
• Creating better conditions for competition.
• Produce better and lower cost.
• offer better services in both the private and public, in order to inculcate and deepen the country a culture of quality that you put it up to the most attractive markets in the world.

This primarily involves the commitment of the leaders of organizations, change processes for competitiveness of enterprises.

This ongoing process of excellence should be the engine of the new change and modernization, through the implementation of continuous improvement as the basis of any quality process.

At this time, organizations must be willing to measure their competitiveness against the world's best in their field and learn from their experiences, trying to bring people into a process of encouraging improvement in order to rediscover the huge potential of being bringing human result in a job well done and huge benefits for society.

Total quality is a problem not a solution. Every leader and facilitator of the working conditions should highlight the importance of having a strong total quality system, allowing it to keep the motivation of all personnel of the organization.

HOW AND WHEN TO START

The purpose of quality should be present at the initial stage of a service once the plans are implemented, it would be too late want to introduce quality downstream, so it is important that the design of services is the result of good teamwork.

improve the process involves making the best use of manpower to a good selection of staff and the task is assigned, trained, train and offer the possibility of increasing their knowledge and develop their skills.

Training should be completely rebuilt, the organization requires that its staff is thoroughly familiar with the company since the parts and materials used, to customers who are given the service, drawing on a one hundred percent skills of all staff.

is also necessary to fully reform training programs for employees, as this occurs in most organizations poorly and favoritism. The company must not fail to consider that the money was spent on this training, education and training, not increase the net worth of the company, but if it leads to improvements in all operational and management processes are made.

TOTAL QUALITY OBJECTIVES

The formal definition of the objectives is one of the most important requirements. Without quality objectives there is no goal to reach, the system freezes, there is no improvement and are not shown if you are doing well. There are two types of quality objectives, which serve quality control and serving to improve quality.

Although management is responsible for planning and setting goals to be achieved the full participation of all personnel of the company for the purpose of engaging them to achieve these objectives. Always remember that there is no compromise without participation. The strategy of Total Quality Management under the aims to:

1. BUSINESS

• know and meet customer needs. Achieving
• keep customers and attract new customers.
• Improve company image and enhance their implementation.

2. ECONOMIC

• Reduce costs.
• Increase profits.
• Increase competitiveness.

3. TECHNICAL

• Streamline processes.
• Betting on prevention and continuous improvement.
• Research and provision of new technologies.

4. HUMAN

• increase and channel information and training.
• Enhance
  initiative and responsibility.
• Engaging and involving all departments.

BASIC PRINCIPLES OF TOTAL QUALITY

can not work without a Total Quality principles:

• Achieving customer satisfaction.
• Involvement and unconditional support of the Directorate.
• personal involvement and cooperation.
• Continuous improvement and innovation.
• Lifelong learning.

Through continuous improvement is to achieve the target of five zeros:

• 0 Defects: Full production quality.
• 0 Damage: Maximum performance of facilities.
• 0 Stocks: Minimum fixed capital.
• 0 Delays: JIT.
• 0 Paper: useless. Maximum administrative efficiency.

KEY ELEMENTS OF TOTAL QUALITY

Success the implementation of Total Quality, by implementing some key elements:

1. BASIC BUDGETS

• Decision and management leadership.
• Accession
  all staff.

2. PRIORITIES

• Meet all expectations of customers efficiently.

3. METHODS

• Ruling processes through continuous improvement.

PILLARS OF QUALITY

Total Quality is based on three pillars: 1

1. SYSTEM

• UNE-EN-ISO 9000.
• EFQM European Award.
• Malcolm Baldridge Award.

2. TOOLS

• Statistical methods.
• Rules and Regulations.
• control methods and improvement.
• Research and Evaluation.

3. PEOPLE

• Management.
• Administrative and technical.
• all staff in general.
• internal and external customers.

BARRIERS TO TOTAL QUALITY

The Total Quality Management is primarily a cultural shift of enormous significance and importance, finding as obstacles:

• The Management.
• Organization.
• Staff.
• The strategy and tactics.