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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.

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In the decade of the 50 in Japan started to apply statistical tools for quality control, developed earlier by Shewhart and Deming. Progress in the field of continuous quality improvement is largely due to the use of these techniques. Was Professor Kaoru Ishikawa who extended their use in manufacturing their country in the 60's, coining the expression of 7 tools for quality control.

These tools can be described generically as "methods for continuous improvement and problem solving." Consist of graphic techniques that help to understand the work processes of organizations to promote improvement. Are Western creation, except the cause-effect diagram was developed by Ishikawa.

The success of these techniques is the ability they have shown to be applied in a wide range of problems ranging from quality control to the areas of production, marketing and administration. Service organizations are also likely to apply, although their use began in the industrial field.

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These techniques can be handled by trained persons average, which has made them the basis of strategies for problem solving and quality circles in general in work teams to undertake activities and process improvements.

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addition to the seven classic quality tools discussed above, there is a considerable number of techniques aimed at understanding complex situations, identifying opportunities for improvement and development of implementation plans . To a large extent, are indicated especially in the planning phase of the PDCA cycle of continuous improvement.

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Here are some of these tools and methods of analysis and decision making that are useful for quality improvement.

Deployment Quality Function (QFD)

QFD can be defined as a structured system that provides the means to identify needs and expectations of customers (voice customer) and translating the language of the organization, that is, internal quality requirements, deploying them in the planning stages with the participation of all functions involved in the design and development of the product or service.

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has two purposes:

• Display product quality or service. That is, the design of the service or product based on the needs and requirements of customers.
• Quality Function Deploy in all activities and functions of the organization.

QFD wonders for the true quality, ie, by "they" need and expect from service users. It also asks about "How to" get to meet needs and expectations. And in this case we find ourselves faced with the question of how to design the service to respond to the expected quality.

The basic element of QFD is the so-called House of Quality (House of Quality). Is the matrix from which all others arise. And it is this approach the characteristic matrix method, so that the deployment of quality used a large number of matrices and tables related.

Verification Sheets

a checklist (also called "Control" or "Check") is a printed chart or diagram format, designed to record and compile data using a simple and systematic method, such as annotation marks associated with the occurrence of certain events. This technique of collecting data is prepared so that its use is easy and with little disruption to the activity of who is on the record.

Advantages

• It is a method that provides easy to understand data and are obtained by simple and efficient process that can be applied to any area of \u200b\u200bthe organization.
• Verification Sheets quickly reflect underlying trends and patterns in the data.

Utilities

• The quality improvement is used in both the study of the symptoms of a problem, as in the investigation of the causes or the collection and analysis to test a hypothesis.
• is also used as a starting point for developing other tools such as control charts.

Histograms

A histogram is a vertical bar graph depicting the distribution of a dataset.

Advantages

• Its construction will help to understand the central tendency, dispersion and relative frequencies of different values.
• Show
  large amounts of data giving a clear and simple distribution.

Utilities

The Histogram is especially useful when you have a large amount of data that need to organize, to analyze in more detail or make decisions based on them.

is an effective means to convey to others information about a process so precise and intelligible.

allows comparison of the results of a previously issued specifications for the same.

In this case, using the histogram can be determined to what extent the process is producing good results and to what extent there are deviations from the limits in the specifications.

provides, by studying the distribution of data, an excellent starting point for generating hypotheses about the unsatisfactory operation.

Pareto

The Pareto diagram is a simple, graphical method of analysis that can discriminate between the causes of a problem (the vital few) and those that are less ( and trivial many).

Benefits
• helps focus on the causes that have the greatest impact if it is resolved.
• provides a simple and quick overview of the relative importance of the problems.
• helps prevent some cases worse trying to fix others and be resolved.
• Its highly visible format provides an incentive to keep striving for more improvements.

Utilities

Determine the key cause of a problem, separating it from other present but less important.

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contrast the effectiveness of the improvements obtained by comparing successive diagrams obtained at different times.

also can be used both to investigate effects as causes.

easily communicate with other members of the organization's conclusions about causes, effects and costs of errors.

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Scatter Diagram

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sometimes want to know if there is any relationship between two variables. For example, it may happen that two variables are related in a way that increasing the value of a is increased by another. In this case speak of the existence of a positive correlation. It could also happen that occur in one direction, the other resulting in the opposite direction, for example, by increasing the value of the variable x, is reduced to the variable y. Then he would face a negative correlation. If both values \u200b\u200bare revealed variable independent of each other, they argue that there is no correlation.

Benefits

• is a particularly useful tool to study and identify possible relationships between the changes observed in two different sets of variables.
• Provides data to confirm hypotheses about whether two variables are related.
• provides a visual means to test the strength of a possible relationship.

Ishikawa Diagram

Ishikawa Diagram or Cause and Effect Diagram, is a tool that helps identify, classify and to highlight possible causes, both specific problems such as quality characteristics. Graphically illustrates the relationship between a given outcome (effects) and factors (causes) that influence that outcome.

Advantages

• allows the group to focus on the content of the problem, not the history of the problem or in the individual's personal interests team members.
• helps determine the root causes a problem, or causes of the quality characteristics, using a structured approach.
• encourages participation of members of the working group, thereby better exploit the knowledge that each has on the process.
• Increase the level of knowledge about a process.

Utilities

• identify root causes or root causes of a problem or effect.
• classify and relate the interactions among that are affecting the outcome of a process.

stratification is a consistent method of categorizing data into groups with similar characteristics. Each group is called a stratum. strata to define what will be depending on the particular situation in question may permit stratification in response to:

• Personal
  .
• Materials.
• Machinery and equipment.
• Areas management.
• Time.
• Environment.
• geographical location.

Advantages

• allows to isolate the cause of a problem, identifying the degree of influence of certain factors in the outcome of a process.
• stratification can be supported and built upon in various quality tools, while the histogram is the most common way to present it.

Brainstorming (brainstorming)

Brainstorming (or rain storm of ideas) is a tool used to facilitate the generation of a large number of ideas, by a group, and the orderly presentation of them.

Advantages

• The storm, or rain, of ideas has a number of features that make it very useful when trying to obtain a large number of ideas on possible causes of a problem actions to take, or any other issue.
added
• One observation is that this method is input, or upstream, for other analysis techniques.

Utilities

• stimulates creativity. Helping to break with old ideas and stereotypes.
• produces a large number of ideas. A component of the group are encouraged to express ideas that come to mind without any bias or criticism. This acriticism should extend to the ideas expressed by others.
• allows the involvement of all team members. It builds an environment that enables participation of all.

Flowchart

is a diagram that uses graphic symbols to represent the flow and stages of a process. It is especially indicated at the beginning of a process improvement plan, to help understand how they operate. Is essential in the management of processes.

Advantages

• facilitates the understanding of the process. At the same time promoting the agreement among team members about the nature and development review process.
• involves a fundamental tool for improvement through process redesign, or design an alternative.
• identifies problems, opportunities for improvement and process breakpoints.
• It shows
  supplier relationships - customer, whether internal or external.

Tree Diagram

Tree Diagram, or systematic, is a technique for obtaining an overview of the necessary means to achieve a goal or solve a problem.

From an overview, as the goal to achieve, gradually increase the level of detail on the means necessary to achieve them. This detail is represented by a structure that begins with an overall goal (the "trunk") and continues with the identification of precise levels of action (the successive "branches"). The first-level branches are means to the goal but, in turn, these media are also goals, intermediate targets to be attained by means of the branches of the next level. So repeatedly until a sufficient degree of specificity on means to use.

Benefits
Calls to team members to expand their thinking when creating solutions.

Keeps all equipment connected to the general goals and subgoals of a task.

Move to the planning team of the theory to the real world.

Utilities

decompose any general goal, both graphically, in phases or specific objectives. Determine

detailed actions to achieve an objective.

Matrix Diagram

This type of diagram facilitates identifying relationships that may exist between two or more factors, are these: problems, causes and processes, methods and goals, or any other set of variables. A common application of this scheme is the establishment of relationships between customer requirements and quality characteristics of the product or service. The figure is an example of a common format in the Deployment of Quality Function (QFD).

In the case of the figure, it is an L-type parent, being a two-dimensional table. However, the matrix diagram can have different configurations. Thus, we can speak of T-type, which combine two L-type matrices. The type-Y-X type, combining three four L-type matrices respectively.

Advantages

• View
  clearly the patterns of responsibility that has an even distribution and proper tasks.
• Help the team to reach a consensus about small decisions, improving quality, and support the final decision.
• Improved discipline of a team in the process of observing carefully a number of important decision factors.

Utilities

• establish the relationship between different elements or factors and the degree to which it is given.
• ago responsibility discernible patterns and the distribution of tasks.

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Deming Management Method

In 1950, Dr. W. Edwards Deming, a statistician who had worked in the Bell System, where he developed the first graphical statistical quality control, had the opportunity to express their ideas in front of senior management and Japanese businessmen.
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From that moment and as a result of the teachings and concepts that Deming overturned in subsequent conferences and activities in that country, began what is now known as the revolution in quality and productivity of the history. I

Indeed, Japanese manufacturers, fully adopted the method proposed by Deming, achieving extraordinary results because they took them to lead global markets in a number of activities.

to Dr. Deming is the author of several books and about 200 papers. His books "Out of the Crisis" (Out of Crisis, MIT / CAES, 1986) and "The new economics" (The New Economy, MIT / CAES, 1994) have been translated into many languages. In his book "Out of the Crisis", sets out the fourteen points of management improvement.

Point One: Create constancy of purpose to improve product and service. Dr. Deming suggests a radical redefinition of the role of a company. Instead of making money, should stay in business and provide jobs through innovation, research, constant improvement and maintenance.

Point Two: Adopt the new philosophy. We are in a new economic era. For the new management, the control word means knowledge, especially knowledge of variation and processes. The new philosophy includes continuing education, training and joy at work.

Point Three: Do not rely more mass inspection. The key words are "dependency" and "mass." The inspection was done to encourage you to discover the bad products and throw them too late, ineffective and expensive says Dr. Deming. The quality is not caused by the inspection, but by improving the process.

Quality must be designed into the product from the beginning, can not be created by the Inspectorate. The inspection does the worker moves the responsibility for the quality inspector. The inspection will not detect problems embedded in the system. The bulk of the problems are and this system is the responsibility of management.

Point Four: End the practice of awarding contracts to buy based solely on price. has three serious disadvantages: The first is that almost invariably leads to a proliferation of suppliers. The second is that it makes buyers jump from provider to provider. And third, that there is a dependency of the specifications, which become barriers to continuous improvement.

Point Five: continually and forever improve the system of production and services. When you improve a process, you improve your knowledge of the process at the same time. Improving product and process go hand in hand with greater understanding and better theory.

Point Six: Institute training on the job. It is very difficult to erase inadequate training, says Dr. Deming: This is only possible if the new method is totally different or if the person being trained in a different kind of skills to a different job.

Point Seven: Institute leadership. Leadership requires knowledge of the common causes and special causes of variation; know the difference between the description of what happened in the past and the theory that allows us to predict. A recognized leader skills, talents and skills of those working with him. It is not a judge. You should know when someone is outside the system and take appropriate action.

Point Eight: Banish fear. Nine of the fourteen points have to do with fear. Deleting only can people work effectively on behalf of the Company. The fear comes from a known source. The anxiety comes from an unknown source. Between them, the fear is preferable.

new items Break down barriers between staff areas. When departments have different objectives and do not work together to solve problems, to set policies and to chart new directions. Although people work very well in their respective departments, says Dr. Deming, whether your goals are in conflict, can ruin the company. Work in a team, working for the company.

Ten Point: Eliminate slogans, exhortations and numerical targets for the workforce. The slogans, says Dr. Deming generate frustration and resentment. A goal without a method to achieve it is useless. But without describing how to set goals have been achieved is a common practice among American managers.

Eleven Point: Eliminate numerical quotas . Quotas or other labor standards such as the estimated daily work says Dr. Deming, the quality clog more than any other working condition. Labor standards guarantee inefficiency and high cost. They often include tolerance for defective items and waste, which is a guarantee that management will get them.

Point Twelve Breaking down barriers to pride of doing a job well . A more pernicious practices is an annual merit evaluation, the destroyer of intrinsic motivation and people, an easy way to Management escape liability.

Point Thirteen: Institute a vigorous program of education and retraining. productivity can be achieved in several ways: improving the existing machinery, redesigning products and workflow, improving the way in which the parties work together, but the knowledge and skills of individuals are the real source of improvement and the same are required for long-term planning.

Point Fourteen: Take steps to achieve transformation. A company that undertakes the path of continuous improvement has to change their perceptions, not just the current principles business, but the fundamental aspects of how the world works, their beliefs and business practices. A butterfly can not maintain 100 feet and still fly it properly, or is it a butterfly or worm.

To achieve the transformation is vital that everyone starts to think that everyone should work to provide a customer satisfaction:

• members of senior management must strive to achieve each of the thirteen points above and to eliminate the deadly diseases and obstacles.
• members of senior management should feel embarrassed and unhappy about past performance and should have the courage to change. Must leave the beaten path and embark on new things, even to the point of being marginalized by their colleagues. There must be a burning desire to transform its management style.
• Through seminars and other media, top management must explain to a critical mass of the company, because we need change and that change was inclusive. An adequate number of people in the company must understand the Fourteen Points, deadly diseases and obstacles. Otherwise the top management would be lost.
• Any activity is a process and can be improved. To work on the Shewhart cycle, they all belong to a team in order to address one or more specific issues.

Transformation is everyone's responsibility, but the core change required is the need to change our thinking on critical issues. The biggest challenge the Deming Management is changing the way we treat people. This is what will determine whether "real" we insert into the future.

THE DEMING CYCLE WHEEL OR

Deming was the main driver of the cycle of continuous improvement but actually this season was defined by Shewhart who considered as "a basic methodology applicable in any field of activity to ensure continuous improvement of these activities" Deming Wheel is a methodology that means applying a cyclic process, an action which has four key steps:

• P = PLAN = Plan thoroughly.
• D = DO = Make, make, make.
• C = CHECK = Check, check.
• A = ACT =
  
  Act

ANALYSIS OF EACH OF THE PHASES PDCA WHEEL

1. Plan (Plan)

is formulating a plan on how to proceed, it is the most influential and define a logical sequence of activities:

1.1. Define the topic select the topic to study and define the objectives.

• should use all available sources, instructions from clients, data and facts, management policies, suggestions from various sources.
• Select a theme based on priority criteria.
• The type and the extent of the problem should be described in a clear way.

1.2. Define the objectives quantitatively.

• observe and document the current situation, the data are collected.
• Use data and facts.
• Measure the difference in the data obtained differ from those expected.

1.3. Analyze the current situation, analyze the collected data.

• Process and stratify the data to have more and clearer information.

1.4. Determine possible causes, data-driven decisions and determining the real causes.

• Find possible causes of the problem.
• Useful tools for this purpose are: The cause and effect diagram, the Brainstorming (brainstorming).
• Get to know the real influence of the probable causes through analysis of a large number of data or similar cases.

1.5. Determine corrective actions, actions to change.

• Once defined the causes, it will be necessary to eliminate the negative effects of the problem.
• Ideally always take measures to eliminate the causes, bearing in mind the possible effects of corrective measures.
• In this first phase produces a design problem solutions, a theoretical design still must be ratified by the facts.

2. DO (Do)

means doing what has been identified in the plan, for it, prepare tests or test, indicating how they should be developed through procedures and explain to people who will carry out the execution of tests or test. Make phase includes:

• verification and implementation of corrective measures identified in the plan.
• The introduction of amendments to the original plan, if the result was positive corrective action.
• Note the work undertaken and the results obtained.
• training staff need to apply the proposed solutions is necessary for proper understanding and familiarity with the corrective measures have been defined.

3. Check (Check)

is checked if the goal is reached, it is necessary to check whether what unfolds is set correctly, the first thing to do is answer the following questions:

• What are we going to control?
• When we do it?
• Where are thought control?

Check In phase can control the causes, especially the critics, for example,

• if the quality is controlled raw materials correspond to the specifications.
• If the machinery, equipment, etc. operate as scheduled and specified.

Check In phase can check the results, the result means

• Product Quality. Items
• .
• production costs.
• Non-quality costs, etc.

4. Act (Standardize) Act

phase serves to normalize the solution of the problem and the conditions for maintaining it. Two situations may occur:

4.1. It has reached the target

• not change the situation and normalize the remedial measures implemented changes (processes, operations and procedures).
• Broaden understanding and training. Check
• standard corrective measures are properly implemented and if effective.
• Continue to operate in the manner prescribed.

4.2. If has not reached the target, you must:

• Browse the cycle developed to identify errors. Start a new
• PDCA cycle.

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Benchmarking, A Management Tool ISO-9000

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The objective in the process of benchmarking is to provide useful evidence and knowledge to businesses, through the best examples that enable them to identify the best approaches leading to the optimization of its strategies and its manufacturing processes.

In short, benchmarking is a response to demand all-natural formulas that allow not only survive, but to compete successfully.

BENCHMARKING CONCEPT

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is the process of obtaining useful information that helps an organization improve its processes. This information is obtained from the observation of other institutions or companies are identified as the best (or good enough) in the development of those activities or processes memorabilia.

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Benchmarking does not mean spying or just copy. It is designed to achieve maximum efficiency in the exercise of learning from the best and help to move from where you are to where you want estar.Las reference companies will have to find both the sector and in whatever may be valid.

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THE FIVE-STEP METHOD

• Identify Areas of sector or company in trouble or opportunities Improved: Benchmarking can be applied to any business or process. Previous research will be needed including: informal discussions with customers, employees and suppliers, this through focus groups or market research, statistics, questionnaires, satisfaction surveys, process mapping, financial analysis and reports on quality assurance.

• Identify organizations that are leaders in these areas: Find the best in each category and country. Consult customers, suppliers, consultants, business associations and business magazines to determine which companies are worth investigating.

• Study Best practices of these organizations: An initial study can be done in a good university library or the Internet. This will give an overview, for more detail will require a visit in person. CEO call and ask if a group of executives and employees in your company can visit the facilities for an hour. Be direct to propose a visit. Most CEOs feel flattered and will accept the proposal. Make it clear that any information that might interest them will be shared with them too. Determine what issues are out of study, things do not interest them.

Ask if may bring cameras and video. Prepare well in advance two lists: a list of objectives and a list of questions. Choose 2 to 5 guests, people who are related to the topic that concerns (for example if the goal is to make benchmarking study on the relationship between the systems area and commercial area, to call people in that specific area) that will be responsible for implementing any recommendations. So people in positions that cover a wide range of responsibilities (convened for a visit to a Director, Manager or Chief) may also include an external consultant to the visiting group. Meet with employees to explain the purpose of the visit and assign each one or two questions to make employees of the company they visit. Explain what issues are out of the study.

Tell them to think about how this visit can enhance the company / sector / area and think more questions. Leave out the questions that may be confidential (eg, cost, pricing or developing a new product.) Send a letter or email confirmation a week earlier, stating date, time, place of visit (where concur) how many people leave and their positions objectives and a list of possible questions.

Tours take approximately 1 to 3 hours. When you go take a present to show that they appreciate the opportunity, do not criticize what they see and focus on their goals. Look for anything unexpected or outstanding.

As soon as they return to their offices tipping your details in writing immediately. Discuss what they learned and how to apply it successfully. Then make sure that every visitor has an action plan detailing how they will implement the new information into their work. It will also be necessary to devise some formal analysis and process mapping of the process that they benchmark.

After several weeks, call back to the CEO to express his thanks and tell specific examples of how knowledge gained from the visit will be used in your company . Send a copy of all written by their employees in appreciation for having been allowed access to their facilities. Invite your people know your company or area of \u200b\u200bits responsibility.

• Implement Best Practices : Delegate the responsibility for the actions of individuals or inter-area teams. Set measurable objectives to be met within a specified time frame. Monitor the results. Get that key personnel of the company / sector / area, we deliver a one-page report on how extension is being carried out to implement the changes. Distribute this information to the entire organization.

• Remember, benchmarking is a continuous process. Best Practices can always improve. In Cordoba there are many cases of companies that have profited greatly from these visits learning. From a candy factory sharing experiences with a cement factory, to manufacturers of large electrical transformers learning from one of the nation's leading living making games. This was stated by Mr. Fernando Piovano, Production Manager of Living Color when referring to this experience: "it seemed a good idea to show the kids the pilot area of \u200b\u200b5" S "and even to ourselves, to know that there is a possibility work in a clean environment. "

The results of this experiment are rewarding for everyone involved in the activity, "the visit was very positive, the guys came with a lot enthusiasm and ideas that are already being implemented. The benefits of the visit, together with the 5 "S", are visible in the area, with a group of very united and committed. For me personally, let me very clear that there is another way of working and the possibility of improvement depends only on each of the push that put him achieve the objective, "said Fernando Piovano.

core organizational processes are always similar and we can always learn from a leader in its sector.

LEVELS OF BENCHMARKING

At the time of searching for role models, you can find five possible approaches or levels of Benchmarking:

Internal: takes place within the company. Perhaps there own department that could provide excellent information. First it would process models, second because they could collect information from customers or competitors who try and are similar processes. It is the easiest to make, because the information is readily available.

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Directly Competitive : Most companies have at least one competitor that can be considered as excellent in the process that is meant to improve. Getting the direct competitor to provide relevant data can be difficult, if not impossible. This problem can sometimes be resolved by a third party acting as intermediary.

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Competitive Latent: These are companies that can be much larger or smaller than ours, and therefore do not compete in the same markets. Also consider companies that have not yet entered the market, but presumably they will in the future.

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Competitive No: Sometimes information can be obtained through companies that are not direct competitors, either because the market in which they operate is geographically distinct, either because they are concerned a different industry. In the latter case the process must be adapted to the particularity of the company. The information will be easily accessible.

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World Class: This approach is the most ambitious, involves seeing the best recognized for the process considered an organization that does it better than all others.

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OBJECTIVES

Benchmarking is a systematic process through which:

• Measuring the results of other organizations with respect to key success factors of the company.
• determine how to achieve these results.
• Use this as a basis for setting goals and strategies and implement them in the company.

PROCESS METHODOLOGY BENCHMARKING
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Once the company has decided to go into this technique is necessary knowledge and commitment from all levels of the company, that is a continuous process and requires constant updates.
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In a first step will require a thorough analysis of the process itself, before carrying out any contact with other companies.
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There are factors of program success indicators among which are:

• Active engagement by the Board.
• clear definition of the objectives pursued.
• firm belief to accept the change suggested by the study.
• continuous effort.

INDICATORS OF SUCCESS FOR BENCHMARKING

Benchmarking is not an easy matter. Previously, should take into account many aspects. To achieve the purpose sought, surveillance is necessary enabling environment to see if, at any Elsewhere, someone is using practices and procedures with results that could be considered as excellent and if your approach could lead to greater efficiency in the organization.

Start Benchmarking phase of a process improvement program is not a step to be taken lightly. Benchmarking is an ongoing process requiring constant upgrading, where monetary and time commitments are significant. It is also necessary to carefully analyze their own processes before contact with other companies.

Indicators of success in a benchmarking process, then lists those deemed most important:

• An active engagement towards benchmarking by management.
• The existence of target Benchmarking project defined and clearly expressed.
• A clear and comprehensive understanding of the way of working itself understood as the basis for comparison with best practices in the industry.
• Willingness to change and adapt through the discoveries of Benchmarking.
• Realize that competition is changing and that one must anticipate. Willingness to share
• information with benchmarking partners. Focus on Benchmarking
• first optimal processes in industry and then apply.
• A group of majors and their recognition as leaders for their best performance.
• Support Benchmarking process.
• Open to new ideas with creativity and application of innovations to existing processes. Conclusions
• justified by data collected during the project.
• Benchmarking An ongoing effort.
• Institutionalization of Benchmarking.

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In the last decade, the notion of "quality" has become a central issue for companies, utilities and nonprofit organizations throughout Europe. One of the most visible of the "fashion quality has been, particularly in Europe, certification organizations, mechanisms of quality assurance, using the so-called ISO 9000. This certification form is becoming the norm factually basic quality for many industrial sectors in Europe.

ISO 9000 standards were developed originally for companies in the manufacturing industry. Since the early 1990's, however its implementation is spreading rapidly to other sectors of the economy. The developments in recent years has led to widespread recognition of the value of ISO 9000 certification and its role as a quality label.

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Of course, quality is not a new phenomenon in education and training, but the interest in ISO 9000 is of relatively recent origin. Since the early 90's, a number of educational institutions in Europe have obtained ISO 9001 or ISO 9002.

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While ISO 9000 certification remains a marginal phenomenon the world of education and training, the number of certified institutions and departments is increasing, particularly among training providers and vocational training continues.

1 However, many professionals the world teachers who wonder whether this development is the best way to improve quality in training institutions. For many people, the real value of a certification process of this type is still unclear, and without mentioning the costs involved in this process.

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WHAT ARE THE ISO 9000 STANDARDS
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The ISO 9000 series is a set of rules intended to order the management company that has won international recognition and acceptance because of the increased power that consumers have high international competition and enhanced by the integration processes.

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Some of these standards specify requirements for quality systems (ISO 9001, 9002, 9003) and others give a guide to assist in the interpretation and implementation of quality system (ISO 9000-2, ISO 9004 - 1).
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BACKGROUND

The International Organization for Standardization ISO was founded in the year 1947 with a view to developing technical standards for manufactured products and thus contribute effectively in the reconstruction of postwar Europe. The ISO now has 138 member countries, which are the national standards bodies of the respective countries.

1 Through 52 years of existence, has published ISO 11000 international standards. Despite this great work, the ISO was, until a short time an organization unknown to ordinary people. This organization, worldwide, only began to be recognized and became famous following the publication of known standards as ISO 9000.

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With the collapse of political barriers and the end of the Cold War entered a new era in trade relations worldwide. The economy expanded and trade among nations has increased to a cup more than the world production. Companies started to look at the export market as the only solution to any crisis and frequent domestic markets.
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stability in production could be maintained only with a strong export market. This trend was reflected not only in manufactured goods but in services exports. It was therefore necessary to seek a common language for managing quality understanding between buyers and suppliers regardless of where in the world will meet.
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ISO 9000 OBJECTIVES

• Provide elements for an organization to achieve the quality of the product or service, while keeping in time, so that customer needs are permanently satisfied, allowing the company to reduce quality costs, increase productivity and stand out or stand out from the competition.
• Providing customers or users the assurance that the product or services have the desired quality, agreed, agreed or contracted.
• Provide the address of the security company that you get the desired quality.
• establish guidelines by which the organization can select and use standards.
  

ISO 9000 FAMILY

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ISO 9000 provides guidelines for selecting and using standards for quality assurance, ie for selecting the a model of quality assurance, including ISO 9001/9002/9003 are described.
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ISO 9004, sets guidelines for the technical, administrative and human resources that affect product quality, ie, sets guidelines for quality management.

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ISO 9004-2, sets guidelines for the technical, administrative and human resources that affect the quality of services, ie, it refers specifically to services.
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The ISO 9001/9002/9003, down requirements to determine which elements should include quality systems, but is not intended to impose uniformity in the quality systems. Are generic and independent of any particular industry or economic sector.
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The first difference is relative to the number of subjects, and the second is relative to the demand. The most comprehensive is 9001, while the 9003 is the easiest.
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Another difference lies in the purpose and scope as outlined below: 1

ISO-9001: specifies the requirements to be met by a quality system, applicable when a contract between two parties means that demonstrates the ability of a supplier in the design, development, production, installation and servicing of the product supplied, in order to satisfy the customer.
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ISO-9OO2: specifies the requirements to be met by a quality system, applicable when a contract between two parties means that demonstrates the ability of a supplier in the production, installation and servicing of the product provided, in order to satisfy the customer.
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ISO-9003: specifies the requirements to be met by a quality system, applicable when a contract between two parties requires demonstrating the ability of a supplier of inspection and final testing of the product supplied, in order to satisfy the customer.

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Theories X, Y, Z

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Theories X and Y, are two mutually exclusive ways of perceiving human behavior taken by managers to motivate employees to achieve a high productivity Douglas McGregor was an illustrious figure administrative school of human relations boom in the last half century, whose teachings, very pragmatic, certainly have enough application even today despite having borne the weight of four decades of management theories and fads.

McGregor in his book "The human side of organizations" described two ways of thinking of managers to which he called Theory X and Theory Y.

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On the other hand, the "Theory Z" also called "Japanese method" is a management theory developed by William Ouchi and Richard Pascale (associate), who, McGregor as his theory to IT infrastructures and to a theory X.

Ouchi believes that there are basically three types of enterprise, type A that has assimilated the American companies, the J-type who assimilated Japanese firms and Z-type with a new culture, the culture Z. Z This new culture is full of little features implemented in the western companies the time and rather reflects certain characteristics common to Japanese companies.

The following link will find a job where he developed further study these three theories.

h ttp: / / sites.google.com / site / teoriaspsm / theories "xyz / TeoriasXYZ-LisethPag% C3% A9s.doc? Attredirects = 0 .

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Management and

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"The secret of business success is connecting with the hearts of people. The real leadership of human beings is to compliment and not condemned"

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