Quality / Calidad
📌 Introduction to Quality: History, Concepts and ModelsWhy talk about quality?
The concept of quality has been widely
debated and documented. Under this term, multiple definitions, certifications,
standards and international organizations have been developed. This post aims
to be a starting point to explore the topic, order key concepts and offer
resources to delve into its different dimensions. 📘 What is quality?
A first approximation
We can understand quality as an innate
quality, a characteristic recognized by all. But what does it really mean for a
product to be of quality? What characteristics define it? How do we measure it? From this initial perspective, quality is
something abstract, without objective criteria that allow distinguishing
between what is and what is not of quality. 📏 The need to measure quality
In order to manage it, it is necessary to
measure it with objective and quantifiable criteria. For example, a piece of
jewelry will be of higher quality if it contains more gold. Differences in
quality translate into differences in the quantity or intensity of a desired
feature. 👥 The customer has something to say
A car reaches 180 km/h and consumes 4 litres/100 km. Another reaches
230 km/h but consumes 8 litres/100 km. Which car is of higher quality, the one
that runs the most or the one that consumes the least?, both are quantifiable
measurements.
It depends on the client. For those who
value saving, the former will be better. For those looking for speed, the
second. Therefore, quality also depends on the user's perception. "Quality
is fitness for use" – J.M. Juran 🎯 Specification Compliance
Quality is the degree of compliance with
the specifications defined by the customer. These specifications include
tolerances, costs, prices, and other measurable factors. 🧭 Historical evolution of the concept of Quality
From the previous section, the need arises to set objective criteria
so that when talking about quality, everyone talks about the same thing. That
is, international standards and related activities, to facilitate the exchange
of service goods around the world. From this need arose ISO "International
Organization for Standard", or International Organization
for Standardization, where ISO quality standards are defined. ISO "International
Organization for Standardization" was founded in 1947, and is
headquartered in Geneva, Switzerland. It was promoted by the United Nations,
after the Second World War. In 1987, the ISO 9000 series was created, which has
been gradually revised until today. Its high level of implementation in
European companies has forced American companies to adopt the standard. In
Europe, EFQM "European Foundation for Quality Management" was
founded in 1988, with the support of the "European
Union", the "European Organization for Quality". It
is currently made up of 600 organizations, including private and public
companies, universities and institutes.
Meanwhile in the United States, in 1986, the SEI "Software
Engineering Institute" developed the "Maturity
Model", with the help of theMITRE corporation, to help
organizations improve their software processes. Initially, it was intended to
provide the U.S. Federal Government with a method with which to evaluate
software vendors. In 1991, the CMMI "Capability Maturity Model
Integration" was created to help organizations develop effective
processes. We will then analyse each of the organisations and the models
developed by them separately. But first we consider it interesting to see the
evolution and trends regarding quality, from its beginnings to the present
time:
🧠 Key Thinkers
Frederick W. Taylor March 20, 1856 – March 21, 1915
He was born in Philadelphia, United States, and his most important
contribution to the field of Quality is the application of the scientific
method to the organization of work. It meant a qualitative and quantitative
leap in the field of Quality, and in industry its theories on the
specialization of the job. In the following link, we can read the summary of
his most important ideas: http://www.monografias.com/trabajos26/taylor
Born in Braina, Romania, he has lived in the United States since he
was a child, his ideas had a great impact in Japan. JOSEPH M. JURAN: 1904 - 2008
In 1979, he founded the
Juran Institute, whose objective is to provide organizations with
techniques and tools for quality control. His two major contributions in the field of Quality are:
W. Edwards Deming 1904 - 2008
Originally from the Sioux city in the United States, from the
fifties he went to Japan, where his ideas were very well received, from such an
point that there the quality awards were called "Deming Awards". Her
studies are aimed at the statistical control of processes and the improvement
of Quality. · 14 POINTS FOR MANAGEMENT Which we will briefly summarize (the text in italics is taken from
the book written by him "Quality, productivity and competitiveness: the
way out of the crisis") 1.- Constancy purpose of improvement "To create consistency in the purpose of improving the product
and service, with the aim of becoming competitive and staying in business, and
of providing jobs." 2.- Adopt the new philosophy. "We are in a new economic era. Western managers must be aware
of the challenge, they must learn their responsibilities, and take over
leadership to change. “ 3.- Eliminate mass inspection "Stop relying on inspection to achieve quality. Eliminate the
need for mass inspection, incorporating quality into the product first." 4.- Relationship with suppliers "End the practice of doing business on the basis of price.
Instead, minimize the total cost. Tend to have a single supplier for any item,
with a long-term relationship of loyalty and trust." 5.- Continuous Improvement "Constantly and always improve the production and service
system, to improve quality and productivity, and thus reduce costs
continuously." 6.- Training "Implement training on the job." 7.- Implement leadership. "The goal of monitoring should be to help people and machines
and appliances do a better job. The supervisory function of management needs to
be reviewed, as well as the supervision of operators." 8.- Remove fear "To discard fear, so that everyone can work effectively for the
company." 9.- Inter-departmental teamwork "Break down barriers between departments. People in research,
design, sales, and production must work as a team, to anticipate production and
in-use problems that might arise with the product or service. “ 10.- Quality depends on the system "Eliminate slogans, exhortations and goals to ask the workforce
for zero defects and new levels of productivity. Such exhortations only create
adverse relationships, since the bulk of the causes of low quality and low
productivity belong to the system and therefore fall beyond the possibilities
of labor." 11.- Leadership vs. Objectives a) Eliminate work standards (quotas) in the plant. Replace with
leadership. b) Eliminate management by objectives. Eliminate management by
numbers, by numerical objectives. Replace with leadership. “ 12.- Identification of workers with the company "a) Eliminate the barriers that deprive the worker of his right
to be proud of his work. The responsibility of superiors must shift from mere
numbers to quality. b) To remove the barriers that deprive management and engineering
personnel of their right to be proud of their work. This means, among others,
the abolition of annual or merit-based qualifications and management by
objectives." 13- Training "Implement a vigorous program of education and
self-improvement." 14.- It involves the entire company "Put all the company's personnel to work to achieve the
transformation. Transformation is everyone's task."
Philip B. Crosby
"Zero defects" and cost of
non-quality Philip B. Crosby (1926–2001) was one of the great references of quality management
in the business world. Their focus was on error prevention and the idea
that quality doesn't have to be expensive, quite the opposite. 🔹 Key
principle: "Quality is free" In his most influential book, Quality is
Free (1979), Crosby argues that investing in quality early on reduces
costs in the long run, as errors, rework, returns, and customer churn are
avoided. This idea is summed up in his famous phrase: "Quality doesn't cost. What costs is
the lack of quality." 🔹 The
concept of "Zero defects" Crosby popularized the "Zero
Flaws" approach, which doesn't mean absolute perfection, but an organizational
commitment to getting things right the first time. For him, mistakes are
not inevitable, but the result of poorly designed processes or a culture that
is permissive of mediocrity. 🔹 Its
four absolute principles of quality
🔹 Cost
of non-quality Crosby introduced the concept of Cost of
Poor Quality (COPQ), which includes:
His approach helped many companies quantify
the economic impact of not managing quality well, and justify investments
in training, process improvement, and organizational culture.
🏛️ International models and standards
ISO – International Organization for Standardization
The objective of this organization is to define methods, so that
organizations can objectively evaluate their suppliers. Thus, in 1987, he
created the quality standards of the serious ISO 9000 The Rules:
The 8 Principles for Performance Improvement: These principles are the ones on which management should be based,
to direct the organization, in Quality.
Process-Based Approach and Continuous Improvement: 🔄 Principles of Quality
Management (ISO 9000:2005)
1. Customer focus 2. Leadership 3. Staff Engagement 4. Process-based approach 5. Systems-based management 6. Continuous improvement 7. Fact-based decision-making 8. Mutually beneficial relationships with
suppliers
EFQM – European Foundation for Quality Management
In this section, rather than the "European Quality
Award", we will focus mainly on the "EFQM Model of
Excellence" Below, we present graphically the basis of the model. EFQM MODEL
www.efqm.org CMMI – Capability Maturity Model Integration
Process Maturity Model Developed by SEI The CMMI (Capability Maturity Model
Integration) is a process improvement model originally developed by the Software
Engineering Institute (SEI) at Carnegie Mellon University. It is designed
to help organizations improve their processes and their ability to develop
high-quality products and services. CMMI provides a structured framework for
assessing the maturity of an organization's processes and guiding its
continuous improvement. It is applied in areas such as software development,
systems engineering, procurement, services, and more. The model defines five levels of
maturity, which represent the degree of sophistication and optimization of
an organization's processes:
Model Components
Benefits of CMMI
🌐 Links of interest
Access to the official website of ISO International Organization for
Standardization, where all standards are defined, as well as additional
information on Quality
Institute that bears his name, in which you can access his
biography, the activities of the institute, etc,, Website of the JUSE "Japan Union of Scientists and
Engineers" http://www.juse.or.jp/e/deming/ American Society for Quality
📚 Recommended Books on Quality
The Principles of Scientific Management –
F.W. TaylorIntroduces the scientific organization of work and operational
efficiency. Quality Control Handbook – J.M. Juran Managerial Breakthrough – J.M. JuranFocused
on continuous improvement and chronic problem solving. Quality, Productivity and Competitive
Position – W.E. DemingPresents the 14 management principles and the PDCA cycle. The Deming Method in Practice – W.E.
DemingPractical Application of Deming's Principles. Quality is Free – P.B. CrosbyIntroduces the
concept of "Zero Defects" and the cost of non-quality. Introduction to Quality Control – Kaoru
IshikawaJapanese view of quality control and teamwork. Understanding ISO 9001 – Carlos H.
HernándezPractical guide to implementing ISO 9001:2015. Guide to the preparation of a quality
manual – Adriana Gómez VilloldoManual for writing quality documentation. The 5 S's: Practical Guide – Héctor
SantiagoImplementation of the 5S methodology for order and efficiency. Process Management – Various AuthorsHow to
structure organizations around key processes. Keys to Lean Management – Various
authorsIntroduction to Lean thinking and waste elimination. 🚀 Latest trends in quality management (2025)
1. Quality 4.0 and Artificial
IntelligencePredictive analysis, decision automation, real-time control. 2. Internet of Things (IoT)Connected
sensors for traceability and continuous control. 3. Digitalization and automationERP,
dashboards, online document control. 4. Sustainability and ESGI
approachIntegration of environmental and social standards (ISO 14001, SDGs). 5. Extended risk managementStandards such
as ISO 22301 and 45001 for organizational resilience. 6. Ethical leadership and organizational
cultureReal commitment to continuous improvement, ethics and transparency. |
