Enterprise quality management systems

Before discussing enterprise quality management it is necessary to define the definition of quality management (QM) systems. Many organizations and other groups of individuals have tried to define QM. There are several different operational definitions of quality, commonly used in many industries. The most common definition of quality is that it meet an integrated approach to achieve and to maintain high-quality output, focusing on the maintenance and the continuous improvement of processes and error prevention at all levels of the organization or exceed customer expectations. Quality management can be classified into two main categories, industry-specific quality and not industry specific QM. For example, some QM programs, such as ISO 14000, AS9100, QS 9000 and TL 9000 industry and others including lean management, six sigma, TQM and ISO 9000: 2000, company-wide quality management programs are. Our goal in this article is the enterprise-wide quality management systems, to compare the comparison of the systems, let me the high level to illustrate view enterprise QM systems.
The lean QM program focuses mainly on removing not value-added activities processes and services in an organization. Japanese engineers mainly Taiichi Ohno and Shingo, developed a concept called the Toyota production system, lean management calls the Western world. The main components of the lean quality management system called the 5S-System: sort, set in the order, lamps, to standardize and maintain. Similar to the principles of lean management, Six Sigma has been intense interest from the business. It was developed by Motorola in the 1980s and was popularized by General Electric Chief Executive Officer (CEO) Jack Welch and others in the 1990s. It is a data-driven approach to process improvement. Statistical tools and mathematical modelling in six sigma, you can reduce the error rate between 3.4 per million and 2 per billion. Framework, called DMAIC (define: define the scope of the problem, measure: collect data, analyze the problem, analyze: determine the cause, implement: implementation of the solution to the problem, and control: monitor and make it free of charge defective), is the heart of six sigma.
Similar to how lean management and six sigma, a considerable number of companies TQM, have applied, is a different quality management system and is the subject of many books and research. It is not a new concept, but it is an extension of a company-wide quality concept from Japan. Researchers have identified several definitions for TQM. The well-known definition of TQM is an ongoing process at the top management be necessary arrangements takes, standards everyone in the organization in the course of all duties to establish and achieve or exceed the needs and expectations of their customers to enable both internal and external. TQM is a never-ending process to meet internal and external customers and customer orientation in all activities in an organization. It uses statistical instruments to make defect-free processes. The core ideas presented by Deming, Juran, Crosby and Ishikawa are the key elements of the TQM. ISO 9000 is another powerful QM system similar to lean management, Six Sigma and TQM which is worldwide across all industries to support continuous improvement. A number of international standards and guidelines is designed to promote by a technical Committee consisting of experts from industry and other organizations around the world QM in organizations. There are five ISO standards: ISO 9000, ISO 9001, ISO 9002, ISO 9003 and ISO 9004. ISO 9000: 2000 is the most comprehensive and it provides a model for quality assurance in design, development, production, installation and services.
I am sure you can understand overview wide QM systems of enterprises. Let us now compare the systems.
Lean management is focused on process flow. It is assumed that the disposal of waste can improve performance. Well known benefits of lean are improving productivity; Quality and flexibility. But the importance of using statistical analysis was appreciated in lean.
Six Sigma assumes that focusing on process performance can improve operational efficiency, can improve customer satisfaction. The adoption of this approach is that variation in all present and analyze this derogation can improve performance. There are two types of variation in each process. Is a normal variation and other abnormal variation. Six Sigma talk about normal variation but abnormal variation. This is a frequent criticism of the use of six sigma.
In contrast to lean and six sigma, TQM focuses on all activities. This approach would assume quality is everyone's responsibility. All employees in an organization should put your best efforts to improve the quality of their products. It focuses on long-term results that require lot of coordination.
Finally ISO. It is a detailed document oriented approach to quality. It is a kind of looking inward approach. Factors are the business environment analysis, market requirements and business needs not taken into account.
Numerous surveys of the above-mentioned QM programs around the world have conducted since 1990. Each QM system begins his journey quality from a different perspective and drives on the shared goal of customer satisfaction. Some organizations integrate a quality management system in other maximum benefits of the quality management programs to. The important lesson for every organization to learn is that by just pick up a company-wide quality system and start you implemented not fruitful results will bring. Organizations should use Deming's plan-do-check-Act approach to implement all QM system. When considering organisational requirements; Customizing QM program to meet the requirements; Conduct some type of pilots which fine tuning test the approach before full implementation would bring maximum benefits. But don't forget, the fine tuning of the approach further certain your business companies large QM program by evaluating the results before the standardization.

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