Total quality
See also: Quality
The Total quality ( Total Quality Management , TQM in English) is a step of Gestion of the quality whose objective is obtaining a very broad mobilization and implication of all the company to arrive to a perfect quality by reducing to the maximum the wastings and by permanently improving the elements of exits (out puts).
This step rests on ISO 9004, standard which is used as explanatory document with the standard ISO 9001.
History
It is in Japan into 1949 that are born the concepts known under the current names from Total Quality Management and of Total Productive Maintenance .
After the defeat of the Second world war, many Japanese workmen put themselves in strike following the suspensions of payment of the companies to which the banks lend money only under the condition sine qua non of recruiting zero. Japan, already threatened by the famine, is very sensitized with the wastings and develops a preoccupation growing with an economy at one time when the systems of detection of defects do not exist.
When the American soldiers come to occupy the Japanese territory like posts strategic at the time of the Guerre of Korea, Mr. Toyoda founder of from now on celebrates company Toyota sees there a market potential of needs for which it can provide. He then asks the one his engineers Mr Taiichi_Ohno to set up a model different from the Fordisme (into force at the time) and adapted to the socio-economic constraints of the time. This last will create a mode of organization called Ohnisme of which one of the basic principles is the minimization of the losses by an absolute quality. This model today proved reliable under the more widespread name of Toyotisme.
Great principles
That it is for quality or maintenance, the two terms are described as “total”, because, in the Japanese culture, each element must take part in the realization of the whole. In other words, contrary to the fordism where the direction draws the company towards its goals, the toyotism regards each one of its employees as an engine towards the achievement of the objectives.
In this direction, the model fordien carries out a production with operators called semi-skilled worker (OS) where the quality control is carried out only at the end of the chain and the parts sorted like valid or to put at the reject. On the contrary, at Toyota, control continuous, is shared by all the named operators working highly qualified (OHQ).
In fact, in the model toyotist the culture as a knowledge is pre-necessary; the employees must be educated, vigilant, know to communicate effectively to increase their qualification level in their field. They are the principal elements at the base of quality and maintenance, but they are obtained by a active Management of selection and implication of the workmen, who are fidélisés because of their qualification level, but also by engineers whose relational qualities with the workmen must be developed in order to facilitate the interpersonal communication like organisational.
Quality in project
This attitude is found in other fields, in particular the projects. The practice of controls and self-checkings of quality is essential there, because, unlike the world of the production where the manufacture of the parts is carried out by a repetition of independent cycles, the various tasks of a Projet are in interaction, dependant. The qualitative aim does not apply solely to the realization, deliverable of the project, but also to the documents, studies and with the team in itself.
At the beginning of a project, the room for maneuver is broad, but this one will be reduced quickly with the acquisition of relative knowledge about the project. It is thus vital to detect the defects as of their appearance, because any temporization inevitably leads to difficulties of adaptation because of reduction in freedoms and possibly to waste of time on the expiries and in the induced overcosts which can lead to dead of the project due to nonRentabilité.
Not quality
Nonquality is defined within the framework of a step quality. Nonquality is consisted of the whole of the events generating a variation compared to the process suggested in the step quality. The measurement of the costs of nonquality undergone to correct the variation with respect to the target process is a rather widespread method allowing the development of plans of progress and the priorisation of the improvements.
See also