Summary of "Segunda Parte Gestion Calidad"
Summary of "Segunda Parte Gestion Calidad" Video
This video is a detailed lecture on quality management, covering key concepts, methodologies, and practical strategies for implementing Quality Assurance and Total Quality Management (TQM) within organizations. The instructor revisits previous topics and expands on quality control, assurance, and the philosophy of total quality, emphasizing continuous improvement and organizational culture.
Main Ideas and Concepts
1. Approaches to Quality Management
- Quality Control: Focuses on inspection and verification of products or services, traditionally done by a separate quality department or external inspectors to ensure impartiality.
- Verification can be applied at various stages: inputs, supplier selection, protocols, and final products.
- Inspections may cover 100% of output or samples, each with pros and cons (cost vs. thoroughness).
- Statistical Quality Control:
- Uses statistical methods to monitor product quality.
- Originated before WWII and expanded thereafter.
- Includes Statistical Product Control (finished products) and Statistical Process Control (focus on the production process).
- SPC aims to identify and eliminate causes of variation during production.
- Quality Assurance:
- Ensures customer needs are understood.
- Defines control methods, certifies operations, sets standards, plans improvements, and demonstrates quality efforts to customers.
2. Total Quality Management (TQM)
- Originated in Japan in the 1980s.
- Philosophy: A continuous, permanent attitude toward quality improvement.
- Requires cultural change affecting all levels of the company.
- Focuses on customer satisfaction and continuous improvement.
- Introduces the concept of internal customers (employees or departments relying on outputs from other parts of the organization).
- Emphasizes prevention (doing things right the first time) and risk management.
- Quality is everyone's responsibility, requiring full organizational commitment.
3. Stages of Organizational Quality Awareness
- Ineffective Unconscious: No awareness or measurement of quality.
- Ineffective Conscious: Awareness but no improvement efforts.
- Effective Conscious: Ongoing measurement, adherence to standards, and continuous improvement.
- Effective Unconscious: Exceeds standards without conscious effort, differentiating themselves in the market.
4. Benefits of Quality Improvement (Deming Chain Reaction)
- Improved quality → Increased productivity → Lower costs → Lower prices → Increased market share → Job creation → Social benefit and company survival.
5. Total Quality Strategies
- Strengthen human resources through motivation, involvement, ongoing training, and teamwork.
- Develop open communication systems (horizontal between departments and vertical between management and staff).
- Implement statistical process control for timely decision-making.
- Collaborate with suppliers to ensure quality of inputs and timely delivery.
- Establish documented Quality Management Systems (quality manuals, procedures).
- Conduct internal and external audits.
- Use external quality certifications to benchmark and build customer trust.
6. Empowering Human Resources
- Motivational processes.
- Involvement in management and results.
- Continuous training.
- Foster teamwork to improve overall organizational efficiency.
7. Open Communication System
- Facilitates exchange of ideas and knowledge across all levels.
- Breaks down barriers between departments.
- Ensures everyone is informed about objectives, plans, and policies.
- Enables feedback loops for continuous improvement.
8. Supplier Quality Management
- Collaboration over confrontation.
- Suppliers responsible for quality, delivery, and pricing.
- Agreed quality standards to avoid failures in service provision.
9. Quality Management Systems
- Documented processes and instructions.
- Use of quality manuals.
- Standard models for quality management.
- Audits to evaluate efficiency, effectiveness, and compliance.
- Certifications to maintain and demonstrate quality.
10. Deming’s 14 Principles for Total Quality
- Focus on continuous improvement.
- Appoint a quality manager or department.
- Adopt quality as a cultural philosophy, not just inspection.
- Avoid choosing suppliers based solely on price.
- Identify and solve production problems consistently.
- Modern training and leadership development.
- Promote trust, responsibility, and autonomy.
- Break down departmental barriers.
- Eliminate numerical targets and slogans; focus on quality experience.
- Recognize and reward good performance.
- Comprehensive training and coaching.
- Implement transformation steps.
11. 9 Ms Affecting Quality
- Market
- Money (financial resources)
- Management
- Man (people)
- Material
- Machinery (equipment)
- Methods (processes)
- Measurement (information systems)
- Mother Nature (environmental factors)
12. Quality Responsibility and Organizational Placement
- Quality is everyone’s responsibility, not just a few.
- Quality management should be positioned at a high organizational level, ideally reporting directly to senior management.
- Close proximity to production, sales, design, and finance departments is recommended.
13. Quality Policies and Objectives
Quality Policy: General guidelines set by top management; defines
Category
Educational
