Bringing quality management into focus
1993.98. Dec.,
Brian Thorpe, MIMechE. MIEE, MIED, FIQA
D During recent yearsthe introduction of
quality management systems intoboth
the industrial and the service sectors has
taken place at an ever-growing rate.
Frequently, the requirement to intro-
duce QA is imposed by a customer body.
One consequence of this has been a regis-
tering of concernby organizations who
are confused as to why this requirement is
being imposed upon them.
The purpose of this Paper is to present,
in simple language, someof the factors
behind the current situation in thehope
that it will provide a degree of under-
standing and reassurance to some,while
encouraging others (theimposers) to look
a little more realistically at their quality
management needswhen awarding work.
Finally, the Paper moves beyond the
system, toprovide a basic insight into the
concept of total quality management.
Introduction
Formal Quality Assurance standards and
quality management systems havebeen in use
in certain sectors of industry, particularly the tive Tendering(CCT) emphasizes this situation.
military and spacerelated sectors, for almost
30 years.
2. Quality Assurance (QA), therefore, is
nothing new. Despite this, itis only really
during the past decade that the benefits to be
derived by the selective and sensible applica-
tion of a good quality management system have
begun to be appreciatedon a wider front: local
authorities are typical examplesof recent
arrivals on the scene.
3. The increasing pressure for QA has in-
evitably produced a proportional increasein
misgivings and often genuine misunder-
standings. Recently a numberof articles have
appeared in the national press bypeople who
appear to feel resentful at, as they see it, being 7. What then is the function of Quality
forced to implement unnecessary formalities
(i.e., set upa quality system tocomply with BS
5750) when they believe that they already do a and putting alongside each an appropriate defi-
good job for their customers. Others seeQA as
an imposition leading to the needless spending
of monies without any guaranteed return. Such
criticisms are sincerely and often emotionally
expressed. They deservea proper response.
Some people are simply confused by the seem-
ingly endless stream of terminology and buzz-
phrases. The uninitiated can perhaps rightly be
excused if they have difficulty in getting to met.
grips with (for example)QA, TQM. BS 5750,
IS0 9000, customer care, third-party assess-
g,z:,%gr,
203-207
Paper 10320
ment, accreditation, and so on. The aim of this AMEPanel
Paper is therefore to try to explain in simple,
jargon-free language how the various terms Written discussion
above are in reality nothing more than integral c 1 0 s e s 1 5 F e b ~ o 1994
V
parts of a common logic.
Competition
4. Let us begin from a broad starting point.
As a nation we operate in competitive world
markets, and our success as such is directly
related to our ability to convince others that
British is best and then prove that beto the
case. Within ourown organizations many of us
also operate in competitive environments where
business survival and prosperity are directly
related to our ability to market our products or
services successfully and then to deliver,in
every sense, what our customers expect.
5. Increasingly, organizations such as local
authorities, who have hithertobeen somewhat
insulated from the arenaof direct competition,
are now being required to demonstrate greater
visibility of competence and responsible
resource management and to compete forwork
which was formerly regarded as traditionally
‘in house’. The adventof Compulsory Competi-
6. To compete successfully involves two
basic elements
(a) convincing others that, given the
opportunity, you can and will fully meet
their requirements better than your com-
petitors
( B ) actually meeting or exceeding a customer’s
expectations, thereby establishing a satis-
fied customer, a potential repeat customer,
an advocate for your business, products or
services, while simultaneously enhancing
your reputation and competitive edge.
The function of QA
Assurance?
8. Considering the two words separately
nition
Quality is completelymeetingacus-
tomer’s requirements.
Assurance is the ability to demonstrate that
one has the wherewithal to
ensure that these requirements B. ThorPe,
can be met and ultimately have Head OjDesign
been croup
Pa~tnership’sQuolity
9. From thesesimpledefinitions,itcan be Management ~ i ~ i ~ i ~ ~ ,
seen thatQualityAssuranceidentifiesdirectly Manchester
 QUALITY MANAGEMENT
with the previously stated criteria for competi-
tiveness and survival.
10. It is, however, one matter to compete
successfully and win business, but it is also
vital to do thingswell so a s to meet one’s own
prime business objectives,e.g. those concerning
profitability, return on investment, capital
employed and continuing customer satisfaction.
Performance in a way that meets these objec-
tives requires that the right things are done in a
properly planned and resourced manner, with
minimum errors leadingto ‘right first time’
results.
11. This is where a quality management
system comes into the picture. There is much
mystique and misunderstanding about such
systems, with fartoo many people believing
that they need to dismantle and rewrite
working practices that are already sound to
satisfy the requirementsof quality standards
such as IS09000 and BS 5750.
Quality management systems
12. In essence, what setting up a good
quality management system entails isYOU
(who know more about your business than
anybody else) askingyourself some very simple
questions, such as
(a) What is our scope of work?
( b ) What are the key activities that weneed to
undertake in order to achieve our scope of
work and for which a written procedure or
instruction would be beneficial in order to
guide people through the activity in ques-
tion in a consistent and preferred manner?
(c) Who is really responsible to whom for
what?
(d) Are we doing the right things(i.e. are we
effective)?
( e ) Are we doing things right (i.e. are we
efficient)?
13. When prepared, a documented quality
management system should represent, at that
time, the most effective and efficient way a
business can devise for doing what is necessaryeffect that the subject is ‘not applicable’. That
to satisfy its customers fully and to meet its
prime business objectives.If the system does
not meet these requirements, then it is almost
certain that the unique opportunity which
setting up such a system provides has been
missed.
The BS 5750/ISO 9000 standards
14. Ultimately, to perform in the most effec- ensuring the continuing adequacy and applica-
tive and efficient way possible must be the goaltion of the system itself.
of every business. In light of the above we can
now address the questionof how the quality
standards of I S 0 9000 and BS 5750 (which are
identical) are relevant. Itis important to realize ‘ how ’. How it will meet the applicable require-
what such standards really are. They are docu-ments of the standards is for each individual
ments which haveevolved over many years
from earlier standards. They identify key
aspects of business management and control
204
which, insofar as they apply one’s
to scope of
work, should be recognized and addressed. The
standards are not technical. What they particu-
larly emphasize are the fundamental pre-
requisites for consistently achieving quality
results, on time and to cost. Typical of the
points highlighted are the importanceof
having
(a) a clear defined policy for quality attain-
ment
( b ) clearly defined management
responsibilities
(c) a documented system reflecting your
current best working practices
(d) a proper review of customer requirements
a s a basis for sound planning and
resourcing
(e) stage verifications during work processes
to ensure that theverified output from one
stage becomes the validated input to the
next
(f)the proper training of people and uti-
lization of their skills
(g) control of document issues and changes
(h) control of non-conforming products and
situations and the implementation of cor-
rective action measureswhich eliminate
problem recurrences
(i) established and well-maintained records
( j ) a review and maintenance of the system to
ensure that it continues to reflect realities
and is being adhered to by all concerned.
There is nothingnew in any of this; it is all
commonsense.
15. One trap that many fall into when
setting up their systems against such standards
is thatof trying to satisfy all the relevant
requirements (i.e. 20 in BS 5750 Part 1, or 18 in
BS 5750 Part 2). This is quite unnecessary.If
some part of the standard,e.g. ‘Statistical
techniques ’, is not applicable toone’s func-
tions, one should not try to write an irrelevant
procedure on the topic; a statement should
merely be made in one’s Quality Manual to the
is the endof the matter.
16. It should be realized, however, that
according to the standards a system is expected
to have some controls in place which are
directly system-related, such as ‘ Management
review’ (Section 4.1.3 of the standard)or
‘ Internal audit’(Section 4.17 of Part 1 of the
standard). These requirements are aimed at
17. Also, although the standards state
‘ what ’ is expected by wayof management and
control, they donot stipulate the detailed
organization to decide; the waychosen should
be that which is best for the organization in
question.

Marketing aspects
18. Brief consideration has already been
given to the competitive needs of organizations, cannot properly evaluate specified require-
the fundamentals for competitiveness and
success, how Quality Assurance relates to these events in a proper manner in order to meet
fundamentals andhow the quality standards
such asIS0 9000/BS 5750act asguidelines for
structuring quality management systems. Con- standard aimsto minimize such risk by
sideration will now be given to the marketing
aspects of Quality Assurance and the roleof the more organizations introduce QA systems com-
third-party assessmentbodies.
19. If one is in business, market forces
cannot be ignored. If a major client tells its sup- control (QA) capabilityfrom those who support
pliers and contractors that unless they have a
quality management system in place by a
certain date, they will no longerbe considered
to provide support, then this is a very real
external pressure. When a client goes even
further and insists upon evidenceof third-party
certification, then this is a very significant
extra dimension with real cost implications.
20. Client bodies are increasingly making
such demands, however, and the indications are
that this situationwill continue to gain momen-
tum.
21. Why is this? Is it fair? Is it really neces-
sary? Is there not some other way? These ques-
tions are being asked more and more
frequently, particularly by smaller organiz-
ations who often see such demands as both
unnecessary and unreasonable.Let us try and
look objectively at the situation and put
matters into some kindof perspective.
22. Firstly, client bodies cannot be criti-
cized for wanting to be sure that if they place
work on others there is every expectation that
the right result will be achieved in a timely and
cost-effective manner.
23. Secondly, it is being increasingIy recog-
nized that the chancesof this happening willbe
improved by going to someone who has a prop-
erly defined management and control system in
place, than to someone who hasnot-hence the
up-front demands for evidenceof such capabil-
ity.
24. Thirdly, it should also be recognized
that growing numbersof client bodies sucha s
local authorities are themselves setting up their
own quality management systems under exter-
nal pressures (e.g. from the DOT) and in antici-
pation of CCT.
Purchasing
25. When people set up a system to comply
with the relevant requirementsof BS 5750 Parts
1 or 2, one of the requirements theyneed to
address relates to purchasing. This clause
makes it clear that the placing of orders purely
on the basis of cost and delivery information
alone is not good enough. Consideration must
also be given to the management and control
needs of what is tobe provided, which should
then be equated to the management and control
capabilities of the potential provider.
THORPE
26. Obtaining such pre-assurance is sens-
ible. Going to an inadequate provider,who
ments and thereafter plan, resource and control
them, can be a very costly experience and
perhaps damaging for a client’s reputation. The
requiring prudent pre-evaluations. Thus, as
patible with BS 5750, they are required to seek
evidence of appropriate management and
them. There are, then, several genuine reasons
for client attitudes.
The role of third-party assessment
27. Accepting the above argument, it can be
asked, however, why there shouldbe a demand
for other businesses to go to the extent of
having third-party recognition. Such recogni-
tion is, after all, essentially a marketing factor,
giving visibility to one’s capability.
28. Other than perhaps keeping companies
on their toes because they will be subject to
ongoing external assessment, such recognition
does not necessarily influence the effectiveness
or efficiency of a system. BS 5750 does not
require that a system shouldbe assessed by a
third party, but merely that evidenceof an
appropriate management and control capability
should be a factor in provider selection. I
suspect that there are a number of reasons why
clients are at times apparently indiscriminately
demanding evidenceof third-party assessment.
They see third-party recognition as some
guarantee for good work. This is a very
dangerous assumption. A quality manage-
ment system is not a guaranteeof good
work, although such a system,if properly
applied, should reduce the riskof errors
and of bad work. It should be remembered
that in the last resortit is people who
cause things to happen. The best docu-
mented system in the world will not com-
pensate for individual indifferenceor sheer
bloody-mindedness. Peoplewho fail to gain
third-party registration do not usually do
so because their systems are inadequate, as
these are assessed before a compliance
audit takes place. The failures almost inev-
itably come through lack of adherence by
people to the system’s requirements. This
is alwayslikely to be the case. The require-
ment in BS 5750 that internal audits should
be carried out recognizes this risk, among
others.
The client is insufficiently knowledgeable
about QA to be awareof other ways of
meeting the purchase clause requirement.
There are other criteria that can be used to
constitute recognitionof a provider’s capa-
bility, e.g. system adequacyfor the scope
 QUALITY MANAGEMENT

of work being undertaken, successfully system followed by a ‘sitback and let them get
satisfying a desk audit (questionnaire), a on with it’ attitude.
good track record, a mutually accepted job-
specific quality plan, andso on.
Economies : the client sees a substantial
cost saving related to the monitoring of Beyond QA
provider systems and their application.By 36. So far the emphasis has been on
stipulating third-party recognition, the systems, but the greatest resourceof an organ-
client relinquishes the cost burden and ization is its people. Each individual represents
simultaneously ensures that a third party a unique blend of experience, knowledge, talent
will act in an on-going monitoringrole. and other attributes,much of which is never
drawn upon in the conductof his or her regular
working tasks, largely because traditional man-
agement styles and structures have tendedto
Conclusions inhibit the opportunity to contribute.
29. So what is the current position? The 37. If within an organization a culture and
Author’s views (and advice) areas follows. an environment can be created which allow and
30. Quality management systems are funda- indeed encourage everyone to participate in,
mental to good business performance. Intro- and contribute towards, the continual improve-
ducing such a system is to be commended, ment of the activitiesof the organization and
regardless of any external pressures, simply the way in which they are performed, then a
because if it is done properly itwill enhance force of temendous potential for the benefit of
business performance and help to achieve one’s the businesswill have been created. It is pleas-
prime business objectives. Systems shouldbe ing to note the significant changes that arenow
based upon one’s best working practices and taking place in many organizations in this
not invoke change purely for change’s sake. respect. This Paper began by referring to
The standard BS 5750 should be used a s a sens- quality as‘ completely meeting our customers’
ible benchmark and a s a minimum reference to requirements’. At last the full implicationsof
the fundamentals forgood working practice this are beginningto be appreciated. We all
and quality attainment. It is not, however, a have customers, internal and/or external.We
panacea, and does not address allof the actions are all linksin the chain. We all receive some-
that many organizationsneed to take in order body’s output, or provide somebody’s input;we
to achieve their results. are continually both customer and provider. It
31. Third-party assessment of one’s system is the awarenessof these facts, the real identifi-
is essentially a marketing decision, andif regis. cation of our customers, establishmentof their
tration will enhance a business’s prospects, real needs and ensuring thatwe meet those
improve its competitive edge or otherwise be of needs in every respect, that are at the root of
benefit, then it should be sought. Total Quality Management (TQM) philosophy.
32. Those who do opt for third-party assess- 38. The philosophy extends to the afore-
ment should choosean assessmentbody that mentioned culture, environment and
will mean most to their clients (it is the clients opportunity to make individual andcollective
they are aiming to convince), not necessarily contributions to improvement and achievement.
the cheapest or the one that someone else has It is about the involvement of everybody in a
recommended. never-ending quest for the better way. It is
33. To client organizations, the appeal is: stimulating, exciting and rewarding.Does TQM
‘ Please don’t impose quality conditions on make QA obsolete? Certainly not; they are an
others blindly’: consider the real needs of the integral part of a fundamental logic.
job or specification and seek adequate evidence 39. Externalcustomers’expectations need
(not overkill)of appropriate provider capabil- to be met. To do that everyone needs to identify
ity. Remember itis not always the total applica- with and meet fully the needsof internal cus-
tion of a system that is important, but more tomers. It is necessary for everyoneto work at
often the management and control needs for a any particular moment in the best ways pos-
specific package of work or service. sible for that situation. Such ways need to be
34. Consideration should therefore be given defined so that they canbe followed and enable
to the merits of using Quality Plans as consistency of performance and minimum error.
Everyone has a part to play; therefore everyone
( a ) evidence of prior thought about the work needs to understand what their part is,how to
programme play it and whereto turn for help and advice if
( b ) a control vehicle during the work pro- needed. This iswhere quality systemscome
gramme into their own. Systems, however, are only as
(c) a record of achievement. effective as the people who use them.
35. Such documents are far more realistic 40. Thus understanding, commitment and
and useful than the blind stipulationfor a total sense of ownership are vital. Systems, however,
206

are only a ‘snapshot’ a t a given instant; they
need to be monitored, reviewed and updated.
41. The best source for suggesting and pro-
moting continuing ongoing improvementto the
system, and beyond itto all aspects of a
business, are those(i.e. everybody) who work
within it.
42. If the maximum benefit of people contri-
bution is to be derived, then there needs tobe a
proper environment to enable total people input
and participation, driven by a culture that rec-
THORPE
ognizes the importanceof customer identity
and needs a t every stage.
43. It is hoped that this short Paper will
bring better understanding in place of confu-
sion to some readers. Perhaps it will dispel
some of the sceptism about the benefitsof QA
and TQM, and give those who have not yet
committed themselves to go down the road to
quality management the encouragement to take
that first step. The benefitsof doing it in the
right way can be very significant indeed.
207