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Module:
Quality
management
Chapter 2: Quality and
Quality
management
system

Teacher: Mr. MALIOU D

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Lesson n°2: Quality

1. INTRODUCTION

Quality has become an essential aspect in the production of companies. The logic of quality has
developed with the opening of the economy which has accentuated and transformed consumer
demand.
Quality refers to the ability of the company to make its product appreciated by its customers. The
differentiation of its products by quality is a source of competitive advantage for the company, which
will favor a strategy based on quality over a ruinous price war.

2. DEFINITION OF QUALITY
Quality is a difficult concept to define because its meaning depends on the context in
Which we replace it. Thus the definition of quality is a function of the requirements/expectations of the
customer, company, standardization, product, service and time.

Quality is the ability of a set of intrinsic characteristics (process, product/service, organization) to

satisfy expressed or implicit customer requirements/needs (ISO 9000).

In practice, quality comes in two forms:

• External quality, corresponding to customer satisfaction. It is a question of supplying a product
or services in conformity with the expectations of the customers in order to retain them and
thus improve its market share. The beneficiaries of external quality are a company's customers
and its external partners. This type of approach thus requires a necessary listening to
customers but must also make it possible to take into account implicit needs, not expressed
by the beneficiaries.

• Internal quality, corresponding to the improvement of the internal functioning of the company.
The purpose of internal quality is to implement means allowing the organization to be described
as well as possible, to identify and limit malfunctions. The beneficiaries of internal quality are
the company's management and personnel. Internal quality generally involves a stage of
identification and formalization of internal processes carried out through a participatory
approach.

Enterprise-level quality
Quality is a concrete concept that the company can fully integrate into all the workings of its
organization:
• At the level of its products or services (interface that connects the customer to the company).
• At the level of associated services (warranty, after-sales service, reimbursement, information)

• At the level of its communication (with customers and partners).

• At the level of its production (avoids rejects, errors, loss of time, non-respect of deadlines).

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3. HISTORY OF QUALITY (4000 YEARS OF HISTORY)

The history of quality begins more than forty centuries ago in the kingdom of Babylon. King Hammurabi
of Babylon (1792-1750 BC) had a code of 300 articles engraved in a stele made from a huge block of
diorite. The concept of medical liability (article 218) provided that: " if a doctor operates on a man for
serious injury with a bronze lancet and causes the death of the man or if he opens an abscess in the
eye of a
with a bronze lancet and destroys the man's eye, his fingers will be cut off ”.
Similarly, article 233 introduces the notion of quality control in production: " if a mason has built a
house for someone but has not carried out his work according to the standards and if a wall is leaning,
this mason , at his expense, will reinforce the wall”.
In the 15th century BC, the Egyptians practiced control of the work of stonemasons by independent
inspectors.
In the Middle Ages, Étienne Boileau 's Book of Trades (published between 1258 and 1268) drew up
the "specifications" of the main trades of the time.
Jean-Baptiste Colbert (1619-1683), Louis XIV's Secretary of State, made a declaration on August 3,
1664 which remains valid: " If our factories impose, by dint of care, the superior quality of our products,
the foreigners will find it advantageous to supply themselves in France and their money will flow into
the coffers of the kingdom. »
But it was really during the 1920s, with the development of industrial mass production (a period called
“Taylorism”), that the place of quality became preponderant.

The world is shaken by economic crises, as well as by two world wars, which causes a spectacular
increase in needs. This translates into a sharp increase in the quantities produced, with the products
themselves becoming ever more complex.

At that time, Walter A. Shewart (1891-1968) was appointed to the technical direction of Bells Labs in
New York in 1925. He was in charge of studying methods to improve quality and productivity. There
he perfected his theory of the control chart to overcome the large number of rejects. In 1931, he
published the results of his work, which enabled a scientific approach to quality in the “ economic
control of manufactured products ”.
As part of the Apollo space programs in 1961, Philip B. Crosby developed the concept of "zero
defects" by emphasizing the place of man (motivation and behavior) in obtaining quality even before
production (a priori).
In 1979, ISO launched a study of international quality assurance standards. The standards of the ISO
9000 series were born in 1987. We will henceforth speak of quality management. The notion of
“organism quality” has replaced the notion of “product quality”.

3. QUALITY AND SATISFACTION

Quality can have different names, depending on who expresses it (customer or company), but also
depending on the process in progress (marketing, purchasing, manufacturing, and distribution):

has. The expected quality

The expected quality is the one that the customer builds around his needs but also his previous
experience of the product or service.
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b. The desired quality (designed)

It is formulated by the company in the form of explicit criteria. What the company designs
and the specifications established during the design must correspond to the expectations of the customer transmitted by
the marketing.

vs. The quality delivered (achieved)

This is what the client actually receives. What the company does (realized quality): the produced product must meet the
design specifications.

d. Perceived quality
This is what the customer experiences, in particular thanks to the customer satisfaction survey . This tool measures
the quality perceived by customers (level of customer enthusiasm, ability to recommend the company). It is essential for
initiating progress actions and measuring the effectiveness of the actions undertaken.

The satisfaction survey is the only objective way to measure the quality perceived by customers. It is therefore one of
the most valuable tools for quality teams that will allow them to initiate a relevant action plan.

Ultimately the quality of a product depends on 4 steps:

1. The company designs the product based on the customer's expectations
2. The company produces a product according to the design
3. The customer perceives the product produced by the company
4. The customer compares the product he perceives with his expectations

Customer satisfaction (quality) results from the comparison between:

• What he expects (expected quality): the customer expects a product to have a certain number of characteristics

• What he perceives (perceived quality): once the product has been designed and produced, the customer perceives
characteristics that he compares to his expectations

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For the perceived quality to be in line with consumer expectations, this requires an effort to coordinate the
various departments and services of the company; it also requires that all processes be designed and
controlled to ensure that the product meets established specifications and thus customer expectations.

Example:
1. The marketing department, through market studies, indicates that customers expect yoghurts with a
certain taste, with a certain smoothness, at a certain price.
2. The design department will have to design yogurts with a certain acidity
measured in PH, a smoothness expressed by a level of viscosity.
3. The Purchasing Department will then have to purchase milk, yeasts and flavorings from suppliers
according to well-defined specifications.
4. The production will have to produce jars containing a certain quantity of product.
5. Then after consumption, it will be necessary to check that the customers have appreciated the taste,
the smoothness and the price.

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5. FOOD QUALITY

The end user of a food, the consumer, expects several "satisfactions", so there are several components of food quality: 4
S+2R+T+E

5.1. Safety (S1) = hygienic quality. We don't want danger.

We don't want the food to bring "something harmful to our health", to make us sick. What can make you sick in food?
Microorganisms (e.g.: salmonella, hepatitis virus) or their toxin, toxic products (e.g.: heavy metals, pesticides), excess
normal components (e.g.: additives), normal components unsuitable for a particular consumer (e.g.: intolerant to
lactose, allergic to peanuts). Mastering food safety and hygienic quality is the subject of all hygiene courses (eg: HACCP
and Hygiene in Food Processing Industries).

5.2. Health (S2) = nutritional quality. We want more nutrients .

We want the food to provide "goodness", to be dietary, to maintain and improve our health. These are primarily major
nutrients (lipids, carbohydrates, proteins) and minor
(vitamins & minerals). New demands arise concerning useful components (fibers, AG omega 3, polyphenols, trace
elements), or supposedly beneficial (probiotics, "functional" foods, etc.). In fact the nutritional balance comes from the
diet, therefore from all the foods consumed over a long period. The nutritional quality of a single food therefore does not
mean much. There is no ideal food, the ideal being

vary foods.

The first 2 components of quality, safety and health, are invisible.

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The consumer must "trust" the seller, and the seller himself must trust the producer: this is why
distributors impose health quality standards. This is also why the law intervenes to ensure the
protection of consumers: the hygienic quality of food is an obligation for the IAA (cf. regulations
of the Hygiene Package). On the other hand, the consumer can "see" the following 2 components,
flavor and service.

5.3. Flavor (S3) = organoleptic or hedonic quality. We want to "have fun".

We want to satisfy our five senses (and not just taste). This quality often conditions the first two:
We sometimes become intoxicated because we love; one imbalances one's ration by excess or
lack of taste (eg excess of lipids and sugary drinks (USA), deficiencies in old people). Organoleptic
quality has a major sensory component, measurable by sensory analysis (objectified by a jury),
but also has a psychological and social component (the Dream, explained later).

5.4. Service (S4) = quality of use. We want it to be convenient.

A healthy, complete and delicious food will not be sold if it is too expensive , hard to find,
difficult to prepare and impossible to preserve (eg certain exotic fruits). So we want food:

- which can be kept for a long time before sale and after purchase, and after opening (e.g. UHT
milk)
- that are easy to use: storage, opening/closing, preparation
Today, a large part of the value added to food by the food industry relates to this use and service
value (eg: sophisticated packaging, ready-made meals).
- that are affordable: both not too expensive and available, on sale "everywhere".
The price is a determining factor of choice for some people (low incomes), but also gives an
image of the quality. There is confusion between "It is better, therefore normal that it is more
expensive", and "it is more expensive therefore surely better". Consumers often refer to the price/
quality ratio.

5.5. Regularity (R1) of the other qualities over time. We do n't want to
change
Quality only "pays" if it is reproducible (eg a juice that is only good in one out of two bottles
does not meet consumer expectations). Quality control, quality assurance, attaches to this
regularity to give a constant product. We don't want surprises, even good ones.

5.6. Dream (R2). We want to escape

Some consumers are looking for the natural ("organic" products), the traditional (eg advertising
with a "granny" or a 16th century painting, rural appeal). This is called transferred characteristics,
where the imaginary and the symbolic will "dream" the
consumer (e.g. my grandmother's jam is necessarily better). This transferred quality is reinforced
by advertising, the style of the point of sale ("animation" in large
surface, store decoration), but also by proximity (network, family, word of mouth).

5.7. Technology (T1): suitability for processing and distribution.

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The consumer is not the only user of the food, and quality is the satisfaction of
all users: processors , craftsmen and manufacturers, and distributors, stores and supermarkets,
also expect precise product characteristics.
(Ex.: baking quality of flour, water retention of meat for salting, suitability for storage in a truck,
shelf life of yogurt in supermarkets, etc.)

5.8. Ethics (E1): We want to be a " good person " (who thinks about nature and
others)
Ability to satisfy the moral demands of consumers by explicitly taking into account the needs of
“others” : these others can be, for example,
- future generations (sustainable, “organic” production),
- local producers (short circuits),
- producers in poor countries (fair trade)
- animals and their welfare.

6. Non-quality and Over-quality

6.1. The non-quality

Non-quality is “the measured difference between the desired quality and that actually obtained”.
The opposite of quality, called non-quality, also has a cost. Indeed it is generally more expensive
to correct defects or errors than to "do it right" from the start.

Numerous studies and diagnoses have shown that the non-quality cost represents approximately
10% of turnover and can even sometimes exceed 20%. The cost of non-quality is a measurable
aspect because it translates into a loss of market share and a questioning of the company's brand
image.
Non-quality is also waste, disputes with customers… The company therefore has an interest in
giving priority to satisfying the needs of its customers if it does not want to lose the competitive
advantage conferred by quality. But the implementation of a quality approach requires a specific
management style.
It seems to us that taking non-quality elements into account is a decisive factor in facilitating the
deployment of a (real) quality approach. The cost of non-quality varies according to the severity
of the defects. A final rejection of a batch involves higher costs than those generated by
alterations. But what must be remembered is that any element, however small, is a cost support.

6.1.1. Typology of defects

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has. Critical defects : these defects render a component or product unusable. They can also undermine (or risk doing
so) the safety of the user or can be the cause of food poisoning (viral, bacteriological, physical and chemical…toxi-
infection or poisoning).

b. Secondary defects : they sometimes have an impact on the life of the product or can make it infectious in the long
run. Products carrying this type of defect constitute what is commonly called the second choice. Note that there is
no second choice in terms of food safety unless the danger can be overcome and eliminated (there is no half-
danger in the field of food safety).

vs. Minor or tertiary faults: these faults have no effect on the operation of the product and in no way affect the safety
of users.
They generally relate to shape, color, etc. In food production they can alter the market value of a food by making
it doubtful even if it does not involve a danger (no risk of contamination or danger to health).

6.1.2. The costs of non-quality

On the other hand, the cost of non-quality is all the greater the later it is detected. By way of illustration, making a defective
product again will ultimately cost more than double the production price of the initial product if it had been made correctly.
What's more, the price difference will be less if the defect is detected during production than if it is detected by the end
customer (customer dissatisfaction, handling of the incident, customer follow-up, shipping costs, etc. .).

These costs can be internal, external:

a- Internal costs:
They are said to be internal as long as the product is being processed or is not put on the distribution circuit. They
are generated by:
• Scrap
• Retouching.
• Reconditioning

• Repairs
• Contaminated material destroyed
b- External costs:
They are directly linked to consumer dissatisfaction. They come in the form of:
• Warranty costs
• Return costs for refused products • Legal action
for food infection
• Degradation of the company's brand image • Product recall

6.2. The over-quality

The purpose of quality is therefore to provide an offer adapted to customers, with controlled
processes while ensuring that the improvement does not result in a general additional cost, to which
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case we speak of "over-quality". It is possible to improve a large number of malfunctions at a

lower cost, but, conversely, the more one wishes to approach perfection, the more the costs rise.

In absolute terms, for companies it is not so much a question of responding exhaustively to

customer expectations (“zero defects”) as of responding to them better than competitors.

7. TOOLS TO IMPLEMENT QUALITY

There are many tools within a company to implement quality. We have chosen the
tools most used in the company. These tools, created and/or disseminated by the main founders
of the quality approach as part of their consulting actions with companies, are intended for
education. It is useful to divide quality tools into two categories:

• The complex tools used in the fields of engineering, logistics, metrology, statistics, by
planning and method departments,... These tools were often created at the beginning of
the last century. Most of them already appear in the book by Joseph Juran (1951) “Quality
Control Handbook” Mc Graw-Hill Book Company, a guide bringing together the concepts,
tools and approaches applicable to quality improvement. • Simple tools to help with
reflection, analysis, method, usable by all audiences without special training. It was the
JUSE (Japanese Union of Scientists and Engineers) who made the first systematic distribution
in 1977 of 7 "general public" tools selected for the simplicity of their use. These tools were
called the "7M"

(1-Pareto diagram, 2-cause-effect diagram, 3-stratification, 4-checklist, 5-

histogram, 6-scatter plot, 7-graph/control chart

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7.1. To analyze a performance It is

possible to check the performance from a control chart. (United States) (Author: Walter A.
Shewart) (Variants: Dashboard monitoring, Statistical Process Control (SPC): A quality
management method in which one measures, using statistical techniques, a process to determine
whether to make changes to it or keep it as is).

• Example: Statistical Process Control (MSP)

The MSP is according to the course of Mr. Gérard PINEAU "a set of actions to evaluate, adjust
and maintain a production process in a state to manufacture all its products in accordance with
the specifications adopted and above all with stable characteristics over time". This tool is
particularly interested in measurements, statistics and allows the implementation of notions such
as: machine and process capability calculations, construction of control charts with control and
monitoring limits, etc.

7.2. To frame management (Improve a process)

has. The Deming Wheel (USA)
Steps for implementing quality control. Another name: the PDCA (Plan - Do - Check - Act :
design, implement, control, react), the "quality wheel". This method was launched by the quality
specialists JURAN and SHEWART at the Bell Telephone company in 1925. W. Deming, a
statistician who had been a school trainee with SHEWART at that time, mentioned this tool in
Japan in 1950 when he was in charge to give a series of courses on statistics for 2 months. In
1954, the Japanese industry called on JURAN to explain the managerial aspects and methods
of deploying quality. Nevertheless, Deming's name remained attached to this tool. • Plan: plan,
define

• Do: do
• Check: study, analyze
• Act: act

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b. The Six Sigma Method (USA)

Six Sigma is a management method aimed at continuous quality improvement.
Equivalent: PDCA, of which it is an improved version.
It is an operational management method for optimizing the organization's processes. The method relies on extensive
use of statistics, hence the name 6 sigma, to improve performance and reduce sources of inefficiency.

The method comes from the United States where it was developed by major American companies.
Measure, analyze, improve and control process capability to “near perfection”.

• Define: collection of customer needs and process mapping.

• Measure: analysis using measurement systems, definition of the main indicators

of quality translated into Sigma (standard deviation and DPMO).

• Analyze: detailed process mapping, root cause analysis, problem analysis

capability…

• Innovate: process improvement.

• Control: verification of the sustainability of the improvements

vs. Quality Circles
They are mainly communication tools. Their purpose is to share information, improve the quality of work, promote
understanding of objectives and mutual recognition.

It was Kaoru Ishikawa who came up with the idea of quality circles in the early 1960s. These are small working groups
of 3 to 10 people, belonging to the same work unit, who meet voluntarily and regularly to identify and solve problems
relating to their work. Quality circles are one way in which employees participate in the search for total quality. Their
goal is continuous quality improvement in their area of the business:

• Improve production and lower costs

• Improve work organization
• Improve working relationships and conditions
• Improve information and concentration
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• Improve workplace safety

• Promote personal development

• Develop staff support and commitment within the company

7.3. To analyze a functioning It is possible

to use "process mapping" or process analysis. This tool, already used in the 1930s in the United
States where it is still used, has since been available in various forms, from the simplest to the
most complex, for example the following:

• The flowchart (synonym: flowchart)

Codified diagram representing the successive and logical steps of a progression and showing
the interactions of a procedure, a process or a system using a set of interrelated geometric
figures (for example rectangles or diamonds).

The flowchart is a tool for analyzing a process. This requires separating any process into multiple
events or activities and showing the logical relationship between them. It obliges the users of the
process to identify its differences so that they become clear and logical.
Visualization technique of the key steps of a decision-making process to accomplish a repetitive
activity. A variant of the flowchart to which decision logic has been added. Ideal tool for writing a
procedure.

7.4. To find the causes of defects and qualify their impact

has. The Cause and Effect Diagram (5M) or Ishikawa Kaoru Ishikawa Diagram
(synonym: fishbone diagram).
Diagram to examine the root causes of problems. By continually asking the question "Why?" »,
we end up discovering the real cause of the problem. Typically used to highlight the causes of a
problem and group them into separate categories (e.g. method, labor, material, machinery,
materials).

It is best to work on it in a group. It makes it possible to classify the identified causes into large
families (5M: Materials, Environment (or Management), Methods, Materials, Labor), limits the risk
of forgetting and facilitates the analysis of possible solutions.
Its major advantage is to allow a graphical representation easily understandable by all and quickly.

The methodology is as follows

1°) Define the effect (dysfunction or objective). The formulation must be simple, understood by
all and measurable
2°) Brainstorm all the possible causes that could have an impact on the effect. If the effect is
an objective, it will be a question of finding the means (how)
3°) Group the identified causes into large families
4°) Classify the causes according to the selected families (this can be the 5M or other families)
5°) Select the causes having the strongest impact on the effect (consensus and hypothesis)

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6°) Check the hypotheses by tests

b. The 5 whys method and the tree of causes.

The cause analysis linked to these methods makes it possible to rigorously determine the
causes at the origin of a problem and consequently to determine an appropriate and effective
solution. The “5 Why? (in English: “5 why's” or 5W) is the basis of a problem solving methodology
proposed in a large number of Quality systems. This analysis tool is used to find the root causes
of a problem or malfunction.

It is also a systematic questioning where it is a question first of all of stating the problem then of
submitting it to an initial Why. The answer given to this first question then becomes a new
problem to be submitted to another Why. Experience has shown that root causes can be
identified as early as the fifth Why (but they can be earlier as well). The solution to the problem
is then deduced in the answer to this fifth Why. To verify that the query is

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correctly done, it is useful to start from the last answer and make sure that the previous answer
is indeed the consequence and so on.

vs. The Pareto diagram. Author: Joseph Juran (synonym: 80-20)

It is a visualization, analysis and decision support tool.
Pareto, Italian economist and sociologist is the inventor of the law that bears his name: Pareto's
law or "law of 20/80". His studies showed that 20% of people own 80% of the wealth. This type
of distribution is found in many areas: 20% of a company's customers represent 80% of turnover...

The diagram allows you to visualize what is important and what is less so Column chart
classifying the causes of a problem in descending order, in order to highlight the main causes of
the problem, it is based on the law of 80 /20.

Its implementation is broken down into several

stages: • Define a data collection period and list the problems encountered in an exhaustive
manner
• Quantify the importance of the problems (frequencies of occurrence) and determine the
percentage of each in relation to the total, then rank them in ascending order
• Build the diagram with the cumulative percentages

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d. The Histogram.
Band plot showing the distribution of a variance. It also shows deviations from the norm, in the
form of selective analysis for example. It measures how often something happens.

Column chart showing the distribution of a homogeneous set of measurable data, based on
criteria called classes. Simplified approach to the normal distribution.

e. MRP (Problem Solving Methodology)

Group work method intended to solve a problem, which uses a combination of several tools
such as Brainstorming, the Pareto diagram, the QQOQCCP, the 5M...

MRP is a method of managing and planning production in push flow (as opposed to Japanese
Kanban) based on product bills of materials and sales forecasts.

For each finished product, from the gross requirement, we obtain the net requirement (gross requirement - stock).
Thanks to the nomenclature (how many components X do we need to manufacture the finished
product Y?), we can trace the number of components necessary to meet the sales forecast for
the finished products.

f. The QQOQCCP
Very effective method to identify as completely as possible a problem, a cause, a given situation.
It is also very useful in the work of drafting procedures. His

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name comes from the questions to be answered: - What? : What is it about ? (object, operation,
nature,..) - Who? : Who is concerned ? (performers, qualification) - Where? : Where does this
happen? - When? : When does this happen? (duration, frequency, etc.) - How? : How should we
proceed ? (equipment, materials, method…) - How much? : How often does this happen? - Why? :
Why is this happening?

7.5. To choose the appropriate solution

has. The 8D or 8 Do approach (to ensure the complete resolution of a problem).

The complete and effective resolution of anomalies and non-conformities requires the use of a
method that makes it possible not to miss certain key stages. The method is called "8D", or "8 DO"
or "8 Disciplines" because it has eight steps. It is a healing method (there is the problem) that is
geared towards working as a team to solve problems in a structured way. The 8 steps are as follows:
- 1D: Constitution of a corrective action group and appointment of the facilitator - 2D: Definition of
the problem to be treated - 3D: Implementation of safeguard measures and/or curative actions - 4D:
Search for the causes of the problem - 5D: Selection of corrective actions -

6D: Implementation of the corrective actions selected - 7D: Preventive actions - 8D: Measurement
of the effectiveness of the actions taken, recognition of the team's work, closure of the file.

b. Decision tree
Representation in tree structure which allows from an initial objective to decline all the intermediate
objectives and the means to be implemented.
Represent the sequence of possible options in order to plan the implementation of a project while
taking into account potential pitfalls. The tool is therefore useful as a contingency plan (preparation
of measures in the event of a problem).

vs. The weighted vote

It is a technique of final selection of the problem that the group wishes to solve first, based on a
simple vote.
Technique of final selection of the problem that the group wishes to solve first, based on the results
of a simple vote. Topics are prioritized with decreasing weighting based on their ranking.

7.6. To optimize – secure a process

has. FMECA or Analysis of Failure Modes of their Effects and their Criticality.
A preventive analysis technique to identify and address potential causes of faults and failures
before they occur. FMECA is a rigorous method of group work, very effective thanks to the pooling
of the experience and knowledge of each participant, provided however that the FMECA facilitator
is sufficiently experienced. We can do :

• A Product FMECA, to verify Product, to verify the conformity of a product

developed according to customer requirements,
• A Process FMEA, to validate the reliability of the manufacturing process, • A
Medium FMEA, to check the reliability of an equipment.

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The principle consists of identifying all the potential causes of each failure mode and evaluating
the criticality. The latter results from a triple quantified rating: - "G" rating: Gravity or severity of
the effect of the defect or failure, - "O" rating: Occurrence or frequency of appearance of the
cause, - "D" rating ": Detection: probability of non-detection of the cause. The criticality index is
obtained by the product of the three scores: C = GXOXD The greater the criticality, the more
worrying the failure mode considered. When the criticality exceeds the limit predefined by the
group, the latter looks for possible improvement actions to bring it back to an acceptable level by
playing on: -severity (example: the seriousness of a fuel leak will be reduced by installation of a
retention basin), - occurrence (example: by increasing the reliability of a component, by playing
on preventive maintenance, etc.), - non-detection (example: by setting up monitoring tools control
and monitoring, by training the controllers, etc.).

b. Poka Yoke :
Alert system aimed at avoiding (yoke) involuntary errors (poka) at operator level (use of simple
means such as sight and hearing to prevent operating incidents). Invented by a Japanese engineer
named Shigeo Shingo.
In Japanese, “Poka” means involuntary defect and “Yoké” means suppression or reduction.
Poka Yoke expression. Poka Yoké characterizes a principle derived from several elements whose
techniques make it possible either to prevent or to immediately detect defects.

vs. The 5S (order and cleanliness)

Continuous improvement tool imported from Japan, to optimize the organization and efficiency of
a workstation, a service, a company. It is based on the participation of staff who take charge of
and organize their workspace. It is an essential tool for initiating a Total Quality (TQM) approach.
The name "5 S" comes from the initials of the key words of the method: - Seiri / Get rid of
(eliminate what is useless). - Seiton / Arrange (classify, order what is useful). - Seiso / Clean
(keep tools, equipment, workshop clean, etc.). - Seiketsu / Organize (establish and formalize
rules). -
Shitsuke/ Maintain rigor (respect the rules). This method: - Improves productivity, efficiency and
Quality. - Reduces breakdowns (severity/frequency). - Reduces wasted time (looking for a tool,
etc.). - Contributes to the involvement and motivation of staff. - Inspires confidence and gives a
good image of the company (a clean and pleasant environment is your best advertisement). -
Improves work safety and reduces the risk of pollution. - Frees up unnecessary space. - Allows
staff to have a better quality of life at work.

7.7. To manage the first steps of an analysis

has. The KJ diagram

It is one of the 7 quality tools distributed by the Japanese. Originally called " Affinity Diagram", it
is frequently identified by the initials of its designer Kawakita Jiro. Very frequently used in the
animation of working groups, this diagram is used to group ideas, opinions relating to various
issues and to create links between them in order to bring them closer by category.

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b. Brainstorming .
Brainstorming is a group work made up of about ten participants, including one
coordinator, preferably chosen from several disciplines (multidisciplinary team). As many ideas
as possible should be expressed and noted on a board visible to all. Its purpose is to solve a
problem by looking for causes and solutions.
This tool consists of communicating as many ideas as possible in a given time and on a given
theme, without criticism, judgment or censorship (to encourage spontaneity and imagination).
These ideas are then grouped and improved to end up with an analysis of possible and feasible
solutions according to the context of the company. Brainstorming is often used during the project
launch phases, on the analysis of the causes of a problem, etc.

To carry out the brainstorming, it is necessary to follow the following methodology

1°) Present and formulate the subject precisely. The subject must remain visible for the
participants
2°) Idea generation stage
Everyone expresses their ideas (without judgment or evaluation), possibility of bouncing on the
ideas of each other. The objective is to produce the greatest number of ideas without limiting oneself.
The ideas are written on the flipchart faithfully and numbered.
3°) Use, relevance check
Evaluate ideas, rephrase to clarify, eliminate off-topic or redundant ideas.

7.8. Other quality tools

has. Benchmarking
Benchmarking (in French: calibration or comparative analysis or paragoning ) is a marketing or
quality management technique which consists in studying and analyzing management techniques,
the organizational methods of other companies in order to draw inspiration from them and to get
the best out of it. It is an ongoing process of researching, benchmarking, adapting and
implementing best practices to improve process performance in an organization.

A benchmark is a quantified indicator of performance in a given area (quality, productivity, speed

and deadlines, etc.) drawn from the observation of the results of the company that has succeeded
best in this area. This indicator can be used to define the objectives of the company that seeks to
compete with it. The principle is very simple, but its application can be difficult in some cases.

b. Engineering It is
also a concept that has revolutionized the company. It's about starting from scratch. Its main
objectives are: to rethink the work in a transversal way, zero paper, the grouping of tasks, the
empowerment of employees, the reduction of tasks.

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Course n°3: Quality management system

1. INTRODUCTION
A Quality Management System , often abbreviated QMS (in English: quality management system), is the set of
guidelines for taking into account and implementing the quality policy and objectives necessary for the control
and improvement of the various processes of an organization, which generates the continuous improvement of
its results and its
performance.
This notion of QMS is clearly defined in the current version of the ISO 9001 standard.
This requires the manifest commitment of the Management (leadership), by an implication correctly
declined towards all the staff of the entity, by the establishment of mutually beneficial relations between
the organization and the customers but also the other parties . interested parties (suppliers, partners,
shareholders, institutions, etc.) involved in the process of developing the benefit or marketed service.

Thus, the designers will listen to the customer and/or end consumer in order to create a product or service that
precisely meets their explicit or implicit needs.
Internally, the focus is on mastering skills, optimizing the consumption of resources through greater staff
involvement and improving the entity's processes.

The two main objectives of setting up a quality management system

are: customer satisfaction and improvement of business operations (Guaranteeing product quality assurance).

2. DEFINITIONS
2.1. Quality management (QM)
Set of concepts and methods that allow to control the qualitative aspect of an organization.

Other definition: Discipline of management grouping together all the methods and concepts aimed at satisfying
customers and providing products that meet their expectations.
QM: Coordinated activities to direct and control an organization with respect to quality.

2.2. Quality management system (QMS):

Set of procedures, processes and structures necessary to plan, implement and control quality management.

A QMS provides confidence in meeting customer requirements and guarantees the consistency and improvement
of working practices, including products and services.
This concerns the quality department but also management and all departments:
• Marketing
• Production
• Sale
• Human Resources
• Logistics
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QMS : all of the organization, procedures, processes and resources to implement quality management.

A Quality Management System (QMS) encourages organizations to:

• Analyze customer requirements • Define
the processes necessary to achieve an acceptable product • Master these processes
• Continuously improve these processes and their product

3. QUALITY MANAGEMENT SYSTEM AND ISO 9001

A large number of "quality" standards exist, depending on the type of activity, the objective to be achieved,
regulatory or normative, mandatory or not. Different models allow business leaders to ensure effective
management, such as the EFQM (European Foundation for Quality Management) or the Balanced Scorecard.
However, the most famous and most used are undoubtedly the ISO 9000 standards.

The notion of QMS is clearly defined in the current version of the ISO 9001 standard
(ISO 9000 family). Moreover, the new version is based on three fundamental concepts: the process approach,
which proved its worth in the 2008 version of the standard, the concept of the Deming wheel "Plan-Do-Check-
Act" and the risk-based approach, introduced in the 2015 edition, which aims to avoid undesirable consequences.

Risk was defined as an undesirable event that can be characterized by its probability of occurrence and its
severity (defects). The risk is then essentially “technical”.
The risk-based approach is therefore the identification of its causes is a first step in achieving the objective of
zero risk.

4. ISO 9000 FAMILY STANDARDS

The implementation of this series began with the creation of the technical committee in 1979. The first standard
appeared in 1987, it stands out as being a strategic advantage on the market for the companies adhering to it.
Its objective is to guarantee a level of Quality and, for a supplier, it is an undeniable advantage in order to
guarantee contracts.
It will go through many revisions. During its evolution, it should be noted that the standards of the ISO 9000
series (ISO 9001 and ISO 9004) have been adapted in order to be related to other management system
standards, and that others have disappeared. (ISO 9002 and ISO 9003).

ISO 9000 presents the essential principles and the vocabulary used in all the standards of the ISO 9000 family
(Not certifiable), it is an essential reference for the establishment of an ISO 9001 certification.

It underwent a first revision in 1994. Industry-oriented and too "heavy", it became more general and involved the
implementation of Quality from an organizational point of view.
It was revised a second time in 2000, then in 2005 with a view to the revision of the ISO 9001:2008 standard.

ISO 9001 “Quality management systems – Requirements” is a certifiable standard

by organizations outside the company. Published in 1987, it is used for setting up a Quality management system.
It was also revised in 1994. In

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indeed, for some years now, the non-industrial sectors have begun to take an interest in these reference systems
(businesses, services, liberal professions, etc.). It was therefore essential to adapt the standard to all types of organisations.
Revised a second time in 2000, it is unified with the ISO 9002 and 9003 standards. Organizations integrate the concept
of management by Quality: awareness that beyond the conformity of a product or service, Quality must be total and
consider the organization as a whole (customer satisfaction, process and continuous improvement). We then begin to
speak of a system approach.

In 2008 a third version was published in which the system approach is still present, however the notion of process
approach is emerging (the system must be redesigned as a process).

Finally, in 2015, a fourth version was published: a simplified version of the previous one, it highlights the notion of risks.
Eventually, the other management system standards will match the structure.

ISO 9002 : also published in 1987, it recommended the implementation of provisions relating to production control and
final inspections and tests. Like ISO 9000 and 9001, it was revised in 1994. However, it subsequently became unsuitable:
the mere conformity of a product or service was no longer the only notion to be taken into account when talking about
Quality in a company. It is therefore unified in 2000 with ISO 9001.

ISO 9003 : published in 1987, it recommended the implementation of provisions relating to final inspections and tests.
Designed like the 9002, it will undergo the same evolution in 1994 and will also be unified with the ISO 9001 standard in
2000.

ISO 9004 : not certifiable, it is a guide to best apply the ISO 9001 standard. It gives guidelines. It was revised for the first
time in 2000 and then in 2009, following the revision of ISO 9001.

In summary we find:

• ISO 9000: Essential principles, Vocabulary, Manual (definition of vocabulary relating to

the quality)
• ISO 9001: requirements on the management system (gives rise to a certification) ==> shows the effectiveness of
the functioning of an organization
• ISO 9004: Guidelines for improving performance

In addition to these standards, there is ISO 19011 (2008) which addresses guidelines for quality and environmental
auditing and management systems in general. It provides advice on auditing quality management systems and
environmental management systems.

The standard has undergone several revisions between 1987 and 2015, because the context, the issues of the
organizations and the managerial practices have changed significantly, all caused by:

• globalization,
• exacerbated competition,
• Acceleration of commercial relations,
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• speed of exchanges thanks to new technologies,

• changing customer relationship (from loyalty through satisfaction to trust through
transparency)
• "citizen" customers who have expectations related to the entire ecosystem of organizations.

Effectiveness: level of achievement of planned activities and achievement of expected results

Efficiency: relationship between the result obtained and the resources used

5. Advantages and disadvantages of the ISO 9001 standard

5.1. Benefits of ISO 9001

This standard allows the optimization of the internal processes of the company resulting in internal
and external benefits. The different axes of this optimization can be grouped according to the quality
management system proposed by the ISO 9001 standard.

The benefits of a quality approach are presented here under two categories:

5.1.1. Internal benefits:

Process optimization can take place at the level of management, support and implementation.

• Steering process : Improving the steering process leads to better internal communication within
the institution; which has many consequences such as the improvement of interpersonal
relations between employees and managers, a reduction in internal conflicts, a better
understanding by

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employees of manufacturing standards, better control of processes by managers. This

leads to better teamwork.

• Support process : At the level of human resources, improvements have been identified
according to several types: increase in knowledge linked to training, better work
environment, reduction in the turnover rate, assistance with the integration of new
employees, and the increase in quality culture.
All of these elements lead to an increase in motivation and therefore in employee
involvement.

• Process of realization : This optimization is characterized by the improvement of the

productivity, the logistics and the delivery involving an increase in the financial performance
of the company or economic profitability. It should be noted that quality practices increase
performance in terms of innovation.

5.1.2. External benefits (On the company's relations with its environment)
The improvement of internal processes allows the improvement of output data which can be
qualitative or quantitative. From a qualitative point of view, the ISO 9001 standard improves
product quality, the quality of customer relations, satisfaction (and loyalty)
customer, corporate image and confidence in the product.
Regarding the quantitative output elements, can be cited the increase in sales, exports and the
number of consumers.

5.2. Disadvantages of ISO 9001

ISO 9001 does not specifically address employee health and safety.
However, a specific employee training process and written instructions could help inform health
and safety system management issues.
Other elements are not addressed, we can cite: the evaluation of the compliance of the monitoring
process, emergency preparedness and intervention, but also the protection of the environment.

6. ISO 9001 WORLDWIDE

Certification of compliance with ISO management system standards remains a priority. This is
the conclusion delivered by the latest “ISO Study” on certification, revealing, in December 2013,
a total of 1,129,446 certificates issued in 161 countries, an increase of 3% compared to 2012.

ISO 9001 is inspired by the BS 5750 standard which is the first standard on the quality
management system in the world. ISO 9001 establishes requirements not only for the quality
management system, but also for the overall management system. It helps any type of
organization to improve customer satisfaction and apply continuous improvement (ISO, 2013).

ISO 9001 is used to confirm that the organization has the capability to deliver products or services
to customer needs and regulatory requirements. With the continuous expansion of market
economy and globalization, this standard enhances the credibility

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of the product, reduces duplication of tests, reduces and eliminates technical obstacles and protects the interests of all
parties: producers, distributors and consumers. It is a certification by third parties who are not influenced by the economic
interests of the auditee.

The international standards and guidelines of the ISO 9000 family relating to
quality management have gained worldwide recognition as the basis for the establishment of effective and efficient quality
management systems.

7. ISO 9001 and Deming Wheel

The QMS, like all management systems, is based on the principles of the Deming wheel. The implementation of quality
management therefore goes well beyond simple compliance control, a posteriori, since it involves:

1. Plan (Plan) : Establish the objectives and processes necessary to deliver results consistent with customer
requirements and entity policies.

2. Do / Realize (Do) : implement everything that must be done to guarantee, a priori, the satisfaction of the customer's
requirements and the satisfaction of the needs of the entity = implementation of the system and achievement of
the objectives.

3. Check/Control (Check): monitor and evaluate the results obtained as well as determine the actions to be taken to
correct the deviations observed. In short, it is the verification that the planned actions are carried out and that the
expected results are achieved (monitoring and measurement of performance, regulatory compliance; Identification
and treatment of Non-conformities; Management of records; Internal audit of the system ).

4. Correct/Act (Act) : take action to correct deviations as well as continuously improve the performance of activities
or products.
• Assessment allowing the planning of new objectives • Corrective actions
Preventive actions
• Management review

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8. EVOLUTION OF THE CONCEPT OF QUALITY MANAGEMENT

8.1. Quality Control

Definition : evaluation of conformity by observation and judgement, accompanied if necessary
by measurements, tests or calibration. In practice, it means measuring, examining, one or more
characteristics of an entity and comparing the results to the specified requirements in order to
determine whether compliance has been obtained for each of these characteristics.
Until the late 1970s, it was mostly about 'quality control' and 'inspection'; we were content to check
the products one by one by sampling, making sure afterwards that the checks were properly done.

Quality controls were the first step in quality procedures:

We produce and we sort behind the bad parts (The era of sorting: good or bad a posteriori) from
Taylorism with division of production/control tasks, then the era of quality control during production
(corrections).

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8.2. Quality control

Definition : techniques and activities of an operational nature used to satisfy quality requirements.
It focuses on mastering the 5 Ms:
• Means
• Workforce
• Matter
• Environment

• Methods
This is about controlling these factors (era of prevention = a priori) to minimize production costs.
Quality control is now defined as the part of quality management focused on quality requirements

8.3. Quality assurance :

Definition : quality management aimed at providing confidence that quality requirements will be
met.
The required quality must be supported by a 'demonstration' which must be able to be made at
any time during the realization, then during the existence of the product, therefore based on
written and archived documents

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The company seeks the satisfaction of its customer by establishing a climate of trust with the
latter, by assuring him that it is developing internally the necessary capacities to offer products
(services) of constant quality.
The basic principle of quality assurance is to give confidence to customers by being transparent:

• Write down what you do

• Requires thinking before acting
• Allows you to set things straight and clarify
• Sustain the business
• Do what you say
• Empower staff
• Brings rigor
• Prove that you have done what was written
• Implement a policy of continuous progress:
• Managing incidents
• Implementing corrective and preventive actions
• Carrying out audits

8.4. quality management

Example: ISO 9001 (strategy era)
Definition: Coordinated activities to direct and control an organization with respect to quality.

Faced with heightened competition and a “king” customer, quality becomes a strategic tool
and offensive. Quality no longer concerns only the product, it also concerns its environment and
all the company's functions!
These concepts push the reflection further: they cover the requirements of quality assurance
(guaranteeing a level of quality of a product or service by controlling the processes which have
an impact on the quality of the product) but integrate the notion of continuous improvement of the
level of quality.
Quality management includes:
• establishment of a quality policy and “quality” objectives,
• quality planning (definition of objectives and specification of processes and resources),

• quality control (meeting requirements),

• quality assurance (providing trust), and
• improving quality (increasing satisfaction)

Here, the notion of “organism quality” has replaced the notion of “product quality”.

8.5. Total quality management

Total quality is a set of methods and principles organized into a global strategy aimed at
mobilizing the entire company with the aim of satisfying the customer at the lowest cost.
Definition: final step taking into account the notions of optimization, efficiency and staff motivation.

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The concept here is understood to mean the participation and motivation of all members of the
organization in the interest of the organization itself, its members, its customers and society
considered as a whole. together.
The term total means that all functions of the company must be involved from top to bottom,
and that all stakeholders must be satisfied.

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9. STRUCTURE AND REQUIREMENTS OF THE ISO 9001 STANDARD

General structure of the ISO 9001 standard:
Chapter 1: Scope
Chapter 2: Normative references
Chapter 3: Terms and definitions
Chapter 4: Context of the organization
Chapter 5: Leadership
Chapter 6: Planning
Chapter 7: Support
Chapter 8: Carrying out operational activities
Chapter 9: Performance Evaluation
Chapter 10: Improvement

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9.1. Chapter 1: scope Presentation of the

organization - Creation - Legal notice - Contact
details Regulations and standards Standards
and regulations complied with by the organization
Scope of application Activities of the organization

9.2. Chapter 2: normative reference The

organization's Quality management system complies with the international standard ISO 9001 version
2015. In order to facilitate the comparison of this system with the standard, the following chapters
correspond to the articles of this standard.

9.3. Chapter 3: terms and definitions The

ISO 9000 standard relating to essential principles and vocabularies served as a reference for the use of
the terms used in ISO 9001.

9.4. Chapter 4: context of the organization

Determine the relevant external and internal issues
Examples : - Imminent arrival of a new competitor -
Massive retirements - Road works impacting access -
Understanding the needs of interested parties
(shareholders, staff , suppliers, users, media and social
networks, experts, legislators,…)

Definition of scope of application and products/ services

• Company name and sites concerned

• Products and services •

Exclusions that must be justified
Definition of process mapping

- Allows a better understanding of the operation by the staff

- Facilitates the overall management of the organization
- Facilitate the integration of new employees
- Highlights the purpose of the activities and the necessary involvement of all

9.5. Chapter 5: Leadership

Central role of management in the QMS

Available and adapted resources + communication

Client orientation
Constant consideration of customer and regulatory requirements
Role, responsibilities and authorities
Allocation and communication

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9.6. Chapter 6: Planning Anticipation

Determination of risks and opportunities in
relation to the context and expectations of interested parties Quality objectives Relevant, measurable, monitored,
communicated and updated

9.7. Chapter 7: Support Resources

• Personnel • Infrastructures •
Environment • Metrology

Skills management
Determine skills and verify them
Sensitization
"The organization shall ensure that persons performing work under the organization's control are aware of: a) The quality
policy b) The company's objectives relating to 'quality' c) The importance of their contribution to the effectiveness of the
QMS, including the beneficial effects of improved performance d) The consequences of not complying with the
requirements of the QMS »

Quality documents
"Quality Manual", "Mandatory Procedures", "Records"
"Documented information", "keep documented information"

9.8. Chapter 8: Carrying out operational activities - Operational planning and

control - Requirements relating to products and services - Design and development
of products and services - Control of processes, products and services by external
service providers - Production and provision of services - Release of products and
services - Control of non-compliant output elements

9.9. Chapter 9: Performance Evaluation

Monitoring, measurement, analysis and evaluation
Internal audit Management review
Concept of “satisfaction measurement”

9.10. Chapter 10: Improvement

Non-conformities and corrective action
Continuous improvement Customer satisfaction
requires a permanent search for continuous improvement in the effectiveness of the quality management system (QMS).

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In order to limit the occurrence of non-compliance, preventive and corrective actions are
systematically carried out.

• The requirements of the Quality Management System (QMS) respect the rule of
the Deming wheel (continuous improvement) as we will see:
has. Management responsibility : (chapters 5 and 6) includes management commitment,
listening to customers, quality policy, planning, responsibility, authority and communication
and management review. b. Resource management : (chapter 7) concerns the provision
of resources, human and financial resources, infrastructures, working environment.

vs. Product Realization : (Chapter 8) concerns product realization planning, customer-

related processes, design and development, purchasing, production and service
preparation, and mastering monitoring and measuring devices. d. Measurement,
analysis and improvement : (chapters 9 and 10) concerns monitoring and measurements,
control of non-compliant product, data analysis, improvement.

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10. PRINCIPLES OF QUALITY MANAGEMENT (QMP)

One of the definitions of the term “principle” refers to the notion of rule, theory or
fundamental belief that has a major influence on the way something is done.

The "Principles of Quality Management" are a set of values, rules, standards and
fundamental beliefs, considered fair and likely to serve as a basis for quality management.

These principles are not presented in order of priority. The relative importance of each
principle is likely to vary from one organization to another and to evolve over time. The
nature of a given organization and the specific challenges it faces will determine how
these principles should be implemented. Many organizations will see the benefit of
establishing a quality management system based on these principles.

The principles of quality management introduced in the ISO 9004:2000 standard define a
reference framework allowing organizations to improve their performance. These principles
are derived from the best practices and experience of a large number of companies and
institutions at the international level.

The ISO 9004 standard currently defines 7 founding principles constituting rules and
advice intended for organizations to continuously improve their performance by focusing
on the satisfaction of their customers (beneficiaries in the broad sense), while taking into
account the needs of the different parties. stakeholders.

1. Customer orientation (Listening to customers)

has. States
The primary objective of quality management is to meet customer requirements and strive
to exceed their expectations.
b. Basis
Sustainable performance is achieved when an organization earns and maintains the trust
of customers and other interested parties. Every aspect of customer interaction provides
an opportunity to create more value for the customer.

Understanding the present and future needs of customers and other interested parties
contributes to the sustainable performance of the organization.
vs. Benefits
• Increased value for the customer
• Increased customer satisfaction
• Improved customer loyalty
• Improvement of the recurring commercial activity
• Improvement of the organization's image
• Expansion of the client panel
• Increase in sales and market share

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d. Possible actions
• Identify direct and indirect customers for whom the organization creates value.

• Understand the needs and expectations, present and future, of customers.

• Link the organization's objectives to customer needs and expectations.
• Communicate customer needs and expectations to all levels of the organization.
• Plan, design, develop, produce, supply and support products and services to meet
customer needs and expectations.
• Measure and monitor customer satisfaction and take appropriate action.
• Determine the needs and expectations of interested parties that may affect customer
satisfaction and take appropriate action.
• Actively manage client relationships to achieve sustainable performance.

2. Leadership (Role of management)

a. States
At all levels, managers establish the purpose and directions and create the conditions
in which staff are involved in achieving the organization's “quality” objectives.

b. Basis
Setting purpose and direction and involving people allow an organization to align its
strategies, policies, processes and resources to achieve its goals.

vs. Benefits
• Increased effectiveness and efficiency in achieving the organization's quality objectives

• Better coordination of the organization's processes

• Improved communication between the different levels and functions of the organization

• Development and improvement of the capacity of the organization and its staff to
deliver the expected results
d. Possible actions
• Communicate the organization's mission, vision, strategy, policies and processes
within the organization and at all levels.
• Create and support shared values, models of behavior in terms of fairness and ethics
at all levels of the organization.
• Establish a culture of trust and integrity.
• Encourage commitment to quality at all levels of the organization.
• Ensure that leaders at all levels are positive role models for agency staff.

• Ensure staff have the resources, training and authority to act responsibly.

• Motivate, encourage and recognize the contribution of staff.

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3. Staff involvement
has. States
Competent, empowered and engaged people at all levels of the organization are
essential to improving its ability to create and deliver value.
b. Basis
To manage an organization effectively and efficiently, it is important to respect and
involve all staff at all levels and to respect each person individually. Recognition,
empowerment and improvement of skills facilitate the involvement of staff in achieving
the quality objectives of the organization

vs. Benefits
• Better understanding of the “quality” objectives of the organization by the personnel of
the organization and improvement of the motivation to achieve them
• Stronger involvement of staff in improvement activities
• Improved personal development, initiative and creativity
• Improved staff satisfaction
• Improved trust and collaboration at all levels of the organization
• Improved interest in shared values and culture at all levels of the organization

d. Possible actions
• Communicate with staff to facilitate understanding of the importance of their individual
contribution.
• Encourage collaboration at all levels of the organization.
• Facilitate open discussions and the sharing of knowledge and experience.

• Enable staff to identify obstacles to achieving performance and to take initiatives

without fear.
• Identify and recognize staff contribution, learning and improvement.

• Enable self-assessment of performance against personal goals.

• Conduct surveys to assess staff satisfaction, communicate results and take appropriate
decisions.

4. Process approach
Definition: A process is a sequence of activities that provides a deliverable product or
service to a customer (internal or external) of the process.

Each process is a provider of the following process. The performance of each in terms
of quality and deadlines will have repercussions on the delivery of the following process
and therefore on the product/ service in the end.
It is therefore necessary to identify for each process the elements necessary for its
successful completion, namely:
- Input and output elements for each process

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- Skills, means, methods and documentation

- Process flow

has. States
Consistent and predictable results are achieved more effectively and efficiently when
activities are understood and managed as interrelated processes operating as a
cohesive system.
b. Basis
The quality management system (QMS) consists of interrelated processes.
Understanding how results are achieved by this system allows an organization to
optimize the system and its performance.
vs. Benefits
• Greater ability to focus on key processes and improvement opportunities

• Consistent and predictable results through a system of processes aligned with

strategic directions
• Optimization of performance through effective process management, efficient use of
resources and reduction of cross-functional obstacles
• Ability for the organization to ensure the confidence of interested parties regarding its
consistency, effectiveness and efficiency
d. Possible actions
• Define the goals of the system and the processes needed to achieve them.
• Define the authorities, responsibilities and obligations relating to process management.

• Understand the organization's capabilities and determine resource constraints before

taking action.
• Determine process interdependencies and analyze the effect of individual process
changes on the overall system.

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• Manage processes and their interrelationships as a system to achieve the

organization's quality objectives effectively and efficiently.
• Ensure the availability of information necessary to implement and improve processes
and to monitor, analyze and evaluate the performance of the system as a whole.

• Manage risks that may impact process outputs and overall QMS results.

5. Continuous improvement
has. States
The success of an organization is based on a constant desire for improvement.
b. Basis
Improvement is essential for an organization to maintain its current levels of
performance, react to any changes in the internal and external context and create new
opportunities.
vs. Benefits
• Improved process performance, organizational capacity and customer satisfaction

• Improved research and determination of root causes, followed by preventive and

corrective actions
• Greater ability to anticipate and react to internal and external risks and opportunities

• Better consideration of both incremental and disruptive improvement

• Better use of learning for improvement
• Increased innovation effort
d. Possible actions
• Encourage the setting of improvement targets at all levels of the organization.
• Educate and train staff at all levels on how to apply basic tools and methods to
achieve improvement goals.
• Ensure that staff are competent to successfully promote and carry out improvement
projects.
• Develop and deploy processes to implement improvement projects at all levels of the
organization.
• Track, review and audit the planning, implementation, completion and results of
improvement projects.
• Consider improvement in the development of new or modified products, services and
processes.
• Identify and recognize improvement.

6. Evidence-Based Decision-Making (Evidence-Based Approach to Decision-Making)

decisions)
has. States
Decisions based on the analysis and evaluation of data and information are more likely
to produce the desired results.

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b. Basis
Decision-making can be a complex process and it always involves some uncertainty. It
often involves multiple types and sources of input data, as well as their interpretation
which can be subjective. It is important to understand cause and effect relationships
and possible unintended consequences.

Analysis of facts, evidence and data leads to greater objectivity and confidence in
decision-making.
vs. Benefits
• Improved decision-making processes
• Improved assessment of process performance and ability to achieve goals

• Improved operational effectiveness and efficiency

• Greater ability to review, challenge and change opinions and decisions

• Greater ability to demonstrate the effectiveness of past decisions

d. Possible actions
• Determine, measure and monitor key indicators to demonstrate the organization's
performance.
• Ensure the availability of all the necessary data to the persons concerned.

• Ensure that data and information are sufficiently accurate, reliable and secure.

• Analyze and evaluate data and information using appropriate methods.

• Ensure, if necessary, that people are competent to analyze and evaluate the data.

• Make decisions and take actions based on evidence, while taking into account
experience and intuition.

7. Stakeholder Relationship Management (Mutually Beneficial Supplier

Relationships)
has. States
To achieve sustainable performance, organizations manage their relationships with
relevant interested parties, such as suppliers.
b. Basis
Stakeholders influence the performance of an organization. Sustainable performance
is more likely to be achieved when the organization manages its relationships with all
interested parties in a way that maximizes their impact on its performance. The
management of relations with its networks of service providers and partners is of
particular importance.
vs. Benefits
• Improving the performance of the organization and its interested parties by taking into
account the opportunities and constraints related to each interested party
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• Common understanding of goals and values by interested parties

• Increased ability to create value for parties interested in the
sharing of resources and skills and by the management of risks related to quality

• Better supply chain management ensuring a stable flow of products and services

d. Possible actions
• Identify relevant interested parties (such as contractors, partners, customers,
investors, employees or society as a whole) and their relationship to the organization.

• Identify and prioritize stakeholder relationships that need to be managed.

• Build relationships that balance short-term gains with long-term considerations.

• Pool and share information, expertise and resources with relevant interested parties.

• Measure performance and provide performance feedback to interested parties as

appropriate to increase improvement initiatives.

• Engage in collaborative development and improvement activities with providers,

partners and other interested parties.
• Encourage and recognize improvements and results achieved by providers and
partners.

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11.CONCLUSION
Successful use of these seven management principles by an entity will provide
benefits to interested parties, such as:
• Greater financial returns,
• Value creation, • Greater
stability.

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