PROFESSIONAL ACADEMIC SCHOOL OF INDUSTRIAL ENGINEERING

"QUALITY MANAGEMENT"

MEMBERS : CAHUANA Pino, Maibi

FERNANDEZ López, Alexander
GARCIA Torres, Pedro Alexis
HERNANDEZ Celis, Geromin
HERRERA Mulluhuara, Christian
HUAMAN Perez, Yovana

TEACHER : Martínez Ascanio, Christian Daniel

COURSE : University Editorial and Vallejo Chair

CYCLE : Cycle II, Semester 2015 - 2

CITY : The Olive Trees

YEAR 2015

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 “Quality means doing things right,
even when no one is watching”
Henry Ford

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 Dedicated to our loved ones, for
being our deepest engine that
drives our passion to achieve
excellence.

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 In unanimous expression, we thank
our teacher for his patience,
support and teaching, contributing
to our learning on the path of
professional development.

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 INDEX

FRONT
Yo
PAGE……………………………………………………………………
EPIGRAPH…………………………………………………………………… II
DEDICATION……………………………………………………………… III
GRATITUDE ………………………………………………………. IV
INDEX……………………………………………………………………….. V
SA
INTRODUCTION…………………………………………………………….
W
CHAPTER I: QUALITY MANAGEMENT
1.1. Definition of Quality………………………………………………. 8
1.2. Quality as Management……………………………………………… 8
1.3. Basic principles ………………………………………………….. 10
1.4. Management models………………………………………………… 10
1.5. ISO
12
Standards………………………………………………………….
CHAPTER II: IMPLEMENTATION OF QUALITY MANAGEMENT
2.1. Strategic management..
14
………………………………………………..
2.2. Management by
15
process…………………………………………………
23. Planning………………………………………………………… 16
2.4. Goals …………………………………………………………….. 18
2.5. Design and development
20
…………………………………………………
2.6. Operational Controls ………………………………………….. 23
2.7. Quality Audits ………………………………………………. 24
2.8. Quality assurance ……………………………………… 27
2.9. Quality…………………………………………………………. 31
CONCLUSIONS………………………………………………………….. 36
BIBLIOGRAPHIES …………………………………………………………… 39

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 INTRODUCTION

The desire to improve is innate in man, part of his own and unique essence,
key to the technological and cultural advancement and development of humanity.
In this process, his evolutionary but firm purpose of doing things well stands out,
as part of his nature.

That is why since ancient times, specifically in the time of the Phoenicians,
there were already examples of quality application, although in a basic way they
designed some methods, whose purpose was to eliminate once and for all the
possibilities of someone repeating mistakes, One of them, although extremist, was
cutting off the hand of the individual who committed it. In the Middle Ages, guilds
emerged and with them, quality standards became explicit in order to guarantee
the conformity of the goods that were delivered to the client.

From this perspective and background that evidence a clear relationship

between man and the result of his work, the essence of quality is in projecting the
dignity and intellectual potential of the human being, including active self-control of
what he does, in addition to close involvement with the nature and importance of
their work.

Quality comes from the Latin etymology “qualitas”, which means quality, way
of being, property of things, however the concept of quality goes beyond simple
compliance with certain specifications, as this does not ensure that the customer is
satisfied. A product or service will be of quality when it manages to satisfy the
needs, expectations and requirements of the consumer; Therefore, he will be the
one who establishes the parameters to be achieved. In turn, the dynamism implicit
in its application means that quality should not be conceived as a status, but as a
process of continuous improvement.

It is in 1989 since the creation of the Quality Management Committee (CGC)

when quality began to be promoted in Peru. This has allowed companies of

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consolidated prestige and others of emerging recognition in our country, to have
the capacity to confront the quality of foreign companies in our own market and
another group, although very few, of Peruvian companies have crossed the
borders having strong commercial presence in foreign markets. However, despite
the great progress and strong integration at the business level, full implementation
in our country is still under development.

Currently, due to the situation and the momentum that our country's economy
is experiencing, it has meant, for almost all manufacturing and even service
sectors, the need to implement and even redefine the concept of quality, not only
to be in a position to to compete, but for something more basic, to survive.

For this reason, it is crucial to expose, through this work, the topic of quality
management, even more so considering that it is a priority quality that every
industrial engineer must integrate into their professional profile, whether for
business entrepreneurship or to innovate in the company. the one that belongs.
Understanding what it covers will allow you to understand other more general or
specific concepts with which they are linked.

To fulfill our purpose, this monograph is made up of two chapters: CHAPTER

I: QUALITY MANAGEMENT and CHAPTER II: IMPLEMENTATION OF QUALITY
MANAGEMENT. In the first chapter, generalities such as principles, models and
standards will be developed, due to their varied conceptualization. In the second
chapter, the strategies, methodologies and cyclical support tools necessary to take
into account for their implementation in a company will be presented. At the end of
the monograph, we note a series of CONCLUSIONS that derive from this work .

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CHAPTER 1
QUALITY MANAGEMENT

1.1. Definition of Quality:

The concept of quality has changed over time, but it has been classified
into three large groups:

 Quality as conformity: Here quality is associated with compliance with

the expectations of standards or design specifications under which it
was created.

 Quality as differentiation. In this definition the focus is on the product

itself and the differences it has against other similar products,
including customer satisfaction as an important factor.

 Quality as an end. This definition encompasses both product

manufacturing, development, design, manufacturing, and customer
satisfaction, emphasizing that customer satisfaction is achieved
through the characteristics of a product or service and the lack of
deficiencies.

1.2. Quality as Management:

“Quality Management is a business management philosophy that
considers customer needs and the company's goals inseparable, ensures
maximum efficiency within the company and strengthens commercial
leadership through the implementation of processes and systems that favor
excellence, while preventing errors and ensuring that all the firm's goals are
achieved without wasting efforts", according to the definition that the British
Quality Association (BQA) provided in 1989 regarding the techniques
included in the paradigm of Total Quality Management (TQM).

In 1945, Feigebaum published his article “Quality as Management”,

where he described the application of the concept of quality in different areas
of General Electric, which was the precursor to his book Total Quality

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Control. In 1950, Edward Deming, a disciple of Shewhart, who had
participated two years earlier in a study on Japan commissioned by the
American government, gave his first lecture to industrialists in that country,
highlighting the application of statistical methods in quality control.

In 1961, Philip Crosby launched the concept of zero defects,

emphasizing the participation of human resources, since it is considered that
failures come from human errors.

Faced with these contributions of innovation, the concept of quality has

evolved to become practically synonymous with customer satisfaction; the
introduction of a quality management system in an organization places the
customer as the focus of all its activity. It is around the concept of quality that
the quality management movement is formed.

Currently, quality is considered an integral part of the company's global

strategy, and is managed as a strategic factor. And Quality Management
“has a strategic impact on the company and represents a competitive
opportunity, placing special emphasis on the market and customer needs.
Thus, Quality Management is no longer a method to avoid complaints from
dissatisfied customers, but to create systems and activities to do things right
the first time and not wait for the error to occur to correct it, but rather moves
in a context of proactivity (detecting things done poorly before they occur)
and continuous improvement of the Quality of all the company's processes”
(Ruiz-Canela, 2004: 6-7).

The different perspectives and ways of establishing, implementing and

controlling actions related to the quality variable give rise to different
approaches, as detailed below:
 Internal factors
 Organization objectives
 Culture
 kind of product
 Type of job
 Capabilities
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  Information
 External factors
 Customers
 Competitors
 Legislation
 Institutional facilities
Likewise, each approach is based on basic principles.

1.3. Basic principles:

A quality management principle is a universal and fundamental rule for
leading and operating an organization, with the intention of helping users
achieve organizational success. The systematic application of the eight
principles provides “Total Quality”:
 Customer focus.
 Leadership.
 Staff participation.
 Process-based approach.
 Systems-based approach.
 Continuous improvement.
 A fact-based approach to decision making.
 Mutually beneficial relationship with suppliers.

1.4. Management models:

Like all types of management, it has diverse implementation models;

however, there are three most widespread models of Excellence. Despite
the peculiarities of each of them, they all underlie the basic principles of
Total Quality – Excellence described above, that is, the best practices in
the field of organizational management. A common characteristic of all of
them is that they are dynamic, and as such, they evolve and adapt to the
changes that occur in the environment. Hundreds of experts enrich these
models year after year with their contributions:

 Deming model.

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 The first model, the Deming, was developed in Japan in 1951 by the
JUSE (Japanese Union of Scientists and Engineers). This model includes
the practical application of the Japanese theories of Total Quality Control
(TQC).

 Malcolm Baldrige model.

The Malcolm Baldrige National Quality Award was created in the

United States in 1987. Moment in which the innovation of Japanese
products in the US market requires a response from the organizations of
this country. In the belief that Total Quality-Excellence is necessary for
organizations to compete in the international market. The American
National Quality Award project arises.

 EFQM Model of Excellence in Management and Self-Assessment.

The EFQM model consists of a tool for quality management. Its

objective is to orient the organization towards the customer. One of the
results of this model will be the awareness of the direct team and the rest
of the organization's staff to meet the objective of improving the quality of
its products or services.

The nine criteria of the EFQM model of excellence to take into

account in management:
 Leadership.
 Policy and Strategy.
 People.
 Alliances and resources.
 Processes.
 Customer results
 Results in people.
 Results in society.

1.5. ISO standards:

ISO 9000 standards have gained greater international relevance in the

last decade and are currently used in more than 120 countries.
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 These standards require documented systems that allow controlling the
processes used to develop and manufacture products. These types of
systems are based on the idea that there are certain elements that every
quality system must have under control, in order to guarantee that products
and/or services are manufactured consistently and on time.

ISO 9000 does not define what an organization's Quality Management

System should be, but rather offers specifications on how to create and
implement it; This will be different depending on the particular characteristics
of the organization and its processes.

The standards are reviewed every 5 years to guarantee adaptation to the

trends and dynamics of the global context. In the year 2000, the changes
proposed for ISO 9000 came into force, which were translated into the
current ISO 9000 Standards version 2000.

ISO 9000:2000 was made up of three large sections:

 ISO 9000:2000, Quality Management Systems: Principles and
vocabulary.
 ISO 9001:2000, which deals with the requirements of Quality
Management Systems, and the
 ISO 9004:2000, which refer to recommendations to carry out quality
improvements.

The most important and innovative features of this series are:

 Customer orientation.
 Integrated management.
 Emphasis on the business process.
 The incorporation of Continuous Improvement.
 Measuring customer satisfaction.

ISO International Standards make a positive contribution to the world we

live in. They facilitate trade, the dissemination of knowledge, disseminate
innovative advances in technology, and share good management and
conformity assessment practices.

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 ISO standards provide solutions and benefits for almost all sectors of
activity, including agriculture, construction, mechanical engineering,
manufacturing, distribution, transportation, medical devices, information and
communication technologies, environment, energy, quality management,
conformity assessment and services.

EPISODE 2

QUALITY MANAGEMENT IMPLEMENTATION

2.1. Strategic management:

The integration of Strategic Management in Total Quality is characterized
by:

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  To be a methodological alternative, a mental reasoning scheme, for
the progressive evolution towards the culture of total quality in the
company.
 Offer a humanistic perspective regarding quality management, since it
turns employees not only into authentic actors who contribute with
their skills and attitudes to quality management, but also into passive
agents who must see their personal expectations satisfied. , social and
labor.
 Emphasize the words management and total as quality is not
something an organization does but the way the organization does all
things.
 Adopt a preventive approach that allows eliminating some of the
problems of the implementation processes, such as, for example, the
existence of conflicts between the quality culture and the existing
culture in the company.
 Emphasize the importance of the environment and a long-term
approach to quality since the objective is to develop complete quality
management systems over time that allow satisfaction not only of
customers, but also of shareholders, employees , society,
environment, etc.

Quality strategies guide companies to comply with specific management

requirements to achieve international quality certifications, the concept of
which has been adopted as one of the most reliable competition strategies
and as a fundamental driver of the requirements to access quality programs.
export, quality, is a management paradigm that little by little begins to fully
impact the business practices of micro and small businesses.

Quality strategies guide any type of company to comply with specific

management requirements to obtain international quality certifications (ISO).

2.2. Process management:

Senior Management must provide the organization with a structure that
allows it to fulfill the established mission and vision. The implementation of

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process management has been revealed as one of the most effective
management improvement tools for all types of organizations.

Any activity, or set of linked activities, that uses resources and controls to
transform input elements (specifications, resources, information, services,...)
into results (other information, services,...) can be considered a process. The
results of a process must have added value with respect to the inputs and
can directly constitute input elements of the following process.

All organizational activities, from planning purchases to handling a claim,

can and should be considered processes. To operate effectively,
organizations have to identify and manage numerous interrelated and
interacting processes. The systematic identification and management of the
processes carried out in the organization and in particular the interactions
between such processes is known as the process-based approach.

ISO 9001 aims to encourage the adoption of the process-based

approach to managing an organization. This type of process management,
when used in the development, implementation and improvement of the
effectiveness of a Quality Management System (QMS), focuses attention on:

 Understanding and meeting customer requirements for each process,

 The need to consider and plan processes in terms that add value (the
client should not pay for something that does not add value),
 The control, measurement and obtaining of results of the performance
and effectiveness of the processes,
 The continuous improvement of processes based on objective
measurements.

For a set of linked activities to lead to a specific result, it is necessary to

define and control the process of which they are part. The importance of
directing and controlling a process lies in the fact that it is not possible to act
directly on the results, since the process itself leads to them. To control the
effect (result) you must act on the cause (process).

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 Process management is aimed at making processes competitive and
capable of reacting autonomously to changes through constant control of the
capacity of each process, continuous improvement, structural flexibility and
orientation of activities towards full customer and customer satisfaction. your
needs. It is one of the most effective mechanisms for the organization to
achieve high levels of efficiency.

2.3. Planning:
QMS planning is the medium and long-term response to the quality policy
guidelines and the short-term response to the established quality objectives.
The organization should consider the following activities, as appropriate, to
meet the service specification for a given customer or type of service:
 The preparation of quality plans.
 The identification and acquisition of those resources that may be
necessary to achieve the quality required by the client and/or set by
the organization.
 The partial or total modification of the production and inspection and
testing processes and their criteria.
 The identification and preparation of complementary quality records
when the current ones are insufficient or not adequate.

In order to materialize the quality policy, management needs to establish

clearly defined objectives to which its organization can aspire.

When setting goals, it is helpful to establish a time frame within which to

place them. Quality objectives must be defined periodically based on the
current and future needs of the organization, the degree of customer
satisfaction, competitive analysis, monitoring and measurement of
processes, and audit results. of the QMS, non-conformities, identification of
opportunities for improvement, results of the QMS review, etc.

Some examples of objectives that can be measured are: customer loyalty

index, increase in sales to loyal customers, sales to new customers, image
improvements with customers, reduction of complaints.

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 The objectives should not be confused with the actions or goals to be
carried out to achieve them. For example, the objective of buying a new truck
may not be the objective itself, but rather a goal (a phase to reach an
objective), to achieve the true objective that may be related to improving
quality, delivery times. or increase delivery capacity in the face of growing
demand.

As aspects that should be satisfied, the following can be indicated:

 There should be evidence of periodic monitoring of the evolution of
the objectives, at intervals shorter than the deadlines established
for their achievement.
 Even though the standard does not ask for explicit improvement
objectives, it does establish that they must be consistent with the
policy (and the policy does talk about improvement).
 The existence of objectives related to compliance with the
requirements of the standard would not be acceptable. Yes, the
existence of “improvements” to the requirements is acceptable.
 There should be a display of the objectives at least at the first level
of the organizational chart.
 It is not mandatory to set different objectives for each year.
 Among the characteristics that the objectives should have would
include:
 They must be measurable, in the sense that it should be possible
to objectively demonstrate whether they have been achieved or
not.

 A documented plan must be presented (in the form of goals,

actions, resources, deadlines, etc.) to achieve the established
objectives.

2.4. Quality Objectives

The ISO 9000:2005 standard defines Quality Objectives as “something

desired or intended related to Quality.”

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 It is also required that what is intended to be achieved be expressed in
terms that clearly allow it to be determined whether or not what was
proposed has been achieved, something that is possible only if the Quality
Objectives are measurable, objectively verifiable.

For example, the objective "improve product quality" expressed in this

way does not allow us to determine whether what was proposed has been
achieved or not. It is then necessary to also define how much, to what extent,
you want to improve the quality of the product.

Another important aspect to consider is that Quality Objectives must be

established at the relevant levels and functions, assigning them to the
corresponding people so that it becomes an instrument for improvement. The
Objectives have the task of specifying what is desired to be achieved, and
are the elements that serve as a reference for the people who have
responsibility for the processes that must make it possible to achieve the
challenges set.

The ISO 9001:2008 standard requires that Management assume

responsibility for “ensuring that Quality Objectives are established.” In this
way, and unlike the Quality Policy, the Objectives must not necessarily be
defined by Management, although they must be supervised and reviewed by
it.

It is totally valid, and also recommended, that the main people

responsible for each area of the organization establish objectives in their
sections, or better yet, that they all together define common objectives, in
accordance with the processes that their departments go through, and that
later, in Based on the general objectives, specific objectives to be met by
each area (functions) are deduced to achieve the general result.

Although the ISO 9001:2008 Standard does not establish a direct link
between the Management Review and the Quality Objectives, it is
appropriate that the results of the review were presented in the form of
objectives to be achieved, and that the actions and decisions indicated were
actions and decisions to achieve these objectives.
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 Finally, when setting objectives, it is advisable to take into account:

 The current and future needs of the organization,

 The current and future needs of the markets in which we operate,
 Relevant findings from management reviews,
 The current performance of products and processes,
 Satisfaction levels of interested parties,
 The results of the self-assessments,
 Comparative studies (benchmarking),
 Analysis of competitors,

 Opportunities for improvement, and

 Resources necessary to meet the objectives.

2.5. Product design and development

The design process of a product or service is a critical phase, probably

the most critical for it. An adequate design and development process will
guarantee that the organization is in a position to respond to the client's
needs by translating them into specific specifications (dimensions, features,
response time...). An inadequate design process will be a burden that the
new product will carry from its birth and will mean that the desired customer
satisfaction objectives will not be achieved.

At the moment when an organization establishes communication with a

real or potential client, the latter expresses expectations that it wants to be
met, and it does so with a different degree of definition, depending on the
type of client (normally much more defined in the case of an industrial client
than in the case of the general public) and the type of product or service in
question. The design and development process tries to transform these
customer needs into design specifications, products or services that respond
to them; It is, therefore, about getting the organization to combine its
capabilities in order to achieve customer satisfaction.

The effort required by design and development does not normally

correspond to a single department or area, but rather requires the
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coordination and participation of different departments. The flow of
information necessary for the process crosses the organization transversally,
therefore involving the participation of different areas of the company, making
it essential for the management of the design and development process:
 A good communication methodology,
 Some defined objectives,
 Established responsibilities
 A concrete temporal planning and
 A series of work tools that allow establishing effective systems for the
process.

It is normal, as a consequence of the participation of different areas, that

the organization is forced to adapt its structure in relation to design and
development projects of new products or services. A traditional organization
in which the design corresponds to engineering areas that are sealed with
respect to the rest of the areas is not valid today. Integration into design
teams of the areas involved in the process is the most common solution to
this circumstance.

Just as the traditional approach to design, closed only to engineering

departments, has become obsolete, the role of the quality function has also
evolved. From the traditional approach to quality assurance, where the role
of the quality area consisted of supervising the process to ensure the correct
definition of specifications and the establishment of the means for verification
(tests, trials, validations...), we moved to a modern approach, in which the
quality function of the organization, in addition to carrying out these tasks,
should assume the role of facilitator of the design and development teams,
trying to ensure correct communication, incorporating the vision of orientation
the client throughout the process and providing, when necessary, the design
teams with the appropriate tools for the development of the process. The
quality function should know these methodologies, to the extent that each
one can be useful for the type of design carried out by their organization and
incorporate their use in the design and development teams.

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 Understanding the design process with the perspective that we have
considered, we can establish 6 phases for a generic design process:

 A first phase of contact with the client, from which their needs are
obtained.
 A planning phase of the entire process.
 Next, carrying out the design activities themselves.
 Once the design results have been obtained, the development of
prototypes or pre-series for testing and qualifications.
 Once the mandatory tests have been passed, the production or
provision of what is designed.
 And, finally, their sale, from which customer information regarding their
satisfaction is obtained.

These last two phases do not belong to the design and development
process itself, but they serve as a very important source of information, so it
is of interest to include them in a global vision of the process.

Some of the most useful methodologies that can support the

organization in these phases, mentioned briefly, are:

 QFD or Quality Function Deployment. Comprehensive tool for the

design process that seeks to achieve a complete definition of the
characteristics of the final product or service, its components, the
testing and inspection operations to be carried out and the
documentation necessary for production. It is a comprehensive tool
that covers most of the design process.

 FMEA or Failure Modal and Effects Analysis. Preventive tool that is

applied as an auxiliary technique in the design process, allowing us to
choose between different design alternatives and avoid possible future
problems.

 DOE or Design of Experiments. Statistically based methodology that

serves as an auxiliary technique, allowing us to establish the
characteristics of products and components.
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  RAM parameters or Reliability, Availability, Maintainability. RAM
parameters are statistical tools that help us establish final quality
characteristics of products and to carry out testing and qualification
activities.

Understanding the generic design process that we have proposed, it is

easy to see that the methodologies listed are, along with others, applicable in
different phases of the process to facilitate the work of the design and
development team. Thus, organizations that keep in mind the importance of
design and development to achieve customer satisfaction also have, from the
point of view of quality management, a series of support tools that facilitate
this process.

2.6. Operational Controls:

Control is one of the main administrative activities within organizations; it
is the process of verifying the performance of different areas or functions of
an organization. It usually involves a comparison between an expected
performance and an observed performance, to verify whether objectives are
being met efficiently and effectively and take corrective action when
necessary.

The control function is related to the planning function, because control

seeks to ensure that performance conforms to plans. This is why in quality
management, control allows corrective measures to be taken. To do this, it is
necessary to use the seven (07) quality tools:

 Cause-Effect Diagrams
 Inspection sheets
 Control charts
 Flowcharts
 Histograms
 Pareto Charts
 Scatter plots

Likewise, the operational control of quality management must be

supported through the implementation of management indicators focused on

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 the company's production process from customer perception to supplier
performance.

2.7. Quality Audits:

The ISO 9000: 2000 Standard defines a Quality Audit as a systematic,

independent and documented process to obtain evidence and evaluate it
objectively in order to determine the degree to which the audit criteria are
met.

The primary objective of the audit is to assess the adequacy and

effectiveness of an organization's quality provisions by collecting and using
objective evidence, and to identify and record instances of non-compliance
with quality provisions and to indicate, where possible, the reasons. In
summary, the sequence of objectives are:

 Determine compliance.
 Determine operation.
 Determine effectiveness.
 Provide opportunity for improvement.
 Ensure compliance with legal or regulatory requirements.

2.7.1. Types of Quality Audit:

The following types of audit are distinguished:
 Quality System Audits; Audits of a company's Quality System are an
activity carried out to verify, through the examination and evaluation of
objective evidence, that the Quality System is adequate and has been
developed, documented and effectively implemented in accordance with
the specified requirements. .
 Quality Audit of the process; The process Quality audit consists of the
systematic and independent examination of the elements of a process to
determine whether the activities and results related to Quality satisfy the
previously established provisions and whether these provisions are
carried out effectively and are suitable for achieve the objectives.

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 Product Quality Audits; The product quality audit consists of the
quantitative estimation of compliance with the required characteristics of
the product.
 Internal audit; It is important for the company to verify the effectiveness of
its Quality System, with the company itself investigating its own systems,
procedures and activities to ensure that they are adequate and that they
are complied with. They provide information on whether your policies are
being followed, whether systems are as efficient and effective as they
should be, and whether any changes are needed. They can establish a
line of communication throughout the company and turn it into a great
motivating element.
 External audit; It is the audit carried out by a company on its own
suppliers or subcontractors, or carried out by a client on it.
 Third Party Audit; It is the external audit carried out by an organization
independent of the parties, which verifies the effectiveness of the Quality
System and compliance with international Quality standards (ISO). It has
several advantages, since being carried out by someone independent
and credible, it is likely that clients will decide not to carry out other
audits, with the consequent economic and time savings for both parties
(client and supplier).
 Adequacy Audit; It is also known as a System audit or management
audit. It is a dispatch task, which determines whether the Quality System
documented through the Quality Manual, its associated procedures, work
instructions and records, adequately comply with the requirements of a
Standard, and if it provides objective evidence that the system has been
designed for it.
 Compliance audit; It is the audit that attempts to determine the level of
implementation of the Quality System.

2.7.2. Audit Principles:

The audit must be characterized by adherence to a series of principles.

These principles help make the audit an effective and reliable tool that

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provides information on which the organization can base itself to improve
its performance.

These principles are:

a. Integrity: it is the basis of professionalism. The auditor should:
- Do your job with honesty, diligence and responsibility.
- Comply with any applicable legal requirements.
- Demonstrate your competence while performing your job.
- Perform your work impartially, remain fair and without bias.
- Be sensitive to any influence on your judgment while conducting the
audit.
b. Fair presentation: obligation to truthfully and accurately present audit
findings, audit conclusions and audit reports. Report obstacles
encountered during the audit and divergent opinions between the audit
team and the auditor.
c. Professional Care: The auditors' application of diligence and judgment
must be exercised in accordance with the importance of the task being
performed and the trust placed in them by the client and other
interested parties. An important factor is having the ability to make
reasoned judgments in all audit situations.
d. Confidentiality: the auditor must be discreet in the use and protection
of the acquired information. Audit information should not be used
inappropriately for personal gain or that of the auditing client, or in a
way that affects the interests of the auditee. This point includes the
handling of confidential information information.
e. Independence: is the basis for the impartiality of the audit and the
objectivity of the audit conclusions. The auditor must be independent
of the activity being audited and in all cases must act in a manner that
is free of bias and conflicts of interest. In the case of internal audits,
the auditor must be independent of the managers and the function
being audited.
f. Evidence-based approach: audit evidence is verifiable. It is based on
samples of available information and must use sampling appropriately.

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 2.7.3. Benefits of the Audit:
 Give confidence to management.
 Give confidence to customers.
 Detect operational problems.
 Provide opportunity for improvement.
 Provide feedback for corrective actions.

2.8. Quality assurance:

The most appropriate way to ensure that companies develop quality
management in their structuring and development of the entire production
process is to develop prior audits for the ISO certification with which a
company is qualified as a company that provides products. quality in all its
aspects.

2.8.1. Quality Improvements:

There are many methods to improve the quality management
system. These encompass improvements in products, processes and
based on human resources. The following is a list of quality management
methods and techniques that incorporate and carry out improvement in
quality systems:

 ISO 9004 :2008 — Quality Management Systems – Guidelines for

performance improvement
 ISO/IEC 15504 -4: 2005 — Improvement and evaluation of software
development processes - Part 4: Guidance on use for improvement
processes and capability determination processes
 Quality Function Deployment (QFD) – also known as the house of
quality approach.
 Kaizen —改善, "improvement" in Japanese.
 Zero Defect Program — created by NEC Corporation of Japan,
based on Statistical Process Control and is one of the precursors for
the inventors of Six Sigma.
 Six Sigma — 6σ, Six Sigma (Six Sigma in English) combines
established methods such as statistical process control, experimental

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 design and failure mode and effects analysis (FMEA) in a single
framework.
 PDCA — Plan, do, check, act (plan, do, check, act) cycle for quality
control. (The Six Sigma DMAIC (define, measure, analyze, improve,
control) method can be seen as an application of this.)
 Quality Circle — group (oriented people) focused on improvement.
 Taguchi methods — statistical methods aimed at providing
robustness to quality, quality loss function, and specifications.
 The Toyota production system — modified in the West to lean
manufacturing .
 Kansei engineering — is an approach that focuses on capturing
emotional feedback from customers to stimulate improvement.
 TQM — (From English, "Total Quality Management") is a
management strategy that aims to raise awareness of quality in all
international processes. It was first promoted in Japan with the
Deming Prize which was later adopted in the United States as the
Malcolm Baldrige National Quality Award and in Europe as the
European Foundation for Quality Management award.
 TRIZ — Russian acronym meaning "Theory for Solving Inventive
Problems"
 BPR — Business Process Reengineering (from English,
"Business_process_reengineering") is an approach that aims to
optimize workflows and processes within an organization.

 OQRM — Object-oriented Quality and Risk Management, model for

quality and risk management.

Supporters of each current have sought improvement as well as its

implementation for small, medium and large gains. A simple method is
the process approach that forms the basis of the ISO 9001:2008 quality
management system standard that is derived from the eight principles.
The most complex tools for quality improvement were developed for
companies that were not originally targeted. For example, Six Sigma was
designed for manufacturing and has been implemented in service
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 companies. Each current and method has found its success as well as its
failures.

Some of the most common differentiators between success and

failure include commitment, knowledge and experience to guide
improvement, the scope of the desired change/improvement (such large
changes tend to fail more often than small changes), and the culture of
adaptation of companies. For example, quality circles do not work in
many companies (and managers sometimes discourage their
implementation), and relatively few companies that implement TQM
methods have won a national quality award.

The failures of the BPR system have been widely cited, as have those of
Six Sigma. Organizations should therefore carefully consider the
improvement methods they should implement, and not take into account
all those previously listed.

It is important not to underestimate the people factor, such as culture,

when selecting the quality improvement method. Any improvement
(change) takes time to implement, gain people's trust and stabilize as an
accepted practice. The improvement must be allowed pauses between
implementations of new changes so that it stabilizes and its effectiveness
as a real improvement is verified.

Improvements that mean a change in culture take much longer since

they need to overcome resistance to change. It is easier and sometimes
more effective to work within the limits of an already established culture
and make small changes (Kaizen) that in the long run mean a bigger
change.

A good quality improvement program takes all factors into account to

choose the most correct method.

2.8.2. Responsibility and Authority:

The functions, responsibilities and authority of the different levels and

positions must be explicitly identified and communicated through the
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 lines of communication and be written in a framework of reference, which
allows every organization to perform with clarity and positivity and
encourages improvement. keep going

The organizational chart illustrates the interrelationships and

authority of the personnel who manage, execute and verify the work that
affects the quality of the services provided by our organization.

The organization of the project for execution is organized according

to the client's requirements, size and characteristics; it is the
responsibility of the general manager and the project department to
define and integrate it into the project manual.

The responsibility matrix shows in summary the main responsibilities,

authority and interrelationships of the personnel who manage, execute
and verify all types of activities or work that influence quality.
Responsibilities with respect to activities that affect quality are described
in detail and explicitly in the procedures manual.

The responsibilities and authority of quality system management are

shared and delegated with department managers and correspond to an
integral part of their assigned responsibilities. Department managers may
delegate authority when implementing functions related to quality. quality
within its functional area, but the manager remains responsible for
execution. It is our policy that this type of delegation of authority be
formally defined and documented.

2.9. Quality:
A quality system is a system of conduct, and the way business is
conducted is a reflection of the philosophy of the people who own and
operate the business.
Quality is therefore a vision as well as a philosophy that attempts to
break down the mental barriers of conventional managers whose vision
rarely extends beyond the results of the last month-end. In contrast to the
result orientation typical of Western companies, this new orientation focused
on the continuous improvement of processes is contrasted.
Page29 of 37
 In this new vision of business management, on the one hand, the true
meaning of quality, as it is perceived by consumers, is explored, and on the
other, energies are concentrated on exposing and overcoming the enormous
waste that afflicts conventional companies.
Its origin is older, although it is a new word, it comes from an
adaptation of the Japanese kaizen system redirected to Western culture,
adding to the Japanese tools, instruments and methods the theory of
constraints (TOC), modern advances in the field. of: operations research,
knowledge management and change management, and the latest
developments in psychology and organizational behavior.
Therefore, being an agile and precise system, it helps Western
companies to face new challenges and compete with current market
demands.
Many American companies have erroneously attributed different levels
of importance to productivity, or how much is produced, and quality, which is
the level of excellence of what is produced. For some reason, many American
companies placed more importance on increasing productivity than on
producing quality goods and services. And they were wrong. Many European
and Japanese companies recognize that quality and productivity are equally
crucial. Quality and productivity are two factors of the same equation.
Together, they equal customer satisfaction and company success.
That is to say, if a company improves the quality of the product or
service, costs decrease, it has fewer delays, fewer errors and uses resources
better, it becomes productive. Thanks to this, it manages to offer its customers
good products at lower prices, thus becoming more competent and
guaranteeing its permanence in the market.

In this sense, for the above, focusing on practice since a productive

person has the ability to carry out their obligations in an effective, efficient and
effective manner. This has a direct impact on their work, moral, family and
interpersonal performance. In this sense, it is evident that not only is there a
close relationship between these terms, but in addition to the level of

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complementarity that exists, as one is consistent with the other, it is the
formula for achieving success.

2.9.1. Values:

Before starting implementation, companies that wish to incorporate

quality into their management style must be determined in the following
values:
 A clear vision of the future and your position in it.
 Employees who understand the vision and their contribution to it.
 Some employees whose attitudes are aligned with the vision.
 Some objectives that support the vision.
 A culture that accepts and understands change.
 An organization that is continually learning.
 A management team trained in the design of socio-technical tasks.
 Collaborative decision making between the company, unions and
employees.
 Autonomous work groups.
 Development of human resources.
 Employee involvement before the introduction of new technology.
 Employee participation in the design of work methods.
 Multispecialization for all employees.
 A philosophy of continuous improvement.
 Mixed functionality teams working on improvement projects.
 Constant innovation capacity.
 Customer focus.
 The voice of the customer as a guiding force.
 Market leadership in the chosen field.
 Participation of suppliers in the design process.
 Integrated product development.
 Product and service quality as a sustained competitive advantage.
 Aversion to waste in all forms.
 Variation management.
 Quality systems as the basis for continuous improvement.
Page31 of 37
 High system speed.
 Quick amortization of investments.
 A system of equitable distribution of the wealth generated.
 Respect for the individual and the community.
 Ecological responsibility.
 Clear ethical standards.

These are some of the values that must be taken into account when
visualizing the future of the company and when establishing the standards
with which the organization's progress will be measured, focused on
Quality.

2.9.2. Aspects for implementation:

 Face the reality of the present situation.
 Accept responsibility for changing the present situation.
 Understand the values of an organization quality.
 Develop a shared vision.
 Develop a climate for change through an increasing
capacity to learn.
 Prepare for the transition.
 Take into account the personal aspirations of others.
 Abolish leadership by fear.
 Use participatory goal setting.
 Accept only objectives that support the vision.
 Identify obstacles to achieving the vision.
 Learn strategies to manage divergences.
 Encourage simplification.
 Make change a personal commitment.
 Establish the commitment to become a quality company.
 Prepare for change.
 Prepare for increasing use of computers.
 Develop an organization that can adapt to changing conditions.
 Increase awareness fields.
 Share information with employees.
Page32 of 37
  Empower all people.
 Have faith in people.
 Define and publish company ethics.
 Become a learning company.
 Don't do anything that diminishes people's worth.

 Constantly provide creative effort to improve the system.

3.1. THE DIRECTIONS OF THE FUTURE

Therefore, in summary, to successfully put quality into practice, it

is necessary to be decisive in the following:

 Establish the commitment to become a quality company.

 Prepare for change.
 Prepare for increasing use of computers.
 Develop an organization that can adapt to changing conditions.
 Increase awareness fields.
 Share information with employees.
 Empower all people.
 Have faith in people.
 Define and publish company ethics.
 Become a learning company.
 Don't do anything that diminishes people's worth.
 Constantly provide creative effort to improve the system.

Page33 of 37
 CONCLUSIONS

When developing this work, we wanted to expand our field of vision on the
importance of quality management in a company. Below, we present a set of
specific conclusions that constitute the results of our monograph.

It is clearly identified that through optimal quality management, the satisfaction

of customer needs and expectations constitutes the most important element for
the success of a consolidated, emerging or emerging company, being vital as a
negotiation factor. .

Likewise, it not only guarantees the success of the company, but also raises
its level of competitiveness, due to its cyclical structure and its continuous
improvement processes, perfecting its procedures, contributing to the company
having the possibility of crossing borders initially drawn, heading to your most
desired goal; its internationalization.

It goes without saying that its implementation necessarily demands a

participatory management style in permanent and solid commitment to its staff,
highlighting teamwork, integrated as a single operational structure for the
resolution of internal or external problems that it may face, regardless of its
effectiveness. and efficiency in its productive capacity. As a support, quality is a
philosophy whose purpose is to change new ways of thinking and acting in work
life. Not only does it have positive effects on the company, but also on the
employees as it helps combat stress, allowing them to cope with work duties while
fighting against life's surprises.

In our country, we must highlight the strong trend and importance that quality
has had through different application, teaching or dissemination tools, causing the
majority of entrepreneurs who wish to form a company to strongly consider quality
as an essential added value in the manufacturing their products or providing their
services, as well as a priority factor in the organizational structure they wish to
design.

Page34 of 37
 Finally, quality has become one of those concepts that can mean all or nothing
and projecting its areas of application, would not only be oriented at the level of
companies or professionals, but also at the personal level, and could become a
style of daily life.

Page35 of 37
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