quality management system
Autor: Prof. Dr.-Ing. Dr.h.c.* Dieter Deublein (Aidewise GmbH) *granted by Amansholov University Öskemen
Every person, every organisation, every company has a management system that is more or less well structured. A quality management system is a sub-item of it.
- A management system is a management instrument and should help the management to lead the company in the right direction and to move forward with the right speed.
- A quality management system helps the management to control the error rate, the innovations and the prices via the organisation in the company.
- A management system keeps the company moving.
- The management keeps the entire company under control
Fig: Schepherd leads his herd with the right speed on the best possible way from the dry meadow to the green meadow. He wants to arrive there with as many sheep as possible and avoid sheep starving to death on the way. The angle adjusts according to the speed: high speed requires authoritarian leadership, rather low speed cooperative leadership. (Copyright: Aidewise GmbH)
Important for a management system is
- vision (see below)
- a mission derived from it (see below)
- derived from both a company policy (see below)
- special policies derived from corporate policy on various aspects and strategies; e.g. market policy, quality policy, environmental policy.
- quantified objectives to move in the directions set by the policies.
- measures and programmes/plans in line with objectives
- management review to check how much progress has been made
- organisation of the company in order to fulfil the mission as well as possible. The organisation is tailored to the size of the company (see figure).
Use of the management system as instrument
Based on their personal visions, the management sets the policy and the mission, e.g. in October of each year
Within the framework of target agreement discussions, the subordinate employees at the hierarchical levels set themselves goals from top to bottom for the further development of their areas of responsibility by the end of the year. The goals are discussed with the management and readjusted until they fit in with the policy.
The results of the target agreement discussions are summarised (management review) and communicated to the employees. The extent to which the targets were achieved in the past year is also communicated.
Forecast of how the wider and closer environment of the company will develop over the next 15 years.
To this end, a keyword catalogue will first be drawn up. For the individual keywords, megatrends are determined completely independently of the company itself.
This is followed by a forecast of what the company could look like in this new environment.
A task that the company wants to face today, in the near future and in the distant future.
The formulation of the mission preferably begins with: "We create ........ useful things for the society".
Corporate policy based on vision, the direction in which the company is to develop and the speed at which it must move.
The company policy is broken down, for example, into the following policies: products, market, location, finances, investments, personnel, quality, environmental protection and others.
The following applies to the formulation of the policies: few motivating words are chosen for the employees, with which they can be moved into the future environment.
Corporate policy is colored by strategy. The strategy also includes any detours that may be necessary in order to reach the goal more easily or at all.
Targets must be SMART: S = specific, M = measurable, A = attractive, R = realistic, T = terminated
A goal is a future, desired condition with a clear description.
Close goals must be quantified. The further the goals lie in the future, the more nebulous they can remain. A goal is quantified by a description that is as detailed as possible, the person responsible for the goal, the personnel requirements, the financial resources required, and the time schedule.