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A flexible approach to business improvement
The ISO 9000 definition of quality improvement states that it is part of quality management focused on increasing the ability to fulfil quality requirements.
In simple terms, quality improvement is anything which causes a beneficial change in quality performance. There are two basic ways of bringing about improvement in quality performance. One is by better control and the other by raising standards. We don't have suitable words to define these two concepts. Doing better what you already do is improvement but so is doing something new. Juran uses the term control for maintaining standards and the term breakthrough for achieving new standards. Imai uses the term Improvement when change is gradual and Innovation when it is radical. Hammer uses the term Reengineering for the radical changes. All beneficial change results in improvement whether gradual or radical so we really need a word which means gradual change or incremental change. The Japanese have the word Kaizen but there is no English equivalent that I know of other than the word improvement.
Quality improvement (for better control) is a process for changing standards. It is not a process for maintaining or creating new standards. Standards are changed through a process of selection, analysis, corrective action on the standard or process, education and training. The standards which emerge from this process are an improvement from those used previously. A typical quality improvement might be to increase the achieved reliability of a range of products from 1 failure every 1000 hours to meet the specified target of 1 every 5000 hours. Another might be to reduce service call-
Quality improvement (raising standards or Innovation), is a process for creating new standards. It is not a process for maintaining or improving existing standards. Standards are created through a process which starts at a feasibility stage and progresses through research and development to result in a new standard proven for repeatable applications. Such standards result from innovations in technology, marketing and management. A typical quality improvement might be to redesign a range of products to increase the achieved reliability from 1 failure every 5000 hours to 1 failure every 10,000 hours. Another example might be to improve the efficiency of the service organization so as to reduce the guaranteed call-
The transition between where quality improvement stops and quality control begins is where the level has been set and the mechanisms are in place to keep quality on or above the set level. In simple terms if quality improvement reduces quality costs from 25% of turnover to 10% of turnover, the objective of quality control is to prevent the quality costs rising above 10% of turnover. This is illustrated below.
Improvement by better control is achieved through the corrective action mechanisms referred to in ISO 9001:2015 clause 10.2. Improvement by raising standards requires a different process. A process which results in new standards.
Improving quality by raising standards can be accomplished by the following steps:
Put in place the controls to hold the new level of performance.
This improvement process will require controls to keep improvement projects on course towards their objectives. The controls applied should be designed in the manner described previously.
More information about quality improvement can be found in Part 10 of the ISO 9000 Quality Systems Handbook 7E
|ISO 9000 Quality Systems Handbook|
|Small Business Guide|
|The Business Cycle|
|Business excellence criteria|
|Business process management|
|Qualty - what it means|
|Achieving Quality Goals|
|Quality management principles|
|Mission, Vision and Values|
|Process based management systems|
|The Mission Management Process|
|Demand creation process|
|Demand fulfilment process|
|The Resource Management Process|
|Critical success factors|
|Process mapping for Results|
|Process Risk Assessment|
|Quality Management Systems|
|Procedures to processes|
|Preventive action to risk based thinking|
|Conformance to performance|
|Customers to intersted parties|
|Results of the QMS|
|Misconceptions about ISO 9001|