insights regarding quality management systems as extended products
TRANSCRIPT
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1. INTRODUCTION1. INTRODUCTION
In the past two decades, quality management systems(QMS) have become commodity products that any
respectable company wants to purchase and implement in
their organization
However, companies tend to have more dynamic desiresand expectations form a QMS, especially in the current
economic situation.
In this context, the authors of this paper believe that QMS, as
a knowledge product, can be further extended so thatcompanies could increase their potential benefits from its
use.
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2. THE RATIONALE FOR
IMPLEMENTING QMS
If the company develops its own informal management
system it is rather difficult to control all the inside factors,
so that possible problems, unnecessary costs, low quality
products and services or unsatisfied costumers, might
appear.
The solution proposed by the ISO 9001 model is to build a
structured management system based on the good
managerial practices gathered, distilled and validated by
ISOs expertise.
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3. EXTENDING THE QMS PRODUCT
The authors propose a new approach based on T. Levitt
and Ph. Kotler vision on extended product. The product
concept should start with client's expectations and desires
as well as the market's requirements.
Than when we refer to extended product it is necessary to
consider as the most important part the concept of
continuous improvement, sustainable development and
environmental protection. A simple representation of this
concept can be seen the next figure.
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3. EXTENDING THE QMS PRODUCT
Simple representation of extended product concept
based on T. Levitts and Ph. Kotlers vision
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3. EXTENDING THE QMS PRODUCT
As described by Ph. Kotler (1997), in the ProductsConditions field, are those elements which give the
extended products dimension, and most of the time this
elements make the difference between competitors, being
used by organizations for obtaining competitive advantage.
The general elements are:
Delivery
Warranty
Assembling and service
Contract terms
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3. EXTENDING THE QMS PRODUCT
The possible solution addressed in this paper discusses
the extension potential of each stage in the QMS
development process.
As such, in Table.1 is presented a model for thisundertaking, together with the required steps that a
consultant should assist a company within the possible
additional elements that it providing more value to the
customer:
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3. EXTENDING THE QMS PRODUCT
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4. CASE STUDY
In order to test this concept a survey has been performed. Thedesign of the survey is based on a focus group from the North-
Western region of Romania.
Based on A.D.R. (2007) presentation we have identified six main
interest industries for Romanias North-West region: Automotive industry;
Furniture industry;
Tourism;
Information Technology and Communications;
Agriculture;
Higher education and research.
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4. CASE STUDY
On these fields authors have collaborated with companies thatagreed to answer to a series of questions regarding their satisfaction
on already implemented QMS and their opening to the new concept
of regarding QMS as an extended service.
Also other objective of this questionnaire was to indentify the real
reason why organizations pay for this kind of services. The major objective of the questionnaire, besides verifying the
extended product concept was to identity in what step of creating
and implementing QMS most problems appear and what was the
reason of their occurrence.
By understanding these problems consultancy organizations canimprove the model of QMS implementation.
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5. RESULTS ANALYSIS
In the above considerate sample of thirteen companies,from all six industries described earlier, we have identified
that 55.60 percent of companies from the target group had
bought this services for their cost and business
optimization, and the rest op 44.4 percent have
implemented QMS just as an image advantage.
The results indicate that almost 60 percent of the
companies had done their research in order to find the
right company to design and implement a QMS in their
businesses.
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5. RESULTS ANALYSIS
The validation of extended product/service concept
as a competitive advantage
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5. RESULTS ANALYSIS
This means that even if the companies were not very popular, thefact that they extended their product, the QMS service, was,
from the clients perspective, as important as if they were well
known and experienced companies.
Sustaining this concept, 12.50 percent of companies havedeclared that they would change they original QMS service
provider, if they could, for a consultancy provider with an
extended service, even if they would have to pay a higher price.
This result supports the idea that applying the concept of
extended product offers companies competitive advantage
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5. RESULTS ANALYSIS
Stages of implementation where problems occurred.Stages of implementation where problems occurred.
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5. RESULTS ANALYSIS
The main reasons for these problems can be resumed ascommunication deficits between employees and consultants.
For this reason personnel consider that the QMS is difficult to
understand and of course difficult to transmit to the whole
organization.
The QMS is seen as very bureaucratic, people do not
understand the purpose of this new hard work, and tend to
reject the consultants that are interfering in their job.
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5. RESULTS ANALYSIS
Real changes in organizations
after one year of QMS function
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5. RESULTS ANALYSIS
In the survey, authors propose the paradigms of continuousimprovement and sustainable development for extending the
QMS services.
The questionnaire reveals the fact that more than 50 percent of
the companies, that already have implemented a QMS, areinterested on improvement and development.
This can be done through: re-auditing, QMS upgrades, cost
reduction programs, and all the other services that a
consultancy organization with extended services can provide.
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6. CONCLUSIONS
Transforming quality systems into extended products bring amore concrete dimension to the approaches of continuous
improvement and sustainable development that many
companies are trying to implement.
Moreover, the concept and the issues regarding its validationcan serve to demonstrate the value creation potential of the
market for QMS development.
As shown in the case study results, an extended service will
bring consultancy organizations a competitive advantage, abetter place on the market and finally, more clients.
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6. CONCLUSIONS
From this information we can generate a short
Troubleshooting Guide for consultants that implement QMS
in order to obtain a better client satisfaction.
A clear orientation towards an improved and extendedservice in the field of QMS implementation assistance could
have a wide impact on the market, as it would not be confined
only to the companies that receive the assistance, but it
would extend its benefits to their own customers also.