tqm-bit, nastanak i razvoj

8/2/2019 TQM-Bit, Nastanak i Razvoj

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Ma{instvo 4(3), 199 212, (1999) Lj.Kafol: TQM BIT, NASTANAK I RAZVOJ

TQM - BIT, NASTANAK I RAZVOJ*Ljudmila Kafol, Menagement Consulting, Zavod za kakovost storitev in komunikacijStegne 27, 1000 Ljubljana, Tel.: + 386 (0) 61 151 22 26/28, E-mail: [email protected]

PREGLEDNI RADEZIMERazlika izme|u in`enjerskih tehnologija i kontrole kvaliteta je u tome {to in`enjerske tehnologije rje{avaju

pojedina~ni problem ili proces i iznalaze nova kvalitativna rje{enja i principe djelovanja, dok se kontrola

kvaliteta u dana{njem smislu, bavi i rje{ava probleme, koji se ti~u vi{e procesa i djelovanja preduze}a u

cjelini, a na osnovu kvantitativnih podataka.

TQM (CWQC, TQC), kao set organizacionih pristupa i metoda za skladno i racionalno djelovanje

ukupnog preduze}a, nastao je kao odgovor uspje{nih preduze}a (mened`menta) na promijenjene

uslove poslovanja u devedesetim godinama.

Predpostavlja, da je tehnolo{ki razvoj i nivo djelovanja na visokoj razini, a ozna~ava ga: usmjerenost

na Kupca, kvalitet na prvom mjestu, naglasak na procesima i objektivnim podacima i djelovanje naosnovu logike PDCA petlje u svim aktivnostima.

Naglasak na mekim elementima i njihovu ulogu u vo|enju preduze}a ka poslovnoj ekselenciji,

nalazimo tako|er u osnovi svih nagrada za kvalitet (Demingova, Baldridge, Evropska, sve nacionalne)

a 10 teme jnih elemenata navodimo i kratko opisujemo na kraju ovog prikaza.

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Klju~ne rije~i: kontrola kvaliteta, TQM, proces, kupac, PDCA petlja.

TQM - NATURE AND DEVELOPMENTLjudmila Kafol, Management Consulting, Ljubljana, Zavod za kakovost storitev inkomunikacij, Stegne 27, 1000 Ljubljana, Tel.: + 386 (0) 61 151 22 26/28, E-mail:

[email protected]

SUBJECT REVIEWUMMARYAn engineering tehnologies are focused on a qualita ive type o improvement based on completely

new principles and to particular problem or process.

Quality control is focused on all processess and activities and company as a whole through

methodical, o ganized and continuous type of improvement based on quantitative data and modifiying

prevailing conditions while retaining existing principles.

There are two reasons why quality control has become a vital part of business management. One is

a need to respond more effectively to customer demands and the other is a pressure to makemanagement more efficient.

TQM - Total Quality Management, was developed by some leading companies in the early 1990' s

when the future development of companies was governed by the success or failure of how they

manage quality.

The basic key points of the TQM concept are: Consumer Orientation, Quality First, Process Control,

Management by Fact and PDCA loop.

There are the 10 core values contained in awa d models (Deminge Prize, Malcolm Baldridge Quality

Award, European Quality Awa d and all National Quality Awards).

Summary and describe o them is in the chapter 10. at the end o this article.

Key words: Quality Control, TQM, Process Control, Customer Orientation, PDCA loop.

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1. UVODDefinicija kvaliteta, kojom se bavi kontrola kvaliteta

u dana{njem smislu, glasi:

Kvalitet je skup onih osobina proizvoda ili usluge,

koji najbolje zadovoljava potrebe, zahtjeve i

o~ekivanja kupaca.(Juran, definicija ISO)

Problemom, kako proizvesti takve osobine bavi se

TQM - sistematizovan organizacijski pristup

uspje{nih preduze~a, oblikovan u devedesetim

godinama.

U vezi sa TQM, TQC, ISO 9000, kao i drugim

terminima, koji se pojavljuju na podru~ju kvaliteta i

kontrole kvaliteta, sre}u se mnoga tuma~enja i

razumijevanja, a ponekad i pretjerivanja i

nerazumijevanja.

Zbog toga je moja namjera, da u ovom doprinosu,

na jednostavan, pregledan i slikovit na~in sa`mem

glavna sadràjna obilje`ja kontrole kvaliteta danas, razloge i smisao nastanka TQM i osnovnu logiku,

na kojoj po~iva na~in vo|enja preduze}a, koji

nalazimo pod ovim nazivom.

TQM rje{ava probleme koji se ti~u djelovanja

preduze}a u cjelosti, sa naglaskom na skladnom

djelovanju izme|u procesa, zato su njegovi pristupii metode prije svega na organizacijskom nivou.

Predpostavlja, da su pojedina~ni problemi i procesi,

posebno na podru~ju tehnologija i tehnolo{kih

rje{enja dobro razrije{eni i dostiù visok nivo

pojedina~nog djelovanja.

Zato potreba za TQM na~inom vo|enja preduze}anastaje u odre|enoj razvojnoj fazi preduze}a - kada su

osnovni egzistencijalni i tehnolo{ki problemi

razrije{eni; kao i u ore|enom poslovnom okruènju -kada su, informatizacija dru{tva, razvoj transporta i

distribucijskih kanala, postigli takav stepen razvoja,da kupci mogu birati izme|u vi{e ponuda za svoje

potrebe, a i imaju novca, da to plate.

1. INTRODUCTIONThe definition of term quality that is currently used

in quality control states:

"Quality is the set of product or service features

that satisfy customer needs, demands and

expectations best". (Juran, ISO definition)

The problem how to "produce" these features is

dealt by TQM - a systematic organization approach

of successful enterprises, which was established in

nineties.

When talking about TQM, TQC, ISO 9000, and other

terms appearing in the field of quality control, many

interpretations and apprehensions, and sometimes

exaggerations and misunderstandings are met.

Therefore, my intention here in this contribution is

to summarize in a simple, articulate and figurative

way, the main comprehensive characteristics of

quality control at present, reasons and the sense ofTQM advent, and the main logic on which the

enterprise management lays, as perceived by this

term.

The TQM solves problems referring to the

enterprise function as a whole, with a special

emphasis on harmonic operation between

processes. Therefore, its approaches and methods

are mainly positioned on the organization level.

The presumption is that individual problems and

processes are well solved, especially in technology

and technological solutions field, and that a high

level of individual action is achieved.Therefore, the need for TQM approach appears insidean enterprise in that development phase when the

main existential and technological issues are solved;

as well as in business surroundings where theinformativeness of society and transport and

distribution reached level so high that customers canchoose among numbers of offers to their needs, and

also have enough money to pay for that.

2. KONTROLA KVALITETA IIN@ENJERSKE TEHNOLOGIJEU svakoj fabrici, u svako doba i u svaki bran{i

skoro su uvijek prisutna 3 tipa problema:

(1) Postoje~e tehnologije nisu savr{ene - {touzrokuje mnogo problema i zahtjeva stalna

pobolj{avanja

(2) Uvijek nedostaju prvoklasni inènjeri ili ih nemadovoljno

(3) Ukoliko i postoji dovoljan broj i nivo inènjera, a i tehnologije su najnovije, proizvod moè biti

lo{eg kvaliteta zbog lo{eg rukovodenja odnosno

organizacije.

2. QUALITY CONTROL ANDENGINEERING TECHNOLOGYIn each factory, in every field, and at any time

three types of problems always exist:

(1) Present technologies are not perfect this

causes many problems and needs continual

improvement,

(2) There is always lack of first-class engineers,

(3) Even in the case the sufficient number of

engineers exists and they are skilled, and even the

technologies are the newest, the product still can

be bad in quality due to low management or

organization level.

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Inènjerske tehnologije osredoto~avaju se i rje{avaju

pojedina~ne probleme ili procese, a na osnovutraènja kompletno novih principa i kvalitativno novih

re{enja dok se problemi koji se ti~u vi{e procesa ilidjelovanja preduze}a u cjelosti, rje{avaju pristupima

kontrole kvaliteta.

Kontrola kvaliteta u ovom smislu ne zna~i samopostizanje i kontrolu tehni~kih osobina pojedina~nog

proizvoda, nego ukupan sistem za stalno

unapredivanje djelovanja preduze}a u cjelosti - na

organizovan, sistemati~an i kontinuiran na~in, a sa

ciljem postizanja stalnog kvaliteta svih proizvoda pomjeri kupca.

Pobolj{anja koja proizilaze iz sistema kontrolekvalitete imaju tri karakteristike:

a) Akumuliranje velikog broja pojedina~nih re{enja

Svako pojedina~no re{enje moè biti /naizgled sitno

i bezna~ajno ali ukupan u~inak velikog broja malih

rje{enja moè biti vrlo visok;

b) Modifikacije i promjene su unutar postoje}ih

principa i okvira

Obzirom, da se osredoto~ava na kvantitativne,

umjesto kvalitativne podatke daje rje{enja u okviru

postoje}ih tehnolo{kih principa;

c) Univerzalna aplikacija

Rje{enja se, obzirom da su zasnovana na

kvantitativnim podacima i ti~u se organizacijskog

nivoja, mogu prenositi ne samo unutar bran{e nego

i izmedu razli~itih bran{i.

Engineering technologies are focused on and solve

individual problems or processes by search ofcompletely new principles and qualitatively new

solutions, while the problems referred to several processes and the whole enterprise operation are

solved through the quality control approaches.

Quality control in this sense means not only the achievement and control of individual product

performances but the whole system for continuous

improvement of the enterprise operation in total

on an organized, systematic and continuous way

aimed to assure persistent quality of all productson customers desire.

The improvements obtained from the quality controlsystem possess the following characteristics:

a) Accumulation of numbers of particular solutions

Each particular solution may look like negligible and

insignificant but the total result of these small

solutions can be very high.

b) Modifications and changes are within the

existing principles and limits

Regarding the fact that this system is focused on

quantitative instead of qualitative data, it resolves

problems inside the existing technological principle

limits.

c) Universal application

The solutions can migrate not only within a certain

branch but also between different branches

regarding the fact that they are based on

quantitative data and organization level related.

3. WARUSA KAGENWarusa kagen je japanska rije~ kojom se ozna~ava

bistvo kontrole kvaliteta, a zna~i stepen

nepotpunosti u djelovanju preduze}a.

Pri tome se misli prije svega na nepotpunosti u

protoku procesa i funkcija u preduze}u - a

posljedica je nepostizanje o~ekivanog kvaliteta po

mjeri kupca.

Nagla{ava se prije svega ukupnost svih procesa,umjesto pojedina~nih makar i odli~nih rje{enja.

3. WARUSA KAGENWarusa kagen is the Japanese word that denotes

the control quality existence,and refers to the levelof imperfectness in enterprise functioning.

Here, it firstly refers to the imperfectness in

process flow and functions inside the enterprise

which results in inability to accomplish the

customers expected quality.

The main accent is put on all processes as a wholeinstead on individual solutions even if they are perfect.

4. AMERI^KI VERSUS JAPANSKIPRISTUP KVALITETUAmeri~ki pristup i razumijevanje kvaliteta usmjerava

se na traènje i otklanjanje negativnih odnosno

onih osobina proizvoda ili usluga, koje kupcu

smetaju ili ga ~ine nezadovoljnim - kao {to su

pogre{ke, deformacije i nedostaci.

Cilj ameri~kog pristupa je otkloniti nezadovoljstvo

kupca odnosno posti}i 0 gre{aka, 0 popravki i 0

reklamacija kupaca.

4. AMERICAN VS. JAPANESEAPPROACH TO QUALITYAmerican approachand understanding of quality isfocused on searching and removing of negativefeatures of products or services, others, those that

bother customers or make them discontented like

mistakes, deformations or misses.

The objective of the American approach is to

remove the discontention of a customer and to

achieve 0 mistakes, 0 corrections and 0

reclamation of customers.

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Indikatori kvalitete te vrste su: broj pogre{aka, broj

popravki ili broj reklamacija kupaca.

Osobine tog tipa kvaliteta jasne su i vidne, a za

njihovo postizanje koriste se i uspje{ne su

statisti~ke metode poput kontrolnih listi i sl.

Kaoru Ishikawa je ovaj tip kvaliteta nazvao

Backward-Looking Quality , a Noriaki Kano, koji jeIshikawin koncept razvijao dalje imenuje ga Must-

be-Quality.

Japanski pristup kvalitetu usmjerava se na traènje i

proizvodenje pozitivnih odnosno onih osobina koje

se kupcu dopadaju ili ga ~ine zadovoljnim.

Proizvodac se na taj na~in usmjerava na osobine

po kojima }e se njegov proizvod razlikovati od

drugih njemu sli~nih i na taj na~in pridobiti

prednost pred drugima.

Te su osobine, za razliku od prvog tipa, koje su

o~ite i vidne, obi~no manje o~ite ili ~ak skrivene. Za postizanje kvaliteta ovog tipa statisti~ke metode

nisu upotrebive i uspje{ne.

Jedan od uspje{nih pristupa moè biti metoda

analize pojedina~nih primjera uspjeha ili neuspjeha,

~iji se rezultati koriste kao osnova za

standardiziranje pozitivnih i pobolj{anje negativnih

pristupa radu.

Kao najbolji pristup za rje{avanje problema ovog

tipa kvaliteta pokazao se pristup da se za svaki

pojedina~ni slu~aj uzpostavi i dosljedno po{tuje

PDCA petlja.

Kaoru Ishikawa je ovaj tip kvaliteta nazvao Forward -Looking Quality, a Noriaki Kano - Attractive Quality.

Odnos izmedu prvog i drugog tipa kvaliteta je po

N. Kano dualistican, {to zna~i, da pozitivne

promjene na jednoj ravni (nezadovoljstvo)) ne

izazivaju automatski pozitivne promjene na drugoj

ravni (zadovoljstvo).

Poneki proizvodi se recimo dobro prodaju, iako

imaju veliki broj reklamacija, ako imaju neku

osobinu koja se kupcima dopada, dok se drugi, na

koje nema mnogo reklamacija ne prodaju dobro, jer

nemaju nijednu osobinu, koja bi za kupca bila

dopadljiva i ~inila ga zadovoljnim.

Po N. Kano je Must-be-Quality - kvalitet koji kupac

u svakom slu~aju o~ekuje (osnovni kvalitet), dok je

Attractive Quality ne{to vi{e, to je kvalitet koji kupac

prepoznaje kao privla~an, sebi dopadljiv i zbog

njega se odlu~uje kupovati upravo taj proizvod za

zadovoljenje svoje potrebe.Prvim pristupom (otklanjanje negativnih osobina - 0

popravaka, 0 gre{aka i 0 reklamacija), preduze}e sniàva tro{kove, dok se drugim pristupom(proizvodnja pozitivnih - kupcu privla~nih osobina)

mogu osvojiti nova trzi{ta, pove~ati udio na

postoje~im, povisiti cijena i pove~ati promet.

Oba cilja: sniàvanje tro{kova i dizanje prometa, zna~ajna su za pove}anje dobiti, zato se preduze}e

mora usmjeriti na oba, a ne samo na jedan ili drugicilj.

The indicators of that kind of quality are the

number of mistakes, number of corrections, and

number of reclamation of customers.

The characteristics of that type of quality are clear

and visible, and statistical methods like control lists,

etc., can be successfully used in observation.

Kaoru Ishikawa marked this type of quality as Backward- Looking Quality, and Noriaki Kano, who developed

Ishikawa's concept further, named itMust-be-Quality.Japanese approach to quality is oriented to search and "production" of positive product features or

those that customer likes or is satisfied by.

That way, a "producer" is directed to those features of

a product by which his product differs from similar

ones and his advantage over the others is assured.

Unlike to the first type features that are clear and

visible, these features are less obvious or even

hidden.The statistical methods are not useful and

successful for achievement of this type of quality.

One of successful approaches uses a method of

analysis of particularly successful or unsuccessful

examples, and the results obtained can form a

basis for standardization of positive improvements

and negative attitude removal.

The best approach to this type of quality problems

seems to be the one that establishes and

consequently tracks the PDCA loop for each

particular case.

Kaoru Ishikawa named this type ofquality Forward Looking Quality, and Noriaki Kano called it asAttractive Quality.

N. Kano says that the relationship between these two

types of quality is a dualistic one, which means

positive changes in one side (discontent) do not

automatically result positively on the other (satisfaction).

The example follows: some products are being well sold

in spite of numbers of reclamation, because they have

some feature that customers like; on the other side,

other products with less reclamation arent because they

have no feature that customers like and are satisfied by.

As put by N. Kano, the Must-be-Quality is the

quality that customer expects anyway (the basic

quality) but the Attractive Quality is something more;

it is the quality that customer recognizes by his

own as attractive and decides to buy exactly that

product to satisfy a need.The first approach (negative characteristic removal

0 corrections, 0 mistakes and 0 reclamation) enables

an enterprise to decrease the costs. On the other side,the second approach (production of positive, i.e.

customer attractive features) enables new markets to

be reached as well as an increase in participation onpresent markets, in price and in trade rate can follow.

The both of the goals decrease in costs and increasein trade rate, is significant for profit enlargement so

the enterprise must target the both, not only the first

or the second goal alone.

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5. RAZLOZI ZA NASTANAK TQMTQM, kao set sistematizovanih pristupa i metoda za

vodenje preduze}a, nastao je kao odgovor

uspje{nih preduze}a na promijenjene uslove

poslovanja u devedesetim godinama.

Promjene u okruènju preduze}a nastale su na dva

podru~ja: Prvo podru~je: Promijenjeni zahtjevi kupaca pre

svega po vi{em nivou kvaliteta proizvoda ili usluga iniìm cijenama.Razvoj na podru~ju transporta, distribucije proizvoda

ili usluga kao i sredstava masovnih komunikacija,

u~inio je, da je kupac mogao kupiti i dobiti

proizvod, koji je èlio u bilo koje vrijeme i bilo

gdje.

Sredstva masovnih komunikacija omogu}ila su mu,

da je dobio pregled nad svim postoje}im

ponudama za svoju potrebu, a razvoj transporta idistribucionih kanala omugu}io je dostavu proizvoda

bilo kuda i bilo gdje po razumnoj cijeni.

Po{to je mogao uporedivati i birati Kupac je postao

zahtjevniji, kako u vezi kvaliteta samog proizvoda ili

usluge, tako i u vezi cijene.

Proizvodi lo{eg kvaliteta ili sa visokom cijenom

uskoro su bili izba~eni iz trì{ta.

Kvalitet je tako postao vaàn faktor prodaje, a

preduze}e odnosno menad`ment, koji nije razumio,

da kvalitet (kakav ga o~ekuje kupac) postaje

primarni cilj za postizanje prodaje, vi{e nije moglo

preìvjeti.Filozofija: va`no je proizvoditi artikle, koju

odgovaraju tehni~kih specifikacijama i dràti se

standarda , postala je opasna i vodila je u

samoubistvo preduze}a.

Drugo podru~je: Pritisak na efikasnije vodenjepreduze}a.

Zbog pove~anih i sasvim odredenih zahtjeva i

o~ekivanja kupaca, preduze}e je moralo postati

efikasnije u smislu:

Ta~nijeg i pravovremeno prepoznavanje

zahtjeva i o~ekivanja kupaca (kvalitet po mjeri

kupaca)

Brzog reagovanja na identificirane zahtjeve

kupaca

Boljeg savladavanja i povezivanja vlastitih

unutarnjih procesa.

Uspje{na su preduze}a, za ove namjene,

sistematizovala i razvila niz pristupa i metoda, koje

nalazimo pod razli~itim nazivima, kao {to su: TQM -

Total Quality Management , TQC - Total Quality

Control, CWQC - Companywide Quality Control.TQM, TQC, CWQC koriste oko 32 poznate metode sa podru~ja statisti~kih metoda, industrijskog

inènjerstva, logike i mnoge uspje{ne metode sa

podru~ja socialne psihologije za uklju~ivanje iefikasno kori{~enje i povezivanje znanja svih u~esnika

u svim procesima unutar preduze}a.

5. REASONS FOR TQM RISINGTQM as a set of systematic approaches and

methods for enterprise management, arose as a

response of successful enterprises to the modified

business conditions in nineties.

The changes in enterprise surroundings have

appeared in the following two areas: First area: Changes in customer demands toward

higher quality of products and services and to lowercosts.

The development of transport, products and

services distribution, and mass communication

means gave customers an opportunity to buy and

get the product they want, at any time and place.

Mass communication means have provided the

customer to get an overview of all possible offers,

while the development of transport and distribution

channels has provided product delivery any timethe customer wants and with rational price.

With the opportunity to compare and choose,

customer demands become stringent regarding as

quality so the price of product or service.

Consequently, low quality and high price products

were thrown out from market.

Thus, the quality became so important factor for

sale that an enterprise or its management if dont

understand the quality (as expected by customer)

as the main factor of successful sale, cannot

survive anymore.

The philosophy: " to produce articles in accordancewith technical specifications and standards is

important only ", became very dangerous one, and

leads an enterprise to a business suicide.

Second area: An increased pressure on enterprisemanagement efficiencyDue to enlarged and more definitive customer

demands and expectations, an enterprise had to

become more efficient in the following:

to recognize customer demands more

precisely and just-on-time (quality in

customers desire),

to respond quickly on identified customer

demands,

to establish better control and correlation

of processes inside the enterprise.

On this purpose, a lot of successful enterprises

have developed and systematized numbers of

approaches and methods, such as TQM Total

Quality Management, TQC Total Quality Control,

CWQC Companywide Quality Control.The TQM, TQC, CWQC use about 32 known methodsfrom various fields (statistics, industrial engineering,

logic, and social psychology) to engage, efficientlyutilize and connect the knowledge of all participants

regarding to all enterprise processes.

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6. KVALITET PROIZVODA VERSUSKVALITET PROCESAZa postizanje kvaliteta po mjeri kupaca bitna su dva

sadràjna pitanja:Prvo pitanje: Da li proizvodi ili usluge zadovoljavajuzahteve i o~ekivanja Kupca?Odgovor na ovo pitanje je definisan zadovoljstvom

Kupca sa samim proizvodom ili uslugom.

Kvalitet samog proizvoda postiè se sa 4 bitna

elementa:

Kvalitet planiranja

Kvalitet dizajniranja

Kvalitet izrade

Kvalitet poprodajnog servisa

Kvalitet planiranja , definisan je stepenom

skladnosti izmedu zahtjeva trì{ta/Kupca i

pojedinih osobina proizvoda ili usluga, u fazi

planiranja (Primjer: Komplikovan na~in upotrebeartikla jeste/nije u skladu sa zahtjevom Kupca

po jednostavnom na~inu kori{~enja artikla).

Kvalitet dizajniranja je definisan stepenom

dostignu}a planiranih osobina proizvoda u fazi

oblikovanja.

Kvalitet izrade je definisan stepenom

postignute izrade planiranih i dizajniranih

osobina. U masovnoj proizvodnji je mjerilo

kvalitete izrade: statisti~ki svi (100%) itemi.

Kvalitet poprodajnog servisa, definisan je sposobno{}u dobavlja~a, da pravilno odgovori

na sve zahtjeve i potrebe kupaca nakonkupnje (kao {to su: tehni~ka uputstva za

upotrebu, popravci i opskrba potro{nim RD).

Idealna je 100% sigurnost.

Ako kvalitet proizvoda ili usluga nije dovoljan, kupci

su nezadovoljni i proizvode reklamiraju, zato je broj

pritu`bi i reklamacija kupaca mjerilo postignutog

kvaliteta proizvoda jedan od indikatora za

nezadovoljstvo Kupca.

Drugo pitanje: Da li je zahtjevani i o~ekivani kvalitet

proizvoda ili usluga dostupan po razumnoj cijeni?Odgovor na ovo pitanje definisan je efikasno{}u

(protok i povezivanje) procesa u kojima kvalitet

proizvoda nastaje.

Kvalitet procesa u kojima nastaje kvalitet proizvoda,

zavisi od uskla|enosti ili odstupanja u aktivnostima

unutar ili izmedu procesa i na kraju ukupnog

vremena, koje je potrebno za protok svakog

pojedina~nog i svih procesa ukupno.

Nosioci procesa su organizacione jedinice odnosno

pojedinci, zato je njihovo osposobljavanje i rad sa

njima jedan od bitnih faktora za postizanje kvaliteta

procesa. Drugi bitan faktor je: namjerno, svjesno i stalno

pra}enje, analiza i pobolj{avanje svakodnevne prakse iprocesa.

6. QUALITY OF THE PRODUCTVERSUS QUALITY OF THE PROCESSIn order to reach the quality in customers desire,

two conceptual questions are essential: First question: Do products or services satisfydemands and expectations of Customer?

The answer is determined by Customer satisfaction

with the product or the service.

The quality of a product can be achieved through

these 4 significant factors:

Quality of planning,

Quality of design,

Quality of manufacture,

Quality of post-sale services.

Quality of planningis defined by the levelof compatibility between market/customer

demands and product or service individual

features during the planning phase(Example: Complex use of a product is/isnt

in accordance with customers demand for

simple use).

Quality of designdepends on the level of realization of previously planned product

features in the design phase.

Quality of manufacture is defined by thelevel of consistency in planned vs.

designed product features. The measure of

quality of manufacture in mass production

is statistically 100% (all items).

Quality of post-sale service is defined bythe supplier ability to respond properly on

customer demands and needs after the

purchase (Examples: users manual, spare

parts repair and supply). The 100% safety

is perfect.

If the quality of products or services is not enough, the

customers will feel displeased and make reclamation.

The number of complaints and reclamation is measure

for product quality achievement and important indicator

of Customers discontent.

Second question: Is product or service quality asdemanded and expected available with rational price?

The answer here is defined by efficiency (in flow

and correlation) of processes through which the

product quality has been made.

The quality of processes that influence the quality of

product, depends on the level of coordination or

deviation of activities being performed inside each

process in particular and between all processes in

total as well as at the end of it/them.

The makers of processes are organization units or

individuals; therefore, their training represents a

significant factor in achieving the quality of process.

The other significant factor is conscious andcontinuous monitoring on purpose and analysis and

improvement of daily practice and processes.

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Tre}i bitan faktor za postizanje kvaliteta procesa je

dvojan:

Otkrivanje neuskladenosti, odstupanja iproblema u {to ranijoj fazi procesa i

Rje{avanje problema na mjestu njihovog nastanka.

The third significant factor for process quality

achievement is dualistic:

Detection of asynchronization, deviations andproblems in the process as early as possible,

Solving the problems where they arise.

7. STANDARDIZACIJA KAO OSNOVAORGANIZACIONIH AKTIVNOSTIPlanovi i standardi iz vidika kontrole kvaliteta

identi~ni su u tom smislu, da oboje predstavljaju

sistematizovan i napisan na~in i postupak kako bi

ne{to trebalo biti uradeno, ali se bitno razlikuju po

tome za koje sadràje, aktivnosti i ciljeve se koriste.

Planovi se postavljaju za tip jednokratnih ciljeva,

koji su postavljeni iznad postoje}ih, a sa namjerom

promjene status quo.

Standardi, koji su zasnovani na proteklim rezultatima

i najboljoj praksi kristaliziraju pro{lo iskustvo i

znanje) , postavljaju se za ponavljaju}e se (iste)

ciljeve, a sa namjerom fiksiranja postoje}ih na~ina

rada odnosno odràvanja status quo.

(

Zato su standardi korisni i upotrebljivi u

implementaciji odnosno za tip rutinskih i u

potpunosti, unaprijed poznatih aktivnosti.

Fiksiranje (standardiziranje) lo{e prakse i postupaka

moglo bi preduze} nanijeti velike {tete, zato je

neophodno da se planovi(koji nemaju status

obaveznog po{tovanja) i standardi (kojih se svi

moraju obavezno pridrzavati)razlikuju.

Ukoliko se standardi i standardizacija upotrijebe skladno svojoj svrsi oni mogu donijeti zna~ajne

prednosti u dobrom dijelovanju organizacije kao {to su:

Zamjenljivost:Ukoliko se dio sistema iz bilo kojega

razloga sru{i, njegova rekonstrukcija je potpuna,

lak{a i brza.

Manje vremena za razmi{ljanje i komunikaciju:Standardi djeluju poput formule - promjene se veli~ine

i podaci i uvijek dobije pouzdan rezultat. Velika u{teda

vremena je, ako se za rutinske aktivnosti ne mora

uvijek ponovo iznalaziti najbolje re{enje.

Efikasniji razvoj pouzdanih i novih proizvoda: Po{to

su najbolja rje{enja i postupci rada standardizovani, inènjeri i dizajneri se, umjesto rutinskih aktivnosti,

mogu posvetiti pobolj{anjima osobina postoje}ih i

razvoju novih proizvoda.

Da bi standardi i standardizacija mogli biti korisno

upotrebljeni, moraju biti ispunjena 4 zahtjeva:

1. Standardi moraju biti pismeno dokumentovani,

ina~e se promjenom ljudi izgube i ne mogu se

koristiti i unapredivati.

2. Sve standardizovane aktivnosti moraju se

izvr{avati ta~no po standardima, {to zahtjeva dosta

obrazovanja i osposobljavanja ljudi.

3. Standardi moraju biti aùrirani, ina~e prestanu

djelovati ili postanu {tetni.

4. Cilj standarda mora biti pobolj{anje svih

aktivnosti.

7. STANDARDIZATION AS A BASE OFORGANIZATION ACTIVITIESFrom quality control point of view, plans and

standards are identical as they both represent a

systematic and written procedure of how things

should be done, butdiffer essentially in whatcontents, activities and objectives they are used.

Plansare made for single time objectives that are settled above the existing ones and they are

intended to change the status quo.Standardsare based on previous results and best practice (they summarize past experience and

knowledge) and are established forrepeatable

(identical) objectives, with the intention to fix theexisting modes or to maintain the status quo.

Therefore, standards are useful and can be

implemented efficiently for activities that are routine

and known beforehand.

Faulty practice and procedures if fixed could cause an

enterprise to suffer a lot, so plans (that are not

obligatory) and standards (obligatory for all) should

differ.If standards and standardization are used properly, they

can induce positive effects in organization, such as:Replaceability: If a part of the system falls for any reason, the reconstruction will be more complete,

easier and faster.

Less time necessary for speculation and communication:Standards act as a formula if data change, reliable

results always follow. A lot of time can be saved if the

best solution for routine activities exists. More efficient development of reliable and new

products:When the best solutions and procedures are standardized, engineers and designers are in

position to devote their thoughts to existing

products improvement and new productsdevelopment, instead to routine activities.

There are 4 requests to be fulfilled to put

standards and standardization in effective use:

1. Standards must be in a written form; otherwise,

any change can make people confused and

standards use and improvement impossible.

2. All standardized activities must be done exactly

by standards; this requires a lot of knowledge

and qualification of employees.

3. Standards must be updated; otherwise they

expire and cause damage.

4. In essence, the purpose of standards is the

improvement of all activities.

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8. PDCA PETLJASvi autori i osniva~i pokreta za kvalitet nagla{avaju,

da je logika PDCA petlje osnova TQM i postizanja

kvaliteta po mjeri Kupca.

PDCA petlja predstavlja slikovit prikaz aktivnosti

sistemati~ke kontrole i pobolj{anja, zasnovane na

ciklusu od 4 osnovne aktivnosti: planiranja,

implementiranja, provjeravanja i korigovanja, {to

predstavljamo na Slici 8-1.

8. PDCA LOOP All authors and founders of the quality movement

emphasize that the PDCA loop logic is basic for

TQM and quality in customers desire achievement.

The PDCA loop is a figurative representation of

systematic control activities and improvements,

which consists of 4 main activities cyclically

arranged: planning, implementation, checking and

correction, as shown on Fig.8-1.

Slika 8-1: PDCA petlja

Fig.8-1: PDCA loop

Bitne to~ke PDCA petlje mogu se sa`eti na sljede~i

na~in:

AktivnostPlanirajima tri bitne to~ke:

1. Odrediti smjer i kontrolne to~ke pobolj{anja

2. Postaviti mjerljive ciljeve

3. Odrediti put/na~in za postizanje ciljeva

AktivnostUradiima tri faze:1. Pripremiti se i usposobiti za metode, koje }e biti

upotrijebljene

2. Implementirati metode

3. Prikupiti podatke o zadanim parametrima kvaliteta

AktivnostProvjeri je faza provjeravanja i evaluacijesa tri bitne to~ke:

1. Provjeriti skladnost izvr{enih aktivnosti sa

standardima

2. Provjeriti skladnost izmjerenih parametara i

rezultata sa standardima

3. Provjeriti, dali postignuti i izmjereni kvalitet

dosti`e ciljne vrijednosti

Aktivnost Popravi ili Koriguj, obzirom na rezultate

Provjeri ima tri bitna naglaska:

1. Popraviti razliku izmedu postignutoga nivoa

aktivnosti i standarda za tu aktivnost

2. Prou~iti i sprije}iti ponovno pojavljivanje

deformiranih rezultata

3. Unapre|ivati sisteme i postupke rada.

The main activities in PDCA loop are briefly:

ActivityPlan has three crucial points:

1. To determine the direction and control points

of improvement

2. To set up measurable objectives

3. To determine the path/manner to reach these

objectives.

ActivityDo has three phases:

1. To prepare and be trained for methods that will

be used

2. To implement these methods

3. To collect data on defined quality parameters.ActivityCheckis the phase of checking and

evaluation with three crucial points:

1. To check a consistency between the activities

performed and appropriate standards

2. To check the agreement of parameters or

results measured with those of standards

3. To check whether the achieved and measured

quality reaches the goal values.

ActivityAction or Correcthas three importantaccents, which depend on Activity Check results:

1. To correct the distinction between the achieved

level of activity and the level imposed by standard

2. To investigate and to prevent fault results

3. To improve job procedures and systems.

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Aktivnost Planiranja je u sklopu PDCA aktivnosti

najzna~ajnija, jer uti~e na sve ostale aktivnosti, anekvalitetno planiranje produùje ukupno vrijeme za

postizanje ciljeva, {to slikovito predstavljamo na Slici 8-2.

The Activity Plan is the most important activity in

PDCA loop due to its influence on all other activities;a low quality planning prolongs time necessary to

attain the goals, as figuratively shown on Fig.8-2.

Slika 8-2: Ukupno v eme utro{eno na aktivnosti sa razli~itom strukturom PDCA fazar

Fig.8-2: Total time spent on PDCA activities

9. TQM-TOTAL QUALITY MANAGEMENTTQM - CWQC - TQC su samo razli~iti termini, koje

su razli~iti autori ili na razli~itim mjestima, koristili za

skoro iste sadràje.

CWQC - Companywide Quality Control,koristi se u

glavnom na podru~ju Japana, kako bi svoju

sistematiku, koja je zasnovana na 50 godina

iskustva, razlikovali od ameri~ke, koja je mnogo

mladeg datuma.

TQM - Total Quality Management, koristi se napodru~ju Evrope i USA.

TQC - Total Quality Control,koristi se na podru~ju

USA a po sadràju ima manji naglasak u orientaciji

na kupca i meke elemente vodenja.

Definicija TQM se glasi:TQM su aktivnosti racionalne proizvodnje idistribucije proizvoda ili usluga u kvalitetu po mjeriKupca. TQM po~inje sa po mjeri Kupca, a u obziruzima i ekolo{ke i {ire dru{tvene interese. Poslovnisistem postiè svoje ciljeve ponavljanjem PDCA petljena svim podru~jima djelovanja, implementacije,evaluacije i korektivnih aktivnosti.

Y. Kondo, str.38Cilj TQM je: Na ekonomi~an na~in posti}i kvalitet,koji zadovoljava zahtjeve i o~ekivanja Kupca.

TQMnagla{ava slijede}e sadràje:

Kvalitet na prvom mjestu (Quality First), {to zna~i,

da je osnova svih aktivnosti proizvod ili usluga

pouzdanog i stalnog nivoa kvaliteta, koji se Kupcu

dopada i kojega rado koristi.

Strategije za postizanje takvog kvaliteta su:

(1) Razvoj kompleksnih, originalnih i novih

tehnologija.

(2) Otkrivanje latentnih èlja i potreba kupaca/trì{ta

ili razvijanje novih tipova proizvoda, koji stvaraju

nova potraìvanja ili kreiraju nova trì{ta.

9. TQMTOTAL QUALITY MANAGEMENTTQM CWQC TQC are just different terms for

almost identical contents, used by different authors

and on different places.

CWQC Companywide Quality Control, is mainlyused by Japanese, in order to make a difference

between their own systematization based on 50-year

experience, and the American one that is more

recent.

TQM Total Quality Management, is used inEurope and the USA.TQC Total Quality Control is used in the USA

and is less oriented by content to customer and to

"soft" elements of management.

The definition of TQM is:"TQM is a set of activities for rational production anddistribution of products and services, which posses thequality in customers desire. TQM starts with " incustomers desire " but consider ecological and othersociety interests as well. A company reaches these goalsby repetitive use of the PDCA loop in all areas ofaction, implementation, evaluation and correction ".

Y. Kondo, page 38The goal of TQM is:To achieve economically thequality that satisfies customers demands and

expectations.

TQMemphasizes the following objectives:Quality first,which means that the base of all

activities is the product or service, with reliable and

constant quality that customer likes and gladly uses.

The strategies for such quality achievement are:

(1) Development of complex, original and new

technologies.

(2) Detection of latent wishes and needs of

customer/market or development of new products,

which in turn produce new demands or new

markets.

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(3) Unapredivanje i nadzor svih procesa sa ciljem,

da se proizvedu artikli koji ~e odli~no djelovati i biti

bez defekata..

Orijentacija na Kupca, {to zna~i, da je u osnovi svih aktivnosti èlja i cilj, da se napravi proizvod,

koji Kupac stvarno treba i èli.

Za Orientaciju na Kupca su klju~na tri faktora:(1) Identifikacija stvarnih potreba i èlja/kupaca.

(2) Uspostavljanje i razvijanje sistema za osiguranje

kvaliteta proizvoda, kojim }e se planirati, dizajnirati i

izra|ivati proizvodi sa kup~eve ta~ke gledi{ta

(funkcionalni vidik) i bez defekata.

(3) Efikasan poprodajni servis koji promptno rje{ava

reklamacije, a dobijene podatke koristi za prevenciju

defekata.

Slijede}i proces je tako|er Kupac{to zna~i, da svaki

pojedinac ili organizaciona jedinica, koja je nosilac

pojedina~nog procesa na slijede}i proces (koji

sljedi nakon njegovog), gleda kao na Kupca, {to zna~i da mu mora predati besprijekoran proizvod.

To zna~i da svaki pojedinac i svako odjelenje u

preduze}u obavi svoj dio procesa odli~no, bez

gre{aka i u planiranom vremenu, a slijede}em

naslaga predaje samo odli~an rezultat ili odli~no

obavljen rad.

Za ovaj pristup mora biti ispunjeno 7 bitnih ta~aka:

(1) Svako razmi{lja, reaguje i traì rje{enja sa

gledi{ta slijede}eg procesa.

(2) Svako u potpunosti razumije ulogu i sadràj

svog vlastitog procesa.

(3) Svako je uspostavio dobru komunikaciju saprethodnim i usporednim procesima.

(4) Svako dobro razumije slijede}i proces

(5) Svi izmjenjuju aùrne podatke, daju i primaju

feedback.

(6) Postavljeni i prihva}eni su jasni standardi.

(7) Svako kod sebe izvodi rigoroznu autokontrolu.

Odredivanje prioriteta {to znaci, da su trenutni

prioritetni problemi uvijek jasno identifikovani, a

njihov prioritet izveden iz njihovog stvarnog uticaja

na postizanje ciljeva i pobolj{anja.

MBF ili vodenje podacima zna~i, da se odluke i

zaklju~ci, (osim na iskustvu i intuiciji), zasnivaju na

stvarnim i objektivnim podacima gdje kod i kadgod

je to mogu}e.

Nadzor procesa, {to znaci, da osim rezultatu koji

nam je cilj, treba jednaku pa`nju posvetiti i

procesima, kojima se rezultati postiù - {to zna~i

postupcima i na~inu rada, kao i sistemima za

unapredivanje metoda rada.

Za ovaj sadràj klju~ne su 2 ta~ke:

(1) Analiza i pobolj{anja postoje~ih postupaka i

na~ina rada.

(2) Standardizacija najboljih na~ina rada, u~enje

drugih, pra~enje i unapredivanje standarda.

(3) Improvement and control of all processes with

intention to manufacture products with proper

function and without defects.

Orientation to customer, which means the essential goal of all activities is to make the product that

customerreally needs and wants.

There are three crucial factors for Orientation tocustomer:

(1) Identification of actual needs and wishes of

customers.

(2) Establishment and development of the quality

assurance system that will enable planning, design

and manufacturing of products from customers

point of view (functional view) and without defects.

(3) Efficient post-sale servicing, which properly

resolve complaints and obtain data to be used in

prevention of defects.

The following process is also a customer - this meanseach individual or organization unit, as a carrier of

particular process should deliver a proper product

to process that follows considering it as to be a

customer. This means every individual and every

department in the enterprise should perform their

job well, without mistakes and on time, and to

deliver good product further.

There are seven important premises that must be

done for this approach:

(1) Everyone to think, react and look for solution

from the following process point of view,

(2) Everyone to understand completely the role and

objectives of their own process,(3) Everyone to establish a good communication

with previous and parallel processes,

(4) Everyone to understand the following process well,

(5) Everyone to exchange recent data, give and

receive feedback,

(6) To establish and accept standards explicitly,

(7) Everyone to perform a rigorous self-control.

Priority determination means that the currentpriority problems should be always clearly identified,

and their priority is reduced from an actual impact

they have on goals and improvement achievement.

MBF or management by datameans that decisions

and conclusions (except those of experience and

intuition) should be based on actual and objective

facts wherever and whenever possible.

Process Supervisionmeans not only the final result,which is the main goal, but also the processes that

yield these results should be given the same

attention this refers to job procedures and

methods as well as to the system of job methods

development.

Two items are crucial for this objective:

(1) Analysis and improvement of existing job

procedures and methods.

(2) Standardization of the best methods, education,

monitoring and improvement of standards.

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Kontrola odstupanja {to zna~i evidentiranje

disperzije od èljene ta~ke, traènje uzroka za

odstupanje i uspostavljanje sistema za odràvanje

procesa u stabilnom stanju.

Racionalnost u kori{~enju resursa, kako unutarnjih

tako i vanjskih, a zbog dugoro~ne usmjerenosti

preduze}a.Glavna na~ela na kojima po~iva TQM su:

(1) Osnova svih aktivnosti je PDCA petlja

(2) Za prikupljanje i analizu podataka koristiti sve QC

metode.(3) Zaklju~ke i odluke zasnivati na objektivnim

podacima.

Deviation Controlmeans registration of dispersion,search for deviation causes and establishment of a

system to keep the process stable.

Rational Resources Utilizationrefers to utilization ofinternal and external resources in order to establish

the long-term orientation of the enterprise.The main principles, on which the TQM is based, are:

(1) PDCA loop is the base of all activities

(2) Use all of the QC methods for data acquiring and

analysis(3) Establish all conclusions and decisions on the

objective data basis.

10. DESET TEMELJA NAGRADAZA KVALITETSve nagrade za kvalitet (Demingova, Baldridge,Evropska, sve nacionalne), na razli~ite na~ine

sistematizuju i nagla{avaju slijede}e sadràje koji su se

pokazali kao zna~ajni za postizanje vrhunskog kvaliteta:

(1) Orijentacija na Kupca, {to zna~i stvarno

razumijevanje i poznavanje potreba i o~ekivanja

kupaca, njihovih razloga za kupnju kao i glavnih

faktora, koji uti~u na zadovoljstvo Kupca.

Predpostavlja visok stepen senzibilnosti za potrebe

kupca u preduze}u, kao i mjerenja i pra~enje

faktora, koji uti~u na pozitivno iskustvo kupaca i

njihovu spremnost da postanu i ostanu stalne

stranke dobavlja~a.(2) Stalno unapredivanje i kontinuirano u~enje, utom smislu, da su osposobljavanje i unapredivanje:

a) sastavni dio svakodnevnog rada svih odeljenja,

b) da se kroz unapredivanje rje{avaju uzroci, a ne

samo posljedice problema i

c) da je unapredivanje bazirano na stavu, da je

napraviti bolje jednako zna~ajno kao i popraviti

gre{kuOsnova svih unapredivanja je PDCA petlja.(3) Zadovoljstvo zaposlenih.

Zasniva se na spoznaji, da visoke i zahtjevne

poslovne ciljeve nije mogu}e postizati bez stvarnog

angaòvanja i aktiviranja svih zaposlenih.

Zbog toga se indikator zadovoljstva zaposlenih

koristi kao glavni pokazatelj sposobnosti poslovnog

organizma za stvarno postiànje visokih ciljeva.

Faktori sigurnosti, zdravlja, blagostanja i morale

zaposlenih, jednako su vazni kao i investicije u

opremu, tehnologije i reinènjering.

(4) Naglasak na procesima, jer kvalitet proizvoda

zavisi od efikasnosti u izvedbi i povezivanju svih

unutarnjih procesa u kojima nastaje kvalitet

proizvoda ili usluga.

10. AWARDS FOR QUALITY - TENBASIC PRINCIPLESThe awards for quality (the Demings, Baldridges,European, and all national awards) systematize and

emphasize, in a different way, the following items,

which proved themselves as significant in achieving

the top quality:

(1) Orientation to Customer, which means realunderstanding and knowledge of customer's needs

and expectations, their reasons for the "purchase"

as well as the main factors influencing customer's

satisfaction.

This item presumes a high level of sensibility for

customers demands as well as measuring and

monitoring those factors that influence to positivecustomer's experience and their readiness to become

and remain permanent client of the supplier.

(2) Continuous improvement and continuouseducation,regarding the fact that:

a) education and improvement should be daily

constituent of all departments,

b) not only consequences but causes of problems

should be removed through improvement,

c) the improvement aimed to make things better is

as significant as to correct a mistake.

The base of all improvements is PDCA loop.(3) Satisfaction of all employees

The fact is that only by real engagement and

activation of all employees the achievement of high

business goals is possible.

So, the satisfaction of all employees indicates the

business system ability to reach high objectives.

Safety, health, wealth and moral of employees are

as important as investments in equipment,

technologies and re-engineering.

(4) Accent to processes,as the quality of productsdepends on the efficiency of operation and

connection of internal processes during which the

quality of products or services rises.

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(5) MBF ili vodenje na osnovu podataka.

Poslovnu odli~nost moguce je posti~i samo na

osnovu analize i upotrijebe relevantnih i stvarnih

podataka.

Preglednost i vodenje ljudi zasnovano je na jasnim i

unaprijed odredenim indikatorima za postizanje zadanihciljeva, a indikatori se postavljaju na mjerljive osobine

proizvoda, usluga, procesa ili operacija.

Stvarni i to~ni podaci su takoder osnova za

pra~enje zahtjeva i o~ekivanja kupaca i

pravovremeno reagovanje.

(6) Vizionarsko vodenje primjerom.

Uspje{ne vode kreiraju usmjerenost na Kupca, jasna

i pregledna mjerila za kvalitet i visoka o~ekivanja.

Svaki zahtjev ili vrijednost, uspje{an voda pokazuje i

dokazuje vlastitim primjerom.(7) Razvoj partnerskih odnosa.

Umjesto takmi~arskog duha, uspostavljanje partnerskih (pozitivnih) odnosa na svim relacijama:

sa zaposlenima, sa okolinom, sa dobavlja~ima, sa

kupcima.

Potrebna je jasna definicija bitnih elemenata

partnerstva, na~in medusobne komunikacije, na~in

evaluacije postignu~a i na~in prilagodavanja na

promjene u okolini.(8) Dugoro~na usmjerenost i planiranje.

Po{to je cilj - postizanje vrhunskog kvaliteta, visok,

zahtjeva vrijeme, predvi|enje i anticipiranje

o~ekivanih promjena na podru~jima: trì{ta,

tehnologija i konkurenata.

(9) Odgovornost preduze}a i uticaj na okolinu idru{tvo.

Preduze~e, kao dio svoje okoline uti~e na nju, zato

je za nju odgovorno i mora ispunjavati o~ekivanja

dru{tvene okoline unutar razumnih granica i resursa.

(10) Ovladavanje vremenskih ciklusa, koje postajesve va`nije, otkako brz i fleksibilan odgovor Kupcu,

postaje zna~ajan faktor kvaliteta.

Zahtjeva promjene u organizaciji, postupcima i

na~inu rada, prije svega u smjeru pojednostavljanja

i skra}ivanja vremenskih ciklusa u svim aktivnostima

i operacijama.

Zasnovano mora biti na stvarnim i ta~nim podacima.Relativni stepen zna~ajnosti 10 sadràjnih elemenata,

za postizanje poslovanja poduze~a na najvi{jem

nivou, a po ocjeni uspje{nih menedèra u

Engleskoj prikazali smo na Slici 10-1.

(5) MBF or data based management

Business excellency can be reached only if relevant

and actual data are used and analyzed.

With indicators clearly defined on the basis of

measurable features of products, services,

processes or operations, it is possible to lead theemployees.

The actual and accurate data are also the base for

monitoring of customer demands and expectations

and for just-in-time reaction.(6) Visional management through an "example"

Successful managers direct collective mind to

Customer and establish clear and articulated

measures of quality and high expectations.

A successful manager shows and proves each

value or demand by his own.(7) Development of partnership relations

Instead of rivalry, the partnership (positive) attitudes should be established at all levels: among

employees, with the surrounding, with suppliers and

customers.

All aspects and manners of partnership relations,

mutual communication, achievement evaluation, and

adaptation to changes should be clearly defined.

(8) Long-term orientation and planningAs the final goal i.e. the achievement of top quality

is the great one, its realization requires a long time

and anticipation of all possible changes in market,

technology and competition.

(9) Enterprise responsibility and influence tosurrounding and society.

As a part of its surrounding, the enterprise makes

an influence on it; therefore, the enterprise is

responsible for it and has to satisfy its expectations,

within rational limits and resources.

(10) Time cycles government is getting to bemore important factor since the necessity of quick

and flexible response to customer demands grows.

This issue needs changes in organizational

structure, procedures and working methods to be

performed in sense of their reduction and

simplification mainly.

The data used must be actual and accurate.

The relative significance of the above 10 points

concerning the business excellency achievement is

shown on Fig.10-1, (acc. to successful managers

evaluation in England).

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11. ZAKLJUÂKU ovom doprinosu smo saèli:

razliku izme|u inènjerskih tehnologija i

kontrole kvaliteta,

karakteristike okruènja preduze}a u

devedesetim godinama u svijetu,

razloge za nastanak TQM kao

sistematizovanog seta organizacionih pristupa

i metoda,

sadràjne karakteristike TQM koncepta, koje

su:

usmjerenost na Kupca

u naglasak na procesima i

objektivnim podacima

u logika PDCA petlje

u dugoro~na usmjerenost

Poznavanje pre|enog puta uspje{nih preduze}a u

svijetu i razumijevanje sadràjnih rije{enja zapostizanje cilja - zadovoljan Kupac, moè biti od velike

koristi mened`mentu bosanskih preduze}a, jer im

pruà {ansu, da na osnovu iskustava drugih pravi ve}erazvojne korake - kako bi bosanska preduze}a mogla

dosti}i nivo svjetskog razvoja u {to kra}em vremenu.

11. CONCLUSIONThis paper summarized:

the difference between engineering

technologies and quality control,

characteristics of enterprise surroundings

throughout the world in nineties,

reasons for TQM advent as a systematic

organization approach of successful

enterprises,

comprehensive characteristics of the TQM

concept like:

orientation to Customer,

accent on processes and actual data,

the PDCA loop logic,

long-term orientation.

The Bosnian management can benefit a lot fromknowledge and understanding of worlds experienceand solutions of successful enterprises that enabled

the achievement of the final goal i.e. satisfied

customer. The experience of others offers Bosnianenterprises a chance to develop faster in order to

reach the worlds development level soon.

Slika 10-1: Stepen relativne zna~ajnosti 10 bitnih elemenata za postizanje odli~nog poslovanja (izvo : British

Quality Centre)

r

Fig.10-1: The relative significance levels of 10 factors influencing the business excellency achievement

(source: British Quality Centre)

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12. LITERATURA - REFERENCES[1] H.Kume: Management by Quality, 3A

Corporation, Tokyo, Japan, 1995

[2] Y. Kondo: Companywide Quality Control, 3A

Corporation, Tokyo, Japan, 1995

[3] K.Hosotani: The QC Problem - Solving

Approach, 3A Corporation, Tokyo, Japan, 1992

[4] V. A. Zeithaml, M. J. Bitner: Services Marketing,

The McGraw-Hill, Companies inc., 1996

[5] L. Kafol: Motiviranje in zadovoljstvo zaposlenih kot pogoj za doseganje kakovosti po meri

kupca, Zbornik XIV. Posvetovanja Dru{tva za

vrednotenje dela, organizacijski in kadrovski

razvoj, Bled, 1999

[6] Chris Hakes: The Corporate Self Assesment

Handbook, Chapman&Hall, 1996

*Rad je saop{ten na Me|unarodnom nau~no-stru~nom skupu KVALITET '99, novembra 1999. godine u

Zenici, Bosna i Hercegovina

The paper is given on the International expert/research conference KVALITET '99, november 1999. inZenica, BiH

tqm-bit, nastanak i razvoj

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