In the previous study, we suggested the concept of new TQM based on the consideration of basic concept of Quality Control. Also, in the previous study, we suggested the target domains and entities of product and process based on the TQM Matrix and view point of Three Dimensional Unification Value Models for managing quality of organization systems. Furthermore, in the previous study, we suggest the Common Management Process of organizations. Based on the above suggestion, in this paper, we would like to propose the Common Management Process Model of Total Quality Management based on the consideration of situation analysis and more precise definition of TQM Matrix and Three Dimensional Unification Value Model of “Product and Process”. Improvement of quality and efficiency of organization management can be expected by the integration of conventional different management such as quality assurance, quality improvement, risk management, investment individually from the view point of common management process.
Recently, strictness of social environment of organization management is changed day by day, and company should solve many “Problems” and “Issues”.
Therefore, an application of the good management process to solve these “Problems” and “Issues” are demanded from organizations. If we choose the wrong management process, it may cause a risk to produce a considerable damage in the management of organization.
On the other hand, for a high quality evaluation of the organizational management, TQM (Total Quality Management) [
Terminology | Product | Process |
---|---|---|
Input, Outcomes, Recourses and Constrains of process. Product is a result of activities such as planning, development, evaluation. | Conversion process from Input resources into Outcomes. Process is a procedure or method of the activities. | |
Quality: Whole ability of “product and process” to satisfy stated or implied needs. Objects of a quality control are quality of “product and process” usually. Quality is defined by primary quality, secondary quality and quality in use defined in ISO/IEC25000. | From ISO, terminology “Product Quality” is defined as “totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs”. “System product quality” is defined in six characteristics in ISO/IEC9126 (ISO/IEC25010) Quality models. | “Process quality” is the efficiency of conversion process from input resources into outcomes and that is evaluated by following equation. Process Quality = Quality of outcomes re-sources/Quality of input resources For example, process quality can be assured from the view points as follows. ―does PDC cycle rotate? ―to satisfy ISO9000 requirements? |
Primary Quality: Quality to meet specified requirements. | A product quality meets quality requirement specification of product. | A process quality meets quality requirement specification of process. For ex, rules of inner corporation or international standard. |
Secondary Quality: An expected quality of “Product and Process” | An attractive product quality to meet a tacit expectation of customer needs. | An effective process quality to meet a tacit expectation of stakeholders needs. |
Fair Desire: Desire of human kind. | Desire concerning product that may cause good cause in future. | Desire concerning process that may cause good cause in future. |
Un fair Desire: Desire of human kind. | Desire concerning product that may cause bad cause in future. | Desire concerning process that may cause bad cause in future. |
Good Cause: A reason that causes advantage | The reason that causes an advantage by product such as benefit, advantage, profit. | The reason that causes advantage by process such as a quality improvement, cost down, decrease delivery time. |
Bad Cause: A reason that causes problem. | The reason that causes problem of product such as a defect, fault, error, obstructs. | The reason that causes a problem of process such as a quality decline, excess over the cost, an appointed date of delivery delay. |
Advantage: Good status of “Product or Process” which can achieve secondary quality. | Good status of product that is deviated from quality requirement specification of product. ―For ex, advantage of product is such as useful, attractiveness, low price, profitable, etc. | Good status of process that is deviated from quality requirement of process. For ex, advantage of process such as performance, cost effectiveness, etc. |
Problem: Abnormal status of “Product or Process” which cannot achieve primary quality. It can be finally zero if push forward to correction. | An abnormal status of product that is deviated from quality requirement specification of product. ―For example, a problem of product is such as a defect, a fault, an error, an obstacle, etc. | An abnormal status of process that is deviated from quality requirement of process. - For example, it is not to meet the process requirements of ISO9000 or rules of the inner or outer organization. |
Issue: An expected status of “Product or Process” which can achieve primary quality but cannot secondary quality. It is never disappears. | An expected status of a product which want to be improved in a more attractive quality. It is necessary to soak a priority depending on importance and urgent degree, and to push forward improvement of product. | Prospective quality of process that want to be improved more efficiently. It is necessary to soak a priority depending on importance and urgent degree, and to push forward improvement of process. |
Positive Risk: Outbreak probability and scale of expected good value. Dynamic risk management is synonyms as investment management. | An expected good value that may occur in the future by an activity for the resolution of an inner or outer problem or issue of product. | An expected good value that may occur in the future by an activity for the resolution of an inner or outer problem or issue of process. |
Negative Risk: Outbreak probability and the scale of damage. | The damage that may occur in future by leaving problem or issue of product | The damage that may occur in future by leaving an inner or outer problem or issue of process. |
Expected Good Value: An expected status of “Product or Process”. The status that cannot be second quality. | An expected status of a product which want to be invested or improved in a more attractive quality. It is necessary to soak a priority depending on importance and urgent degree. | Expected quality of process which wants to be invested or improved more efficiently. It is necessary to soak a priority depending on importance and urgent degree. |
Prospective damage: | Prospective Damage of product in future. | Prospective Damage of process in future. |
between “Product” and “Process”, and concept of the “CPD (Check, Plan, Do)” cycle.
From
From
In the previous study [
The framework of “new TQM” has defined based on the consideration of quality requirement and evaluation process of system product quality defined in ISO/IEC25040, 25041 [
From
1) Top management
This domain is located in the centre of
2) Input
Necessary Resources should be taken from outside of organization or project in order to achieve purpose of activities. For example, human Resources, facilities, materials, engineering, technique, etc.
3) Outcomes
Primary results of organization activities such as “products, service and improvement”. Secondary result of organization activities such as “result of various improvements or “Bad Effect” such as environmental load”.
4) Constrains
It is the limitation of activities such as the “purpose, requirement, budgets and time
from the agreement with outside or inside stakeholders. Also, include the limitation of activities such as “law, rule, standard, corporate strategy of the organization, financial Resources, human Resources, facilities environment and technologies, etc.
5) Resources
It is the Resources or infrastructures which is the organization helping practice of the organization activity holds. For example, infrastructure for supporting organization activities such as top management, various human Resources, core technologies, information system, financial Resources, facilities, materials, etc.
From
1) Quality Assurance
Activities of assurance to realize a “Primary Quality” of “Product or Process” those are specified and promised according to the contract of customers.
2) Quality Improvement
Activities of improvement for realize a “Secondary Quality” of “Product or Process”. A domain of activity of improvement of “Advantage” and “Issue” of “Product or Process”, and raise it to attractive quality. An “Issue” and “Advantage” does not produce the “Bad Effect” at present, but may cause “Expected Good Value” if we can improve it. It is necessary to consider a priority based on significance.
3) Static Risk Management
This domain is called “Risk Management” conventionally, however, in this paper; it is called “Static Risk Management”. The “Negative Risk” may cause future “Prospective Damage” by the influenced from “Problems” or “Issues” of “Product or Process” at present in future. “Negative Risk” may cause outbreak of “Prospective Damage” in future if we ignore a “Problem” without hitting any solutions. We investigate the “Negative Risk” of “Product and Process” based on a result of risk analysis and perform “reception, imputation, reduction and evasion” as shown in
4) Dynamic Risk Management (Investment)
“Dynamic Risk Management” is performed in order to take “Expected Good Value” in future. Therefore, this domain is synonyms as investment management or Project risk management [
In this model, three kinds of target entities of management process such as “Planning, Doing and Checking” are defined for the process quality assessment of organizations. These three axes are corresponds to the process of “CPD” cycle shown in
1) Planning axis
Planning process is that defining suitable targeted values. Planning axis is the quality of planning process in order to make suitable plan that can achieve ultimate goral such as purpose, target, schedule and budget.
2) Doing axis (Execution)
Execution process is that achieve defined plan.
Doing axis is the quality of execution process to achieve targets of defined plan.
3) Checking axis (Evaluation)
Checking axis is the quality of evaluation process to take suitable result from evaluation based on the defined plan. From
The horizontal axis shows the present and the future in time axis, and vertical axis show the volume of “Good Effect” or “Bad Effect”.
As shown in
stakeholders and should confirm the requirement of “Secondary Quality” from the needs. The “Positive Risk” is the “Issue” that the “Good Value” can be expected in future if we solve the “Issues”. In order to identify a “Positive Risk”, we should confirm the possibility of future “Expected Good Value” based on the situation of “Product or Process”. On the other hand, the “Bad Cause” may be caused by the “Unfair Desire” of past, and may cause a “Problem” or “Negative Risk”. The “Problem” may cause more serious “Prospective Damage” in future. In order to identify the “Problem”, we should confirm the requirement of “Primary Quality” from the needs of “Product or Process”. The “Negative Risk” is the “Issue” that the “Prospective Damage” can be predicted in future if we don't solve them. In order to identify the “Negative Risk”, we should confirm the possibility of “prospective damage” based on the situation of “Product or Process”. From
1) Information Gathering
For the purpose, at first, we should collect the concerning information about purpose.
2) Situation Analysis
Target Domain of Process Management | 3DUVM | Target entities of Quality Assessment for Domain of Process Management | ||
---|---|---|---|---|
P | D | C | P: Planning D: Doing C: Checking | |
Quality Assurance Quality Improvement, Static or Dynamic Risk | ● | ① Quality of Planning process for management of organization | ||
● | ② Quality of Execution process for management of organization | |||
● | ③ Quality of Evaluation process for management of organization |
In order to confirm the situation, we should investigate the interested party and the situation of “Product or Process” such as “Advantage”, “Issue”, “Problem”, “Positive Risk” and “Negative Risk” as shown in
The “Issue” and “Positive Risk” is the phenomenon that leads to the outbreak of “Expected Good Value” in the future when you perform the improvement or investment. On the other hand, “Problem” and “Negative Risk” is the phenomenon that leads to the outbreak of “Prospective Damage” when you remain the “Problem” or “Negative Risk” instead of correction. If you misunderstand the “Problem” instead of “Issue”, you may waste valuable financial Resources and time on the theme of small priority and may cause a loss of opportunity.
An important thing is that the later solutions and measures are different among the each domain of process management of TQM Matrix as shown in
Therefore, it is extremely important to identify the “Advantage”, “Issue”, “Problem”, “Positive Risk” and “Negative Risk” accurately.
3) Identify Process Domain
After situation analysis, we should identify the four target domain of process such as “Quality Assurance”, “Quality Improvement”, “Static Risk Management” and “Dynamic Risk Management”.
4) Cause analysis
If you could identify the situation such as the “Problem”, “Advantage”, “Issue”, “Positive Risk” and “Negative Risk”, you should confirm the “Cause” next.
5) Identify the Cause
If you could confirm the “Cause”, you must identify the “Main Cause” of causing. Measure is the activity which to remove or strengthen the identified “Main Cause” of situation. If you identified the wrong “Main Cause”, measures to remove the “Cause” become invalid and may not be connected for the solution of identified process.
6) Making Measures
After identify the “Main Cause”, you must make the measures to remove the “Main Cause”. The measures should be performed by the priority based on the consideration of “Urgent degree” and “Cost-effectiveness”.
Usually, “Problems” should correct it immediately because they are producing a damage by the deviation from a normal state. It is necessary to carry out the measures correspond to the priority based on the consideration of emergency, importance, cost-effectiveness in the condition of limited management Resources.
7) Estimation of effect
After making Measures, you should estimate the feasibility and effect of measures.
8) Requirement Specification
After confirmation of feasibility of measures, we should define the targets of requirements.
9) Making Summary Plan
After confirmation of targets of requirements, we should make the summary plan for the purpose of audit.
10) Making Execution Plan
After audit of Summary Plan, we should make the Execution Plan which include the element such as the targets, schedule, human Resources and budget, etc.
11) Execution-Evaluation-Assessment
After audit of Execution Plan, we can execute and evaluate based on the Execution Plan shown in
In this clause, result of verification of application possibility of the “Common Management Process Model” to four management domains of TQM is described.
Target entities of process domain | Target Domain of management Process based on the TQM Matrix | ||||
---|---|---|---|---|---|
3D | Common Process | Quality Assurance | Quality Improvement | Static Risk Management | Dynamic Risk Management |
Check | ①Information Gathering | Collect to necessary information for a purpose | |||
②Situation Analysis | Analysis of current situation based on an Organization | ||||
③Identify Process Domain | Problem | Advantage & Issue | Negative Risk | Positive Risk | |
④Cause Analysis | Cause Analysis and Assessment of current Organization | ||||
⑤Identify the Cause | Identify the most important Cause concerning the issue of Organization | ||||
Plan | ⑥Making Measures | Correction | Improvement | Risk Measures | Investment |
⑦Estimation of Effect | Fusibility study and Effort Analysis of Measures | ||||
⑧Requirement Specification | Define Purpose and Targets of Measures for current Situation | ||||
⑨Making Summary Plan | Define Targets, Schedule and Budget for Measures | ||||
Do | ⑩Making Execution Plan | Correction | Improvement | Risk measures | Investment |
⑪Execution | Perform activities based on the execution plan | ||||
⑫Evaluation | Evaluation of result of activities based on the execution plan | ||||
⑬Quality Assurance | Verify and Confirm the result of execution | ||||
Check | ⑭Adaptation of Outcomes | Adapt a outcomes to specific context of use | |||
⑮Total Assessment of Effect | Assessment the effect of activity | ||||
⑯Documentation | Make a report of result of activity | ||||
⑰Reporting | Reporting and Presentation |
From the result of verification of
Therefore, it is thought that it is necessary to start from Check for all management processes and should call “CPD” instead of conventional “PDCA”. Improvement of quality and efficiency of organization management can be expected by the integration of conventional different management by the installation of “Common Management Process Model” suggested. In the future study, we would like to try the development of an example of application to make use of “Common Management Process Model” suggested as a future “Problem” in the unification management of the organization or system.
Esaki, K. (2016) Common Management Process Model of New TQM Based on the Situation Analysis. Intelligent Information Management, 8, 181-193. http://dx.doi.org/10.4236/iim.2016.86013