The QC100 model outlines the criteria for voting for Business Initiative Directions (B.I.D.) awards.
B.I.D. carries out continuous polls among corporations who vote for those companies considered leaders as result of attention to quality.
The International B.I.D. Awards are presented on the basis of the criteria of QC100 TQM (Total Quality Management), of which contents serve as guidelines to business entrepreneurs to improve processes and systems.
Basic steps to successfully implement a TQM program in companies:
- A quality-driven organization.
- A customer-minded approach.
- Job satisfaction.
- System efficiency.
- Technological renewal.
- Leadership in society.
- Concentration on the most profitable areas of business.
B.I.D.'s model QC100 TQM allows company managers to consolidate and strengthen their position on the market.
The QC100 TQM is a management approach that aims for long-term success by focusing on customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services, and the culture in which they work.
The QC100 model allows the application of quantitative methods and human resources to improve the materials and services supplied to and by an organization.
What is QC100?
The QC100 Total Quality Management is a management style model based upon producing quality service, as defined by the customer, who grants the award symbolizing commitment to quality. TQM is defined as a process of quality-centred, customer-focused, fact-based, team-driven and senior-management in order to achieve an organization’s strategy through a continuous course of improvement.
TQM principles are also known as a total quality improvement, world class quality, continuous quality improvement and total quality leadership.
The QC100 TQM associated with the Quality Award it was designed for an easy understanding of the principles and a fast assimilation into the company culture. QC100 means Quality Commitment to the 100 points of quality contained in the model, which are divided into 10 areas covering all of the levels of the business company operation.
What is Total Quality Management?
The word "total" in Total Quality Management means that everyone in the organization must be involved in the continuous effort improvement , the word "quality" shows a concern for customer satisfaction, and the word "management" refers to the people and processes needed to achieve the quality.
Total Quality Management is not a program; it is a systematic, integrated, and organizational lifestyle directed to the continuous improvement of an organization. It is a proven management style used successfully for decades in organizations around the world.
TQM is not an end in itself; it is a mean to an organizational end. Total Quality Management must not be the primary focus of an organization as it should merely be a mean to achieve organizational goals.
Total Quality Management differs from other management styles as it is more concerned with quality during production than it is with the quality of the result of production. Other management styles have different concerns.
Other Management models
Management-by-Objectives (MBO) emphasizes the achievement of specified objectives, under the control of individual managers. This approach works against multi-functional process performance and interferes with teamwork and quality. TQM is not objective-oriented, except for one goal of achieving continuous quality improvement.
Management-by-Results (MBR) views beyond past results as an indication of future results.In today's work environment, managers cannot trust on past results in order to predict a future performance. Instead, TQM is only concerned with current results and ways to improve them.
Management-by-Exception (MBE) identifies specific targets for management attention and action. It produces short-term results by reacting to immediate problems, but there is no processes analysis that produced the problems, therefore long-term benefits are lost. However, TQM is more concerned correcting processes which produce problems than it is to respond to individual problems.
Total Quality Management is very different from these and other management systems. It recognizes that quality as determined by the service provider might be very different from quality as perceived by the service receiver.
If the customer is not satisfied with a service, then the service is not reaching a high qualitative standard and the processes that produced the service have failed.
Total Quality Management requires an organizational transformation, and a totally new and different way of thinking and behaving. This transformation is not easy to achieve; it is not for the weak or the statistically untrained.
At first glance, many TQM techniques may seem simple and based on common sense, but they must be understood and used correctly for TQM function properly. Knowing the history of Total Quality Management may help in understanding its techniques.
The Beginnings of TQM
Total Quality Management was developed in the mid 1940s by Dr. W. Edward Deming who, at the time, was an advisor in sampling at the Bureau of Census and later became a professor of statistics at the New York University Graduate School of Business Administration.
He had little success convincing American business companies to adopt TQM principles, but his management methods did gain success in Japan.
After World War II, General MacArthur took 200 scientists and specialists, including Dr. Deming, to Japan to help rebuild the country. While working on the Japanese census, Dr. Deming was invited by the Japanese Union of Scientists and Engineers to give lectures on his statistical quality techniques. One of the attendees was a professor of many Japan’s CEOs.
After attending the lectures, this professor told his CEO students that, if they wanted to change Japan’s economy in five years time, they should attend Dr. Deming’s lectures on using statistics to achieve quality at a low cost.
Many of the CEOs took the professor’s advice and attended the lectures. Eventually, many Japanese manufacturing companies adopted Dr. Deming’s theories and were able to produce quality products at reduced costs.
Meanwhile the Japanese businessman were concentrated on producing quality products, businessman in the United States were more concerned with the production of large quantities of products. Their emphasis on quantity at the expense of quality let the Japanese, with their inexpensive, high quality products, gain a substantial foothold in American markets.
In the 1970s and 1980s, many American companies, including Ford, IBM, and Xerox, began to adopt Dr Deming’s principles of Total Quality Management.
This gradually led to their recover of some of the markets previously lost to the Japanese. Although Total Quality Management gained its prominence in the private sector, in recent years it has been adopted by some public organizations.