Typically, the motivations behind an organization involved in a project to implement the ISO 90900 standard, get involved competitive advantage, apart from the competition, demonstrate their concern for quality, to initiate a project aimed towards total quality, or simply meet the demands of its customers. However, less clearly, the benefits of properly implementing a Management System (QMS) often remain subordinate to the need to identify, as quickly as possible, the proposed objectives. It is useful then, to establish what are the benefits of greater benefit to a company with a properly implemented QMS. The analysis necessary to identify the benefits the proper implementation of a QMS can be performed considering two different views of order: one external to the company and another inmate. The first view is explained by the relationship between the organization and scope of business: your customers (current and potential), competitors, suppliers, strategic partners. Among the benefits associated with this Externally the company can be mentioned:
• Improving corporate image, from add to the current prestige of the organization that provides consideration to show that customer satisfaction is the main concern of the company.
• Building confidence among current and potential customers , according to the ability of the company to consistently provide products and / or services agreed.
• Opening new markets by virtue of reaching the features required by large customers, which set as a requirement in many cases have a system of quality management as implemented and certified ISO 9000.
• Improving competitive position, expressed in increased revenue and market share.
• Increased customer loyalty through the repetition of reference or recommendation business of the company. Undoubtedly, these benefits mentioned are of enormous importance, but on examining the implementation of a QMS from the internal point of view of the company, there are other not only enable the existence of the first, but can also sustain them over time, favoring the growth and proper development of the organization. The benefits of internal order most important are: • Increased productivity by improving internal processes which arise when all the components of a company not only know what to do but also are oriented to do so to a higher economic use.
• Improving internal organization, accomplished through communication more fluid, with responsibilities and objectives.
• Increased profitability as a direct result of lower production costs of products and services, from lower costs for rework, customer complaints, or loss of materials, and minimizing cycle time work through effective and efficient use of resources.
• Orientation towards continuous improvement which identifies opportunities for improving the objectives already achieved.
• Increased responsiveness and flexibility to changing market opportunities.
• Improved motivation and teamwork person l, which are the determinants for efficient collective effort of the company, designed to achieve the goals and objectives of the organization.
• Mayor ability to create value for both the company and its suppliers and strategic partners. The application of the principles of a QMS not only provides direct benefits already mentioned, but also contribute decisively to better manage cost and risk considerations which are of great importance for the same company, customers, suppliers and other stakeholders.
Peter Drucker identified as the companies "that will survive the ongoing changes and market instability" to those "who manage to implement their ideas in a simple, fast and secure." Proper implementation of a QMS can be one of these ideas, and simple, fast and secure way to implement it requires the company to follow a series of steps: • Define what is the purpose of • Identify company are key processes that define "what" is what makes • Establish how these processes work and interact within the company • Reaching agreement on these processes across the enterprise, determining responsibilities, objectives, resources, working methods. This process of implementation of the QMS is to create a new organizational reality. Not just something cosmetic. It should be understood as a convinced and committed involvement of the Address of the company, aim to create and develop new ideas. An effort to improve the system matured. Allowing generate new possibilities for action, based on new concepts for the patterns of organizational performance. In summary, the adoption of a QMS is a strategic decision of top management of the company, whose design and implementation will be influenced by varying needs, particular purposes, products or services provided, processes employed, and size and organizational structure. In many cases, business leaders know what to do to properly implement a QMS, but do not. In general, some the causes of this behavior are:
• Conversation substitute for action • The memory of what has been done in the past replaced the new reasoning • Fear and mistrust of the new fail to act based on knowledge • The inappropriate use of management control indicators hinders the reasoning • Competition prevents internal staff teamwork
This gap is generated between the know and to be reduced to through some of these attitudes:
• Use what before the how • Understand that knowledge comes from doing and teaching • Prioritize action, rather than sophisticated plans • Understand that no action without errors • Banish fear failure • Getting people facing competition and not make each other • Use indicators that serve as management control and guide the action • Engage leaders in action, not just in making decisions
Editors Rocha & Asociados SA - Published CALIDATOS 63 - Responsible Editor: Ana Maria Romera ( any@rocha.com.ar )
Source: Ing. Hugo González - Xtrategus Group
Bibliografía :
Pfeffer, Jeffrey / Sutton, Robert, The Knowing-Doing Gap, Harvard Business School Press, 2000.
ISO 9001:2000, Quality Management Systems. Requirements, Ginebra, 2000.
ISO 9004:2000. Quality Management Systems. Guidelines for performance Improvements, Geneva, 2000
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