Quality management can be a make-or-break point for business. It can be the difference between putting out services or products that satisfy our customers and / or producing unsatisfactory or even dangerous approaches.
It’s often not an easy process, but the rewards of getting it right are immense.
The Cost of Quality (COQ) model is the basic principle on which SIYANCO’s quality management programs are based. Put simply, it states that quality always has a cost, but that investments to increase quality are more productive the earlier they’re introduced. Fixing a problem at the design stage, for example, is much cheaper than fixing it in production, and fixing it in production is massively cheaper than fixing it once it’s gone out the door SIYANCO invest in quality management processes.
Many different methods of quality management are being utilized by SIYANCO and each has its own advantages and drawbacks. Some of the most common include:
Six-Sigma: An extremely popular method heavy on data crunching and measurement that has produced great results for many of our large contracts.
FADE Model: A simple step-by-step framework of Focus, Analyse, Develop, Execute that has been integrated with many different strategies on some of our projects.
PDSA Model: A cyclical model of Plan, Do, Study, Act that’s good for evaluating changes in real time as they are implemented.
Total Quality Management: A system designed to get employees at every level involved in the long game of improving quality, which is SIYANCO’s cornerstone.
No one system is right for every company, and some can be used in conjunction with each other. SIYANCO is going through research and determine if implementing a new system can provide something we don’t currently have, in a contract.
In most models, the Acceptable Quality Level (AQL) is a foundational tool for quality management. The AQL defines the minimum level of quality that’s acceptable and determines whether a batch passes or fails its quality inspection.
Although maximum quality in everything is theoretically a good goal to shoot for, in practice you’ll often find that striking a balance is essential. Using an AQL calculator, determine which level currently operating at and look at what kind of quality levels can expect from different sample sizes.
For quality management improvements to go from theory to practice, SIYANCO usually start improving employees’ knowledge of best practices as early and comprehensively as possible. That’s why it’s important to incorporate quality goals into training procedures. They are much more achievable whenever all employees are moving toward them with a unified purpose, especially new hires.
It’s equally crucial to make sure that floor supervisors have a good understanding of SIYANCO’s quality goals. In many cases, they’re the ones who will help guide employees through the execution of quality improvement plans, so they should be among the first to know what’s going to change and why.
Changing the status quo is often unpopular, even when it’s done in the name of improving quality. To counteract this, we’ve chosen to utilize strategies that maximize employee involvement in quality management and thus ideally maximize buy-in:
SIYANCO personalizes each employee’s tasks in ways that play to their strengths and allow them as much autonomy as possible in problem solving.
SIYANCO uses TQL strategies to involve employees at all levels in the processes most important to quality management.
SIYANCO ensure that employees have a thorough understanding of why a change needs to be made and how it’s going to work.
SIYANCO follows up throughout the process and make adjustments as needed.
The applications for technological improvements in quality management are almost limitless. We consider the needs of our methodology and various sectors in order to determine which areas we want to invest in:
1. More intuitive and in-depth training tools.
2. Better automatic quality control sampling technologies.
3. IoT devices to monitor processes and detect defects early.
4. More durable and accurate equipment that produces fewer errors.
Quality management can often be a frustratingly reactive process, but it doesn’t have to be. Think back to the COQ model and remember that the ultimate goal of quality management should be to introduce improvements as early as possible in the process. If we’re having quality problems right now, reactive processes may be necessary—but we don’t lose sight of the end goal of transitioning our quality management to a proactive model.
Releasing Quality Services, It Was The Best Way To Make A Name For Ourselves In Services Industry, And Robust Quality Management Is The Only Way To Ensure That It Happens. Remember That It’s An Ongoing Process And That There’s No Finish Line, So We Secure Our Quality Management Challenges With Equal Doses Of Patience And Vigour.