Iso 9000 - John Oaklands model for total quality management.

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ISO 9000

IAN SCRAGGS


JOHN OAKLANDS MODEL FOR TOTAL QUALITY MANAGEMENT

John Oakland has devised a model for total quality management, which is widely used when looking at the subject of quality

At the core of John Oakland’s model is the customer-supplier interface, both externally and internally and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organisation to create total quality. These are the foundations to which are added the systems, tools and teams, which are the management functions.

Customer supplier chains

There exists in each office, home or department a series of suppliers and customers. These are “quality chains” and they can be broken at any point by one person or piece of equipment not meeting the demands of the customer, internal or external. Failure to meet the requirements in any part of a quality chain has a way of multiplying and failure in one part of a system creates problems elsewhere, leading to yet more failure and problems. The ability to meet customer’s requirements (internal and external) is vital. To achieve quality throughout the organisation each person in the quality chain must be trained to ask the following questions at every customer interface.

The price of quality is the continual examination of what the requirements are, and the organisations ability to meet these requirements. This will lead to a philosophy of continuous improvement of which the benefits are an increased market share and competitiveness, improved productivity, reduced costs and elimination of waste.

The core of the customer supplier interface is surrounded by the foundations of;

COMMITMENT

A fundamental requirement is a quality policy supported by plans and facilities to implement it. Senior management must take responsibility for preparing, reviewing and monitoring the policy as well as making sure it is understood at all levels of the organisation. Management has to be committed to a regular improvement of quality, not merely an improvement to an acceptable level.

Hand in hand with commitment from senior management is leadership. Effective leadership starts with a mission statement, followed by a strategy, which is translated into action plans down through the organisation.

Five main requirements for leadership are;

  1. Developing and publishing corporate beliefs, values and objectives, often as a mission statement
  2. Personal involvement and acting as role models for a culture of total quality
  3. Developing clear and effective strategies and supporting plans for achieving the mission and objectives
  4. Reviewing and improving the management system
  5. Communicating, motivating and supporting people and encouraging effective employee participation
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CULTURE

The culture within an organisation can be formed due to a number of factors such as;

  • Behaviour based on people interaction
  • Norms resulting from working groups
  • Dominant values adopted by the organisation
  • Rules of the game for getting on
  • Climate

The failure to address the culture of an organisation is often the reason why many management initiatives either have limited success or fail altogether. Having as understanding of an organisations culture and using that knowledge to make the steps towards a successful change is a key factor in the quality process.

COMMUNICATION

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