发展中国家质量管.docx

发展中国家质量管.docx

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发展中国家质量管

BriefGuide

for

QualityManagementinDevelopingCountries

SupportingNotesforthelecturepresentedby

DrT.Amirsoleymani

AttheAnnualConferenceof

FederationofConsultantsfromIslamicCountries

Algiers,October20,2001

MandroCompany

41,PadidarStreet,JahanKoudak

AfricaBlvd,Tehran,Iran.

Tel:

（009821）8888847,

Fax:

（009821）8888998

mandro@chase-

ContentsPage

1.Preface3

2.Introduction4

3.ThenecessitytoadoptQ.M.10

4.ThedevelopmentoftheQ.M.System12

5.SustainingtheQ.M.process15

6.Appendix1QualityManagementprocess18

7.Appendix2SelectedReading25

8End26

Preface

DuringtherecentyearsInternationalFederationofConsultingEngineers（FIDIC）haspursueditsmandateintheproductionofvariousdocuments,contractforms,guidesandmanualstoassistConsultingEngineersworldwidetoperformanddeliverservicestotheirclients.ThesepublicationshavefacilitatedthebusinesspracticeofConsultingEngineerstoestablishstandardsornorms,whichareusedbyalargeandincreasingnumberofConsultingEngineersandtheirclients.

ThefirsteditionoftheGuidetoQualityManagementwasissuedin1994andwaspreparedbyacommitteechairedbyR.W.Bowes.SignificantcontributiontotheproductionofthefirsteditionofthatguidewasmadebyTomKernoftheAmericanConsultingEngineersCouncil.ThelatesteditionoftheFIDIC’sQualityManagementGuidewaspreparedbytheCommitteeunderthechairmanshipofTonnyJensenfromDenmark.SignificantcontributionsweremadebyDavidShepherdfromAustralia,FrankLeblancandBenNovakbothfromCanada.

TheBriefGuideforQualityManagementinDevelopingCountriesistheextractfromtheFIDICQualityManagement.AsmostofthemembersoftheTotalQualityManagementCommitteeswerefromdevelopedcountries,theverysensitiveandintricaterelationshipsbetweentheclientsandtheconsultingengineeringfirmsinthedevelopingcountrieswerenotfocusedindetails.AlthoughthebasicprinciplesofQualityManagementaresimilarthroughouttheconsultingindustries,insomepartstheapproachtoattaintheQualityManagementslightlydiffersinthedevelopingcountries.TheaimoftheBriefGuideforQualityManagementintheDevelopingCountriesistoopenuptheculturalbarrierforthesatisfactoryClient-ConsultingEngineerrelationship.

ThedevelopmentofaQualityManagementSysteminmanyfirmswilloftenbeaccompaniedbyimprovedbusinesspracticesdesignedtoenhancethequalityofbusinessmanagement.Therearesomedifferencesbetweenthe“good”andthe“bad”businesspracticesinthedevelopedincontrastwithdevelopingcountries.Firmsindevelopingcountriesareencouragedtoavoidjustified“claims”whichisregardedasaninherentlybadbusinesspractice.Therefore,thewholestructureofproducingserviceswithintheconsultingfirmsshouldbebasedon“noclaims”system.Similarlytheclientinthedevelopingcountriesareusuallymorelenientforthedelaysinthescheduleofworkthantheclientsinthedevelopedcountries.Aslightdelayintheexecutionoftheprojectsisnotcategorisedasabadbusinesspracticeifreasonableexplanationsaregiven.

Ingeneralinthedevelopingcountriestheconsultingengineeringiswithinthescopeof“professionalism”,butinthedevelopedcountriestheconsultingengineershavebeenevolvedandemergedintothematureandsophisticatedstageofconsultingindustry.Therefore,itisimportanttoconsiderthestageofdevelopmentofconsultingengineeringfortheimplementationoftheGuideforQualityManagement.TheBriefGuidetoQualityManagementinDevelopingCountriesisthesupportingdocumentsforthepresentationofalecturegivenfortheabovesubjectattheAnnualConferenceofFederationofConsultantsfromIslamicCountriesinAlgierson21stOctober2001.

.

1INTRODUCTION

1.1PurposeoftheSimplifiedGuide

Thisguidehasthreemainpurposes:

1.2Quality,Historically

Ineveryagetherehasbeenademandforconformingproducts.Forsimple,singlecomponentproducts,thepurchaserorusercouldreadilydeterminetheextenttowhichaproductmetrequirements.Withincreasingcomplexityandnumbersofcomponents,itceasedtobepracticalfortheordinarypurchasertoassessconformancebysimpleinspectionmethods,andreliancewasplacedontheintegrityoftheproducer.Intheinitialstageofdevelopments,theconsultingengineerswouldallbeknown,andreputationswouldbequicklyestablished.

Asthecountrybecomesmoredevelopedandpopulationmobilityisincreased,theproductsmadeoutsidethecommunitybecomeincreasinglyavailable,andtheidentityofthemakeroftenbecomesindiscernible.Analternativebasisofassessingqualityisneeded.Thetradeguildsorprofessionalsocietiesprovideaformalbasisforthetraining,andregulatethequalitystandardsoftheirproducts.Inthedevelopingcountriesthosetradeguildsorprofessionalsocietieshavenotattainedthepowerorthejurisdictiontoregulatethequalitystandards.Thegovernmentsinthedevelopingcountriesimposetheregulationsorthestandardsontheconsultingengineers.Thus,thereisafundamentalandbasicdifferencebetweenthedevelopedcountries,wherethetraderegulationsareself-imposed,andthedevelopingcountries,wherethequalitystandardsareforcedontheprofession.

Forthelaterstageofdevelopmentinvolvingseveraltradesandlargenumbersofworkers,thesystemdoesnotprovideasatisfactorylevelofassurancethatthedesiredqualitywouldbemet.Ifwelookatthehistoryofthedevelopmentwefindthattheregulatorybodiesinthedevelopedcountriesexistedacoupleofcenturiesago,whiletheregulatorybodiesdidnotexistatallinmostofthedevelopingcountries.Asan

example,shipbuildingwasofparticularconcernowingtothehighcostinlostships,cargoesandlivesthatresultedfromproductfailure.ShipownersandthemerchantusersofshipswerethefirsttoestablishwhathasbecomeknownasQuality

Assurance.However,whereasthefirstShipClassificationSocietywasestablishedin1748,ittookanother90yearsbefore‘surveyunderconstruction’asopposedtofinal

inspection,becamethebasisofassessment.

Duringthelast50yearstherehasbeenagreatleaptoimprovetheconceptsofQualityManagement.ThemassproductionofmultiplecomponentproductssetthescenefortheadventofthemodernqualitydisciplinethateffectivelydatesfromtheworkofWalterShewartattheBellLaboratoriesinChicago.DrShewart’smethodswerefirstintroducedintoEuropein1938,andintoJapanbyWEdwardDemingandJosephJuraninthe1950’s.Scientificmethod,utilisingtheprinciplesofprobabilityandstatistics,hasbeenthecornerstoneofthestunningadvancesinbothworldproductreliabilityandsatisfactoryclient–consultantrelationship.

Thepursuitofworldharmonisationinstandards,andtheremovalofbarrierstointernationaltradeandservices,hasledtotheformationofInternationalOrganisationforStandardisation（ISO）.ThestandardsonqualitysystemscollectivelyreferredtoastheISO9000FamilyofStandardshasbeenpublishedbyISO.Thefirsteditionofthesedocuments,substantiallybasedonBritishStandardBS5750–1975,appearedin1987.TheISO9000FamilyofStandardshasbecomeoneofthemostwidelypublishedstandardsintheworld,andhasbeenadoptedwithouteditorialchangebyover75countries.

ThetermTotalQualityManagement（TQM）wascoinedin1985byNancyWarren,apsychologistwiththeUnitedStatesNavy.ItwasintroducedasanalternativetotheJapaneseTotalQualityControl.ThesignificanceofTQMisthatitrequiresanorganisationtoapplyqualityprinciplestoallaspectsofitsoperation,notjustthoseconcernedwithproductionorservicing.Aspectsoftheorganisationoftenexcludedfromthequalitysystem,wouldbeincludedinaTQMsystem,suchasfinancialmanagement,humanresourcemanagement,marketingandsales,informationtechnology,generalandexecutivemanagementoftheenterpriseasawhole.FurtherworkonTQMfocusesonthecontinuousimprovementinvolvingallofafirm’semployees.

1.3Theconceptofqualitymanagement

Forafirmtobesuccessful,theirservicesandproductshavetosatisfythreesetsofneeds–thoseofclients,thoseofsocietyandthoseofsupplyingorganisations.Inordertomeettheseneeds,managementofqualitycanbeexpressedinthewording“gettingthingsrightfromthebeginning,everytime”

Qualitymustnotbemixedwith‘grade’.Aqualityserviceorproductisnotnecessarilyofhighgrade.Qualityfulfilswishes/needs/requirements,whichcanbeofloworhighgrade.

Further,onehastorealisethatqualitycannotbecheckedorinspectedintoaserviceorproduct.Qualitymustbedesignedintotheserviceorbuiltintotheproductaspartoftheprocess.Thus‘gettingthingsrightfromthebeginning,everytime’istheresultofprocesses.Qualitymanagementisconcernedwiththeprocessesleadingtotheservicesortheproduct–recognisingthatifthoseprocessesarecorrect,thentheserviceorproductwillbecorrect.Qualitymanagementisaboutidentifyingtheseprocesses,andcontrollingthem.

AnotherimportantaspectofQualityManagementistheconceptofimprovement.Historyhasshownthatinanyprocessthereisalwaysroomforimprovingtheefficiencyoftheprocesses,orforobtainingahighergradewiththesameresources.TheinvolvementofallemployeesinthecontinuousimprovementprocessisthereforeanintegralpartofQualityManagement.

1.4TheConceptsofKaizen

AlthoughKaizenisaJapaneseconcept,manyorganisationshaveadopteditssystematiccommonsensewithgreatsuccess.Theword‘Kaize