Effectiveness control in quality management

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In the Quality Management (QM) effectiveness checks play a major role. The tasks of QM are to implement the requirements and wishes of customers as well as standards and guidelines and thereby achieve a high quality of the product. The aim of such a control is therefore to constantly check the quality management. It is checked whether the planned goals and requirements are being implemented. Effectiveness checks can be carried out in every company that has quality management. One also speaks of so-called effectiveness control, since one checks whether the desired effects of quality management are achieved.

Effect quantities / control quantities

In order to carry out an effectiveness check you need control parameters that can be divided into impact categories. One category of these would be the cognitive effects and the effective effects. They are summarized in the psychological effects. The cognitive effects include: the level of information and the performance knowledge of the consumers or the level of awareness. Thus, a goal of quality management is to bring the quality level to the outside or to increase the level of awareness of the company. The effective effects include the customer's attitude, satisfaction, criticism and examples of changes. Another aspect of the effective effect is the company's image. The goal would therefore be to respond to the customer's complaints or criticism, to satisfy them and to maintain the company's image with a high level of quality. Another category are the cognitive effects; they are counted among the behavioral effects. It is about customer loyalty, intended use, etc. And about sales, profit and market shares, i.e. the cost and performance accounting of a company.

Instruments of effectiveness control

The success of the quality management can now be checked with the aid of a target / actual comparison. You can see whether the previously planned quality management objectives have been achieved. A deviation analysis can now be carried out using the values ​​from the target / actual comparison. The target and actual values ​​are compared and the deviations are calculated. It would be particularly good if there were no deviations. If, however, there is a deviation, the cause of this deviation must be identified. There are other diverse instruments for effectiveness control. These, in turn, can be assigned to the individual control variables, as some of them belong specifically to the individual impact categories. For example, a recognition test can be carried out on cognitive effects. With a recognition test you can find out how well customers are informed about various services. This allows you to improve your advertising, for example, so that you can give customers more information. For the effective effects, one can create opinion portals in which the consumers can express their opinion or simple satisfaction surveys in order to meet the requirements of the consumers. For the cognitive effects, for example, customer databases or turnover / sales statistics are created. Because the success of quality management does not only depend on customer satisfaction, but also on the success of the entire company. This is why the complaints department is an important instrument for monitoring effectiveness. This not only determines the individual complaints of an individual customer, but also enables global comparison of the complaints of the entire customer base and analysis of the entire complaint behavior.

Success chains - controlling

Quality management is also geared towards success, with the success chain being based on by analyzing its effect on customer behavior and thus also on company success. The aim of success chain controlling is to find out to what extent the desired effects of a company have been successfully implemented. The main focus is on customer satisfaction and customer loyalty. The national customer barometer is an important instrument and basis for success chain controlling.

National customer barometer

The national customer barometer is a cross-sector study carried out by a neutral institution. Quality features in relation to customer behavior are measured in the entire economic area. The aim is to differentiate between corporate, company and customer-related goals.

National customer barometer in effectiveness control

Since it is very costly to achieve the goal of effectiveness control, the national customer barometer is used for this. The National Customer Barometer offers a broad database and the opportunity to cost-effectively determine various target options and test whether they have been effectively achieved. At the same time, your own company can be compared with the largest competitors, since your own market research is more likely to relate to your own company, which significantly reduces the informative value. In addition, an indirect measurement with the help of indicator variables helps to make a concrete statement about the importance of individual performance characteristics for the global quality of a company. This allows the effectiveness of individual quality measures to be checked.

Effectiveness checks through company-specific customer barometers

In the course of the effectiveness check , the approach of the national customer barometer can be transferred to a company-specific success chain controlling. The approach of the company-specific customer barometer corresponds to that of the national customer barometer. The focus is on so-called index systems, which are suitable for the effectiveness control in quality management. Nevertheless, there are minor differences between the national customer barometers and the company-specific customer barometers. In order to develop a company-specific index system as part of an effectiveness check, the following steps should be observed:

  1. Define customer segments and services: The services and their quality must be checked, as well as customers who you want to satisfy.
  2. Collect potential measurement indicators: All potential measurement indicators that are important for checking the effectiveness of quality management are now collected here. One should make sure that all aspects that stand for effective quality management are collected.
  3. Selecting the relevant measurement indicators: Now, with the help of a quantitative study, all the indicators that are important for service quality must be selected.
  4. Carry out a causal analysis: With the help of the causal analysis, the causal model on which the customer barometer is based can be estimated
  5. Create activity portfolios: In an activity portfolio, the identified customer perceptions are compared in relation to the quality dimensions.

Criticisms

Effectiveness controls have become established to check whether defined goals have been achieved. In the course of quality management, the influence of quality measures on the company's target values ​​is checked by means of an effectiveness check. A company has a large number of instruments at its disposal for this purpose (cf. “Instruments of effectiveness control”). One point of criticism, however, would be that the causal relationships determined are very often imprecise. So you cannot prove whether, for example, an increase in customer satisfaction is solely the result of quality control. Because there are various disruptive factors that can influence the success chain. In addition, it cannot be said exactly to what extent the opinion of customers represents purchasing behavior.

literature

  • Manfred Bruhn: Quality management for services: manual for a successful quality management. Basics - Concepts - Methods. Springer-Verlag, 2013, ISBN 978-3-642-33992-9
  • Georg E. Weidner: Quality management: - Compact knowledge - Concrete implementation - Practical work aids . Carl Hanser Verlag GmbH & Co. KG, 2014 ISBN 978-3-446-43839-2
  • Manfred Bruhn: Marketing - Basics for Studies and Practice . Springer-Verlag, 2014, ISBN 978-3-658-05112-9

Individual evidence

  1. ↑ Quality management ISO 9001 . In: Qualitätmanagement.me . March 31, 2014 ( qualitaetsmanagement.me [accessed on May 13, 2019]).
  2. ↑ Manfred Bruhn: Effectiveness controls in quality management . In: Quality Management for Services . Springer Gabler, Berlin, Heidelberg, 2016, ISBN 978-3-662-50359-1 , pp. 535-573 , doi : 10.1007 / 978-3-662-50360-7_14 ( springer.com [accessed January 16, 2018]).
  3. ↑ Bruhn, Manfred, 1949-: Quality management for services manual for a successful quality management. Basics - Concepts - Methods . 9th, completely revised u. exp. Edition 2013. Springer Gabler, Berlin, Heidelberg 2013, ISBN 978-3-642-33992-9 .
  4. ↑ Target / actual comparison - ControllingWiki. Accessed on January 16, 2018 (German (Sie-Salutation)).
  5. ↑ Definition of "recognition test" | Gabler Economic Lexicon . ( gabler.de [accessed on January 16, 2018]).
  6. ^ Manfred Bruhn: Quality management for services: manual for a successful quality management. Basics - Concepts - Methods . Springer-Verlag, 2013, ISBN 978-3-642-33992-9 ( limited preview in Google book search).
  7. ↑ Manfred Bruhn, Britta Murmann: National customer barometer: Measurement of quality and satisfaction . Springer-Verlag, 2013, ISBN 978-3-663-10877-1 ( google.de [accessed on January 16, 2018]).
  8. ^ Manfred Bruhn: Quality management for services: manual for a successful quality management. Basics - Concepts - Methods . Springer-Verlag, 2016, ISBN 978-3-662-50360-7 ( limited preview in Google book search).