Participatory quality management

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The participatory quality management comprises a model that addresses the constant improvement of quality management , quality assurance and quality development by including employees in the organizational development processes.

Basic principle

The concept is based on the idea that the needs and assessments of those involved are placed in the foreground. An internal process that is also oriented towards the outside - through a constant interplay between the optimization of internal processes and quality assurance, a higher quality of results is achieved. The focus is on self-evaluation , empowerment and the recognition and implementation of potential for improvement. The company's successes and quality gains are therefore closely related to the involvement and cooperation of its own employees. This requires the transfer of competencies and the creation of room for maneuver as well as constant cooperation, communication and dealing with problems and the subsequent finding of solutions.

Process flow

The quality assurance processes can be divided into five phases:

Phase 1: Introduction and preparation

First of all, the company's employees should be informed about the concept, as they are one of the main bodies responsible for improving and ensuring quality. In addition, a quality officer who is responsible for implementing the concept should be appointed. It is also advisable to have an external, competent process supervisor who supports the quality officer.

Phase 2: develop quality policy

To build on the quality policy, three procedures can be used:

  • Mission statement development: Definition of the basic principles for dealing with one another as well as the desired external image
  • As-is analysis : Determination of the condition of a company, for example according to the criteria of the European Foundation for Quality Management
  • Goal setting: Methodical clarification of future goals

Phase 3: Define specific goals

In this phase, the needs and customer-oriented quality goals should be clarified. It has to be weighed up to what extent the business goals are to be implemented with the wishes of the customers. The result of this phase should be a clear definition of tasks and areas of responsibility. Cost considerations and optimization play a central role, but the cost aspects should be considered without restricting the desired quality goals.

Phase 4: Identify key processes and interfaces

The key processes are repetitive processes in the company that play a major role in achieving goals - these are to be evaluated and analyzed with the interfaces where communication problems often occur. The main intention is to reduce the interfaces to the minimum, such as the introduction of standardized workflow processes. In addition, improving the interfaces can create a synergy effect that promotes collaboration with cooperation partners.

Numerous methods can be used here, such as:

So-called quality circles have proven their worth as a working group organization for implementing the methods .

Phase 5: securing results

The creation of a quality manual is essential to document the development process. In addition, assessment and review procedures should be carried out at regular intervals. Constant improvement and assessment discussions, so-called audits , are also advisable, which take place between employees and external bodies involved.

Background and achievements

First, the floor plan was compiled and worked out by the employees of the "Quality Management Project Group" from Munich together with the Steinbeis Transfer Center Quality and Environment (TQU, Ulm) and the Institute for Practical Research and Project Consulting (IPP, Munich). The essential elements were taken from DIN ISO 9004 (1992) and adapted to the professional profile of youth welfare. The first practical implementation of the model was introduced in the city youth welfare office in Munich in six educational counseling centers and three family education centers and other areas of the youth welfare office from spring 1996 to summer 1998. The successful implementation met with interest and was subsequently confirmed by other institutions. The communication, the resulting transparency and participation turned out to be an indispensable element of quality management, which has led to hoped-for improvements.

criticism

The establishment of a participatory quality management initially requires the approval and implementation by the facility manager, the sponsors and the cost bearers. To implement it, a dialogue between all those involved is required: administration, cost bearers, employees and political leaders. It makes high demands, such as flexible time and structure specifications, and requires a switch to systematic information and communication processes. Competent managers are required, who implement the quality policy in the company and recognize the skills of the employees. Politics makes the participatory quality principle more difficult, because the limited public coffers make improvement and implementation more difficult due to the high performance requirements of quality standards and the increasing rationalization of administration and organization.

Web links

literature

  • Wolfgang Gmür: Participatory quality management based on the “Munich model”. In: F. Peterander, O. Speck: Quality management in social institutions. 2nd Edition. Ernst Reinhardt Verlag, Munich 2004, ISBN 3-497-01703-5 , pp. 203-215. (Digitized version)
  • T. Pfeifer, R. Schmitt: Masing. Quality management manual. 5th edition. Carl Hanser, Munich 2007, ISBN 978-3-446-40752-7 .
  • J. König: How organizations learn through participation and self-organization: Introduction to participatory quality development. Barbara Budrich Verlag, Opladen / Farmington Hills, MI 2009, ISBN 978-3-86649-270-7 .
  • Monika Bobzien among others: Quality management. Sandmann Verlag, Alling 1996, ISBN 3-929221-34-9 .