La Calidad ante un reto global

Dr. Eric JanssensDirector General

European Organization for Quality

EOQ Vision and Mission

Vision:Europe’s leading promoter of Quality

Mission:Improve European society through the promotion

of Quality in its broadest sense

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European Organization for Quality

• The European Organization for Quality, EOQ, is an autonomous, non-profit association under Belgian law.

• EOQ was established in 1956, membership is of 32 national European quality organizations, as well as institutions, companies and individuals from all over the world.

• Based on Competence Schemes and Personnel Certification Schemes follows the registration and issuing of EOQ Professional Competence Passport for RECOGNITION OF COMPETENCE (AEC)

• Networking and Knowhow transfer (EC, ISO, EA, IPC, IAF)• Congress and Awards• NEW: Body of knowledge

EOQ: Spain - ROW

59th EOQ Congress, Athens, June 2015:“Is Quality a Philosopy or is it a Mindset?”

Study Future of Quality

IAQ World Forum, Budapest, Oktober 2015

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Quality - Future

Statements:– Change is accelerating (eg. population,

transport, communication,…)– Complexity is increasing– Big Data, Industry 4.0– Position of the Q Manager in the organization– Focus on

Improvement/Assurance/Governance– Quality of Work life (Sustainability)

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Quality - Future

Statements:– Position of the Q Manager in the organization

- strategic: organisation development- managements system design- operative (Q-Engineer)

The line between QM and QE is company individual (Sommerhoff DGQ)

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Quality - Future

• Statements:– Position of the Q Manager in the organization– What is Quality’s key deliverable…

• Past Q: evaluation• Future Q: reliability and safety• Maintaining/protecting the organisation’s

REPUTATION

Feary (CQI): the profession does not reach the C-Suite

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European Organization for Quality

EOQ Body of Knowledge• Development and needs for an SME adapted

“Quality Model/method”• Value of standards from the customer

perspective: Customer oriented Companies and Brand Management Certificates

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Structured Improvement for the 21st Century: A New Model from Europe to the World

Presented at the IAQ World Quality Forum

Bjorn Andersen, Pedro Saraiva, Lars Sörqvist, and Gregory H. Watson

IAQ Structured Improvement Think Tank

World Quality Forum

Budapest, Hungary

27 October 2015

IAQ Structured Improvement Think Tank:

Purpose and Organization:

This project began with a desire by the Board of Directors of the European

Organization for Quality (EOQ) to standardize training in Lean Six Sigma methods

throughout Europe.

But, it quickly realized that the need was much broader. In 2014 the

International Academy for Quality (IAQ) established a Think Tank to define a

generic “Systematic Improvement” methodology to satisfy the EOQ’s

requirement.

The project team has been requested to develop a generic model and engage a

broader global quality community to reach consensus for a final model and to

develop a data base of case studies that demonstrate how to apply the method.

Established a joint development project managed by Laatukeskus Excellence Finland:

PROJECT DESCRIPTION:

Wide Variety of Problem Solving Approaches (Quality in the XYZ Way… with 80/20 Rule)

Confused ?

Lost ?

Mistaken ?

PDCA

Six Sigma

DFSS

Lean

WV Model

QFD

Muda

8D

Kaizen

DOX

Taguchi Methods

BPM and Reengineering

Benchmarking

SPC

ABC

Models of Excellence

KPI

Balanced Scorecard

Value Engineering

TRIZ

Issue: Standard Model for Quality Improvement

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• To remain a viable business operation all organizations mustdevelop a program for continual improvement of the quality oftheir work so they may meet market pressures of lower pricesand higher value.

• However, there are many routes to satisfy the need to havecontinual improvement and there are many alternative ways toapproach this:

• In addition, each major company develops their own uniqueway to apply these methods and emphasizes differentapproaches to satisfy their own particular business managementneeds and biases.

PROBLEM: Why must a Small-to-Medium Enterprise (SME)create chaos as they attempt to create a singular process thatsatisfies customers needs if the basic need is the same –continual improvement of processes to deliver productivity andcompetitiveness in a consistently efficient manner.

Team tasks:

• Conduct a survey of methods for structured improvement.

• Develop an archive of academic papers on this subject.

• Conduct a benchmarking study of alternative methods.

• Develop a generic approach as a structured improvement model.

• Test the proposed model in Small-to-Medium Enterprises (SME).

• Develop a competence model and body of knowledge for the model.

• Develop and publish case studies and articles to launch the model.

• Design a model training curriculum to support the model.

• Document results for EOQ Professional Registration Unit.

Proposed Structured Improvement Model:

Continuing IAQ Think Tank activities:

The following reports are in the process of finalization:

• Benchmarking Study: Japanese Models of PDCA• Benchmarking Study: European DMAIC Models• Critique of the DGQ DMAIC Model• Critique of the ISO Lean Six Sigma Standards

A working session among Think Tank team members attending the IAQWQF has been conducted to construct a final report that will bepresented to the EOQ General Meeting in Vienna during earlyDecember.

After approval by EOQ, the report will be circulated for comment byASQ and JUSE. After review their feedback and making correctionsand improvements then the team will develop documents to supportthe EOQ PRU certification scheme and competence model as wellas a recommended curriculum that will meet the objectives of thesespecializations.

EOQ: Quality and Sales/Mkt

Brand Management Model is based on Quality Directives demonstrating excellent customer orientation and consciousness generated by legal regulations, national and international standards, quality models and company good practice processes.

EOQ: Quality and Sales/Mkt

How: Generic Model with Quality directives based on local assessment and checklists developed for different market segments.

Why: Brand label showing customer consciousness, brand marketing of implementation of worldwide accepted regulations.

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EOQ: Quality and Sales/Mkt

• Model based on: customer value, infrastructure, human resources, internal values, and service realization

• Assessment on consumer protection, call center, ISO standards : 9000, 14000, 18000, 31000, 26000, 27000 and 50000, local and EU legal legislation

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2016

• 60th EOQ Congress in Helsinki, June– “Quality enables growth and competitiveness”– Abstracts till end of November– Kano: Advanced TQM (Q for Sales in addition

to Q for cost)– www.quality2016.eu

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EOQ and AEC

• Office for Personnel Registration Unit for worldwide registration of professionals with a proven Recognition of Competence

• Development of Competence and Certification schemes for ISO 9001, 14001, 26000, 31000, 50000. In preparation 22000 and 45000. All based on ISO 17024 requirements

• European Quality Leader

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Thank you for your kind attention!

Keep informed:

www.eoq.org