Quality Management evolution has roots in the statistical theory that used in product control in 1920. Later in Japan, the concept gained some developments from the Americans, and the focus had to get a broader view of where issues within an organization. Previously it entailed products only but services and other activities within a company also had their way to Quality Control Management (McLaughlin, 2008). Edward Deming is one of the gurus of quality control; he stated that it is possible for an organization to reduce the quality of the product it produces and at the same time reduce the price (cost). It is all about constant improvement of the product and the services that a company offers. Juran states that majority of the problems in a company (80%) are caused by the at least 20% of them. He came up with the principle of vital few and trivial many. Juran’s philosophy is all about training the managers since the cause of a lot of issues is resistant to change. Crosby insisted on the need to do the right for the first time.
Six Sigma is an approach that aims at eliminating errors, and it uses statistical methods to improve quality. Mostly, it minimizes the aspect of variability in business processes all the way form the initial stage of manufacturing to the final stage (purchasing). Two methods help in accomplishing the sigma goals (DMAIC and DMADV). The primary advantage of this quality control method is it uses graphical calculations which give actual figures and results. Japanese competition is all about the antimonopoly act that ensures there is no private monopolization and there is the maintenance of fair trade. There are private organizations that might decide to monopolize the market, and as a result, controlling quality is hard. When there are laws to control the market, then controlling quality becomes simple.
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The organization that the quality manual is intended for is Global Healthcare Inc. that aims at providing health services all over the world. Such organizations will have some pros because there will be an established system that ensures there is a continual flow of events in all the other sub-offices. It provides uniformity and reduces cases of customers’ complaints.
References
Deissenboeck, F., Juergens, E., Hummel, B., Wagner, S., y Parareda, B. M., & Pizka, M. (2008). Tool support for continuous quality control. IEEE Software, 25(5), 60-67.
Lindsay, W. M., & Evans, J. R. (2010). The management and control of quality. South-Western Cengage Learning.
McLaughlin, D. B., & Olson, J. R. (2008). Healthcare operations management (Vol. 4). Chicago, IL: Health Administration Press.
Sallis, E. (2014). Total quality management in education. Routledge.
