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Eng. Rev. 28-2 (2008) 131-142 1

UDK 005.6:658.562:65.012.3

TQM PUT DO DIFERENCIJACIJETQM A WAY TO DIFFERENTIATION

Sabrina UMAN Duko PAVLETI

Saetak:Upravljanje kvalitetom obuhvaa sustavno koritenje razliitih metoda, smjernica, tehnika i alata kako bi se,kroz postizanje visoke kvalitete proizvoda i procesa, zadovoljili zahtjevi korisnika i postigla konkurentna prednost te poslovni uspjeh. Buenje svijesti o kvaliteti u svim poslovnim procesima osnovni je cilj TQM-a, a pretpostavljaorijentaciju na korisnika, kontinuirana poboljanja i inovacije, timski rad, procesni pristup i dr. Tvrtka u kojoj suuspostavljeni takvi uvjeti poslovanja moe prosperirati i stvarati proizvode koji se odlikuju kvalitetom i specifinou.

Naglaava se da na ostvarivanju takvih uvjeta poslovanja kljunu ulogu ima vodstvo tvrtke. Tvrtke koje uspjeno ikontinuirano provode principe TQM-a diferenciraju se na tritu, stvaraju kvalitetne i prepoznatljive proizvode, imajuzadovoljne i vjerne klijente te motivirane zaposlenike.

Kljune rijei: -TQM,- Kvaliteta- Procesi- Modeli izvrsnosti

Summary: Quality management includes systematic usage of different methods, guidelines, techniques and tools inorder to, through achievement of high quality products and processes, satisfy users demands and to achievecompetitive advantages and business success. Raising the quality conscience in all business processes is a main goal of

TQM, and it assumes users orientation, continuous improvement and innovations, teamwork, process approach etcetera. The company in which these aspects of business are achieved may prosper and create products that aredistinguished by specific quality and uniqueness. The emphasis is that the business achievement of these conditionsmust come from company leadership. Companies that successfully and continuously implement TQM's principlesdifferentiate on the market; create high-grade and recognizable products, satisfied and loyal clients and motivatedemployees.

Keywords: - TQM- Quality- Processes- Excellence models

1. UVODGotovo u svakoj proizvodnoj tvrtki odvijaju se procesi proizvodnje, prodaje i distribucije. Takoer postoje procesi kojima se istrauju korisnikove potrebe i problemi, procesi kojima usporeujemo podatke strita i informacije o novim tehnologijama. Iz toga proizlaze ideje za nove proizvode i usluge. Drugiprocesi kreiraju i testiraju te nove proizvode i usluge iprosljeuju ih u redovitu proizvodnju te prouavajutrokove i dodanu vrijednost. U voenju putempotpune kvalitete naglasak je na prouavanju procesa ina njihovu stalnom unapreivanju i osiguravanju proizvoda i usluga koji neprekidno poveavaju svoju

vrijednost i imaju sve manje i manje trokove [1]. Da

1. INTRODUCTIONIncorporated into almost every organization, amongothers, are the processes of production, sales anddistribution. There also exist processes that examineuser needs and problems, processes with which datafrom the market and information about newtechnologies are compared. Thereof, ideas for newproducts and services originate. Other processes createand test these new products and services and forwardthem to ordinary production, also they analyze costsand added value. When talking about leading throughtotal quality, the accent is on researching these processes and on their continuous improvement and

assurance of products and services that continuously


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132 S. uman, D. Pavleti: TQM-Put do diferencijacije

bi se postigla visoka kvaliteta, svaki se procesprouava koritenjem sustavnoga pristupa. Procesi suprikazani dijagramima tijeka, problemi se prepoznaju,paljivim istraivanjem prepoznaju se njihovi ishodiniuzroci i razvijaju se novi sustavi s minimalnom

mogunou pogreke.Kvaliteta je nesumnjivo najbolja strategija razvojakonkurentne prednosti i postizanja poslovnog uspjeha.Osnovni je cilj TQM-a (engl. Total QualityManagement = upravljanje potpunom kvalitetom)ugraivanje svijesti o kvaliteti u sve procese na svimrazinama tvrtke. Voeni filozofijom TQM-a stvorenisu tzv. modeli izvrsnosti, koji svojim metodama,zahtjevima i tehnikama pomau tvrtkama kontinuiranopodizati razinu kvalitete te omoguuju sudjelovanje usve prisutnijim natjecanjima za nagradu kvalitete.Kultura organizacije i specifine karakteristikeaktivnosti tvrtke utjeu na izbor modela, metoda i

tehnika TQM-a. U radu je dan pregled osnovnihkoncepata kvalitete, filozofije cjelovite kvalitete iiznesene su bitne smjernice upravljanja cjelovitomkvalitetom.

2. POTPUNO UPRAVLJANJEKVALITETOM

Kvaliteta je sloen pojam, sastavljen od vie elemenataili kriterija. Elementi ili kriteriji kvalitete proizlaze iz biti kvalitete razliitih vrsta proizvoda, procesa i/iliusluga, ovisno o njihovoj upotrebi, korisnosti ivanosti za korisnika.

2.1. Kontinuirano poboljanje kvalitete poslovnihprocesa

Ako ostane u ovom svijetu nikad nee upoznatidrugi.

W. E. DemingUpravljanje kvalitetom je proces koji prepoznaje iupravlja aktivnostima potrebnim da se dostignu ciljevikvalitete jedne organizacije. Kvaliteta je skup onih znaajki proizvoda kojinajbolje zadovoljavaju potrebe, zahtjeve i oekivanjakupaca [2].Problemom kako ostvariti takve znaajke bavi seTQM, sistematizirani organizacijski pristup uspjenihtvrtki koji rjeava probleme koji se tiu tvrtke ucijelosti, s naglaskom na skladnom djelovanju izmeu procesa. Njegovi su pristupi i metode prije svega naorganizacijskoj razini, jer se pretpostavlja da supojedinani problemi i procesi, posebno na podrujutehnologija i tehnolokih rjeenja, dobro razrijeeni idostiu prihvatljivo visoku razinu pojedinanogdjelovanja.Potreba za voenjem tvrtke na nain TQM-a nastaje uodreenoj razvojnoj fazi tvrtke onda kada su osnovniegzistencijalni i tehnoloki problemi rijeeni, kada suinformatizacija drutva, razvoj transporta i

increase their value and lessen costs [1]. To obtainhigh quality, every process, is studied using amethodical approach. Processes are represented byflow charts, problems are recognized, their root causesare defined with exacting research and new systems

with minimal possibility of mistake are developed.Quality is doubtless the best strategy for competitiveadvantage and achievement of a company's success.The main goal of TQM (Total Quality Management) isembedding consciousness about quality in allorganizational processes on all levels. Guided by theTQM philosophy, so-called business excellencemodels are created, which by their methods, demandsand techniques help organizations to raise the level ofquality and to allow participation in various races forquality awards. The culture of organization and thespecific characteristic activities of the companyinterplay in choosing models, methods and TQM

techniques. This work gives an overview of the basicconcepts of quality, philosophy of total quality andimportant guidelines for total quality management.

2. TOTAL QUALITY MANAGEMENT

Quality is a complicated concept, consisting of variouselements and criteria. Elements or quality criteriaderive from the essence of quality of various types ofproducts, services, activities, depending on their usage,usefulness and significance for users.

2.1. Continuous quality improvement of businessprocesses

"If you stay in this world, you will never learn anotherone. " W.E.Deming"Quality managing is a process that recognizes andmanages activities that are necessary in order toachieve the quality goal of an organization.""Quality is a cluster of those product features, that serves best the needs, demands and customerexpectation." [2]Achieving these features is a problem that TQM dealswith, the methodical organizational approach ofsuccessful companies that deals with problems that areconcerned company wide, with an accent on theharmonious interactions between the processes. Itsapproaches and methods mainly concern theorganizational sphere, because it is assumed thatindividual problems and processes, especially in thearea of technologies and technological solution, arewell resolved and have achieved an expectably highlevel of individual performance.The need for TQM's leading style in companiesemerges in the specific development phase of thecompany; then, when the basic existential andtechnological problems are solved, when the


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distribucijskih kanala postigli takav stupanj razvoja dakupci mogu birati izmeu vie ponuda za svojepotrebe, a imaju novca da to plate.TQM, kao skup sistematiziranih pristupa i metoda zavoenje poduzea, nastao je kao odgovor tvrtki na

promijenjene uvjete poslovanja 90-ih godina prologastoljea.Kupci ele viu kvalitetu i nie cijene razvojtransporta, distribucije proizvoda kao i sredstvamasovnih komunikacija imao je za posljedicu da jekupac mogao kupiti i dobiti proizvod koji je elio, u bilo koje vrijeme i bilo gdje. Menadment koji nijerazumio te nove promjene u zahtjevima, nije viemogao uspjeno voditi tvrtku. Filozofija da je dovoljno proizvoditi samo prema tehnikim specifikacijama idrati se standarda nije vie jamila uspjeh.Zbog poveanih i sasvim odreenih zahtjeva ioekivanja kupaca, tvrtke su morale postati efikasnije

u smislu tonijeg i pravodobnog prepoznavanjazahtjeva i oekivanja kupaca.U tu su svrhu uspjene tvrtke razvile niz pristupa imetoda koje se mogu nai pod razliitim nazivima:TQM, TQC (C za control = upravljanje), CWQC(Company Wide Quality Control). Metode TQM, TQCi CWQC obuhvaaju vei broj metoda iz podrujamatematike statistike, industrijskog inenjerstva,logike te socijalne psihologije koja se, primjerice,koristi za ukljuivanje i efikasno koritenje ipovezivanje znanja svih sudionika u procesima unutartvrtke. Na slici 1. prikazana je Juranova spiralapoboljanja u kvaliteti.

Slika 1. Juranova spirala poboljanja u kvalitetiFigure 1. Juran's spiral of quality improvement

2.2. W. Edwards Deming

Dugorona spremnost za prihvaanje novih znanja inove filozofije, potreba je svakog menadmenta kojitei transformacijiNije dovoljno raditi najbolje. Morate znati to raditi,

i tada to raditi najbolje [3]W. Edwards Deming nesumnjivo je jedan od

informatization of communities, development oftransport and distribution channels achieved such alevel of development that the customers could chooseand pay for the product that best suits their needs.TQM, as a cluster of methodical approaches and

methods for company management, was created as acompany response to the changed conditions ofbusiness during the 1990's.Customers demand better quality and lower pricestransport development, product distribution and alsoassets of mass communications meant that thecustomer could buy and receive a suitable product anytime and everywhere. Management that did notunderstand these new changes in demands could notsuccessfully manage the company. Products that areonly in accordance with technical specifications andappropriate standards do not guarantee success anymore.

Due to increased and completely specified demandsand customer expectations, companies have to becomemore efficient and accurate in recognizing demandsand expectations.For this purpose, successful companies have developeda series of approaches and methods such as: TQM,TQC (C is for Control), CWQC (Company WideQuality Control). TQM, TQC and CWQC approachesinvolve a number of methods that were originallydeveloped in the fields of mathematical statistics,industrial engineering, logic and social psychology. Asan example, logic and social psychology methods areused for integration and synergic usage of the

knowledge of all employees. Jurans spiral of qualityimprovement is shown in Figure 1.

2.2. W. Edwards Deming

Long term capability for acquisition of newknowledge and new philosophies, is a need of eachmanagement that thrives towards transformation."It is not enough to do your best; you must know what

to do, and then do your best." [3]


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najpoznatijih autora i konzultanata u podrujukvalitete, preciznije upravljanja kvalitetom. Kao znakzahvalnosti za njegov doprinos razvoju kvalitete uJapanu, ve 1951. godine uvedena je Demingovanagrada za unapreenje kvalitete. Definirajui

kvalitetu kao zadovoljstvo korisnika/kupca, Demingje naglasio potrebu za uspostavljanjem novoga pristupau istraivanju trita. Iznimno je bitno predvidjeti potrebe, a ne samo spoznati zahtjeve kupca, a toobjanjava i Demingova filozofija kvalitete svepoinje i zavrava s kupcem, koji je i najvaniji initeljna proizvodnoj liniji. Sve aktivnosti usmjerene su ka jednom cilju, a to je da se u proizvod/uslugu ugradiono to korisnik/kupac smatra vrijednou. Mogunostunapreivanja kvalitete ogleda se u sposobnosti damenaderi upravljaju sustavima i procesima. PremaDemingu, SPC (engl. Statistic Process Control =statistika kontrola procesa) i druge metode, pouzdano

su sredstvo za unapreivanje procesa i smanjivanjeneizbjenih varijacija (odstupanja) koje su uzrokovaneopim i posebnim utjecajima. Demingje zastupao stavda najvaniju ulogu, a time i najveu odgovornost, utvrtkama ima menaderska struktura. Vjerovao je damenaderi koji nisu u potpunosti razumjeli pojamvarijabilnosti, umnogome mogu pogorati stanjenastalo kao posljedica odstupanja. Deming je jednom prilikom rekao: potroa nije uvijek spreman financirati poslovne promaaje, a posljedica toga jegubitak trita. Osnove TQM-a izloio je u 14 toaka.U veini toaka on zahtijeva od menadera da prekinudotadanju praksu i da ponu raditi na nov nain. esto

je svojih 14 toaka oznaavao kao 14 obavezamenadmenta. Cilj je Demingovih 14 toaka damenadment i radnici promijene odnos prema radu,kako bi trokovi kompanije bili nii, razina kvalitetevisoka, a produktivnost rada vea.Demingovih 14 toaka glase:1) Usvojiti stalne ciljeve (kreirati i objaviti misiju

tvrtke i konstantno je provoditi). Menadmentmora biti ustrajan u svojem opredjeljenju zakvalitetu i s kratkoronoga se gledita usredotoitina dugorono. Kvaliteta se kao cilj tvrtkepostavlja ak i iznad profita. Profit je posljedicado koje se neminovno dolazi ako se tvrtka

opredijeli za kvalitetu.2) Prihvatiti novu filozofiju. Nema vie tolerancije

prema uobiajeno prihvaenoj estoti kanjenja,pogreaka, defekata loih materijala, nemarnosti Nuno je da svi zaposlenici prihvate i primijenenovu filozofiju unapreenja kvalitete.

3) Smanjiti ovisnost o nadziranju. Ugradnjomkvalitete u cjelokupni proces proizvodnje ukida se potreba masovnoga nadziranja, tj. kontrolesvakoga proizvoda, nakon izrade, jer se to obavljatijekom itave proizvodnje.

4) Prekinuti praksu najjeftinije pri odabirudobavljaa. Pri odabiru dobavljaa u prvi planmora doi razina kvalitete pa tek onda cijena. S

W. Edwards Deming is undoubtedly one of the mostfamous authors and consultants in the area of quality,more precisely quality management. As a token ofgratitude for his contribution to quality development inJapan, beginning in 1951 the Deming's prize for

quality improvement was introduced. Defining qualityas "customer satisfaction", Deming emphasized theneed for a new approach in market research. It isextremely important to predict needs, not only to become aware of customer demands, which isexplained in Deming's quality philosophy "Everythingbegins and ends with the customer, which is the mostimportant factor on the production line".All activities are oriented towards one goal, buildinginto the product/service a value for the customer. The possibility of quality improvement is encountered inthe manager's capability to manage systems and processes. According to Deming, SPC (Statistic

process Control) methods are satisfactorily efficient for process improvement and reduction of common andspecial variations. Deming advocated that the mostimportant role, and by that the biggest responsibility ina company for quality management is on themanagerial structure. He believed that managers, whodid not completely understand the concept ofvariability, can aggravate the state which was createdas a result of variance appearance. Deming once said"the customer isn't always prepared to financebusiness failures, and the consequence of that ismarket loss". He presented the 14 points of TQM's bases. In most points, he demands that the managers

cease their former practices and start working in a newway. He often marked his 14 points as the 14management commitments. The goal of Deming's 14 points is to change management and employeerelations towards work, to lower company cost, toincrease quality level, and to increase labourproductivity.Deming's 14 points are:1) To adopt permanent goals (create and proclaim

company mission and constantly implement it).Management must be persistent in its qualitycommitment, and must redirect the short-termpoint of view focus to the long-term one. Quality

as a company goal is appointed even above profit.Profit is a consequence that inevitably comes ifthe company is quality committed.

2) Adopt the new philosophy. No more toleranceon the usual accepted level of delays, mistakes,poor material defect, negligence...Acceptance andadoption of a new philosophy of improvementfrom all employees is inevitable.

3) Cease dependency on inspection. Withembedding quality into the entirety, the production process removes the need for masssurveillance, i.e. control of each product afterproduction, because it has been performed duringthe entire production cycle.


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dobavljaima je potrebno uspostaviti partnerskiodnos.

5) Stalno unapreivati procese u proizvodnji iuslugama. Unapreenje kvalitete u toku procesa proizvodnje ili pruanja usluga je neprekidna

aktivnost i dio odgovornosti menadmenta, ali isvih zaposlenika, koji ukazujui na postojee probleme omoguuju i njihovo rjeavanje tepoboljanje cjelokupnog procesa.

6) Provoenje obrazovanja svih zaposlenika.Neophodno je neprekidno obrazovati i usavravatizaposlenike. Da bi se takve ideje praktino provele, neke tvrtke, primjerice Motorola,osnovale su vlastita uilita.

7) Institucionalizirati rukovoenje. Potrebno jestvarati atmosferu u kojoj e svaki zaposlenik bitimotiviran davati svoj maksimalan doprinos iiskoristiti sve svoje potencijale. Za to su kljuni

rukovoditelji na svim razinama, koji morajupoticati stvaranje i odravanje takvih radnih uvjetakoji rezultiraju poticajnim partnerskim odnosomzaposlenika s nadreenima.

8) Iskorijeniti osjeaje straha. Osnovna je premisaizgraditi u tvrtki atmosferu koja e poticatiotvorenost i sigurnost u iznoenju prijedloga, radui politici kvalitete.

9) Sruiti barijere izmeu organizacijskih jedinicakoje razdvajaju zaposlenike. Demingsmatra dasu prepreke izmeu organizacijskih jedinicaunutar tvrtke kontraproduktivne, te je potrebnosruiti barijere izmeu njih, poticati

meufunkcionalne i interorganizacijske timove urjeavanju problema bez obzira na to u kojem seodjelu oni jave. Na taj nain doprinosi seunapreenju suradnje i znanja.

10) Ukinuti prazne slogane. Slogani, natpisi, posteri,upozorenja i openito ciljevi koji zaposlenikenavode na poveanje produktivnosti, dugoronogledajui su kontraproduktivni, frustrirajui te ih,premaDemingu, treba ukinuti.

11) Eliminirati numerike ciljeve. Tvrtke se trebaju prvenstveno i sutinski fokusirati na pitanjakvalitete. Koncentracija pozornosti samo na izlazeiz procesa ne predstavlja uinkovit nain za

unapreenje procesa. Umjesto na ostvarivanjunumerikih kvota, menadment treba raditi naunapreenju procesa.

12) Sruiti prepreke koje ljude spreavaju da seponose svojim radom. Deming smatra da jeodlika ljudi da ele raditi kako treba. U tome ihspreava neadekvatan menadment, loakomunikacija, neadekvatna oprema, nesavrenimaterijali i druge prepreke koje menaderi morajuukloniti da bi se kvaliteta poboljala.

4) Move away from the practice of the cheapestwhen choosing a supplier. Upon supplierselection, level of quality must be in the firstplace, before price. It is necessary to establish abusiness relationship with the supplier.

5) Continuous improvement of processes inproduction and service. Quality improvementduring the production process or provision ofservices is a constant activity and part ofmanagement responsibility, but also of allemployees, who by pointing out the existing problems enable the solving process and theimprovement of process integrity.

6) Implementation of employee education.Continuous education and specialization arenecessary. In order for these ideas to be practically implemented, some companies, e.g.Motorola, founded their own colleges.

7) Institute leadership. It is necessary to create anatmosphere in which each employee will bemotivated to give their maximum and use all oftheir potential. For this to happen, management isvital in stimulating and maintaining the workingconditions that result in partner relations betweenemployees and management.

8) Drive out fear. The main premise is to build akind of atmosphere in the company that willencourage sincerity and security in expressingsuggestion, work and quality politics.

9) Break down barriers between departments.Deming considers that obstacles between

organizational units within the company arecounter-productive; therefore, it is necessary to break down the barriers among the same,encourage inter-functional and inter-organizational teams in dealing with problemsregardless of which section they appear in. In thatway, cooperation and knowledge acquisition aremotivated.

10) Eliminate slogans. Slogans, inscriptions, posters,warnings and generally goals that driveemployees to productivity increase and observingthem in the long-term is counter-productive,frustrating and is to be eliminated.

11) Eliminate management by objectives.Companies should first and foremost focus onquality. Concentrating attention only on processoutput does not represent an efficient way toimprove processes. Instead of creating numericalquotas, management should work on processimprovement.

12) Remove barriers to pride of workmanship.According to Deming, an employees basicintention is to work properly. Inadequatemanagement, poor communication, inadequateequipment, material imperfection and otherobstacles are the barriers to quality workmanship.The managers responsibility is to act in a way


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13) Stimulirati zaposlenike na obrazovanje.Adekvatna obuka nije statian pojam, ve onpodrazumijeva kontinuirano usavravanje iz uskogpodru ja struke, ali i upoznavanje s metodama itehnikama upravljanja kvalitetom, kao i dodatne

instrukcije o timskom radu i filozofiji kulturetvrtke u pogledu TQM-a .14) Provoditi akcije za uvoenje promjena.

Transformacija predstavlja zadatak svih. Kulturakvalitete mora postati praksa. Zaposlenici semoraju pridravati kulture TQM-a.

Demingove postavke doivjele su i niz kritika zbognjegova nepotrebnog insistiranja na tokama 10 i 11,koje ne uzrokuju negativne posljedice. Tokom 11 akse u pitanje dovodi i toka 14 jer je vrlo upitnauspjenost provoenja promjena bez brojanih

pokazatelja. Isto tako postoje dvije toke vezane zaobrazovanje i stalno usavravanje koje nije potrebnorazdvajati [4]. Philip B. Crosby takoer nudi svojih 14smjernica, od kojih dobar dio poiva na Demingovimprincipima, a razlikuju se sljedee: mjerenje procesa zaidentifikaciju problema kvalitete, mjerenje trokovakvalitete, isticanje rada bez pogreaka i shvaanjeznaenja kvalitete od strane svih zaposlenika, vanost prepoznavanja uspjenih i lojalnih zaposlenika tenjihovo nagraivanje [5].Demingovih 14 toaka, Crosbyeve smjernice teaksiomi i dugih autora ukazuju prvenstveno na potrebukrupnih promjena u menadmentu. Menadment mora

proi kroz nova uenja i stjecanje znanja. Vladajui stilmenadmenta mora doivjeti transformaciju.Transformacija proistjee iz shvaanja sustavadubokog znanja, kako ga je nazvao Deming. Sklopdubokog znanja sastoji se od etiriju dijelova, koji su umeusobnoj vezi i odnosu, a to su: razumijevanjesustava, znanje u vezi s varijacijama, poznavanjestatistike teorije, primijenjena psihologija. Razliitisegmenti sustava dubokog znanja meusobno suisprepleteni [4].

2.3. Kaizen i gemba

Japanski pojam kaizen oznaava stalno poboljanjeodnosno trajne napore da se djeluje na povremene itrajne probleme kako bi se izvrilo oplemenjivanje procesa [2]. Kod trajnih problema to podrazumijevakontinuirano postizanje viega stupnja zadovoljavanjapredvienih funkcija dok kod povremenih problema to podrazumijeva poduzimanje popravnih i preventivnihradnji kako bi se problem u potpunosti uklonio isprijeilo njegovo ponovno pojavljivanje. Povremenisu problemi neoekivani i posebno izraenogintenziteta te im se mora pridati velika pozornost kako

that eliminates barriers and thus improves quality.13) Institute education and self-improvement.

Adequate training implies continuousimprovement, starting with the immediateprofessional area, but also getting introduced with

the methods and techniques of qualitymanagement, as well as instructions aboutteamwork and the companys philosophy ofculture regarding TQM.

14) Transformation is everyones job.Transformation represents everybodys task.Quality must become practice. Employees have tolive up to TQM culture.

Demings statements met a series of criticismsespecially regarding points 10 and 11 that, in manyopinions, do not cause any negative effects. Point 11contradicts point 14 because the success of change

implementation without numerical indicators is veryquestionable. In addition, there are two points linked toeducation and continuous improvement, which areindistinguishable [4]. Crosby also offers his 14guidelines, from which a great part rests on Demings principles, but some important differentiations are: process measurement for quality problemidentification, quality cost measuring, emphasizingzero defects and understanding quality meaning fromthe side of all employees, also importance ofrecognizing successful and loyal employers and theirreward system [5].Demings 14 points, Crosbys guidelines and also

other authors axioms first of all point to the need forhuge changes in management. Management must gothrough new educational training and newacknowledgments. A leading management style mustundergo transformation. Transformation arises from anunderstanding of the profound knowledge system, socalled by Deming. The mechanism of profoundknowledge consists of four parts, which are mutuallyconnected and related, which are: systemunderstanding, knowledge of variations, statisticaltheory and applied psychology. Various systemsegments of deep knowledge are mutually entwined[4].

2.3. Kaizen and gemba

The Japanese concept kaizen represents constantimprovement or permanent efforts to act on temporaryand permanent problems in order to perform processennobling [2]. With permanent problems, this concernsthe continuous achievement of a greater level insatisfying the predicted function while in the case oftemporary problems this implicates taking correctionaland preventive actions in order to remove a givenproblem completely and to prevent it from appearingagain. Temporary problems are unexpected andespecially intense, and great attention must be given to


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bi se to prije i bezbolnije uklonili. Trajni probleminisu tako izraeni, a javljaju se tijekom duljegavremena, esto ih je teko rijeiti pa se prihvaaju kaoneizbjeni. Na slici 2. dan je primjer odnosa trajnih ipovremenih problema.

Slika 2. Primjer povremenih i trajnih problemaFigure 2. Example of occasional and permanent

Istaknuti japanski autor na podru ju kvalitete, KaoruIshikawa, u veini svojih radova zastupa stav: Idi dogemba. Japanski pojam gemba oznaava radnomjesto u proizvodnji koje je izvor moguih problema,a pojam podrazumijeva i predstavnika odreenogaradnog mjesta [4]. Ishikawa smatra da je kljuna pogreka pripisati krivnju za odstupanja od kvaliteteosobi ili odjelu gdje je pogreka nastala. To smatra povrnim, nekvalitetnim simptomatskim rjeavanjem problema koji nee dugorono poboljati stvari. Nedoavi do mjesta gdje se problem pojavio, nemogue je sprijeiti ponavljanje pogreke. Kvaliteta poinje prikupljanjem svih relevantnih podataka te njihovomdetaljnom analizom.

3. MODELI IZVRSNOSTI

Nadahnuti filozofijom TQM-a stvoreni su tzv. modeliizvrsnosti, iju osnovu ine orijentacija na

kontinuirano poboljanje, poticanje tvrtke nasamoprocjenjivanje, benchmarking, stvaranje pozitivnekompetitivne klime za sudjelovanje u natjecanjima zanagrade kvalitete, i dr. Prvi model izvrsnosti bio je zaDemingovu nagradu kvalitete u Japanu. Nedugo poslije toga, u SAD-u se uspostavlja MBNQA,Baldridgeova nagrada za kvalitetu te istoimeni modelizvrsnosti. Tvrtke koje se ukljuuju u natjecanje zanagradu kvalitete, sukladno odgovarajuem modelu,preispituju koliko su napredovale, koja im je trenutnasituacija na tritu te koji su uinci njihovih napora uneprekidnom poboljavanju kvalitete. Na inicijativupredsjednika 14 velikih europskih tvrtki i uz podrku

predsjednika Europske komisije, ra

a se Europskazaklada za upravljanje kvalitetom (European

them in order to remove them as quickly andpainlessly as possible. Permanent problems are not so pronounced and they appear over a longer period oftime, often are difficult to resolve and they areaccepted as well as inevitable. Figure 2 shows an

example of permanent and occasional problems.

Eminent Japanese author in the area of quality KaoruIshikawa in most of his works describes the attitude"Go to gemba". The Japanese term gemba marks theworking place in production as a source of possibleproblems, and this term also implicates representativesof a specific work area [4]. Ishikawa considers that themain mistake is to place guilt for quality aberration ona person or section where this mistake occurred. Heconsiders this a superficial, low-quality symptomatic problem solution that will not improve long-termmatters. By not getting to the point where the problemoccurred, it is impossible to prevent repetition of theerror. Quality begins with the gathering of all relevantinformation and with their detailed analysis.

3. EXCELLENCE MODELS

Based on TQM's philosophy, models of excellencewere created. In essence, they are oriented towards

continuous improvement, encouraging companies toself-assessment, benchmarking, creating a positivecompetitive climate for participation in quality awardcompetitions and the like. The first model ofexcellence was for Deming's prize of quality in Japan.Shortly after that, in the USA the Malcolm BaldridgeNational Quality Award was established bringing out asimilar model of excellence. Companies that areincluded in the competition for excellence awardsreconsider their advancement, their current situation onmarket, and the effects of their effort in continuousquality improvement. By the initiative of 14 presidentsof large European companies and with the support of

the president of the European commission, theEuropean Foundation for Quality Management

problems


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Foundation for Quality Management, EFQM) i stvaraprva europska nagrada za kvalitetu, European QualityAward, EQA. I taj je model stvoren i zasnovan nafilozofiji TQM-a te sustavnom samoprocjenjivanju kaonainu postizanja razliitih razina izvrsnosti.

3.1. Model izvrsnosti EFQM

Model izvrsnosti EFQM sastoji se od 9 aspekata odkojih 5 pripremaju tvrtku za postizanje izvrsnihrezultata, dok 4 ukazuju na postignute rezultate, slika3. Za svaki od 9 aspekata razvijen je niz pitanja na kojatreba dati to tonije i nepristrane odgovore u smislukoliko su dobro primijenjeni pristupi ili modeli, tekoliki je potencijal i irina njihove primjene uorganizaciji. Model izvrsnosti EFQM zasniva se naovim temeljnim konceptima izvrsnosti:

Orijentacija na rezultate Orijentacija na kupce Vodstvo i postojanost svrhe Upravljanje pomou procesa i injenica Razvoj i ukljuivanje zaposlenika Neprestano uenje, inoviranje i

poboljavanje Razvijanje partnerstva Odgovornost prema javnosti

Slika 3. Model izvrsnosti EFQMFigure 3. EFQM excellence model

Upitnik za samoprocjenjivanje razvijen je kako bi se pomoglo bilo kojoj tvrtki da odredi svoj poloaj naljestvici izvrsnosti, otkrije potencijal za poboljavanje iprovodi neprestana poboljavanja. Upitnik se sastoji oduputa, 50 jednakovrijednih pitanja rasporeenih u 9aspekata modela izvrsnosti EFQM, modela bodovanja,obrazaca za raunanje postignua za aspekte u skupiniosposobljavatelja, obrazaca za raunanje postignua zaaspekte u skupini rezultata, te modela za raunanje igrafiko prikazivanje profila organizacije.

(EFQM) was formed and the first European QualityAward (EQA) was established. This model was alsocreated and based on TQM's philosophy andsystematic self- assessment, as a way of achievingdifferent levels of excellence.

3.1. EFQM Excellence Model

The EFQM Excellence model consists of 9 aspects,where 5 of them prepare the company for achievementof excellent results, and 4 of them indicate results,Figure 3. For each of the 9 aspects is developed asequence of questions for receiving precise andobjective answers about how effective variousapproaches and models are applied, and to what extentthe potential and domain of their use are appliedcompany wide. The EFQM excellence model is basedon following basic concepts of excellence:

Orientation on results Customer orientation Leadership and purpose consistency Management based on facts and processes Develop and employee involvement Continuous learning, innovation and

improvement Partnership creation Responsibility toward the public

A questionnaire for self- assessment is created to helpany company to determine its position on a scale ofexcellence, find out its improving potential andperform continuous improvements. The questionnaireconsists of manual, 50 equal valuable questions,distributed in 9 aspects of the EFQM model, scoremodel, template for counting the score in first 5aspects, also for the last 4, and the model forcalculating and graphic representation of the

organizational profile.


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Samoprocjenjivanje prema upitniku mogue jeorganizirati po organizacijskim jedinicama tvrtke ili narazini cijele tvrtke. Ako se odlui zasamoprocjenjivanje po organizacijskim jedinicama,tada to rade timovi strunjaka za koje je neophodna

prethodna izobrazba. Naime dobrota postignutihrezultata ovisi o potpunom razumijevanju svakoga od50 pitanja u upitniku, kao i o objektivnosti pri odabiru jedne od 4 mogue ocjene. Prilikom odluivanja za jednu od ocjena svaki lan tima mora razmotritiobjektivnost odgovarajuega pristupa ili modela, tepotencijal i irinu njegove primjene u organizacijskoj jedinici. Za samoprocjenjivanje koje provodi timnajviih menadera tvrtke prethodna izobrazba nijepotrebna.Razine izvrsnosti EFQM-a [6]:1. Predanost izvrsnosti2. Prepoznat po izvrsnosti3. Finalist natjeaja za EQA4. Dobitnik priznanja5. Dobitnik nagrade Navedene razine izvrsnosti omoguuju tvrtkamakontinuirano, postupno i objektivno provjeravanoostvarivanje izvrsnosti. Ako tvrtka odlui objektivno provjeriti svoj trenutani poloaj na putu premaizvrsnosti (prva razina), najvie vodstvo mora obavitisamoprocjenjivanje prema prethodno definiranomupitniku za svih 9 aspekata te definirati potencijale zapoboljavanje.Za postizanje druge razine potrebno je napisatiodgovarajui dokument, koji se koristi i ocjenjuje

tijekom nadzornoga posjeta auditora u tvrtki. Za treu,etvrtu i petu razinu potrebno je proi cijeli postupakkandidiranja za europsku nagradu za kvalitetu.Primjena modela EFQM podrazumijeva kontinuiranu provjeru svih poslovnih procesa radi identifikacijeslabih i jakih toaka, identifikacije podruja na kojimasu potrebna poboljanja, razvoja programa stalnog poboljanja, omoguavanja vanjskoga, neovisnogocjenjivanja te uspostave baze podataka sinformacijama o dobroj praksi u domeni vlastitihposlovnih aktivnosti.

3.2. Karakteristike modela izvrsnosti

Sve vanije nagrade za kvalitetu na razliite nainesistematiziraju i naglaavaju ove sadraje koji su sepokazali kao vani za postizanje vrhunske kvalitete:1. Orijentacija prema kupcu: stvarno razumijevanje i

poznavanje potreba i oekivanja kupaca, njihovihrazloga za odabir pojedinih proizvoda, kao iglavnih faktora koji utjeu na zadovoljstvo kupca.Trai se visoka senzibilnost za potrebe kupca, zamjerenja i praenja faktora koji utjeu napozitivno iskustvo kupca i njegovu spremnost daostane vjeran svojem dobavljau tvrtki.

2. Stalno napredovanje i kontinuirano uenje:osposobljavanje i unapreivanje sastavni su dio

Self-assessment, according to the questionnaire, couldbe organized through organizational units or companywide. In the first case, self-assessment is performed byteams of experts previously educated for such apurpose. It is necessary, because the goodness of the

achieved results correlated very much with theunderstanding of each of the 50 questions in thequestionnaire and objectiveness in choosing one of the4 possible grades.If self-assessment is conducted by a team of topmanagers, previous education is not necessary.

EFQM excellence levels [6]:1. Committed to Excellence2. Recognized for excellence3. EQA Finalist4. EQA Prize-winner5. EQA Winner

These excellence levels enable companies a gradual,continuous and objective examined excellenceachievement. If the company decides to objectivelyexamine its momentary position of excellence (firstlevel), top managements must perform self-assessment according to the 50 questions questionnaireand define improvement potentials.For achieving the second level, it is necessary tocompile an apposite document, which must beevaluated by the auditors when they visit the company.For a third, fourth and fifth level the company needs tocompete for the European quality award, in all its

procedure.Appliance of the EFQM model implies continuousverification of all business processes, for theidentification of weakness and strengths, areas forimprovement, development of a continuousimprovement program, the possibility of externalindependent evaluation and the establishment of adatabase with the best practice information in thedomain of business activities.

3.2. Excellence model characteristics

All of the important quality awards systemize andunderline the following content, as important inachieving top quality:

1. Customer orientation: deep understanding of thecustomers expectations and needs, their reasonsfor choosing a particular product and the crucialfactors that imply customer satisfaction. It isimportant to have a high sensibility for customerneeds, for measurements and the followingindicators that influence a positive customerexperience that ensures company loyalty.

2. Continuous progress and learning: according to


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rada svakog odjela i na taj se nain rjeavajuuzroci, a ne posljedice problema, postoji stav da je jednako vano napraviti bolje kao i otkloniti pogreku. Osnova je svih unapreivanjaDemingov krug planiraj-izvri-kontroliraj-djeluj

(Plan-Do-Check-Act PDCA).3. Zadovoljstvo zaposlenika: zasniva se na spoznajida visoke i zahtjevne poslovne ciljeve nije mogue postizati bez stvarnog angairanja i aktiviranjasvih zaposlenika. Zato se indikator zadovoljstvazaposlenika koristi kao pokazatelj sposobnostiorganizacije za postizanje visokih ciljeva.Sigurnost, zdravlje, blagostanje zaposlenika vanisu kao i investicije u opremu i tehnologije.

4. Naglasak na procesima: kvaliteta proizvoda ovisio efikasnosti u izvedbi i povezivanju svihunutarnjih procesa koji se tiu proizvoda.

5. Voenje na temelju injenica: poslovnu izvrsnostmogue je postii samo na osnovi analize iupotrebe relevantnih, stvarnih podataka idokazanih injenica.

6. Razvoj partnerskih odnosa uspostavljanje partnerskih odnosa na svim relacijama: sazaposlenicima, dobavljaima, kupcima, ostalomokolinom.

7. Odgovornost tvrtke za okolinu i drutvo.8. Ovladavanje vremenskim ciklusima postaje sve

vanije otkako je brz i fleksibilan odgovor kupcu postao bitan faktor kvalitete. Takav pristupzahtijeva promjene u organizaciji, postupcima inainu rada, u smislu pojednostavnjivanja i

skraivanja vremenskih ciklusa u svimaktivnostima i operacijama.

4. DIFERENCIJACIJA NA PRINCIPIMA TQM-A

Kultura organizacije i specifine karakteristikeaktivnosti tvrtke utjeu na izbor modela, metoda,tehnika TQM-a. Prevelika okrenutost standardima,normama moe stvoriti rigidnu organizaciju, guenjekreativnosti i rizik od pretjerane birokracije. Isto tako,usvajanje nekog od modela TQM-a vodi kadiferencijaciji organizacije, to pak u ekstremnomsluaju moe dovesti do potpune neorganiziranosti. Na

slici 4 prikazan je utjecaj provoenja strategije TQM-ana organizacijske ciljeve.Tvrtka mora za svaku svoju aktivnost pronai balansizmeu dviju potreba: standardizacije i diferencijacije,u ovisnosti o trenutnoj situaciji, kompetitivnosti,ciljevima, potrebama. Sigurno je da e postojatipodru ja u kojima prevladava potreba zastandardiziranjem, ali i podru ja gdje je imperativdiferencijacija.Standardizacija e pretegnuti nad diferencijacijom usektorima gdje do izraaja dolazi sigurnost, zdravlje,ambijent te kada je cilj dobivanje certifikata.Diferencijacija e prevladati kad se prouava,interpretira trite, kod stvaranja novih proizvoda,

some opinions, to do better is as important aseliminating an error. At the base of allimprovements is the Plan-Do-Check-Act-PDCAcircle.

3. Satisfaction of employees: it is not possible toachieve high and challenging business goalswithout complete participation of all involved.Therefore, one of the indicators of organizationalcapability to achieve high goals is employeesatisfaction. Safety, health, and prosperity of allworkers are as important as investments in newassets, technical or technological.

4. Emphasis on processes: quality of a productdepends on efficiency in performance andconnection of all internal processes.

5. Leading based on facts: business excellence canbe achieved only if based on analysis and usageof real and relevant data.

6. Growth of the partnership: establishment ofpartnerships in all relations: employees, suppliers,customers, the environment.

7. Responsibility of the company for society andenvironment

8. Managing time cycles: becomes more and moreimportant, since prompt and flexible response tothe customers has become one of the importantquality indicators. That kind of an approachdemands huge changes in the company, methodsand practices, in the sense of simplifying andreducing time cycles in all activities andoperations.

4. DIFFERENTIATION WITH TQMPRINCIPLES

The culture of an organization and specificcharacteristics of the company effects the choice of themodel, methods, and techniques of TQM. If basedmostly on standards, an organization may become toorigid, choking creativity and risking too much bureaucracy. In addition, adopting one of the TQMmodels could, in extreme cases, lead to complete

disorganization. In Figure 4 is shown the influence ofincluding TQM in business strategy.For each of its activities, a company should find a balance between two needs: standardization anddifferentiation, depending on the immediate situation,competitiveness, goals and needs. There will always beareas where standards play the key role, but also areaswhere differentiation is imperative.Standardization comes first in sectors regardinghealthy, safety, ambient, and receiving certification.Differentiation should prevail in areas like research,market interpretation, new product creation, relationswith customers, partners and so on.


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interne veze i organizacijske arhitekture, u odnosima sklijentima, partnerima i dr.

Modeli izvrsnosti, ako se korektno interpretiraju i

prilagode, sugeriraju gdje standardizirati, a gdjediferencirati u organizacijskom smislu, te koji odmodela ovisi o specifinoj situaciji. TQM je prvenstveno metoda diferencijacije. Uspjene tvrtkeprimjenjuju standardizaciju i diferencijaciju, pri emuse diferencijacija smatra osnovom kompetitivne prednosti. Modeli izvrsnosti odgovor suorganizacijama koje su uvele norme i ele daljnjapoboljanja u cjelokupnom poslovanju.

5. ZAKLJUAK

Na temelju prethodno navedenog moe se zakljuiti da

je Total Quality Management provjerena i dokazanametodologija za postizanje konkurentske prednosti i dasu mnoge tvrtke irom svijeta prihvatile TQM kako birealizirale osnovni cilj upravljanja kvalitetom, a to jezadovoljenje potroaa/kupaca/korisnika. TQM je pristup za poboljanje konkurentnosti, efikasnosti icjelokupnoga poslovanja tvrtke. Kvaliteta nije, i nesmije biti, zaduenje i obveza pojedinca ili manjeskupine, ve je ona rezultat rada svih lanovaodreenoga kolektiva.Metode TQM-a najuinkovitije su ako se koriste zaprevenciju problema, a ne za njegovo rjeavanje kadase ve pojavi. TQM mora biti prisutan u itavoj

organizaciji i mora se poeti primjenjivati od vrha.Dakle uprava tvrtke mora pokazati svoje opredjeljenjeza kvalitetu. Ako to izostane, zaposlenici kvalitetunee shvaati ozbiljno i tvrtka e se, najvjerojatnije,vrlo brzo susresti s ozbiljnim problemima.Izbor modela, metoda i tehnika za uspostavu iprovoenje strategije TQM-a ovisit e o specifinojsituaciji i specifinim aktivnostima. Za odabiroptimalnog modela nuno je poznavanje tih situacija iaktivnosti te openito ukljuivanje i poznavanje strogihznanstvenih metoda u analiziranju problema i stvaranjuplanova za poboljanje.

Models of excellence, if correctly interpreted suggest

when to standardize and where to differentiate in anorganizational sense. TQM is primary a differentiationmethod. Successful companies apply standardizationand differentiation, where differentiation is consideredthe basic of competitive advantage. Excellence modelsare the answer to all of those companies that haveimplemented the standards and are reaching for furtherimprovements in all segments of their business.

5. CONCLUSION

Based on the aforementioned, it can be concluded that

TQM is an approved methodology for achieving acompetitive advantage and that many companiesworldwide have accepted TQM in order to realize thebasic goal of quality management, which is consumersatisfaction. TQM is an approach for competitiveimprovement, efficiency and wholesome companybusiness. Quality is not and must not be the task of anindividual person or a smaller group, but it is the resultof the labour of members of a certain collective.TQM's methods are most efficient if they are used inproblem prevention and not in the solution of problemswhen they occur. TQM must be present in the entireorganization and must be implemented from the top.

Therefore, company management must show theircommitment towards quality. If this is absent,employees will not consider quality seriously and thecompany will most probably meet serious problems.Choice of models, methods and techniques forreinstatement and implementation of TQM strategywill depend upon the specific situation and specificactivities. To choose an optimal model it is necessaryto include and be familiar with strict scientific methodsfor problem analyzing and making improvement plans.

Slika 4. Utjecaj TQM-a na ostvarivanje organizacijskih ciljevaFigure 4. The influence of TQM on achieving organizational goals


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LITERATURAREFERENCES

[1] Joiner, B. L., Scholtes, P.: Total QualityLeadership vs. Management by Control, Centerfor quality and productivity improvement,University of Wisconsin, February 1988., report.

[2] Juran, J. M., Gryna, F. M.: Planiranje i analizakvalitete Od razvoja proizvoda do upotrebe, 3.izdanje, Mate, Zagreb, 1999

[3] http://deming.ces.clemson.edu/pub/den/index.html

[4] Injac, N.: Mala enciklopedija Kvalitete III dio Moderna povijest kvalitete, Oskar, Zagreb, 2001

[5] Skoko, H.: Upravljanje kvalitetom, Sinergija,Zagreb, 2000.

[6] Osli, I.: Razine izvrsnosti europske zaklade zaupravljanje kvalitetom, ISO Forum Croaticum,2005.

Primljeno / Received: 30.4.2008

Strukovni prilog

Adresa autora / Authors address:

Sabrina uman, prof.Veleuilite u Rijeci,Vukovarska 58, 51000 [email protected]. dr. sc. Duko Pavleti, dipl. ing.,Tehniki fakultet Sveuilita u Rijeci,Vukovarska 58, 51000 [email protected]

Prihvaeno / Accepted: 7.7.2008

Technical note

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