Calidad Total

June 21, 2019 | Author: Henry Rodriguez Barreto | Category: Calidad (Negocios), Gestión de la calidad, Producción y fabricación, Industrias, Calidad
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Calidad Total 

Calida Cal idad d Tota Totall CONTENIDO 1. I.

INTRODUC INTRODUCCION CION .................................. .................................................. ................................. ................................. .................................. ................................ .............. 5 ETAPAS EN LA EVOLUCIÓN HISTÓRICA DE CALIDAD ................... .......... ................... ................... .................. ................... .......... 6

2.

Inspección de Calidad: ................... .......... ................... ................... .................. ................... ................... ................... ................... .................. .................. ............. .... 7

3.

El Control de Calidad .................. ......... ................... ................... .................. ................... ................... .................. ................... ................... .................. ................ ....... 8

4.

Aseguramiento de Calidad .................. ........ ................... ................... ................... ................... ................... .................. ................... ................... ................. ........ 9

5.

La Gestión de la Calidad Total .................. ......... ................... ................... .................. ................... ................... ................... ................... .................. ......... 10

II.

EVOLUCION DEL CONCEPTO DE CALIDAD............... ................... .......... ................... ................... .................. .................. ........... .. 11

III.

DEFINICION DE CALIDAD .................. ......... ................... ................... ................... ................... .................. ................... ................... ................... .............. .... 12

6.

Definición de Calidad según Deming................... ......... ................... .................. ................... ................... .................. ................... ................... ......... 12

7.

Definición de Calidad según Juran .................. ......... ................... ................... ................... ................... .................. .................. ................... ............. ... 12

8.

Definición de Calidad según Kaoru Ishikawa................... .......... ................... ................... .................. ................... ................... ............... ...... 12

9.

Definición de Calidad según Philip Crosby ................... .......... .................. ................... ................... ................... ................... .................. ......... 12

IV.

FILOSOFIAS DE LA CALIDAD TOTAL ................... .......... ................... ................... .................. ................... ................... .................. .............. ..... 13

10.

EDWARDS DEMING .................. ......... ................... ................... .................. ................... ................... ................... ................... .................. .................. ........... .. 13

Filosofía Filosofía:: .................................. ................................................... ................................. ................................. ................................. ................................. .............................. ............. 13  Aportes .................. ......... ................... ................... .................. ................... ................... .................. ................... ................... ................... ................... .................. .................. ........... .. 13 11.

JOSEPH M. JURAN ................... .......... ................... ................... .................. ................... ................... ................... ................... .................. .................. ........... .. 15

Filosofía Filosofía:: .................................. ................................................... ................................. ................................. ................................. ................................. .............................. ............. 15 La calidad debe ser una parte integral de control de la gerencia y centrada en necesidad del planteamiento de la calidad esta consiste en 3 puntos de su trilogía: Planeamiento de calidad, Control de calidad, Mejora de calidad ...................................................................................... 15  Aportes .................. ......... ................... ................... .................. ................... ................... .................. ................... ................... ................... ................... .................. .................. ........... .. 15 V. EL CONTROL TOTAL DE CALIDAD (ISHIKAWA)................... ......... ................... ................... ................... .................. .................. ........... .. 16 El control de calidad con participación participación de todas las divisiones.................. ......... .................. .................. ................... ............. ... 16 El control de calidad con participación participación de todos los empleados ................... .......... ................... ................... .................. ......... 16 El control de calidad integrado ................................................................................................. 17 12.

VENTAJA DEL CONTROL TOTAL DE CALIDAD................... .......... .................. ................... ................... ................... .............. .... 18

13.

EL CTC ES UNA REVOLUCION CONCEPTUAL EN LA GERENCIA................... ......... ................... ............ ... 18

2

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Calidad Total 

Una Revolucion Conceptual..................................................................................................... 18 Primero La Calidad .................................................................................................................. 18 Orientacion Hacia El Consumidor ............................................................................................ 19 El Proceso Siguiente Es Su Cliente ......................................................................................... 19 Control De Calidad En Toda La Empresa Y Mejora De La Tecnologia ................ .................. ......... ........... .. 19 14.

QUE HACER Y QUE NO NO HACER HACER EN LA GERENCIA GERENCIA ALTA Y MEDIA MEDIA .................. ......... ................... ............ 20

 Apelacion A La Alta Alta Gerencia .................. ......... ................... ................... ................... ................... .................. ................... ................... ................... .............. .... 20 La Incompresion En La Alta Gerencia ...................................................................................... 20 ¿Que Debe Hacer La Alta Gerencia? ...................................................................................... 20 Papel De La Gerencia Media ................................................................................................... 21 15.

CALIDAD EMPRESARIAL EMPRESARIAL .................. ......... .................. ................... ................... ................... ................... .................. ................... ................... ............ ... 21

16.

GESTION DE CALIDAD .................. ........ ................... ................... ................... ................... ................... .................. ................... ................... ............... ...... 22

Modelamiento Modelamiento De Sistema De Gestion De Calidad Basados En Procesos .................. ........ ................... ............ ... 23 La Organización De La Empresa Y La Gestion De Los Recursos Humanos En El Nuevo Modelo Gerencial ..................................................................................................................... 23 17.

COMO INICIAR LAS ACTIVIDADES DE CC .................. ......... ................... ................... .................. ................... ................... ............ ... 24

18.

COMO LLEVAR LAS ACTIVIDADES A LA PRÁCTICA DEL CIRCULO DE CC ............... ......... ...... 25

19.

EVOLUCIÓN DE LAS ACTIVIDADES ACTIVIDADES DE LOS CÍRCULOS ................... ......... ................... .................. ................. ........ 27

¿Por Qué Fracaso El Movimiento De Cero Defectos En Los Estados Unidos? ............ ........... ......... .. 27  Auditoria De Control Control De Calidad Calidad ................... .......... ................... ................... .................. ................... ................... ................... ................... .................. ......... 28 28  Auditoria De Cc Por Personas De De Afuera ................... .......... ................... ................... .................. ................... ................... .................. .............. ..... 29  Auditoria Desde Desde Adentro ................... ......... ................... .................. ................... ................... ................... ................... .................. ................... ................... ............ ... 29 VI.

CALIDAD TOTAL SEGÚN PHILIP B. CROSBY ................... ......... ................... ................... ................... .................. .................. ........... .. 29

20.

ASEGURAR LA CALIDAD.................. ......... .................. ................... ................... ................... ................... .................. ................... ................... ............ ... 29

La Calidad Puede No Ser Lo Que Piensas .............................................................................. 29 ¿Qué Significa "Asegurar La Calidad"? ................................................................................... 30 Reducir El Costo De La Calidad .............................................................................................. 32 21.

CUADRO DE MADUREZ DE LA ADMINISTRACIÓN ADMINISTRACIÓN DE LA CALIDAD .................. ......... .................. ......... 32

Cuadro de Madurez ................................................................................................................. 33 22.

USO DEL CUADRO ................... .......... ................... ................... .................. ................... ................... ................... ................... .................. .................. ........... .. 35

Incertidu Incertidumbre mbre................................. ................................................. ................................. ................................. ................................. ................................. ........................ ........ 35 Despertar Despertar................................. .................................................. ................................. ................................. ................................. ................................. .............................. ............. 36 Ilustraci Ilustración ón ............................... ................................................. .................................. ................................. ................................. ................................. .............................. ............. 36

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Calidad Total 

Políticas Políticas ................................ ................................................. ................................. ................................. .................................. ................................. ................................ ................ 37 Reflexiones Acerca De La Calidad........................................................................................... 37 Organiza Organización ción ................................. ................................................. ................................. ................................. ................................. ................................. ........................ ........ 38 Funciones Del Departamento De Calidad ................................................................................ 38 24.

MANEJO DE LOS PROBLEMAS................... .......... .................. ................... ................... ................... ................... .................. .................. ........... .. 42

25.

COSTOS DE LA CALIDAD ................... ......... ................... .................. ................... ................... ................... ................... .................. ................... ............ 42

Costos de Prevención .............................................................................................................. 42 Costos de Evaluación .............................................................................................................. 43 Costos Costos de Falla Falla........................................... ............................................................ .................................. ................................. ................................. ........................... .......... 43 26.

proceso de mejoramiento mejoramiento de la calidad.................. ........ ................... ................... ................... .................. .................. ................... ............. ... 44

los catorce pasos ..................................................................................................................... 44 VII.

CALIDAD EN LOS SITEMAS DE MANUFACTURA ................... .......... .................. ................... ................... ................... .............. .... 48

27.

MANUFACTURA MANUFACTURA .................. ......... ................... ................... .................. ................... ................... .................. ................... ................... .................. ................. ........ 48

Mercadotencia Y Ventas .......................................................................................................... 48 Ingenieria Y Diseño De Productos ........................................................................................... 48 Compras Y Recepción ............................................................................................................. 49 Programacion Y Planeación De La Producción ....................................................................... 49 Manufactura Y Ensamblaje ...................................................................................................... 49 Ingeniería Herramental ............................................................................................................ 49 Ingeniería Industrial Y Diseño De Procesos ............................................................................. 50 Pruebas De Indpeccion Indpeccion De Bienes Terminados Terminados .................. ......... ................... ................... .................. ................... ................... ............... ...... 50 Embarques Y Almacenamiento ................................................................................................ 50 Instalacion Y Servicio............................................................................................................... 50 28.

CALIDAD EN LOS SERVICIOS.................. ........ ................... ................... ................... .................. .................. ................... ................... .............. ..... 51

SERVICIOS SERVICIOS ............................... ................................................ .................................. .................................. ................................. ................................. ........................... .......... 51 VIII.

BIBLIOGRAF BIBLIOGRAFÍA ÍA .................................. .................................................. ................................. .................................. .................................. ................................ ............... 52

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Calidad Total 

CALIDAD TOTAL 1. INTRODUCCION Hasta mediados de los años 50, los productos japoneses eran considerados en todo el mundo “muy baratos, pero de mala calidad”. En cambio, para los años 80, los productos con la etiqueta “made in Japan” destacaban por su alta calidad y confiabilidad. ¿Qué sucedió   durante esas tres

décadas? Para los años años 80, el gobierno gobierno de los Estados Unidos Unidos y las las grandes empresas empresas americanas ante la gradual pérdida de competitividad que enfrentaban, tomaron una serie de medidas revolucionarias. El aprovechamiento al máximo de la administración japonesa de la calidad fue parte de esta revolución. La subsiguiente recuperación de la competitividad en las industrias de los Estados Unidos es bien conocida. Un dato curioso de su exitosa recuperación fue el resurgimiento de las tres grandes empresas automotrices en la década de 1990. ¿Qué se encontró en la administración japonesa y qué parte de ella contribuyó de manera especial a su recuperación? Si hacemos un poco de historia, el Control de Calidad, en su moderna acepción, nace en los Estados Unidos. Japón durante su periodo de alto crecimiento económico, lo importó y desarrolló como Control Total de Calidad (CTC), hasta convertirlo posteriormente en Administración de Calidad Total (ACT). Los círculos de control de calidad (CCC) que por su parte constituyen una herramienta institucional generada en el Japón para el desarrollo de los empleados y para la mejora continua de su trabajo, funcionan como parte de la ACT. La búsqueda de la administración de la calidad no puede detenerse. En un mundo aceleradamente globalizado globalizado somos requeridos cada momento por tareas relacionadas con el control y mejoramiento de la calidad. La misma serie de normas ISO 9000 pone de manifiesto esta realidad.

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I.

Calidad Total 

ETAPAS EN LA EVOLUCIÓN HISTÓRICA DE CALIDAD La historia de la humanidad está directamente ligada con la calidad desde los tiempos más remotos, el hombre al construir sus armas, elaborar sus alimentos y fabricar su vestido observa las características del producto y enseguida procura mejorarlo. La práctica de la verificación de la calidad se remonta a épocas anteriores al nacimiento de Cristo. En el año 2150 A.C., la calidad en la construcción de casas estaba regida por el Código de Hammurabi, cuya regla # 229 establecía que "si un constructor construye una casa y no lo hace con buena resistencia y la casa se derrumba y mata a los ocupantes, el constructor debe ser ejecutado". Los fenicios también utilizaban un programa de acción correctiva para asegurar la calidad, con el objeto de eliminar la repetición de errores. Los inspectores simplemente cortaban la mano de la persona responsable de la calidad insatisfactoria. En los vestigios de las antiguas culturas también se hace presente la calidad, ejemplo de ello son las pirámides egipcias, los frisos de los templos griegos, etc. Durante la edad media surgen mercados con base en el prestigio de la calidad de los productos, se popularizó popularizó la costumbre de ponerles marca y con esta práctica se desarrolló el interés de mantener una buena reputación (las sedas de damasco, la porcelana china, etc.) Dado lo artesanal del proceso, la inspección del producto terminado es responsabilidad del productor que es el mismo artesano. Con el advenimiento de la era industrial esta situación cambió, el taller cedió su lugar a la fábrica de producción masiva, bien fuera de artículos terminados o bien de piezas que iban a ser ensambladas en una etapa posterior de producción. La era de la revolución industrial, trajo consigo el sistema de fábricas para el trabajo en serie y la especialización del trabajo. Como consecuencia del alta demanda aparejada con el espíritu de mejorar la calidad de los procesos, la función de inspección llega a formar parte vital del proceso productivo y es realizada por el mismo operario. El interés de la sociedad por la calidad es tan antiguo como el origen de las sociedades humanas, p or lo que tanto el concepto como las formas de gestionar la calidad han ido evolucionando progresi vamente. Esta evolución está basada en la forma de conseguir la mejor calidad de los productos y servicios y, en ella pueden ser identificados cuatro estadios, cada uno de los cuales integra al anterior de una forma armónica. Dichos estadios son los siguientes:

Inspección de la Calidad

El Control de la Calidad

Aseguramient o de la Calidad

La Gestión de la Calidad

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Calidad Total 

2. INSPECCIÓN DE CALIDAD:  A fines del siglo XIX y durante las tres primeras primeras décadas décadas del siglo XX el objetivo objetivo es producción. producción. Con las aportaciones de Taylor, la función de inspección se separa de la producción; los productos se caracterizan por sus partes o componentes intercambiables, el mercado se vuelve más exigente y todo converge a producir. El cambio en el proceso de producción trajo consigo cambios en la organización de la empresa. Constituye el primer estadio en el desarrollo científico de la gestión de la calidad y se inicia para algunos autores en 1910 en la organización de Ford, la cual utilizaba equipos de inspectores para comparar los productos de su cadena de producción con los estándares establecidos en su proyecto. Esta metodología se amplió posteriormente, no solo para el producto f inal, sino para todo el proceso de producción y entrega. El propósito de la inspección era encontrar los productos de baja calidad y separarlos de los de calidad aceptable, antes de su colocación en el mercado. La inspección de la calidad fue la técnica dominante durante la Revolución Industrial junco con la introducción de la dirección científica (Taylor) basada en el desglose de cada trabajo en actividades, lo que supone que cada terea puede ser realizada por empleados sin gran cualificación. Las actividades de inspección se asignaban a un grupo de empleados (inspectores) no relacionados con las personas que realizaban el producto.

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Calidad Total 

3. EL CONTROL DE CALIDAD El desarrollo de la producción en masa, la especialización, el incremento en la complejidad de los procesos de producción y la introducción de la economía de mercado centrada en la competencia y en la necesidad de reducir los precios, hecho que implica reducir costes de material y de proceso, determino la puesta en marcha de métodos para mejorar la eficiencia de las líneas de producción.  Así mismo, el aumento aumento del uso de la tecnología tecnología obligó obligó a que la calidad calidad fuera controlada controlada mediante el el  desarrollo de métodos de supervisión más específicos:   

Establecimiento Establecimiento de especificaciones especificaciones escritas, Desarrollo de estándares, Métodos de medición apropiados

Este desarrollo metodológico, se conoce como el estadio de control de la calidad o mejor de “control estadístico de la calidad”. El empleo de estas técnicas, permitió un mayor control de la

estandarización del producto fabricado, lográndose diseños de piezas que permitieron el intercambio de componentes. componentes. Se introdujeron elementos de medida (dispositivos de medición) y aplicación de técnicas estadísticas en las actividades de inspección y control, con el fin de disminuir los costes de inspección.

Este periodo fue importante la aportación de Shewhart, quien aplico los conceptos de la estadística a los problemas de calidad, estableciendo el concepto de variabilidad y por tanto el de tolerancias. Este periodo, que se inicia a mediados de la década de los años 20 del siglo pasado va a prolongar hasta mediados de los 50. Su implantación en el sector industrial fue impulsada por la creación de los departamentos de calidad y el desarrollo de especialistas en estas áreas. En su versión actual,

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Calidad Total 

4. ASEGURAMIENTO DE CALIDAD  A partir de los años años 60, inició en EEUU EEUU el movimiento movimiento de protección de de losconsumidores losconsumidores y la necesi necesi dad de asegurar que los productos que eran presentados en el mercado cumplieran, entre otros, altos estándares de seguridad conformes con el uso que el cliente iba a dar a ese producto; de ahí surgió la necesidad de ampliar el concepto de control de garantía. En este periodo se reconoció que la calidad podía quedar garantizada en el lugar de la fabricación mediante el establecimiento de un sistema de calidad, que permitiría satisfacer las necesidades del cliente final. Para ello se desarrollaron un conjunto de técnicas que permitían a la organización generar confianza en sus clientes mediante el establecimiento de los manuales de calidad, la utilización de “el coste de la calidad”, el desarrollo del control de los procesos y la introducción de la auditoria

interna y externa del sistema de calidad. En el aseguramiento de calidad se aplicó el concepto de la calidad en todas las etapas del ciclo del producto dentro de la organización: diseño del producto, diseño de procesos, producción, venta y servicios postventa. En cada una de las etapas se aplicaron un conjunto de técnicas englobadas, muchas de ellas, bajo el nombre de ingeniería de la calidad. Este estadio que comenzó a mediados de la década de los 50, se extiende hasta el momento actual gracias a la formalización de los estándares que deben cumplir un sistema de calidad. Estos estándares conforman el conjunto de normas ISO de la serie 9000. Los aspectos más relevantes que diferencian los estadios de control y aseguramiento de la calidad, dependen del diferente enfoque que se da a la gestión de la calidad:  

El control de calidad se enfocaba a la detección de defectos. El aseguramiento aseguramient o se centra en la prevención de defectos, y así garantizar un determinado nivel de calidad.

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Calidad Total 

5. LA GESTIÓN DE LA CALIDAD TOTAL Su introducción implica la comprensión y la implantación de un conjunto de principios y conceptos de gestión en todos y cada uno de los diferentes niveles y actividades de la organización. Los principios sobre los que se fundamenta la Gestión de Calidad Total son los tres tre s siguientes:   

Enfoque sobre los clientes Participación Participac ión y trabajo en equipo La mejora continua como estrategia estrateg ia general.

Incluye una serie de prácticas de administración, administración, filosofías y métodos para mejorar la forma en que una organización hace negocios, fabrica sus productos e interactúa con sus empleados y clientes. Kaizen es una de esas filosofías. Otra práctica de GCT reconocidas son (Práctica Japonesa Japonesa de las de las 5-S (Seiri, Seiton, Seiso, Seiketsu y Shitsuke; que significan respectivamente Analiza, Sistematiza, Sanitiza, Estandariza y Auto disciplina); Reingeniería de los Procesos de Negocios (RPN), y Círculos de Control de Calidad (CCC)

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Calidad Total 

II. EVOLUCION DEL CONCEPTO DE CALIDAD El término de calidad ha cambiado durante la historia, lo cual es importante y se señala este cambio en el siguiente cuadro:

Etapa

Concepto

Finalidad Satisfacer al cliente. Satisfacer al artesano, por el trabajo bien hecho Crear un producto único. 

 Artesanal

Revolución Industrial

Hacer las cosas bien independientemente del coste o esfuerzo necesario para ello. Hacer muchas cosas no importando que sean de calidad (Se identifica Producción con Calidad).









Satisfacer una gran demanda de bienes. Obtener beneficios. beneficios.

 Asegurar la eficacia eficacia del armamento armamento Garantizar la disponibilidad de Segunda Guerra sin importar el costo, con la mayor y un armamento eficaz en la Mundial más rápida producción (Eficacia + cantidad y el momento preciso. Plazo = Calidad) 

Posguerra (Japón)

Hacer las cosas bien a la primera

Postguerra (Resto del mundo)

Producir, cuanto más mejor

Control de Calidad

 

Minimizar costes mediante la Calidad Satisfacer al cliente Ser competitivo

Satisfacer la gran demanda de bienes causada por la guerra

Técnicas de inspección en Satisfacer las necesidades Producción para evitar la salida de técnicas del producto. bienes defectuosos. Satisfacer al cliente. Prevenir errores. Sistemas y Procedimientos de la Reducir costes. organización organización para evitar que se Ser competitivo. produzcan bienes defectuosos. 

 Aseguramiento de la Calidad

  



Satisfacer tanto al

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Calidad Total 

III. DEFINICION DE CALIDAD La calidad es un concepto que ha ido variando con los años y que existe una gran variedad de formas de concebirla en las empresas, a continuación, se detallan algunas de las definiciones que comúnmente son utilizadas en la actualidad. La calidad es:

¨ Satisfacer plenamente las necesidades necesidades del cliente. ¨ Cumplir las expectativas del cliente y algunas más. ¨ Lograr productos y servicios con cero defectos. ¨ Hacer bien las cosas desde la primera vez. ¨ Diseñar, producir y entregar un producto de satisfacción total. ¨ Producir un artículo o un servicio de acuerdo a las normas establecidas. ¨ Una categoría tendiente siempre a la excelencia.

6. DEFINICIÓN DE CALIDAD SEGÚN DEMING  

Un grado predecible de uniformidad uniformid ad y confiabilidad confiabilida d a bajo costo, y adecuado al mercado. Es lo que el cliente desea y necesita.

7. DEFINICIÓN DE CALIDAD SEGÚN JURAN 

"La adecuación para el uso satisfaciendo satisfac iendo las necesidades del cliente". La adecuación al uso está determinada por las características de los productos o servicios que el cliente reconoce como beneficio para él.

8. DEFINICIÓN DE CALIDAD SEGÚN KAORU ISHIKAWA 

"Desarrollar, "Desarrollar , diseñar, manufacturar y mantener un producto de calidad que sea el más económico, el útil y siempre satisfactorio para el consumidor".

9. DEFINICIÓN DE CALIDAD SEGÚN PHILIP CROSBY

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Calidad Total 

IV. FILOSOFIAS DE LA CALIDAD TOTAL 10.

EDWARDS DEMING

Desarrolló este Control Estadístico de la Calidad orientándolo, en los años 40, hacia las operaciones que se desarrollaban en el ámbito de la administración de la empresa, demostrando que era tan efectivo como en el ámbito industrial. En 1950 fue invitado para que dictara unas conferencias sobre los métodos de control de la calidad e investigadores, directores de plantas e ingenieros. En las que enseño técnicas estadísticas. Considerado el principal responsable del milagro japonés. En 1951 se creó en Japón el Premio Deming anual con el fin de que fuera una distinción para aquellas empresas japonesas que sobresalieran sobresalier an en el control de calidad. Hemos aprendido a vivir en un mund o de errores errores y productos defectuos os co mo si fueran necesario s para la vida. Estámo mento de ad op tar u na n uev a filo so fía en A m é ric a. (Edward s D emin g) 

FILOSOFÍA: Se centra en la mejora continua en la calidad de productos y servicios reduciendo la incertidumbre y la variabilidad en los procesos de diseño, manufactura y servicio, bajo el liderazgo de los directores

APORTES Entre las numerosas aportaciones de Deming a la calidad, caben destacar dos: los catorce puntos

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Calidad Total 

El ciclo d e Demin Demin g (ciclo PDCA). El E l ciclo de la calidad:

Durante la segunda mitad del siglo XX, W. Edwards Deming popularizó el ciclo PDCA (Planifica r, Desarrollar, Comprobar, Actuar), inicialmente desarrollado por Shewhart, que es utilizado extens amente en los ámbitos de la gestión de la calidad. Esta herramienta ayuda a establecer en la organi zación una metodología de trabajo encaminada a la mejora continua.

Planificar (P). La dirección de la organización define los problemas y realiza el análisis de datos, y marca una política, junto con una serie de directrices, directrices , metodologías, metodologías , procesos de trabajo y objetiv os que se desean alcanzar en un periodo determinado, incluyendo la asignación de recursos. Esta s actividades que corresponden a la alta dirección se engloban bajo el término “Planificar” (“Plan”, e n inglés).

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11.

Calidad Total 

JOSEPH M. JURAN

Juran es considerado como uno de los gestores de la revolución de la calidad en Japón, donde desde 1954 dictó conferencias y asesoró a empresas y convirtió el control estadístico de la calidad en un instrumento de la alta dirección. No obstante, Juran cree que los principales responsables de la revolución de la calidad en Japón han sido los propios gerentes de operaciones y los especialistas japoneses. En 1979, fundó el Instituto Juran, donde se dictan seminarios de capacitación y se publican trabajos sobre la materia. En 1984 lo premia el emperador japonés Hiri Hito con la orden del tesoro sagrado. Para obtener calidad, es necesario que tod os particip en desde el Principio  Si únicam únicam ente se hic ieran ins peccio nes d e la calidad, sólo estaríamos imp  idiendo que salieran prod ucto s defectuo sos , pero no evitaríamos q ue se p  rodu jeran defectos defectos . (Joseph M. Juran) 

FILOSOFÍA: La calidad debe ser una parte integral de control de la gerencia y centrada en necesidad del planteamiento de la calidad esta consiste en 3 puntos de su trilogía: planeamiento de calidad, control de calidad, mejora de calidad

APORTES Entre sus principales principales aportes podemos considerar: Los 10 pasos de Ju ran para la Mejora Mejora en Calidad

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V.

Calidad Total 

EL CONTROL TOTAL DE CALIDAD (ISHIKAWA) 

El CTC es una actividad de grupo y no lo pueden hacer los individuos, exige trabajo en equipo.



El CTC no fracasara si colaboran todos los miembros del equipo, desde el presidente hasta los trabajadores de línea y el personal de ventas.



En el CTC de los los gerentes de nivel nivel medio serán tema tema frecuente de discusión discusión y críticas. Mejor estar preparados.



Las actividades de los círculos de CC son parte del CTC.

¿Qué es el control total de calidad? En términos amplios control total de calidad significa el control de la administración misma Este concepto de control de calidad total fue originado por el Dr. Armand feigenbaum, quien sirvió en los años 50 como gerente de control de calidad y gerente de operaciones fabriles y control de calidad en la sede de la general electric en new york. Según feigenbaum, el control total de calidad (CTC) puede definirse como “un sistema eficaz para

integrar los esfuerzos en materia de desarrollo de calidad, mantenimiento de calidad y mejoramiento de calidad realizados por los diversos grupos en una organización, de modo que sea posible producir bienes y servicios a los niveles más económicos y que sean compatibles con la plena satisfacción de los clientes”

El CTC exige la participación de todas las divisiones, incluyendo las de mercadeo, diseño, manufactura, inspección y despachos.

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Calidad Total 

EL CONTROL DE CALIDAD INTEGRADO Es importante fomentar no solo el control de calidad, sino al mismo tiempo el control de costos (de utilidades y precios), el control de cantidades (volumen de producción, ventas) y el control de fechas de entrega. Este método se basa en la suposición fundamental del CC, de que el fabricante debe desarrollar, producir y vender artículos que satisfagan las necesidades de los consumidores. Si no se conoce el costo, no se puede hacer diseños ni planificación de calidad. Para expresar el concepto de calidad y que se extiende a la calidad del trabajo en las oficinas se suele valer de este diagrama. La esencia del CTC está en el círculo central que contiene la garantía de calidad definida en su acepción más estrecha; hacer un buen CC de los nuevos productos de la empresa. Una vez aclarado el significado de CC y de la buena calidad y los buenos servicios, entran en juego el segundo circulo. Este representa el control de calidad definido más ampliamente, para incluir las cuestiones de como efectuar buenas actividades de ventas, como mejorar a los vendedores, como hacer más eficiente el trabajo de oficina como tratar a los subcontratistas. Si ampliamos el significado aún más s formara el tercer círculo. este se refiere en el control de todas las fases del trabajo. utiliza el circulo PHVA (planear, hacer, verificar, actuar), haciendo girar su rueda una y otra vez para impedir que los defectos se repitan en todos los niveles.

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12.      

13.

Calidad Total 

VENTAJA DEL CONTROL TOTAL DE CALIDAD Para que nuestra compañía este a prueba de las reacciones con verdadera capacidad tecnológicas y de ventas Para asegurar utilidades utilidades destinadas destinadas al beneficio beneficio de nuestros empleados empleados y para para asegurar la calidad, cantidad costo a fin de ganar confianza de nuestros clientes Para incorporar incorporar la calidad dentro dentro de productos productos que satisfagan satisfagan siempre a nuestros nuestros clientes. clientes. Para crear un lugar de trabajo agradable agradable y mostrar respeto respeto a la humanidad mediante mediante círculos de CC con participación de todos los miembros. Para mejorar la la salud y el carácter carácter corporativos corporativos de nuestra empresa, empresa, para mejorar la calidad de nuestros productos y para incrementar nuestras utilidades Para alcanzar las siguientes metas, asumir el desarrollo del control de calidad, fortalecer el control, cuidar los recursos humanos.

EL CTC ES UNA REVOLUCION CONCEPTUAL EN LA GERENCIA

UNA REVOLUCION CONCEPTUAL

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Calidad Total 

ORIENTACION HACIA EL CONSUMIDOR Siempre hemos sostenido que las empresas deben fabricar productos que los consumidores desean y compran gustosos. Pero algunas empresas eligen el camino de la orientación hacia el productor y no la orientación hacia el consumidor. Ejemplo 1: a mí me gusta el sabor, mas no así a los consumidores. El director gerente tiene más de 60 años de edad. Fabrica dulces de acuerdo con su propio paladar. El principal sector del mercado de dulces se compone de jóvenes entre los 15 y los 20 años. ¿cómo puede una persona de más de 60 años saber lo que les gusta a los muchachos? En este caso los productores solo tuvieron en cuenta sus propias experiencias experiencias en materia de sabor, sin preocuparles lo que los consumidores les gustaba o no les gustaba Ejemplo 2: jamás se nos ocurrió que nuestros clientes usaran nuestros productos de esa manera. Esta es una afirmación totalmente irresponsable de diseñadores que no se han molestado en

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14.

Calidad Total 

QUE HACER HACER Y  Y QUE NO HACER EN LA GERENCIA ALTA ALTA Y  Y MEDIA

Si no hay liderazgo desde arriba, no se insista en el CTC El CC no puede progresar sin la cooperación de la gerencia media Quien sea incapaz de manejar a sus subalternos, no es tan bueno como se cree. Quien sea capaz de manejar a sus superiores, podrá considerarse como personas competentes.

APELACION A LA ALTA GERENCIA Hay muchos ejecutivos, en especial presientes de compañías que no gustan del control total de calidad.  Al hablar de gerencia, no hay que interpretarse interpretarse en forma demasiada amplia. Si solo uno o dos directores de la empresa se dedican al control total de calidad, eso es absolutamente insuficiente. insuficiente.  A menos que la persona encargada sea el presidente presidente de la empresa y tome la iniciativa y asuma el

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Calidad Total 

PAPEL DE LA GERENCIA MEDIA Los gerentes medios son los gerentes de división y los jefes de división. Hay mucha diferencia entre una empresa que está dentro de la industria en continuo crecimiento, y otra cuyo apogeo ya paso y no se ha ampliado. Puede haber un jefe de sección que apenas pasa los veinte años y otro jefe de sección mayor de cincuenta años.  Algunos gerentes de nivel medio tienen muchísima autoridad. consideran que su papel es directivo y así actúan. Algunos se matan trabajando cuando se les ordena, pero pero no trazan planes planes ni someten recomendaciones a sus superiores. Unos confían en su propio juicio y otros no. unos transmiten las ordenes de arriba directamente a los que están abajo actuando como un canal Hay que tratar de ser una persona que no tiene que estar siempre físicamente presente en la oficina, pero que es indispensable para la empresa

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Calidad Total 

Trabajo en en equipo

Permanente integración de las personas que hacen parte de la Calidad Empresarial, que permita prestar un servicio en la solución de un problema, teniendo como principio básico la satisfacción individual del participante. Efectividad

Con una adecuada racionalización de los recursos en nuestra organización proveer servicios que generen un mayor valor agregado a nuestros clientes. Honestidad

Integración de la ética, la lealtad y el compromiso personal de cada una de las personas de la organización organización como cimientos fundamentales fundamentales para el servicio a nuestros clientes. Calidad

 Acción de proyectar servicios permanentes, mediante la consulta continua de sus clientes, utilizando métodos, herramientas, efectuando control y verificación para el mejoramiento continuo.

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MODELAMIENTO DE SISTEMA DE GESTION DE CALIDAD BASADOS EN PROCESOS

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Calidad Total 

Principales cambios en la gestión de los RRHH en el “nuevo modelo de empresa” 

Formación de equipos de trabajo.



Reducción de niveles y achatamiento achatamient o de las pirámides de mando.



Cambios en el contenido del trabajo. La polivalencia, denominación que apunta hacia la posibilidad de realizar distintos tipos de tareas, el rompimiento con la híper especialización, el parcelado y la repetición del sistema anterior.



Cambios en las calificaciones calificacio nes requeridas.

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liderazgo sea electiva, independientemente de la posición que las personas ocupen en la compañía. Cuando se inicie un círculo con un gran número de participantes, divídanse en grupos pequeños, como subgrupos o mini grupos. En cuanto al liderazgo, asegúrese de que haya un sistema adecuado de rotación 1. En seguida, los dirigentes enseñan a los miembros lo que han aprendido. Tienen que dedicar tiempo a esto y utilizar en sus explicaciones los datos y problemas que existen en su lugar inmediato de trabajo. si es necesario, la persona que promueve el control de calidad en la empresa puede ayudar en este proceso educativo, pero el mejor método sigue siendo que el dirigente enseñe a su propio grupo. Enseñar es aprender, y con la misma

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Cada círculo debe ocuparse de varios problemas; deberá escoger su propio tema independientemente y luego dedicarse a la tarea de resolver los problemas relativos a ese tema. En ese momento, le resulta muy útil la siguiente “historia del CC”

1) Escoger un tema (fijar metas) 2) Aclara las razones por por las cuales cuales se escoge dicho tema. tema. 3) Evaluar la situación actual

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19.

Calidad Total 

EVOLUCIÓN DE LAS ACTIVIDADES DE LOS CÍRCULOS

La evaluación de las actividades de los círculos de CC no debe limitarse al análisis de sus resultados, especialmente especialmente cuando los resultados se dan en términos monetarios. monetarios. Los resultados se dan en términos monetarios. Los resultados monetarios hay que tomarlos con escepticismo, pues pueden variar de un lugar de trabajo a otro. Por ejemplo, una planta dedicada a la producción masiva, un esfuerzo pequeño puede ocasionar una economía de muchos millones de dólares. Sin embargo, en un lugar que nuca haya tenido un programa de control de calidad, una vez que se introducen los CC, es posible que se realicen economías de millones. Por otra parte, un esfuerzo continuo de mejoramiento de la gerencia que dure varios años, no siempre muestra resultados en

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examina otra vez y repite el proceso de modificación, observación, cte. La reiteración de este

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AUDITORIA DE CC POR PERSONAS DE AFUERA

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¿QUÉ SIGNIFICA "ASEGURAR LA CALIDAD"?

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Participación Participació n de la d irección

Calidad Total 

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REDUCIR EL COSTO DE LA CALIDAD

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