Ma{instvo 4(3), 199 – 212, (1999) Lj.

Kafol: TQM – BIT, NASTANAK I RAZVOJ

TQM - BIT, NASTANAK I RAZVOJ*

Ljudmila Kafol, Menagement Consulting, Zavod za kakovost storitev in komunikacij

Stegne 27, 1000 Ljubljana, Tel.: + 386 (0) 61 151 22 26/28, E-mail: l.kafol@siol.net

REZIME PREGLEDNI RAD

Razlika izme|u in`enjerskih tehnologija i kontrole kvaliteta je u tome {to in`enjerske tehnologije rje{avaju
pojedina~ni problem ili proces i iznalaze nova kvalitativna rje{enja i principe djelovanja, dok se kontrola
kvaliteta u dana{njem smislu, bavi i rje{ava probleme, koji se ti~u vi{e procesa i djelovanja preduze}a u
cjelini, a na osnovu kvantitativnih podataka.
TQM (CWQC, TQC), kao set organizacionih pristupa i metoda za skladno i racionalno djelovanje
ukupnog preduze}a, nastao je kao odgovor uspje{nih preduze}a (mened`menta) na promijenjene
uslove poslovanja u devedesetim godinama.
Predpostavlja, da je tehnolo{ki razvoj i nivo djelovanja na visokoj razini, a ozna~ava ga: usmjerenost
na Kupca, kvalitet na prvom mjestu, naglasak na procesima i objektivnim podacima i djelovanje na
osnovu logike PDCA petlje u svim aktivnostima.
Naglasak na “mekim” elementima i njihovu ulogu u vo|enju preduze}a ka “poslovnoj ekselenciji”,
nalazimo tako|er u osnovi svih nagrada za kvalitet (Demingova, Baldridge, Evropska, sve nacionalne),
a 10 temeljnih elemenata navodimo i kratko opisujemo na kraju ovog prikaza.

Klju~ne rije~i: kontrola kvaliteta, TQM, proces, kupac, PDCA petlja.

TQM - NATURE AND DEVELOPMENT

Ljudmila Kafol, Management Consulting, Ljubljana, Zavod za kakovost storitev in
komunikacij, Stegne 27, 1000 Ljubljana, Tel.: + 386 (0) 61 151 22 26/28, E-mail:
l.kafol@siol.net

SUMMARY SUBJECT REVIEW

An engineering tehnologies are focused on a qualitative type of improvement based on completely

new principles and to particular problem or process.
Quality control is focused on all processess and activities and company as a whole through
methodical, organized and continuous type of improvement based on quantitative data and modifiying
prevailing conditions while retaining existing principles.
There are two reasons why quality control has become a vital part of business management. One is
a need to respond more effectively to customer demands and the other is a pressure to make
management more efficient.
TQM - Total Quality Management, was developed by some leading companies in the early 1990' s
when the future development of companies was governed by the success or failure of how they
manage quality.
The basic key points of the TQM concept are: Consumer Orientation, Quality First, Process Control,
Management by Fact and PDCA loop.
There are the 10 core values contained in award models (Deminge Prize, Malcolm Baldridge Quality
Award, European Quality Award and all National Quality Awards).
Summary and describe of them is in the chapter 10. at the end of this article.

Key words: Quality Control, TQM, Process Control, Customer Orientation, PDCA loop.

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Ma{instvo 4(3), 199 – 212, (1999)
1. UVOD
Definicija kvaliteta, kojom se bavi kontrola kvaliteta
u dana{njem smislu, glasi:
“Kvalitet je skup onih osobina proizvoda ili usluge,
koji najbolje zadovoljava potrebe, zahtjeve i
o~ekivanja kupaca”.(Juran, definicija ISO)
Problemom, kako “proizvesti” takve osobine bavi se
TQM - sistematizovan organizacijski pristup
uspje{nih preduze~a, oblikovan u devedesetim
godinama.
U vezi sa TQM, TQC, ISO 9000, kao i drugim
terminima, koji se pojavljuju na podru~ju kvaliteta i
kontrole kvaliteta, sre}u se mnoga tuma~enja i
razumijevanja, a ponekad i pretjerivanja
nerazumijevanja.
Zbog toga je moja namjera, da u ovom doprinosu,
na jednostavan, pregledan i slikovit na~in sa`mem
glavna sadr`ajna obilje`ja kontrole kvaliteta danas,
razloge i smisao nastanka TQM i osnovnu logiku,
na kojoj po~iva na~in vo|enja preduze}a, koji
nalazimo pod ovim nazivom.
TQM rje{ava probleme koji se ti~u djelovanja
preduze}a u cjelosti, sa naglaskom na skladnom
djelovanju izme|u procesa, zato su njegovi pristupi
i metode prije svega na organizacijskom nivou.
Predpostavlja, da su pojedina~ni problemi i procesi,
posebno na podru~ju tehnologija i tehnolo{kih
rje{enja dobro razrije{eni i dosti`u visok nivo
pojedina~nog djelovanja.
Zato potreba za TQM na~inom vo|enja preduze}a
nastaje u odre|enoj razvojnoj fazi preduze}a - kada su
osnovni egzistencijalni i tehnolo{ki problemi
razrije{eni; kao i u ore|enom poslovnom okru`enju -
kada su, informatizacija dru{tva, razvoj transporta i
distribucijskih kanala, postigli takav stepen razvoja,
da kupci mogu birati izme|u vi{e ponuda za svoje
potrebe, a i imaju novca, da to plate.
2. KONTROLA KVALITETA
IN@ENJERSKE TEHNOLOGIJE
U svakoj fabrici, u svako doba i u svaki bran{i
skoro su uvijek prisutna 3 tipa problema:
(1) Postoje~e tehnologije nisu savr{ene - {to
uzrokuje mnogo problema i zahtjeva stalna
pobolj{avanja
(2) Uvijek nedostaju prvoklasni in`enjeri ili ih nema
dovoljno
(3) Ukoliko i postoji dovoljan broj i nivo in`enjera,
a i tehnologije su najnovije, proizvod mo`e biti
lo{eg kvaliteta zbog lo{eg rukovodenja odnosno
organizacije.
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Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ
1. INTRODUCTION
The definition of term quality that is currently used
in quality control states:
"Quality is the set of product or service features
that satisfy customer needs, demands and
expectations best". (Juran, ISO definition)
The problem how to "produce" these features is
dealt by TQM - a systematic organization approach
of successful enterprises, which was established in
nineties.
When talking about TQM, TQC, ISO 9000, and other
terms appearing in the field of quality control, many
interpretations and apprehensions, and sometimes
i exaggerations and misunderstandings are met.
Therefore, my intention here in this contribution is
to summarize in a simple, articulate and figurative
way, the main comprehensive characteristics of
quality control at present, reasons and the sense of
TQM advent, and the main logic on which the
enterprise management lays, as perceived by this
term.
The TQM solves problems referring to the
enterprise function as a whole, with a special
emphasis on harmonic operation between
processes. Therefore, its approaches and methods
are mainly positioned on the organization level.
The presumption is that individual problems and
processes are well solved, especially in technology
and technological solutions field, and that a high
level of individual action is achieved.
Therefore, the need for TQM approach appears inside
an enterprise in that development phase when the
main existential and technological issues are solved;
as well as in business surroundings where the
informativeness of society and transport and
distribution reached level so high that customers can
choose among numbers of offers to their needs, and
also have enough money to pay for that.
I 2. QUALITY CONTROL AND
ENGINEERING TECHNOLOGY
In each factory, in every field, and at any time
three types of problems always exist:
(1) Present technologies are not perfect – this
causes many problems and needs continual
improvement,
(2) There is always lack of first-class engineers,
(3) Even in the case the sufficient number of
engineers exists and they are skilled, and even the
technologies are the newest, the product still can
be bad in quality due to low management or
organization level.
Ma{instvo 4(3), 199 – 212, (1999)
In`enjerske tehnologije osredoto~avaju se i rje{avaju
pojedina~ne probleme ili procese, a na osnovu
tra`enja kompletno novih principa i kvalitativno novih
re{enja dok se problemi koji se ti~u vi{e procesa ili
djelovanja preduze}a u cjelosti, rje{avaju pristupima
kontrole kvaliteta.
Kontrola kvaliteta u ovom smislu ne zna~i samo
postizanje i kontrolu tehni~kih osobina pojedina~nog
proizvoda, nego ukupan sistem za stalno
unapredivanje djelovanja preduze}a u cjelosti - na
organizovan, sistemati~an i kontinuiran na~in, a sa
ciljem postizanja stalnog kvaliteta svih proizvoda po
mjeri kupca.
Pobolj{anja koja proizilaze iz sistema kontrole
kvalitete imaju tri karakteristike:
a) Akumuliranje velikog broja pojedina~nih re{enja
Svako pojedina~no re{enje mo`e biti /naizgled sitno
i bezna~ajno ali ukupan u~inak velikog broja malih
rje{enja mo`e biti vrlo visok;
b) Modifikacije i promjene su unutar postoje}ih
principa i okvira
Obzirom, da se osredoto~ava na kvantitativne,
umjesto kvalitativne podatke daje rje{enja u okviru
postoje}ih tehnolo{kih principa;
c) Univerzalna aplikacija
Rje{enja se, obzirom da su zasnovana na
kvantitativnim podacima i ti~u se organizacijskog
nivoja, mogu prenositi ne samo unutar bran{e nego
i izmedu razli~itih bran{i.
3. WARUSA KAGEN
Warusa kagen je japanska rije~ kojom se ozna~ava
bistvo kontrole kvaliteta, a zna~i stepen
nepotpunosti u djelovanju preduze}a.
Pri tome se misli prije svega na nepotpunosti u
protoku procesa i funkcija u preduze}u - a
posljedica je nepostizanje o~ekivanog kvaliteta po
mjeri kupca.
Nagla{ava se prije svega ukupnost svih procesa,
umjesto pojedina~nih makar i odli~nih rje{enja.
4. AMERI^KI VERSUS JAPANSKI
PRISTUP KVALITETU
Ameri~ki pristup i razumijevanje kvaliteta usmjerava
se na tra`enje i otklanjanje negativnih odnosno
onih osobina proizvoda ili usluga, koje kupcu
smetaju ili ga ~ine nezadovoljnim - kao {to su
pogre{ke, deformacije i nedostaci.
Cilj ameri~kog pristupa je otkloniti nezadovoljstvo
kupca odnosno posti}i 0 gre{aka, 0 popravki i 0
reklamacija kupaca.
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Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ
Engineering technologies are focused on and solve
individual problems or processes by search of
completely new principles and qualitatively new
solutions, while the problems referred to several
processes and the whole enterprise operation are
solved through the quality control approaches.
Quality control in this sense means not only the
achievement and control of individual product
performances but the whole system for continuous
improvement of the enterprise operation in total –
on an organized, systematic and continuous way
aimed to assure persistent quality of all products
on customer’s desire.
The improvements obtained from the quality control
system possess the following characteristics:
a) Accumulation of numbers of particular solutions
Each particular solution may look like negligible and
insignificant but the total result of these small
solutions can be very high.
b) Modifications and changes are within the
existing principles and limits
Regarding the fact that this system is focused on
quantitative instead of qualitative data, it resolves
problems inside the existing technological principle
limits.
c) Universal application
The solutions can migrate not only within a certain
branch but also between different branches
regarding the fact that they are based on
quantitative data and organization level related.
3. WARUSA KAGEN
Warusa kagen is the Japanese word that denotes
the control quality existence, and refers to the level
of imperfectness in enterprise functioning.
Here, it firstly refers to the imperfectness in
process flow and functions inside the enterprise –
which results in inability to accomplish the
customers expected quality.
The main accent is put on all processes as a whole
instead on individual solutions even if they are perfect.
4. AMERICAN VS. JAPANESE
APPROACH TO QUALITY
American approach and understanding of quality is
focused on searching and removing of negative
features of products or services, others, those that
bother customers or make them discontented – like
mistakes, deformations or misses.
The objective of the American approach is to
remove the discontention of a customer and to
achieve 0 mistakes, 0 corrections and 0
reclamation of customers.
Ma{instvo 4(3), 199 – 212, (1999)
Indikatori kvalitete te vrste su: broj pogre{aka, broj
popravki ili broj reklamacija kupaca.
Osobine tog tipa kvaliteta jasne su i vidne, a za
njihovo postizanje koriste se i uspje{ne su
statisti~ke metode poput kontrolnih listi i sl.
Kaoru Ishikawa je ovaj tip kvaliteta nazvao
Backward-Looking Quality, a Noriaki Kano, koji je
Ishikawin koncept razvijao dalje imenuje ga Must-
be-Quality.
Japanski pristup kvalitetu usmjerava se na tra`enje i
“proizvodenje” pozitivnih odnosno onih osobina koje
se kupcu dopadaju ili ga ~ine zadovoljnim.
“Proizvodac” se na taj na~in usmjerava na osobine
po kojima }e se njegov proizvod razlikovati od
drugih njemu sli~nih i na taj na~in pridobiti
prednost pred drugima.
Te su osobine, za razliku od prvog tipa, koje su
o~ite i vidne, obi~no manje o~ite ili ~ak skrivene.
Za postizanje kvaliteta ovog tipa statisti~ke metode
nisu upotrebive i uspje{ne.
Jedan od uspje{nih pristupa mo`e biti metoda
analize pojedina~nih primjera uspjeha ili neuspjeha,
~iji se rezultati koriste kao osnova za
standardiziranje pozitivnih i pobolj{anje negativnih
pristupa radu.
Kao najbolji pristup za rje{avanje problema ovog
tipa kvaliteta pokazao se pristup da se za svaki
pojedina~ni slu~aj uzpostavi i dosljedno po{tuje
PDCA petlja.
Kaoru Ishikawa je ovaj tip kvaliteta nazvao Forward -
Looking Quality, a Noriaki Kano - Attractive Quality.
Odnos izmedu prvog i drugog tipa kvaliteta je po
N. Kano dualistican, {to zna~i, da pozitivne
promjene na jednoj ravni (nezadovoljstvo)) ne
izazivaju automatski pozitivne promjene na drugoj
ravni (zadovoljstvo).
Poneki proizvodi se recimo dobro prodaju, iako
imaju veliki broj reklamacija, ako imaju neku
osobinu koja se kupcima dopada, dok se drugi, na
koje nema mnogo reklamacija ne prodaju dobro, jer
nemaju nijednu osobinu, koja bi za kupca bila
dopadljiva i ~inila ga zadovoljnim.
Po N. Kano je Must-be-Quality - kvalitet koji kupac
u svakom slu~aju o~ekuje (osnovni kvalitet), dok je
Attractive Quality ne{to vi{e, to je kvalitet koji kupac
prepoznaje kao privla~an, sebi dopadljiv i zbog
njega se odlu~uje kupovati upravo taj proizvod za
zadovoljenje svoje potrebe.
Prvim pristupom (otklanjanje negativnih osobina - 0
popravaka, 0 gre{aka i 0 reklamacija), preduze}e
sni`ava tro{kove, dok se drugim pristupom
(proizvodnja pozitivnih - kupcu privla~nih osobina)
mogu osvojiti nova trzi{ta, pove~ati udio na
postoje~im, povisiti cijena i pove~ati promet.
Oba cilja: sni`avanje tro{kova i dizanje prometa,
zna~ajna su za pove}anje dobiti, zato se preduze}e
mora usmjeriti na oba, a ne samo na jedan ili drugi
cilj.
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Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ
The indicators of that kind of quality are the
number of mistakes, number of corrections, and
number of reclamation of customers.
The characteristics of that type of quality are clear
and visible, and statistical methods like control lists,
etc., can be successfully used in observation.
Kaoru Ishikawa marked this type of quality as Backward-
Looking Quality, and Noriaki Kano, who developed
Ishikawa's concept further, named it Must-be-Quality.
Japanese approach to quality is oriented to search
and "production" of positive product features or
those that customer likes or is satisfied by.
That way, a "producer" is directed to those features of
a product by which his product differs from similar
ones and his advantage over the others is assured.
Unlike to the first type features that are clear and
visible, these features are less obvious or even
hidden.
The statistical methods are not useful and
successful for achievement of this type of quality.
One of successful approaches uses a method of
analysis of particularly successful or unsuccessful
examples, and the results obtained can form a
basis for standardization of positive improvements
and negative attitude removal.
The best approach to this type of quality problems
seems to be the one that establishes and
consequently tracks the PDCA loop for each
particular case.
Kaoru Ishikawa named this type of quality Forward
— Looking Quality, and Noriaki Kano called it as
Attractive Quality.
N. Kano says that the relationship between these two
types of quality is a dualistic one, which means
positive changes in one side (discontent) do not
automatically result positively on the other (satisfaction).
The example follows: some products are being well sold
in spite of numbers of reclamation, because they have
some feature that customers like; on the other side,
other products with less reclamation aren’t because they
have no feature that customers like and are satisfied by.
As put by N. Kano, the Must-be-Quality is the
quality that customer expects anyway (the basic
quality) but the Attractive Quality is something more;
it is the quality that customer recognizes by his
own as attractive and decides to buy exactly that
product to satisfy a need.
The first approach (negative characteristic removal —
0 corrections, 0 mistakes and 0 reclamation) enables
an enterprise to decrease the costs. On the other side,
the second approach (production of positive, i.e.
customer attractive features) enables new markets to
be reached as well as an increase in participation on
present markets, in price and in trade rate can follow.
The both of the goals — decrease in costs and increase
in trade rate, is significant for profit enlargement so
the enterprise must target the both, not only the first
or the second goal alone.
Ma{instvo 4(3), 199 – 212, (1999)
5. RAZLOZI ZA NASTANAK TQM
TQM, kao set sistematizovanih pristupa i metoda za
vodenje preduze}a, nastao je kao odgovor
uspje{nih preduze}a na promijenjene uslove
poslovanja u devedesetim godinama.
Promjene u okru`enju preduze}a nastale su na dva
podru~ja:
Prvo podru~je: Promijenjeni zahtjevi kupaca pre
svega po vi{em nivou kvaliteta proizvoda ili usluga i
ni`im cijenama.
Razvoj na podru~ju transporta, distribucije proizvoda
ili usluga kao i sredstava masovnih komunikacija,
u~inio je, da je kupac mogao kupiti i dobiti
proizvod, koji je `elio u bilo koje vrijeme i bilo
gdje.
Sredstva masovnih komunikacija omogu}ila su mu,
da je dobio pregled nad svim postoje}im
ponudama za svoju potrebu, a razvoj transporta i
distribucionih kanala omugu}io je dostavu proizvoda
bilo kuda i bilo gdje po razumnoj cijeni.
Po{to je mogao uporedivati i birati Kupac je postao
zahtjevniji, kako u vezi kvaliteta samog proizvoda ili
usluge, tako i u vezi cijene.
Proizvodi lo{eg kvaliteta ili sa visokom cijenom
uskoro su bili izba~eni iz tr`i{ta.
Kvalitet je tako postao va`an faktor prodaje, a
preduze}e odnosno menad`ment, koji nije razumio,
da kvalitet (kakav ga o~ekuje kupac) postaje
primarni cilj za postizanje prodaje, vi{e nije moglo
pre`ivjeti.
Filozofija: “va`no je proizvoditi artikle, koju
odgovaraju tehni~kih specifikacijama i dr`ati se
standarda”, postala je opasna i vodila je u
samoubistvo preduze}a.
Drugo podru~je: Pritisak na efikasnije vodenje
preduze}a.
Zbog pove~anih i sasvim odredenih zahtjeva i
o~ekivanja kupaca, preduze}e je moralo postati
efikasnije u smislu:
♦ Ta~nijeg i pravovremeno prepoznavanje
zahtjeva i o~ekivanja kupaca (kvalitet po mjeri
kupaca)
♦ Brzog reagovanja na identificirane zahtjeve
kupaca
♦ Boljeg savladavanja i povezivanja vlastitih
unutarnjih procesa.
Uspje{na su preduze}a, za ove namjene,
sistematizovala i razvila niz pristupa i metoda, koje
nalazimo pod razli~itim nazivima, kao {to su: TQM -
Total Quality Management, TQC - Total Quality
Control, CWQC - Companywide Quality Control.
TQM, TQC, CWQC koriste oko 32 poznate metode sa
podru~ja statisti~kih metoda, industrijskog
in`enjerstva, logike i mnoge uspje{ne metode sa
podru~ja socialne psihologije za uklju~ivanje i
efikasno kori{~enje i povezivanje znanja svih u~esnika
u svim procesima unutar preduze}a.
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Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ
5. REASONS FOR TQM RISING
TQM as a set of systematic approaches and
methods for enterprise management, arose as a
response of successful enterprises to the modified
business conditions in nineties.
The changes in enterprise surroundings have
appeared in the following two areas:
First area: Changes in customer demands toward
higher quality of products and services and to lower
costs.
The development of transport, products and
services distribution, and mass communication
means gave customers an opportunity to buy and
get the product they want, at any time and place.
Mass communication means have provided the
customer to get an overview of all possible offers,
while the development of transport and distribution
channels has provided product delivery any time
the customer wants and with rational price.
With the opportunity to compare and choose,
customer demands become stringent regarding as
quality so the price of product or service.
Consequently, low quality and high price products
were thrown out from market.
Thus, the quality became so important factor for
sale that an enterprise or its management if don’t
understand the quality (as expected by customer)
as the main factor of successful sale, cannot
survive anymore.
The philosophy: " to produce articles in accordance
with technical specifications and standards is
important only ", became very dangerous one, and
leads an enterprise to a business suicide.
Second area: An increased pressure on enterprise
management efficiency
Due to enlarged and more definitive customer
demands and expectations, an enterprise had to
become more efficient in the following:
♦ to recognize customer demands more
precisely and just-on-time (quality in
customer’s desire),
♦ to respond quickly on identified customer
demands,
♦ to establish better control and correlation
of processes inside the enterprise.
On this purpose, a lot of successful enterprises
have developed and systematized numbers of
approaches and methods, such as TQM – Total
Quality Management, TQC – Total Quality Control,
CWQC – Companywide Quality Control.
The TQM, TQC, CWQC use about 32 known methods
from various fields (statistics, industrial engineering,
logic, and social psychology) to engage, efficiently
utilize and connect the knowledge of all participants
regarding to all enterprise processes.
Ma{instvo 4(3), 199 – 212, (1999)
6. KVALITET PROIZVODA VERSUS
KVALITET PROCESA
Za postizanje kvaliteta po mjeri kupaca bitna su dva
sadr`ajna pitanja:
Prvo pitanje: Da li proizvodi ili usluge zadovoljavaju
zahteve i o~ekivanja Kupca?
Odgovor na ovo pitanje je definisan zadovoljstvom
Kupca sa samim proizvodom ili uslugom.
Kvalitet samog proizvoda posti`e se sa 4 bitna
elementa:
♦ Kvalitet planiranja
♦ Kvalitet dizajniranja
♦ Kvalitet izrade
♦ Kvalitet poprodajnog servisa
♦ Kvalitet planiranja, definisan je stepenom
skladnosti izmedu zahtjeva tr`i{ta/Kupca i
pojedinih osobina proizvoda ili usluga, u fazi
planiranja (Primjer: Komplikovan na~in upotrebe
artikla jeste/nije u skladu sa zahtjevom Kupca
po jednostavnom na~inu kori{~enja artikla).
♦ Kvalitet dizajniranja je definisan stepenom
dostignu}a planiranih osobina proizvoda u fazi
oblikovanja.
♦ Kvalitet izrade je definisan stepenom
postignute izrade planiranih i dizajniranih
osobina. U masovnoj proizvodnji je mjerilo
kvalitete izrade: statisti~ki svi (100%) itemi.
♦ Kvalitet poprodajnog servisa, definisan je
sposobno{}u dobavlja~a, da pravilno odgovori
na sve zahtjeve i potrebe kupaca nakon
kupnje (kao {to su: tehni~ka uputstva za
upotrebu, popravci i opskrba potro{nim RD).
Idealna je 100% sigurnost.
Ako kvalitet proizvoda ili usluga nije dovoljan, kupci
su nezadovoljni i proizvode reklamiraju, zato je broj
pritu`bi i reklamacija kupaca mjerilo postignutog
kvaliteta proizvoda jedan od indikatora za
nezadovoljstvo Kupca.
Drugo pitanje: Da li je zahtjevani i o~ekivani kvalitet
proizvoda ili usluga dostupan po razumnoj cijeni?
Odgovor na ovo pitanje definisan je efikasno{}u
(protok i povezivanje) procesa u kojima kvalitet
proizvoda nastaje.
Kvalitet procesa u kojima nastaje kvalitet proizvoda,
zavisi od uskla|enosti ili odstupanja u aktivnostima
unutar ili izmedu procesa i na kraju ukupnog
vremena, koje je potrebno za protok svakog
pojedina~nog i svih procesa ukupno.
Nosioci procesa su organizacione jedinice odnosno
pojedinci, zato je njihovo osposobljavanje i rad sa
njima jedan od bitnih faktora za postizanje kvaliteta
procesa.
Drugi bitan faktor je: namjerno, svjesno i stalno
pra}enje, analiza i pobolj{avanje svakodnevne prakse i
procesa.
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6. QUALITY OF THE PRODUCT
VERSUS QUALITY OF THE PROCESS
In order to reach the quality in customer’s desire,
two conceptual questions are essential:
First question: Do products or services satisfy
demands and expectations of Customer?
The answer is determined by Customer satisfaction
with the product or the service.
The quality of a product can be achieved through
these 4 significant factors:
♦ Quality of planning,
♦ Quality of design,
♦ Quality of manufacture,
♦ Quality of post-sale services.
♦ Quality of planning is defined by the level
of compatibility between market/customer
demands and product or service individual
features during the planning phase
(Example: Complex use of a product is/isn’t
in accordance with customer’s demand for
simple use).
♦ Quality of design depends on the level of
realization of previously planned product
features in the design phase.
♦ Quality of manufacture is defined by the
level of consistency in planned vs.
designed product features. The measure of
quality of manufacture in mass production
is statistically 100% (all items).
♦ Quality of post-sale service is defined by
the supplier ability to respond properly on
customer demands and needs after the
purchase (Examples: user’s manual, spare
parts repair and supply). The 100% safety
is perfect.
If the quality of products or services is not enough, the
customers will feel displeased and make reclamation.
The number of complaints and reclamation is measure
for product quality achievement and important indicator
of Customer’s discontent.
Second question: Is product or service quality as
demanded and expected available with rational price?
The answer here is defined by efficiency (in flow
and correlation) of processes through which the
product quality has been made.
The quality of processes that influence the quality of
product, depends on the level of coordination or
deviation of activities being performed inside each
process in particular and between all processes in
total as well as at the end of it/them.
The makers of processes are organization units or
individuals; therefore, their training represents a
significant factor in achieving the quality of process.
The other significant factor is conscious and
continuous monitoring on purpose and analysis and
improvement of daily practice and processes.
Ma{instvo 4(3), 199 – 212, (1999)
Tre}i bitan faktor za postizanje kvaliteta procesa je
dvojan:
♦ Otkrivanje neuskladenosti, odstupanja i
problema u {to ranijoj fazi procesa i
♦ Rje{avanje problema na mjestu njihovog nastanka.
7. STANDARDIZACIJA KAO OSNOVA
ORGANIZACIONIH AKTIVNOSTI
Planovi i standardi iz vidika kontrole kvaliteta
identi~ni su u tom smislu, da oboje predstavljaju
sistematizovan i napisan na~in i postupak kako bi
ne{to trebalo biti uradeno, ali se bitno razlikuju po
tome za koje sadr`aje, aktivnosti i ciljeve se koriste.
Planovi se postavljaju za tip jednokratnih ciljeva,
koji su postavljeni iznad postoje}ih, a sa namjerom
promjene status quo.
Standardi, koji su zasnovani na proteklim rezultatima
i najboljoj praksi (kristaliziraju pro{lo iskustvo i
znanje), postavljaju se za ponavljaju}e se (iste)
ciljeve, a sa namjerom fiksiranja postoje}ih na~ina
rada odnosno odr`avanja status quo.
Zato su standardi korisni i upotrebljivi u
implementaciji odnosno za tip rutinskih i u
potpunosti, unaprijed poznatih aktivnosti.
Fiksiranje (standardiziranje) lo{e prakse i postupaka
moglo bi preduze} nanijeti velike {tete, zato je
neophodno da se planovi (koji nemaju status
obaveznog po{tovanja) i standardi (kojih se svi
moraju obavezno pridrzavati) razlikuju.
Ukoliko se standardi i standardizacija upotrijebe
skladno svojoj svrsi oni mogu donijeti zna~ajne
prednosti u dobrom dijelovanju organizacije kao {to su:
Zamjenljivost: Ukoliko se dio sistema iz bilo kojega
razloga sru{i, njegova rekonstrukcija je potpuna,
lak{a i brza.
Manje vremena za razmi{ljanje i komunikaciju:
Standardi djeluju poput formule - promjene se veli~ine
i podaci i uvijek dobije pouzdan rezultat. Velika u{teda
vremena je, ako se za rutinske aktivnosti ne mora
uvijek ponovo iznalaziti najbolje re{enje.
Efikasniji razvoj pouzdanih i novih proizvoda: Po{to
su najbolja rje{enja i postupci rada standardizovani,
in`enjeri i dizajneri se, umjesto rutinskih aktivnosti,
mogu posvetiti pobolj{anjima osobina postoje}ih i
razvoju novih proizvoda.
Da bi standardi i standardizacija mogli biti korisno
upotrebljeni, moraju biti ispunjena 4 zahtjeva:
1. Standardi moraju biti pismeno dokumentovani,
ina~e se promjenom ljudi izgube i ne mogu se
koristiti i unapredivati.
2. Sve standardizovane aktivnosti moraju se
izvr{avati ta~no po standardima, {to zahtjeva dosta
obrazovanja i osposobljavanja ljudi.
3. Standardi moraju biti a`urirani, ina~e prestanu
djelovati ili postanu {tetni.
4. Cilj standarda mora biti pobolj{anje svih
aktivnosti.
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The third significant factor for process quality
achievement is dualistic:
♦ Detection of asynchronization, deviations and
problems in the process as early as possible,
♦ Solving the problems where they arise.
7. STANDARDIZATION AS A BASE OF
ORGANIZATION ACTIVITIES
From quality control point of view, plans and
standards are identical as they both represent a
systematic and written procedure of how things
should be done, but differ essentially in what
contents, activities and objectives they are used.
Plans are made for single time objectives that are
settled above the existing ones and they are
intended to change the status quo.
Standards are based on previous results and best
practice (they summarize past experience and
knowledge) and are established for repeatable
(identical) objectives, with the intention to fix the
existing modes or to maintain the status quo.
Therefore, standards are useful and can be
implemented efficiently for activities that are routine
and known beforehand.
Faulty practice and procedures if fixed could cause an
enterprise to suffer a lot, so plans (that are not
obligatory) and standards (obligatory for all) should
differ.
If standards and standardization are used properly, they
can induce positive effects in organization, such as:
Replaceability: If a part of the system falls for any
reason, the reconstruction will be more complete,
easier and faster.
Less time necessary for speculation and communication:
Standards act as a formula – if data change, reliable
results always follow. A lot of time can be saved if the
best solution for routine activities exists.
More efficient development of reliable and new
products: When the best solutions and procedures
are standardized, engineers and designers are in
position to devote their thoughts to existing
products improvement and new products
development, instead to routine activities.
There are 4 requests to be fulfilled to put
standards and standardization in effective use:
1. Standards must be in a written form; otherwise,
any change can make people confused and
standards use and improvement impossible.
2. All standardized activities must be done exactly
by standards; this requires a lot of knowledge
and qualification of employees.
3. Standards must be updated; otherwise they
expire and cause damage.
4. In essence, the purpose of standards is the
improvement of all activities.
Ma{instvo 4(3), 199 – 212, (1999)
8. PDCA PETLJA
Svi autori i osniva~i pokreta za kvalitet nagla{avaju,
da je logika PDCA petlje osnova TQM i postizanja
kvaliteta po mjeri Kupca.
PDCA petlja predstavlja slikovit prikaz aktivnosti
sistemati~ke kontrole i pobolj{anja, zasnovane na
ciklusu od 4 osnovne aktivnosti: planiranja,
implementiranja, provjeravanja i korigovanja, {to
predstavljamo na Slici 8-1.
Slika 8-1: PDCA petlja
Fig.8-1: PDCA loop
Bitne to~ke PDCA petlje mogu se sa`eti na sljede~i
na~in:
Aktivnost Planiraj ima tri bitne to~ke:
1. Odrediti smjer i kontrolne to~ke pobolj{anja
2. Postaviti mjerljive ciljeve
3. Odrediti put/na~in za postizanje ciljeva
Aktivnost Uradi ima tri faze:
1. Pripremiti se i usposobiti za metode, koje }e biti
upotrijebljene
2. Implementirati metode
3. Prikupiti podatke o zadanim parametrima kvaliteta
Aktivnost Provjeri je faza provjeravanja i evaluacije
sa tri bitne to~ke:
1. Provjeriti skladnost izvr{enih aktivnosti sa
standardima
2. Provjeriti skladnost izmjerenih parametara i
rezultata sa standardima
3. Provjeriti, dali postignuti i izmjereni kvalitet
dosti`e ciljne vrijednosti
Aktivnost Popravi ili Koriguj, obzirom na rezultate
Provjeri ima tri bitna naglaska:
1. Popraviti razliku izmedu postignutoga nivoa
aktivnosti i standarda za tu aktivnost
2. Prou~iti i sprije}iti ponovno pojavljivanje
deformiranih rezultata
3. Unapre|ivati sisteme i postupke rada.
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8. PDCA LOOP
All authors and founders of the quality movement
emphasize that the PDCA loop logic is basic for
TQM and quality in customer’s desire achievement.
The PDCA loop is a figurative representation of
systematic control activities and improvements,
which consists of 4 main activities cyclically
arranged: planning, implementation, checking and
correction, as shown on Fig.8-1.
The main activities in PDCA loop are briefly:
Activity Plan has three crucial points:
1. To determine the direction and control points
of improvement
2. To set up measurable objectives
3. To determine the path/manner to reach these
objectives.
Activity Do has three phases:
1. To prepare and be trained for methods that will
be used
2. To implement these methods
3. To collect data on defined quality parameters.
Activity Check is the phase of checking and
evaluation with three crucial points:
1. To check a consistency between the activities
performed and appropriate standards
2. To check the agreement of parameters or
results measured with those of standards
3. To check whether the achieved and measured
quality reaches the goal values.
Activity Action or Correct has three important
accents, which depend on Activity Check results:
1. To correct the distinction between the achieved
level of activity and the level imposed by standard
2. To investigate and to prevent fault results
3. To improve job procedures and systems.
Ma{instvo 4(3), 199 – 212, (1999)
Aktivnost Planiranja je u sklopu PDCA aktivnosti
najzna~ajnija, jer uti~e na sve ostale aktivnosti, a
nekvalitetno planiranje produ`uje ukupno vrijeme za
postizanje ciljeva, {to slikovito predstavljamo na Slici 8-2.
Slika 8-2: Ukupno vreme utro{eno na aktivnosti sa razli~itom strukturom PDCA faza
Fig.8-2: Total time spent on PDCA activities
9. TQM-TOTAL QUALITY MANAGEMENT
TQM - CWQC - TQC su samo razli~iti termini, koje
su razli~iti autori ili na razli~itim mjestima, koristili za
skoro iste sadr`aje.
CWQC - Companywide Quality Control, koristi se u
glavnom na podru~ju Japana, kako bi svoju
sistematiku, koja je zasnovana na 50 godina
iskustva, razlikovali od ameri~ke, koja je mnogo
mladeg datuma.
TQM - Total Quality Management, koristi se na
podru~ju Evrope i USA.
TQC - Total Quality Control, koristi se na podru~ju
USA a po sadr`aju ima manji naglasak u orientaciji
na kupca i “meke” elemente vodenja.
Definicija TQM se glasi:
“TQM su aktivnosti racionalne proizvodnje i
distribucije proizvoda ili usluga u kvalitetu “po mjeri
Kupca”. TQM po~inje sa “po mjeri Kupca”, a u obzir
uzima i ekolo{ke i {ire dru{tvene interese. Poslovni
sistem posti`e svoje ciljeve ponavljanjem PDCA petlje
na svim podru~jima djelovanja, implementacije,
evaluacije i korektivnih aktivnosti”.
Y. Kondo, str.38
Cilj TQM je: Na ekonomi~an na~in posti}i kvalitet,
koji zadovoljava zahtjeve i o~ekivanja Kupca.
TQM nagla{ava slijede}e sadr`aje:
Kvalitet na prvom mjestu (Quality First), {to zna~i,
da je osnova svih aktivnosti proizvod ili usluga
pouzdanog i stalnog nivoa kvaliteta, koji se Kupcu
dopada i kojega rado koristi.
Strategije za postizanje takvog kvaliteta su:
(1) Razvoj kompleksnih, originalnih i novih
tehnologija.
(2) Otkrivanje latentnih `elja i potreba kupaca/tr`i{ta
ili razvijanje novih tipova proizvoda, koji stvaraju
nova potra`ivanja ili kreiraju nova tr`i{ta.
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The Activity Plan is the most important activity in
PDCA loop due to its influence on all other activities;
a low quality planning prolongs time necessary to
attain the goals, as figuratively shown on Fig.8-2.
9. TQM–TOTAL QUALITY MANAGEMENT
TQM – CWQC – TQC are just different terms for
almost identical contents, used by different authors
and on different places.
CWQC – Companywide Quality Control, is mainly
used by Japanese, in order to make a difference
between their own systematization based on 50-year
experience, and the American one that is more
recent.
TQM – Total Quality Management, is used in
Europe and the USA.
TQC – Total Quality Control is used in the USA
and is less oriented by content to customer and to
"soft" elements of management.
The definition of TQM is:
"TQM is a set of activities for rational production and
distribution of products and services, which posses the
quality in customer’s desire. TQM starts with " in
customer’s desire " but consider ecological and other
society interests as well. A company reaches these goals
by repetitive use of the PDCA loop in all areas of
action, implementation, evaluation and correction ".
Y. Kondo, page 38
The goal of TQM is: To achieve economically the
quality that satisfies customer’s demands and
expectations.
TQM emphasizes the following objectives:
Quality first, which means that the base of all
activities is the product or service, with reliable and
constant quality that customer likes and gladly uses.
The strategies for such quality achievement are:
(1) Development of complex, original and new
technologies.
(2) Detection of latent wishes and needs of
customer/market or development of new products,
which in turn produce new demands or new
markets.
Ma{instvo 4(3), 199 – 212, (1999)
(3) Unapredivanje i nadzor svih procesa sa ciljem,
da se proizvedu artikli koji ~e odli~no djelovati i biti
bez defekata..
Orijentacija na Kupca, {to zna~i, da je u osnovi
svih aktivnosti `elja i cilj, da se napravi proizvod,
koji Kupac stvarno treba i `eli.
Za Orientaciju na Kupca su klju~na tri faktora:
(1) Identifikacija stvarnih potreba i `elja/kupaca.
(2) Uspostavljanje i razvijanje sistema za osiguranje
kvaliteta proizvoda, kojim }e se planirati, dizajnirati i
izra|ivati proizvodi sa kup~eve ta~ke gledi{ta
(funkcionalni vidik) i bez defekata.
(3) Efikasan poprodajni servis koji promptno rje{ava
reklamacije, a dobijene podatke koristi za prevenciju
defekata.
Slijede}i proces je tako|er Kupac {to zna~i, da svaki
pojedinac ili organizaciona jedinica, koja je nosilac
pojedina~nog procesa na slijede}i proces (koji
sljedi nakon njegovog), gleda kao na Kupca, {to
zna~i da mu mora predati besprijekoran proizvod.
To zna~i da svaki pojedinac i svako odjelenje u
preduze}u obavi svoj dio procesa odli~no, bez
gre{aka i u planiranom vremenu, a slijede}em
naslaga predaje samo odli~an rezultat ili odli~no
obavljen rad.
Za ovaj pristup mora biti ispunjeno 7 bitnih ta~aka:
(1) Svako razmi{lja, reaguje i tra`i rje{enja sa
gledi{ta slijede}eg procesa.
(2) Svako u potpunosti razumije ulogu i sadr`aj
svog vlastitog procesa.
(3) Svako je uspostavio dobru komunikaciju sa
prethodnim i usporednim procesima.
(4) Svako dobro razumije slijede}i proces
(5) Svi izmjenjuju a`urne podatke, daju i primaju
feedback.
(6) Postavljeni i prihva}eni su jasni standardi.
(7) Svako kod sebe izvodi rigoroznu autokontrolu.
Odredivanje prioriteta {to znaci, da su trenutni
prioritetni problemi uvijek jasno identifikovani, a
njihov prioritet izveden iz njihovog stvarnog uticaja
na postizanje ciljeva i pobolj{anja.
MBF ili vodenje podacima zna~i, da se odluke i
zaklju~ci, (osim na iskustvu i intuiciji), zasnivaju na
stvarnim i objektivnim podacima gdje kod i kadgod
je to mogu}e.
Nadzor procesa, {to znaci, da osim rezultatu koji
nam je cilj, treba jednaku pa`nju posvetiti i
procesima, kojima se rezultati posti`u - {to zna~i
postupcima i na~inu rada, kao i sistemima za
unapredivanje metoda rada.
Za ovaj sadr`aj klju~ne su 2 ta~ke:
(1) Analiza i pobolj{anja postoje~ih postupaka i
na~ina rada.
(2) Standardizacija najboljih na~ina rada, u~enje
drugih, pra~enje i unapredivanje standarda.
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(3) Improvement and control of all processes with
intention to manufacture products with proper
function and without defects.
Orientation to customer, which means the essential
goal of all activities is to make the product that
customer really needs and wants.
There are three crucial factors for Orientation to
customer:
(1) Identification of actual needs and wishes of
customers.
(2) Establishment and development of the quality
assurance system that will enable planning, design
and manufacturing of products from customer’s
point of view (functional view) and without defects.
(3) Efficient post-sale servicing, which properly
resolve complaints and obtain data to be used in
prevention of defects.
The following process is also a customer - this means
each individual or organization unit, as a carrier of
particular process should deliver a proper product
to process that follows considering it as to be a
customer. This means every individual and every
department in the enterprise should perform their
job well, without mistakes and on time, and to
deliver good product further.
There are seven important premises that must be
done for this approach:
(1) Everyone to think, react and look for solution
from the following process’ point of view,
(2) Everyone to understand completely the role and
objectives of their own process,
(3) Everyone to establish a good communication
with previous and parallel processes,
(4) Everyone to understand the following process well,
(5) Everyone to exchange recent data, give and
receive feedback,
(6) To establish and accept standards explicitly,
(7) Everyone to perform a rigorous self-control.
Priority determination means that the current
priority problems should be always clearly identified,
and their priority is reduced from an actual impact
they have on goals and improvement achievement.
MBF or management by data means that decisions
and conclusions (except those of experience and
intuition) should be based on actual and objective
facts wherever and whenever possible.
Process Supervision means not only the final result,
which is the main goal, but also the processes that
yield these results should be given the same
attention – this refers to job procedures and
methods as well as to the system of job methods
development.
Two items are crucial for this objective:
(1) Analysis and improvement of existing job
procedures and methods.
(2) Standardization of the best methods, education,
monitoring and improvement of standards.
Ma{instvo 4(3), 199 – 212, (1999)
Kontrola odstupanja {to zna~i evidentiranje
disperzije od `eljene ta~ke, tra`enje uzroka za
odstupanje i uspostavljanje sistema za odr`avanje
procesa u stabilnom stanju.
Racionalnost u kori{~enju resursa, kako unutarnjih
tako i vanjskih, a zbog dugoro~ne usmjerenosti
preduze}a.
Glavna na~ela na kojima po~iva TQM su:
(1) Osnova svih aktivnosti je PDCA petlja
(2) Za prikupljanje i analizu podataka koristiti sve QC
metode.
(3) Zaklju~ke i odluke zasnivati na objektivnim
podacima.
10. DESET TEMELJA NAGRADA
ZA KVALITET
Sve nagrade za kvalitet (Demingova, Baldridge,
Evropska, sve nacionalne), na razli~ite na~ine
sistematizuju i nagla{avaju slijede}e sadr`aje koji su se
pokazali kao zna~ajni za postizanje vrhunskog kvaliteta:
(1) Orijentacija na Kupca, {to zna~i stvarno
razumijevanje i poznavanje potreba i o~ekivanja
kupaca, njihovih razloga za “kupnju” kao i glavnih
faktora, koji uti~u na zadovoljstvo Kupca.
Predpostavlja visok stepen senzibilnosti za potrebe
kupca u preduze}u, kao i mjerenja i pra~enje
faktora, koji uti~u na pozitivno iskustvo kupaca i
njihovu spremnost da postanu i ostanu stalne
stranke dobavlja~a.
(2) Stalno unapredivanje i kontinuirano u~enje, u
tom smislu, da su osposobljavanje i unapredivanje:
a) sastavni dio svakodnevnog rada svih odeljenja,
b) da se kroz unapredivanje rje{avaju uzroci, a ne
samo posljedice problema i
c) da je unapredivanje bazirano na stavu, da je
napraviti bolje jednako zna~ajno kao i popraviti
gre{ku
Osnova svih unapredivanja je PDCA petlja.
(3) Zadovoljstvo zaposlenih.
Zasniva se na spoznaji, da visoke i zahtjevne
poslovne ciljeve nije mogu}e postizati bez stvarnog
anga`ovanja i aktiviranja svih zaposlenih.
Zbog toga se indikator zadovoljstva zaposlenih
koristi kao glavni pokazatelj sposobnosti poslovnog
organizma za stvarno posti`anje visokih ciljeva.
Faktori sigurnosti, zdravlja, blagostanja i morale
zaposlenih, jednako su vazni kao i investicije u
opremu, tehnologije i rein`enjering.
(4) Naglasak na procesima, jer kvalitet proizvoda
zavisi od efikasnosti u izvedbi i povezivanju svih
unutarnjih procesa u kojima nastaje kvalitet
proizvoda ili usluga.
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Deviation Control means registration of dispersion,
search for deviation causes and establishment of a
system to keep the process stable.
Rational Resources Utilization refers to utilization of
internal and external resources in order to establish
the long-term orientation of the enterprise.
The main principles, on which the TQM is based, are:
(1) PDCA loop is the base of all activities
(2) Use all of the QC methods for data acquiring and
analysis
(3) Establish all conclusions and decisions on the
objective data basis.
10. AWARDS FOR QUALITY - TEN
BASIC PRINCIPLES
The awards for quality (the Deming’s, Baldridge’s,
European, and all national awards) systematize and
emphasize, in a different way, the following items,
which proved themselves as significant in achieving
the top quality:
(1) Orientation to Customer, which means real
understanding and knowledge of customer's needs
and expectations, their reasons for the "purchase"
as well as the main factors influencing customer's
satisfaction.
This item presumes a high level of sensibility for
customer’s demands as well as measuring and
monitoring those factors that influence to positive
customer's experience and their readiness to become
and remain permanent client of the supplier.
(2) Continuous improvement and continuous
education, regarding the fact that:
a) education and improvement should be daily
constituent of all departments,
b) not only consequences but causes of problems
should be removed through improvement,
c) the improvement aimed to make things better is
as significant as to correct a mistake.
The base of all improvements is PDCA loop.
(3) Satisfaction of all employees
The fact is that only by real engagement and
activation of all employees the achievement of high
business goals is possible.
So, the satisfaction of all employees indicates the
business system ability to reach high objectives.
Safety, health, wealth and moral of employees are
as important as investments in equipment,
technologies and re-engineering.
(4) Accent to processes, as the quality of products
depends on the efficiency of operation and
connection of internal processes during which the
quality of products or services rises.
Ma{instvo 4(3), 199 – 212, (1999)
(5) MBF ili vodenje na osnovu podataka.
Poslovnu odli~nost moguce je posti~i samo na
osnovu analize i upotrijebe relevantnih i stvarnih
podataka.
Preglednost i vodenje ljudi zasnovano je na jasnim i
unaprijed odredenim indikatorima za postizanje zadanih
ciljeva, a indikatori se postavljaju na mjerljive osobine
proizvoda, usluga, procesa ili operacija.
Stvarni i to~ni podaci su takoder osnova za
pra~enje zahtjeva i o~ekivanja kupaca
pravovremeno reagovanje.
(6) Vizionarsko vodenje “primjerom”.
Uspje{ne vode kreiraju usmjerenost na Kupca, jasna
i pregledna mjerila za kvalitet i visoka o~ekivanja.
Svaki zahtjev ili vrijednost, uspje{an voda pokazuje i
dokazuje vlastitim primjerom.
(7) Razvoj partnerskih odnosa.
Umjesto takmi~arskog duha, uspostavljanje
partnerskih (pozitivnih) odnosa na svim relacijama:
sa zaposlenima, sa okolinom, sa dobavlja~ima, sa
kupcima.
Potrebna je jasna definicija bitnih elemenata
partnerstva, na~in medusobne komunikacije, na~in
evaluacije postignu~a i na~in prilagodavanja na
promjene u okolini.
(8) Dugoro~na usmjerenost i planiranje.
Po{to je cilj - postizanje vrhunskog kvaliteta, visok,
zahtjeva vrijeme, predvi|enje i anticipiranje
o~ekivanih promjena na podru~jima: tr`i{ta,
tehnologija i konkurenata.
(9) Odgovornost preduze}a i uticaj na okolinu i
dru{tvo.
Preduze~e, kao dio svoje okoline uti~e na nju, zato
je za nju odgovorno i mora ispunjavati o~ekivanja
dru{tvene okoline unutar razumnih granica i resursa.
(10) Ovladavanje vremenskih ciklusa, koje postaje
sve va`nije, otkako brz i fleksibilan odgovor Kupcu,
postaje zna~ajan faktor kvaliteta.
Zahtjeva promjene u organizaciji, postupcima i
na~inu rada, prije svega u smjeru pojednostavljanja
i skra}ivanja vremenskih ciklusa u svim aktivnostima
i operacijama.
Zasnovano mora biti na stvarnim i ta~nim podacima.
Relativni stepen zna~ajnosti 10 sadr`ajnih elemenata,
za postizanje poslovanja poduze~a na najvi{jem
nivou, a po ocjeni uspje{nih mened`era u
Engleskoj prikazali smo na Slici 10-1.
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Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ
(5) MBF or data based management
Business excellency can be reached only if relevant
and actual data are used and analyzed.
With indicators clearly defined on the basis of
measurable features of products, services,
processes or operations, it is possible to lead the
employees.
The actual and accurate data are also the base for
monitoring of customer demands and expectations
i and for just-in-time reaction.
(6) Visional management through an "example"
Successful managers direct collective mind to
Customer and establish clear and articulated
measures of quality and high expectations.
A successful manager shows and proves each
value or demand by his own.
(7) Development of partnership relations
Instead of rivalry, the partnership (positive) attitudes
should be established at all levels: among
employees, with the surrounding, with suppliers and
customers.
All aspects and manners of partnership relations,
mutual communication, achievement evaluation, and
adaptation to changes should be clearly defined.
(8) Long-term orientation and planning
As the final goal i.e. the achievement of top quality
is the great one, its realization requires a long time
and anticipation of all possible changes in market,
technology and competition.
(9) Enterprise responsibility and influence to
surrounding and society.
As a part of its surrounding, the enterprise makes
an influence on it; therefore, the enterprise is
responsible for it and has to satisfy its expectations,
within rational limits and resources.
(10) Time cycles government is getting to be
more important factor since the necessity of quick
and flexible response to customer demands grows.
This issue needs changes in organizational
structure, procedures and working methods to be
performed in sense of their reduction and
simplification mainly.
The data used must be actual and accurate.
The relative significance of the above 10 points
concerning the business excellency achievement is
shown on Fig.10-1, (acc. to successful managers
evaluation in England).
Ma{instvo 4(3), 199 – 212, (1999) Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ

11. ZAKLJU^AK 11. CONCLUSION

U ovom doprinosu smo sa`eli: This paper summarized:

♦ razliku izme|u in`enjerskih tehnologija i ♦ the difference between engineering
kontrole kvaliteta, technologies and quality control,
♦ karakteristike okru`enja preduze}a u ♦ characteristics of enterprise surroundings
devedesetim godinama u svijetu, throughout the world in nineties,
♦ razloge za nastanak TQM kao ♦ reasons for TQM advent as a systematic
sistematizovanog seta organizacionih pristupa organization approach of successful
i metoda, enterprises,
♦ sadr`ajne karakteristike TQM koncepta, koje ♦ comprehensive characteristics of the TQM
su: concept like:
• usmjerenost na Kupca ♦ orientation to Customer,
• u naglasak na procesima i ♦ accent on processes and actual data,
objektivnim podacima ♦ the PDCA loop logic,
• u logika PDCA petlje ♦ long-term orientation.
• u dugoro~na usmjerenost
The Bosnian management can benefit a lot from
Poznavanje pre|enog puta uspje{nih preduze}a u knowledge and understanding of world’s experience
svijetu i razumijevanje sadr`ajnih rije{enja za and solutions of successful enterprises that enabled
postizanje cilja - zadovoljan Kupac, mo`e biti od velike the achievement of the final goal i.e. satisfied
koristi mened`mentu bosanskih preduze}a, jer im customer. The experience of others offers Bosnian
pru`a {ansu, da na osnovu iskustava drugih pravi ve}e enterprises a chance to develop faster in order to
razvojne korake - kako bi bosanska preduze}a mogla reach the world’s development level soon.
dosti}i nivo svjetskog razvoja u {to kra}em vremenu.

Slika 10-1: Stepen relativne zna~ajnosti 10 bitnih elemenata za postizanje odli~nog poslovanja (izvor: British
Quality Centre)
Fig.10-1: The relative significance levels of 10 factors influencing the business excellency achievement
(source: British Quality Centre)

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Ma{instvo 4(3), 199 – 212, (1999) Lj.Kafol: TQM – BIT, NASTANAK I RAZVOJ

12. LITERATURA - REFERENCES

[4] V. A. Zeithaml, M. J. Bitner: Services Marketing,
[1] H.Kume: Management by Quality, 3A
The McGraw-Hill, Companies inc., 1996
Corporation, Tokyo, Japan, 1995

[5] L. Kafol: Motiviranje in zadovoljstvo zaposlenih

[2] Y. Kondo: Companywide Quality Control, 3A
kot pogoj za doseganje kakovosti po meri
Corporation, Tokyo, Japan, 1995
kupca, Zbornik XIV. Posvetovanja Dru{tva za
vrednotenje dela, organizacijski in kadrovski
[3] K.Hosotani: The QC Problem - Solving
razvoj, Bled, 1999
Approach, 3A Corporation, Tokyo, Japan, 1992

[6] Chris Hakes: The Corporate Self Assesment

Handbook, Chapman&Hall, 1996

*Rad je saop{ten na Me|unarodnom nau~no-stru~nom skupu “KVALITET '99”, novembra 1999. godine u
Zenici, Bosna i Hercegovina
The paper is given on the International expert/research conference “KVALITET '99”, november 1999. in
Zenica, BiH

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