Quality in Organizational Production Control Can Rely on Various Management Tools

Although the concept of quality and the path to achieving it can be subjective, quality has been consolidating through increasingly defined concepts. The methods for achieving it in the organizational context are also taking shape, and some tools have developed the status of being the main ones in this ongoing analysis.

According to Quality Management experts, the objective is becoming a goal, and in many cases, even a concern for managers in both the private and public sectors. For this reason, recent data indicates that by the end of this decade, investments in personnel training, tools used in this process, from traditional methods to the most advanced software, may grow by more than 10% globally.

But what are these tools, and how can they be understood, given that even the concept of quality is still a subject of intense debate? Despite the discussions, there is a consensus on the assertion that quality is the absence of defects in the product or service provided. Regarding the methods for achieving it, experts in the field are also moving toward a consensual view, focused on not abandoning some of the main strategies.

Each tool would be more appropriately applied depending on the type of production and the stage reached by the project. Varun Rana has nearly two decades of experience and dedication to Quality Management. Discussing the steps and possible paths to achieving quality is something that has been part of his challenges throughout his career. Furthermore, the historical evolution of the concept has become something he masters both theoretically and practically.

In this context, Varun Rana is a Quality Management expert with experience in manufacturing pharmaceutical and consumer products. He holds a postgraduate degree in Microbiology and has more than 17 years of multifaceted work in leading this type of management. To gain a better understanding of the subject, we invited him to collaborate on this article.

"Quality Management gained even more emphasis during World War II, a historical event that shook the global economy. During that period, there was a significant scarcity of products, from raw materials to the final outcome of industrialization, as well as labor. Those not directly involved in the war were focused on production for the event itself. At the same time, there was no margin for error or time to revisit and correct the production process, especially in the countries involved in the battles," he says.

The expert's explanation is crucial for understanding the strengthening of the process and the steps that followed. New scholars and implementers of tools emerged, which today serve as the foundation and pathway for the pursuit of success in Quality Management in both business and governmental organizations.

The main pillars of this branch of management are also highlighted by the analyst. The quartet of fundamental factors leads to the model classified as the central goal of Quality Management, now taking center stage in the more contemporary phase of studies.

"The foundation of Quality Management is centered on continuous improvement, stakeholder engagement, customer focus, and process step adjustments. Therefore, the proper application of each of these elements, without discarding any of them, would be the key to achieving the much-desired Excellence Model."

In his home country of India, Varun Rana was awarded the Reckitt Benckiser Appreciation Certificate by the senior vice president for the South Asia region. The award was given for his contribution to the launch of the Nurofen product for children. His contribution was considered significant, and the product launch was deemed successful.

With Varun Rana's help, it is easier to understand the three main methods used today to evaluate management. The choice of one of these methods can occur at any stage of management, whether in planning, organizing, directing, or controlling.

The three main methods

One of the most well-known methods is the Ishikawa Diagram, also known as the Fishbone Diagram. The name is suggestive because, at the end of the analysis of each cause and effect, the diagram takes on this fishbone-like appearance.

Studies and implementations of this method were intensified in Japan, also influenced by the pre-Cold War period. Labor, raw materials, and project methods are the main components of the evaluation calculation structure.

The Pareto method is another protagonist in this historical evolution. In summary, the analysis focuses on the 80/20 Theory. The explanation is that 80% of the problems would be caused by 20% of the causes.

Thus, the efforts related to the pillars highlighted by Varun Rana would have more time to focus on the primary causes of obstacles. However, the attention would not be completely diverted from the 20% of problems, which are inversely related to the cause percentage.

Lastly, among the three main methods, there is the PDCA Cycle. The topics are similar to the core themes of management (planning, organizing, directing, and controlling), but there are distinctions, as the expert emphasizes.

In the case of the PDCA Cycle, what stands out is: Plan, Do, Check, and Act. The last item is focused on control and application, regardless of the stage the process is at, which would lead to the necessary reapplication in time without the need for project reengineering.

"These are just three of the main methods. However, there is still a range of diagrams, histograms, and questionnaires that can assist with Quality Management in an organization. The choice depends greatly on the profile and goals of each project and operation. It is important to emphasize that the selection should be made during strategic planning, in order to reach even the last stage of the operational phase. As we said, none of the pillars (from internal engagement to customer focus) can be abandoned, nor should they be disconnected, regardless of the method used," he concludes.