The Journey from Little ‘q’ Quality to Big ‘Q’ Quality

The Journey from Little ‘q’ Quality to Big ‘Q’ Quality

 

Quality is a fluid concept—difficult to define and hard to manage, largely because it is subjective. Every individual has their own perception of quality. Various authors have defined quality differently, leading to ongoing discussions about its meaning. Juran’s Quality Handbook provides two essential definitions of quality:

 

1.   Quality means those features of products that meet customer needs and thereby provide customer satisfaction.

 

2.   Quality means freedom from deficiencies—freedom from errors that require rework or cause field failures, customer claims, and so on.

 

Dr. Joseph M. Juran states that quality means fitness for use and emphasizes that it is the customer who defines fitness. In the 1980s, he introduced the concepts of little 'q' quality and big 'Q' Quality, which were widely discussed during that decade.

 

Juran introduced this distinction to shift organizations' focus from narrow, product-based quality control to a strategic, organization-wide approach. His goal was to encourage management leaders to embrace quality across all levels and functions, not just during production or service delivery. The evolution from little 'q' quality to big 'Q' Quality marked a significant transformation in how quality was perceived and managed.

 

Historical Evolution of Little 'q' and Big 'Q' Quality Concepts

 

Juran, known for his Juran Trilogy (Quality Planning, Quality Control, and Quality Improvement), observed that most organizations focused too heavily on inspecting product quality—a practice he referred to as little 'q' quality. He argued for a broader, more strategic perspective: organizations needed to align quality management with their strategic goals to achieve sustainable success.

 

At the time, Japanese industrial products were outperforming Western counterparts, which compelled Western organizations to rethink their quality strategies. This transformation extended beyond inspection and control; it introduced a new vision of quality as an integral part of the entire business system.

 

Juran emphasized the role of leadership and system thinking in achieving quality. He advocated for integrating quality into the organization’s culture. In his view, focusing solely on little 'q' quality was insufficient to meet evolving customer needs. Instead, quality needed to permeate all areas of an organization, from R&D and finance to customer relations and supply chain management.

 

In 1987, the International Organization for Standardization (ISO) introduced the ISO 9000 family of quality management standards, marking a shift toward systematic quality management. By the 1990s, the concept of big 'Q' Quality became aligned with Total Quality Management (TQM) principles, emphasizing cross-functional collaboration, customer focus, and continuous improvement.

 

This evolution also influenced subsequent versions of ISO 9001, which moved from simple product or service control to a comprehensive management approach. The newer standards stressed leadership involvement, error prevention, continual improvement, and customer satisfaction, thus fully embracing the big 'Q' Quality concept.

 

Little 'q' Quality

 

The little 'q' quality concept focuses on operational-level activities and has a narrow scope. It reflects the traditional understanding of quality, concentrating primarily on product or service outcomes.

 

This approach emphasizes quality control, inspection, and defect prevention or correction during the production or service delivery process. Little 'q' quality ensures that each manufactured part or rendered service meets the required specifications and expectations.

 

Big 'Q' Quality

 

The big 'Q' Quality concept has a broader, organization-wide focus. It represents a holistic and strategic approach to managing quality, involving the entire organization and all its processes.

 

Big 'Q' Quality focuses on long-term goals, such as customer satisfaction, continual improvement, and organizational excellence. This approach incorporates TQM practices, the implementation of national and international standards, leadership involvement, and stakeholder engagement. It also requires regular monitoring and measurement to ensure that quality goals are achieved consistently.

 

The ultimate aim of big 'Q' Quality is to foster a quality culture across all levels of the organization. It integrates quality into the organization's mission and promotes continuous improvement practices, such as Kaizen and 5S.

 

Summary

 

The concept of big 'Q' Quality encourages organizations to move beyond individual product or service quality and develop a comprehensive quality management system. This system requires top management’s involvement, along with processes and people at all levels, to ensure sustainable success.

 

In short, little 'q' quality focuses on "doing things right," while big 'Q' Quality emphasizes "doing the right things" for long-term, sustainable success. The journey of quality has evolved from little 'q' quality to big 'Q' Quality, reflecting a shift from operational efficiency to strategic excellence.

 

Regards,
Keshav Ram Singhal

 

World Standards Day 2024

World Standards Day 2024

 

World Standards Day (WSD) is celebrated globally on 14 October each year to recognize and honour the dedicated efforts of the professionals and experts who develop voluntary standards within organizations such as the Bureau of Indian Standards (BIS), American Society of Mechanical Engineers (ASME), International Electrotechnical Commission (IEC), International Ethics Standards Board for Accountants (IESBA), International Organization for Standardization (ISO), International Telecommunication Union (ITU), Institute of Electrical and Electronics Engineers (IEEE), Internet Engineering Task Force (IETF), and other similar bodies.

 

 

Courtesy Image - ISO Website

The primary aim of World Standards Day is to raise awareness of the significance of standardization among regulators, industries, and users. Standardization simplifies processes, fosters innovation, enhances efficiency, reduces waste, and helps create improved products, services, and systems.

 

The date, 14 October, marks the day in 1946 when delegates from 25 countries convened in London to establish an international organization aimed at promoting standardization. The first World Standards Day was celebrated in 1971. It is also referred to as International Standards Day.

 

Around the world, national standards bodies and international organizations commemorate this day through various activities. Each year, World Standards Day has a unique theme. For 2024, the theme is "Shared Vision for a Better World: Standards for SDGs," aligning with the Sustainable Development Goals (SDGs) for peace, prosperity, and the well-being of people and the planet. Achieving these SDGs is an urgent call to action, requiring collective global efforts.

 

International standards provide practical solutions that support these goals. By using these standards, we contribute to addressing global challenges. SDG 9 emphasizes building resilient infrastructure, promoting inclusive and sustainable industrialization, and fostering innovation. International standards serve as the backbone of global progress, ensuring interoperability, security, and sustainability while fostering global collaboration. This is crucial in accelerating innovation, especially in fields like artificial intelligence (AI).

 

The joint message from ISO, IEC, and ITU for World Standards Day 2024 emphasizes that international standards form the invisible infrastructure behind the products and services we depend on daily. They ensure that systems and processes are safe, secure, and sustainable. Standards are built on collaboration and highlight the power of global cooperation. Thousands of ISO and IEC standards contribute directly to achieving each of the 17 UN Sustainable Development Goals (SDGs). Furthermore, responsible AI—guided by international standards—can significantly support the goals of SDG 9.

 

I am happy to inform that I keep sharing awareness articles and other content from time to time for standards and quality awareness on my following blogs:

 

- Quality Concepts and ISO 9001:2015 QMS Awareness 

- Awareness on Quality and Quality Management System- Hindi Blog (गुणवत्ता और गुणवत्ता प्रबंध प्रणाली पर जानकारी) 

 

On this occasion, I extend my heartfelt best wishes to everyone, particularly to those involved in developing, promoting, and using standards to create a better, more sustainable world. Happy World Standards Day 2024!

 

Regards,
Keshav Ram Singhal

Tips for Achieving Quality

Tips for Achieving Quality

 

Introduction

Achieving quality in an organization is not a one-time effort but a continual process that requires commitment at every level. A strong quality management approach enhances customer satisfaction, optimizes operational efficiency, and builds trust with stakeholders. The following tips outline essential steps to embed a quality culture into the DNA of your organization, ensuring sustainable success.

 

Tip 1: Define Clear Objectives and Quality Policy

Start by defining clear, SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) objectives aligned with your quality policy. Knowing what your organization aims to achieve is the foundation of a successful quality strategy.

 

Tip 2: Cultivate a Quality Culture

Quality is everyone’s responsibility, not just the quality department or a few people. Foster a quality culture where every team member understands their role in upholding and enhancing quality. When quality becomes a shared goal, achieving it becomes easy.

 

Tip 3: Plan Your Processes

Carefully plan your processes to meet your objectives. Clear process documentation ensures consistency and helps avoid misunderstandings, leading to better quality outcomes.

 

Tip 4: Measure and Monitor Regularly

What gets measured gets managed. Regularly measure both actions and results to assess performance. Monitoring helps identify gaps, areas for improvement, and ensures objectives are met. Make sure that measuring and monitoring equipment are calibrated.

 

Tip 5: Involve Stakeholders

Actively involve your stakeholders—both internal and external—in your processes. Engage with customers, suppliers, employees, and partners to align everyone with your quality objectives.

 

Tip 6: Think Preventively, Not Correctively

Preventing defects before they happen is always more efficient than correcting issues later. Have risk-based thinking to prevent potential risks. Adopt a proactive approach by focusing on defect prevention rather than reactive correction.

 

Tip 7: Emphasize Continual Improvement

Continual improvement is the cornerstone of quality management. Encourage ongoing efforts to refine products, processes, and services rather than settling for temporary fixes.

 

Tip 8: Focus on Customer Needs and Satisfaction

Understand and prioritize the needs of your customers. Regularly gather feedback, adapt to their evolving expectations, and make customer satisfaction the driving force behind your quality efforts.

 

Tip 9: Standardize Practices

Create standard operating procedures (SOPs) for all key processes to ensure consistency and repeatability. Standardization not only reduces variability but also makes training new employees easier and allows for seamless scaling.

 

Tip 10: Train and Empower Your Workforce

Regular training is essential to keep your workforce skilled and knowledgeable. Regular guidance and upskilling create a workforce capable of contributing effectively to quality initiatives.

 

Tip 11: Take Data-Driven Decisions

Always base decisions on objective data rather than assumptions. Using data to inform your choices ensures actions are effective and aligned with your quality goals.

 

Tip 12: Ensure Transparency in Communication

Foster an environment of openness and transparency in communication. When information flows freely, trust is built, and collaboration is strengthened, improving quality outcomes.

 

Tip 13: Motivate and Recognize Good Work

Encouraging and rewarding team members for their quality contributions boosts morale and engagement. A motivated workforce is more likely to go the extra mile in pursuit of quality.

 

Tip 14: Strive for Perfection with a Zero-Defect Mindset

Aim for a zero-defect approach by minimizing waste and avoiding rework. While perfection may not always be achievable, striving for it will lead to continual improvement.

 

Tip 15: Monitor Supplier Quality

Your product or service quality is only as strong as the quality of your inputs. Implement robust supplier quality checks to ensure high-quality materials and services from your partners.

 

Tip 16: Ensure Top Management Commitment

When top management demonstrates commitment to quality, it sets a powerful example for the rest of the organization. Leadership support is crucial for maintaining a high level of quality across the board.

 

Tip 17: Perform Regular Reviews and Adapt

The business environment is constantly changing. Conduct regular reviews of your quality management system and adapt it as necessary to remain effective in dynamic conditions.

 

Tip 18: Develop Necessary Documentation

Proper documentation reduces ambiguity and provides clarity on processes, responsibilities, and expectations. It is an essential tool for maintaining quality consistency. Make sure that obsolete documents are removed from the workplace.

 

Tip 19: Encourage Accountability

Hold every team member accountable for the quality of their work. When people are aware that they are responsible for outcomes, they are more likely to perform at a higher perfection.

 

Tip 20: Invest in the Latest Technology

Leverage cutting-edge technologies to eliminate defects, improve process efficiency, and enhance the quality of your products and services. Staying up-to-date with technological advancements keeps your organization competitive. While investing in technology, ensure that it aligns with your long-term quality goals and provides a clear return on investment.

 

Tip 21: Ensure Legal Compliance

Stay aware of all relevant legal, regulatory, and statutory requirements. Compliance is a non-negotiable aspect of maintaining quality and protecting your organization from potential risks.

 

Tip 22: Be Ethical in All Actions

Ethics and quality go hand in hand. Always act with integrity and transparency to foster trust both within the organization and with external stakeholders.

 

Tip 23: Gather Feedback and Act on It

Continually seek feedback from stakeholders to understand any areas for improvement. Act on this feedback to enhance your quality efforts. Feedback is a critical component of the continuous improvement cycle, enabling organizations to adapt and evolve their quality practices.

 

Tip 24: Provide Necessary Resources

Ensure that sufficient resources—time, budget, personnel, and technology—are allocated to support your quality initiatives.

 

Summary

Achieving quality requires a holistic approach that engages everyone in the organization, from top management to frontline employees. By setting clear objectives, continually improving processes, focusing on customer satisfaction, and involving all stakeholders, organizations can build a culture of quality that drives long-term success. Regular monitoring, stakeholder engagement, and investment in people and technology are key to sustaining this commitment to quality.

 

Regards,

Keshav Ram Singhal

Quality is Our Goal

Quality is Our Goal

Always understand — Quality is our goal,

The customer comes first, we must uphold.

Leaders establish unity of purpose,

And people are the essence of achieving our goal.

Quality happens through people we trust,

All work is a process, ensuring results we must.

A process approach improves every stage,

Effectiveness, efficiency in every case.

Never-ending improvement is key to our growth,

Essential for progress and honoring our oath.

Data analysis guides decisions we take,

In relationship management, value we make.

Always understand — Quality is our goal,

In every action, achieving quality makes us whole.

Regards,

Keshav Ram Singhal 

05 – ISO/UNDP Guidelines for Sustainable Development Goals - ISO/UNDP PAS 53002:2024

05 – ISO/UNDP Guidelines for Sustainable Development Goals - ISO/UNDP PAS 53002:2024

 

In previous write-ups, we introduced readers to ISO/UNDP PAS 53002:2024, covering its purpose, an overview of the 17 Sustainable Development Goals (SDGs), the importance of achieving these goals, a holistic approach to sustainable development, the foundational concept of the PDCA cycle, and the scope, normative references, terms, and definitions. The last write-up discussed the context of the organization. In this write-up, we will explore Clause 5, which provides guidelines on identifying and engaging with interested parties.

Types of Interested Parties

Clause 5 introduces two types of interested parties:

 

1.   Those who experience impacts

2.   Those who contribute to impacts

 

Both groups are important for the organization as they help optimize contributions toward the SDGs. The organization must determine the relevant interested parties, understand their needs and expectations, and establish how to address and manage them.

 

Key Guidelines for Engaging with Interested Parties

 

The organization should have a process to identify and engage with interested parties. The process should ensure an understanding of:

·       Actual and expected beneficial or adverse impacts of the organization’s activities on interested parties.

·       The relative significance of different impacts and sustainable development issues to the parties.

·       The needs and expectations of interested parties.

·       How these parties will be affected if expected impacts are not achieved.

·       Tolerance levels for unexpected impacts.

 

To manage this process, a committee or a group of selected officials, well-versed in the organization’s context, should be formed. This group should ideally include individuals from various functions—such as environmental management, legal, marketing, and manufacturing—who have a deep understanding of the organization's operations, impacts, and objectives. A cross-functional team can provide a holistic view of the direct and indirect impacts on interested parties.

 

A Dynamic and Inclusive Engagement Process

 

Stakeholder needs, expectations, and impacts are not static; they evolve over time due to changing statutory, regulatory, market, and societal conditions. The committee should ensure continuous dialogue with stakeholders, using regular surveys, focus group discussions, and feedback mechanisms.

 

Managing Tolerance for Unexpected Impacts

 

Understanding the tolerance levels of interested parties is essential. Some stakeholders may tolerate deviations or delays, while others may not. By gauging this, the organization can better manage risks and have contingency plans to mitigate potential adverse reactions.

 

Transparent Communication

 

Communication with stakeholders should be transparent. The organization should regularly update stakeholders on findings, needs, expectations, and the steps taken to address them.

 

Special Focus on Under-Recognized and Vulnerable Groups

 

ISO/UNDP PAS 53002:2024 emphasizes the specific needs of under-recognized and vulnerable people and communities. These groups have historically faced marginalization based on factors such as race, ethnicity, gender, sexual orientation, disability, or socioeconomic status. They are often the most directly affected by social injustices and should be given special attention in achieving sustainable development.

The following are key principles the organization should follow:

 

1.   Understanding Under-Recognized and Vulnerable Groups:

These groups encompass communities historically marginalized due to race, gender, disability, etc. They are disproportionately impacted by societal inequalities and must be included in decision-making processes.

 

2.   Identifying and Engaging These Stakeholders:

Organizations should actively engage under-recognized groups, ensuring that their experiences and concerns are central to addressing social issues. Their inclusion should go beyond mere representation.

 

3.   Collaborative Action:

Solutions to social justice issues should be developed in collaboration with these communities. Empowering marginalized groups strengthens the organization's ability to create lasting change.

 

4.   Addressing Vulnerability:

Organizations must proactively identify vulnerable groups and address the factors contributing to their marginalization, ensuring their policies uplift and protect these individuals.

 

5.   Building Equitable Systems:

Organizations should work toward eliminating systemic barriers and discrimination, ensuring that resources and opportunities are equitably distributed.

 

6.   Sustainable Commitment to Inclusion:

Inclusion is an ongoing effort, not a one-time goal. Regular monitoring and updates are essential to ensure the needs of under-recognized groups are met, contributing to sustainable development and more just societies.

 

Examples of Under-Recognized and Vulnerable Communities are:

o   Women and Girls: Gender-based discrimination still limits opportunities in many sectors.

o   People Living with Disabilities: Barriers often exclude them from full participation in society.

o   Indigenous Peoples: Historical exploitation and loss of cultural identity contribute to their marginalization.

o   Migrants and Refugees: Migration often exposes individuals to precarious conditions.

o   Other Vulnerable Groups: This includes elderly, poor, displaced individuals, and minorities.

 

In the next write-up, we will delve deeper into the two types of interested parties: those who experience impacts and those who contribute to impacts.

 

Regards,
Keshav Ram Singhal

#04 – ISO/UNDP Guidelines for Sustainable Development Goals - ISO/UNDP PAS 53002:2024

#04 – ISO/UNDP Guidelines for Sustainable Development Goals - ISO/UNDP PAS 53002:2024

 

In the previous write-ups, readers were introduced to the ISO/UNDP PAS 53002:2024 document, covering its purpose, an overview of the 17 Sustainable Development Goals (SDGs), the importance of achieving these goals, a holistic approach to sustainable development, the foundational concept of the PDCA cycle, as well as the scope, normative references, and terms and definitions related to the guidelines document. In this write-up, we will discuss the guidelines mentioned in Clause 4 of the document.

 

Understanding the Overall Context of the Organization and Related Issues

 

Clause 4 of ISO/UNDP PAS 53002:2024 provides guidance for understanding the external and internal issues, as well as the overall context of the organization.

Understanding an organization's context and its internal and external issues enables it to identify risks and opportunities that could arise from the environment in which it operates, facilitating better decision-making. This comprehension also aids organizations in complying with applicable statutory and regulatory obligations, thus protecting them from legal and financial liabilities. Additionally, it ensures that the organization's health and safety management plan is both relevant and practical.

 

When determining how to contribute to the Sustainable Development Goals (SDGs), organizations should consider and assess external and internal issues that may affect their ability to do so. These issues can be categorized as follows:

 

External Issues may include global, national, regional, and local sustainable development trends, priorities, and strategies. Examples include:

 

·       Global Trends: Climate change impacts (e.g., international agreements like the Paris Agreement), global biodiversity loss, and ecosystem preservation initiatives; corporate social responsibility (CSR) standards in global supply chains.

 

·       National Priorities: National Action Plan on Climate Change (NAPCC), national clean energy policies like the promotion of solar energy (International Solar Alliance).

 

·       Regional Trends: Regional water management strategies in areas prone to droughts or floods (e.g., regional water conservation efforts in Rajasthan); regional industrial policies promoting green technologies.

 

·       Government Initiatives: Initiatives supporting SDG alignment (e.g., "Swachh Bharat Abhiyan").

 

·       Local Priorities: City-level sustainable development plans (e.g., smart cities and waste management projects); local environmental protection or afforestation programs; employment schemes supporting community development (e.g., Mahatma Gandhi National Rural Employment Guarantee Act).

 

·       Other Factors: Cultural, demographic, ethical, political, legal, regulatory, financial, technological, natural, and competitive factors at global, national, regional, or local levels.

 

Internal Issues may include organizational identity, governance, organizational structure, and other internal factors. For example:

 

·       Organizational Identity: An organization recognized for innovation in renewable energy solutions, such as Green Ops focusing on solar projects or Suzlon Energy focusing on wind power, or a manufacturing organization committed to sustainability as a core value.

 

·       Governance: A transparent governance structure with clear sustainability goals and accountability, e.g., a board-level committee focusing on environmental and social governance (ESG) issues.

 

·       Organizational Structure: This could be a centralized structure with regional offices implementing SDG-related initiatives or a centralized structure with a dedicated sustainability department focusing on SDG-related initiatives.

 

·       Other Internal Factors: Organizational policies, resources (including people, finance, facilities, and equipment), size, maturity level, sector, location, value chain, business relationships, products and services, past sustainable development performance, business model, and management systems implemented.

 

Every organization has various stakeholders, referred to as interested parties. Their needs and expectations are crucial in determining relevant issues. Organizations should ensure that the needs and expectations of these parties are considered when determining significant issues and their relative importance. Available evidence and relevant scientific data from reliable sources, including government, scientific, and civil society organizations, should be taken into account. Detailed guidance on interested parties is provided in Clause 5 of the PAS document. Examples of interested parties and their expectations include:

 

·       Customers/Clients: Expect sustainable products and responsible sourcing.

 

·       Employees: Seek ethical work environments with sustainable practices.

 

·       Shareholders/Investors: Interested in long-term profitability aligned with ESG criteria.

 

·       Local Communities: Impacted by the organization's operations (e.g., community development programs).

 

·       Government Bodies: Overseeing compliance with environmental and social regulations.

 

Organizations must remain aware of both external and internal issues, as well as the evolving needs and expectations of interested parties. Regular reviews of these factors are essential.

 

Organizations should maintain documented information regarding their external and internal issues and assess how these issues affect the organization and its interested parties.

 

More updates and write-ups will follow.

 

Regards,
Keshav Ram Singhal