Quality management model: is it really necessary?

In recent years the words quality management model have been appropriated from expert forums, panel sessions networking and blogs on business topics. Develop a quality management model. is - or appears to be - indispensable, but Is it? This is the big question that we will try to resolve in the following lines.

What exactly is a quality management model?

We have all heard about quality management models and the need and almost obligation to invest in its creation, but do we really know what exactly is a quality management model?? Maybe not, so let's clarify briefly:

A quality management model is a self-assessment tool corporate that seeks to analyse The quality of the products and services offered by the company should be carefully and objectively assessed in order to detect possible failures and deviations. On the basis of this analysis, a well-developed quality management model will include corrective and/or preventive measures necessary to correct the deviations and to further improve the internal quality in order to improve its overall competitiveness, efficiency and productivity.

Different models of quality management

As you well know, no there is only one quality management model, The reason: every company is different and, as such, it has its own personality, culture, values, etc.

But despite its unique quality, we do not need to develop our own quality management model from scratch. There are many models already created that we can take as a template or basic script and adapt it to our own business circumstances.

The three models of quality management which have already become classics and which continue to be improved every year thanks to the input of numerous quality experts from all over the world would be the following:  

1. Deming Model. Created in Japan in 1951 by the JUSE - Japan Union of Scientists and Engineers. The main objective of this quality management model is to implement quality indicators to ensure that the control and monitoring policies of the quality improvement of a company's products result in direct consumer benefits. 
2. Malcom Baldrige Model. Created in the USA in 1987 in response to the flood of Japanese products that saturated the national market in that decade. This quality management model seeks above all to establish clear guidelines in terms of manufacturing, marketing, distribution, etc., quality guidelines that the products and services of a company must comply with in order to gaining public recognition to endorse their good business practices.
3. EFQM Model. Created in Europe in 1988 by a group of companies who decided to form the so-called European Foundation for Quality Management. The main objective of this model of quality management was to boosting the level of competitiveness of European enterprises in a global market led by American and Asian countries.

Why invest in a quality management model?

In the preceding paragraph we have already interspersed some of the compelling reasons why a large company with competitive ambitions must implement its own quality management model. Let us try to summarise it:

Investing time, talent and budget in creating, maintaining and enriching our own quality management model is the only way to be able to to stand our ground in a globalised and highly competitive marketplace. As we have already commented in other articles in our blog, the standardisation of processes and procedures has led to equality between the products and services on the market.

It is complex - or not cost-effective - to offer different products to those of our competitors, but we can offer better products or, in other words, to offer high quality products that meet the needs and expectations of the end customer.

Thus, investing in a quality management model will enable our organisation:

• Strengthening its position in the international market.
• Differentiate yourself from your competitors guaranteeing the final customer experience; an experience that will translate into brand loyalty, products and services.