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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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1. UVOD
Definicija kvaliteta, kojom se bavi kontrola kvaliteta u dana{njem smislu, glasi:

1. INTRODUCTION
The definition of term quality that is currently used in quality control states: "Quality is the set of product or service features

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 i 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.

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 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.

2. KONTROLA KVALITETA IN@ENJERSKE TEHNOLOGIJE

2. QUALITY CONTROL ENGINEERING TECHNOLOGY

AND

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.

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.

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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.

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 customers 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 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.

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.

Nagla{ava se prije svega ukupnost svih procesa, umjesto pojedina~nih makar i odli~nih rje{enja.

The main accent is put on all processes as a whole instead on individual solutions even if they are perfect.

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.

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.

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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.

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 BackwardLooking 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 arent 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.

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.

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.

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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:

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:

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. va`no je proizvoditi artikle, koju Filozofija:

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 dont 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 customers 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.

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.

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.

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6. KVALITET PROIZVODA VERSUS KVALITET PROCESA

Za postizanje kvaliteta po mjeri kupaca bitna su dva sadr`ajna pitanja:

6. QUALITY OF THE PRODUCT VERSUS QUALITY OF THE PROCESS

In order to reach the quality in customers desire, two conceptual questions are essential:

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.

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/isnt in accordance with customers 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: users 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 Customers discontent.

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.

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.

Drugi bitan faktor je: namjerno, svjesno i stalno pra}enje, analiza i pobolj{avanje svakodnevne prakse i procesa.

The other significant factor is conscious and continuous monitoring on purpose and analysis and improvement of daily practice and processes.

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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.

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. STANDARDIZACIJA KAO OSNOVA ORGANIZACIONIH AKTIVNOSTI

Planovi i standardi iz vidika kontrole kvaliteta

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.

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, lak{a i brza. njegova rekonstrukcija je potpuna,

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.

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.

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.

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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.

8. PDCA LOOP
All authors and founders of the quality movement emphasize that the PDCA loop logic is basic for TQM and quality in customers 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.

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.

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.

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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.

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.

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

9. TQMTOTAL 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:

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.

"TQM is a set of activities for rational production and distribution of products and services, which posses the quality in customers desire. TQM starts with " in customers 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 customers 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.

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(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.

(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 customers 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.

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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.

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. 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

10. AWARDS FOR QUALITY - TEN BASIC PRINCIPLES

The awards for quality (the Demings, Baldridges, 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 customers 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.

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.

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.

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(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 i pravovremeno reagovanje.

(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 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.

(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.

(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.

(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.

(9) Enterprise responsibility surrounding and society.

and

influence

to

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. Time cycles government is getting to be (10) 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).

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11. ZAKLJU^AK
U ovom doprinosu smo sa`eli: razliku izme|u in`enjerskih tehnologija i kontrole kvaliteta, karakteristike okru`enja preduze}a u devedesetim godinama u svijetu, razloge za nastanak TQM kao sistematizovanog seta organizacionih pristupa i metoda, sadr`ajne karakteristike TQM koncepta, koje su: usmjerenost na Kupca u naglasak na procesima i objektivnim podacima u logika PDCA petlje u dugoro~na usmjerenost

11. CONCLUSION
This paper summarized: the difference between engineering technologies and quality control, characteristics of enterprise surroundings throughout the world in nineties, reasons for TQM advent as a systematic organization approach of successful enterprises, comprehensive characteristics of the TQM concept like: orientation to Customer, accent on processes and actual data, the PDCA loop logic, long-term orientation.

Poznavanje pre|enog puta uspje{nih preduze}a u svijetu i razumijevanje sadr`ajnih rije{enja za postizanje cilja - zadovoljan Kupac, mo`e biti od velike koristi mened`mentu bosanskih preduze}a, jer im pru`a {ansu, da na osnovu iskustava drugih pravi ve}e razvojne korake - kako bi bosanska preduze}a mogla dosti}i nivo svjetskog razvoja u {to kra}em vremenu.

The Bosnian management can benefit a lot from knowledge and understanding of worlds experience and solutions of successful enterprises that enabled the achievement of the final goal i.e. satisfied customer. The experience of others offers Bosnian enterprises a chance to develop faster in order to reach the worlds development level soon.

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

[1] H.Kume: Management by Corporation, Tokyo, Japan, 1995 [2] Y. Kondo: Companywide Quality Corporation, Tokyo, Japan, 1995 Quality, 3A [4] V. A. Zeithaml, M. J. Bitner: Services Marketing, The McGraw-Hill, Companies inc., 1996 [5] L. Kafol: Motiviranje in zadovoljstvo zaposlenih kot pogoj za doseganje kakovosti po meri kupca, Zbornik XIV. Posvetovanja Dru{tva za vrednotenje dela, organizacijski in kadrovski razvoj, Bled, 1999 [6] Chris Hakes: The Corporate Self Handbook, Chapman&Hall, 1996 Assesment

Control,

3A

[3] K.Hosotani: The QC Problem Solving Approach, 3A Corporation, Tokyo, Japan, 1992

*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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