ABSTRACT
Previous chapters have elaborated on the quality management system (QMS) and its significance in the existing competitive scenario. We have attempted to explain different business models, quality management standards, models, methods, and tools that are available for an organization looking to design, implement, or improve a QMS. In Chapter 3 we further argued why organizations need to understand and visualize their processes. We have very clearly conveyed the message that the quality is very much dependent on the way processes are designed and delivered. A poorly designed and unreliable process will always generate errors and quality issues, no matter how hard those who make use of these processes try. We further emphasized the necessity of developing IT competence and the role of value stream mapping in identifying non-value-added activities. Chapter 4 focused on QMSs diagnostics, whereas Chapter 5 provided a brief overview on strategic quality planning. Finally, Chapter 6 emphasized the importance of selecting the right methods and tools. In Chapter 6 a methodology was also proposed to guide an organization in the selection of the right models, methods, and tools that are needed for a QMS and business processes improvement.
