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It is not just a matter of mastering a manufacturing process or skills, it is a matter of continuously mastering and improving all the factors that impact quality, i.e. all the company's activities and their interactions! This is the objective of the Quality Management Systems (SMQ). C'est pour cela qu'en Suisse, environ 12 000 entreprises ont un SMQ certifi\u00e9 selon la norme internationale ISO 9001 (source : ARIAQ newsletter de septembre 2015). Cependant, il existe plusieurs fa\u00e7ons de d\u00e9ployer et de faire vivre un SMQ. Si cela peut s'av\u00e9rer un outil tr\u00e8s efficace quand il est bien construit, bien d\u00e9ploy\u00e9 et bien utilis\u00e9, il peut aussi s'av\u00e9rer contre-productif quand trop d'erreurs l'emp\u00eachent de bien fonctionner. Ci-dessous un aper\u00e7u de 6 erreurs classiques :<\/p>\n
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1. drop d'\u00e9nergie pour d\u00e9crire les processus <\/strong><\/em> <\/p>\n Comment faire de la qualit\u00e9 \" chaude \" qui impacte la satisfaction des clients?<\/strong><\/em><\/p>\n <\/p>\n ou internes) ou un enjeu critique pour l'entreprise. Bien s\u00fbr qu'\u00e0 terme, tout sera d\u00e9crit mais il ne faut pas h\u00e9siter \u00e0 d\u00e9crire au minimum quand cela est possible.<\/p>\n <\/p>\n 2. trop de standards et trop d\u00e9taill\u00e9s <\/strong><\/em> <\/p>\n In this context, how can we ensure that the labour standards are properly applied? Au moins 5 r\u00e8gles simples de base :<\/p>\n <\/p>\n <\/p>\n 3. audits to satisfy the process<\/strong><\/em> <\/p>\n 4. de \" faux \" indicateurs <\/strong><\/em> <\/p>\n This leads to confusion and confusion in the use of the indicators between the activity indicator (how many km\/h I drive at, for example) and the efficiency indicator (how much fuel I consume per 100 km for the same route under the same conditions, for example).<\/p>\n <\/p>\n How much time and energy do we spend on indicators that are not very useful? In order to have an indicator, first of all, there must be an objective, at least client satisfaction in a certain proportion, for example! Very often, SMQs generate too many indicators that do not interest anyone and do not even help to explain the evolution of the key indicators linked to the company's strategy.<\/p>\n <\/p>\n 5. dispositifs d'am\u00e9lioration parall\u00e8les <\/strong><\/em> <\/p>\n Trop souvent, les SMQ g\u00e9n\u00e8rent trop d'indicateurs qui n'int\u00e9ressent personne.<\/strong><\/em><\/p>\n <\/p>\n I would like the managers to have the tools, methods and resources to respond to their needs. This should be good for quality, which needs improvement or better expertise, and quality has tools, methods and, possibly, resources at its disposal.<\/p>\n <\/p>\n Il faut fonctionner par mandat et ne pas essayer de mettre en place des am\u00e9liorations que personne ne nous a demand\u00e9es : ni la direction, ni les managers, ni les clients finaux ou internes.<\/p>\n <\/p>\n 6. ne pas identifier les vrais clients du SMQ <\/strong><\/em><\/p>\n Vouloir tout expliquer \u00e0 tout le monde ! Voil\u00e0 un des autres d\u00e9fauts classiques des d\u00e9marches qualit\u00e9. Ce qui am\u00e8ne \u00e0 vouloir faire croire \u00e0 tout le monde que le SMQ va \u00eatre quelque de chose de g\u00e9nial et r\u00e9volutionnaire pour essayer de faire adh\u00e9rer. Alors que le vrai client, c'est le management ! Even though all our employees are contributors and beneficiaries of the SMQ.<\/p>\n <\/p>\n \u00c9videmment que chacun a son niveau \u00e0 un r\u00f4le \u00e0 jouer mais tout ce que contient en g\u00e9n\u00e9ral le Manuel Qualit\u00e9 avec les explications des concepts mis en oeuvre pour un SMQ, it is above all the management that will have to implement this in day-to-day management and already exists in these teams, always in order to better manage client satisfaction and the costs of non-quality.<\/p>\n <\/p>\n As in the case of information technology, for example, as a user, we want it to work, but we are not very interested in the comments. When we do something, we must not take into account the fact that we also do information technology, and that should be good for quality!<\/p>\n Am\u00e9liorer la ma\u00eetrise de la qualit\u00e9 <\/strong> <\/p>\n In addition to this, through seminars, forums and specialised reviews, the Quality Officers share more and more of their experience on these subjects, which helps to further improve quality management, always to the benefit of clients, shareholders, employees and other partners of the company.<\/p>\n <\/p>","protected":false},"excerpt":{"rendered":" Il ne faut plus seulement ma\u00eetriser un process de fabrication ou des comp\u00e9tences, il faut ma\u00eetriser et am\u00e9liorer en continu l\u2019ensemble des facteurs impactant la qualit\u00e9, c\u2019est \u00e0 dire toutes les activit\u00e9s de l\u2019entreprise ainsi que leurs interactions! C\u2019est l\u2019objectif des Syst\u00e8mes de Management de la Qualit\u00e9 (SMQ). C\u2019est pour cela qu\u2019en […]<\/p>\n","protected":false},"author":66,"featured_media":11511,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[5],"tags":[4778],"class_list":["post-11503","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business_excellence","tag-05-2016"],"acf":[],"yoast_head":"\n
\nAt the beginning of a quality review, the quality manager or the project manager leads the working groups whose objective is to describe the details of the entire process (entry and exit data, stages and flows, documentation used). Si cela est juste sur le principe, deux inconv\u00e9nients majeurs et critiques pour la suite de la d\u00e9marche s'imposent rapidement! Firstly, this represents a waste of time and energy on the part of those responsible for activities, with no desire to invest in the short term. Deuxi\u00e8mement, cela donne l'image d'une qualit\u00e9 \" froide \", descriptive et documentaire, sans impact sur les r\u00e9alit\u00e9s du terrain et sur la satisfaction des clients ou encore sur les co\u00fbts de non qualit\u00e9. De plus, souvent cette documentation n'est pas vraiment utilis\u00e9e par la suite. In these circumstances, what can be done differently? Comment faire de la qualit\u00e9 \" chaude \" qui impacte \u00e0 la fois la satisfaction des clients et les co\u00fbts de non qualit\u00e9? Pourquoi ne pas commencer \u00e0 d\u00e9crire uniquement pour r\u00e9pondre aux besoins concrets d'am\u00e9liorations et d'information. C'est-\u00e0-dire en commen\u00e7ant uniquement l\u00e0 o\u00f9 il existe des insatisfactions des clients (finaux<\/p>\n
\nUn peu comme le point pr\u00e9c\u00e9dent, la tentation est forte au d\u00e9but de vouloir tout \u00e9crire et proc\u00e9durer dans des standards et cela sans discernement. Avec les effets biens connus pour ceux qui ont navigu\u00e9 dans les SMQ pendant quelques ann\u00e9es des probl\u00e9matiques de la connaissance des standards, de leur mise \u00e0 disposition, de leur compr\u00e9hension, de leur utilit\u00e9, de leur mise \u00e0 jour et tout simplement de leur application !<\/p>\n\n
\nSMQ and other processes A shortcoming not always perceptible quickly: often, internal audits measure the implementation and implementation of the process approach and compliance with ISO 9001, but too rarely they measure the compliance of the final results and the reference values provided by the process. Est-ce que mon processus a fait une revue de processus, est-ce qu'il a des proc\u00e9dures d\u00e9crites et respect\u00e9es, est-ce qu'il a des indicateurs ? But all of this is just an assumption of one part of the process approach. In reality, one does not do an audit of the SMQ process, but one does an audit of all the other processes in the company! And one fails to check that the process has defined its own tools and methods, that they are understood and applied by all the actors in the process and, above all, that they allow to respond to the demands of the clients (external or internal) within the conditions of cost, quality and deadline defined by the company.<\/p>\n
\nPas de mesures, pas d'am\u00e9liorations. That is true, but is it necessary to measure everything? What process manager would not find himself in the position of having to search for indicators at all costs?<\/p>\n
\nEst-ce que les managers attentent le service Qualit\u00e9 pour am\u00e9liorer leur organisation et leurs prestations et ainsi s'adapt aux besoins de leurs clients? Heureusement, non la plupart du temps, cela fait partie de leur fonction. In this context, quality must be supported by the management and the various managers and they must not create parallel improvement tools or only the quality service would be able to declare and manage improvement. For a manager who is in need of a new collaborator, the RH process is a<\/p>\n
\nSince the 2000 version of ISO 9001, which focuses on quality management, the international standards have not ceased to incorporate these principles. Apr\u00e8s la version 2008 de l'ISO 9001, la version 2015 int\u00e8gre encore plus ces bonnes pratiques. For example, there is no longer a requirement for compulsory procedures or quality manuals, but the focus is on the management of risks and performance.<\/p>\n