RELATIONSHIP
BETWEEN THE MATURITY OF CONTINUOUS IMPROVEMENT AND THE CERTIFICATION OF QUALITY
MANAGEMENT SYSTEM IN AUTOMOTIVE SECTOR IN BRAZIL
Alexandra
de Fatima Chiaradia Valadão
Federal
University of Itajubá (UNIFEI) - Brazil
E-mail:
alexandravaladao@yahoo.com.br
Paulo
Henrique da Silva Campos
Federal
University of Itajubá (UNIFEI) - Brazil
E-mail: paulohcamposs@hotmail.com
João Batista Turrioni
Federal University of Itajubá
(UNIFEI) - Brazil
E-mail: joabatu@gmail.com
Submission: 15/03/2013
Accept: 17/03/2013
ABSTRACT
The present paper aims to identify
the relationship between the maturity of continuous improvement and the
certification of the quality management system within a company in the Autoparts industry located in the South of Minas Gerais State. Continuous improvement has become the element
of greatest importance for the development of all kinds of organizations,
whether in production operations or when providing services, with the ends of
reaching the objective of the present paper, where the following propositions
shall be verified. The time necessary to implement the Quality Management
System in certified companies brings forth implications with regards to the
maturity of continuous improvement. The continuous improvement process is a
gradual organization learning process. With the purpose of dealing with this
issue, the explanatory qualitative Case Study method was chosen, through the
use of the triangulation method where interviews with representatives were
used, with direct observation and survey and analysis of historical facts. The
approach taken is primarily
descriptive/qualitative, where it
was sought to analyze, classify, and interpret facts without research
interference. As a result, it was observed that within the research unit the
certification time did not show to be the principal factor for the advance in
continuous improvement maturity levels. Organizational learning significantly
contributes to the maturation of the continuous improvement system, especially
when found deeply taking root in the company´s culture.
Keywords: continuous improvement, company´s culture, maturity
levels.
In
the pursuit of excellence in their processes and competitive advantage,
continuous improvement has contributed to ensure that everything be done within
a short term with top quality, by avoiding reworks whether in management, cost
reductions, flexibility within the process or timely attention to customer
expectations.
Continuous
improvement is a fundamentally important item in the certification process in the
maintenance of organization certificates.
The
considerations cited within this paper have as an objective the identification
of two propositions:
P1:
The implantation time for the Quality Management System in certified companies
brings forth implications in terms of continuous improvement maturity.
P2:
The continuous improvement process is a gradual organizational learning
process.
In
order to verify these propositions within the research unit the case study
method based on the triangulation including an exchange within various data
sources.
The standard for the ISO 9000 series
have a guide for the implementation of a Quality Management System, where an
organization requires a demonstration of its capacity to coherently supply
products that attend to the client´s requirements. These regulatory
requirements are applicable to a quality management system where the
organization is in need of demonstrating is ability to supply the market with
quality products as well as when it intends on increasing client satisfaction
by using an effective application of the system, including processes for
continuous improvement and can guarantee compliance with client requirements
(ABNT,2005).
Standard
ISO 9001 was specifically designed to be used in the following situations:
·
Contractually
between client and supplier;
·
For
approval or registration of the client for the supplier´s quality system;
·
For
the certification or registration of the supplier´s quality systems by a
credited certifying organ or as guideline for quality management (GODOY et al., 2009).
The
revision of Standard ISO 9001 version 2000 (ISO 9001:2000) focused on commonly structuring
the management system based on the process, connected to the PDCA improvement
method (Plan, Do, Check, Act) with necessary demonstrations of continuous
improvement occurrences.
Table
1: Structuring of ISO 9000
Series |
Fundamentals |
ISO 9000:2005 Quality Management System |
Fundamentals and Vocabulary |
ISO 9001:2008 Quality Management System |
Requirements |
ISO 9004:2010 Quality Management System |
Guidelines for performance improvement |
Source:
Elaborated by Author
The number
of companies certified in ISO 9001 in 2009 surpassed the 1,000,000 mark of
companies in the world.
The
technical specification of ISO/TS 16949 is a document that was prepared by the
International Automotive Task Force (IATF) and by the Japan Automobile
Manufacturers Association, Inc. (JAMA) having the objective of attending to the
normative requirements of the key American, German, French, Italian and Eastern
manufactures.
The
specification grew out of the need for the existence of a single document
within the standards of the International Organization for Standardization
(ISO). So, in 1999, ISO TS/ 16949 was first published, enduring revision in
2002 based on standard ISO 9000 (2000).
The
main objective of ISO TS/16949 is the development of a global managerial
system, with an emphasis in reducing scrap within the supply chain by
specifying requirements for the quality system (KATHA, 2004).
The
technical specification ISO TS/ 16949 is not applicable alone and should be
applied in conjunction with the specific requirements of each client. Each manufacturer has its particular demands,
which should be attended to by its suppliers.
The
major differential of the ISO TS/ 16949 in relation to ISO 9001 is the focus
not only on efficacy but also the efficiency of the processes, where upper
administration should evaluate such processes with ends of guaranteeing the
efficacy and efficiency of the processes (ISO TS/ 16949, 2004).
The
specification has ISO 9001 (2004) standards as a base, where the objective is
to develop quality management systems that conduct continuous improvement, with
an emphasis on the prevention of defects and reductions of variations and
scraps within the supply chain. This specification also avoids multiple
certification audits, providing a common approach to the quality management
system for the automotive sector, focused on management by process as seen in
Figure 1 (MIGUEL et al., 2008).
Figure 1:
Model of quality and process-based management system. Source: Ferreira (2005). |
The
ISO TS/ 16949 is a very complex standard since it includes ISO 9001 standards
and has specific demands from manufacturers in terms of various operational
issues, and is only adopted in cases involving demands from a very important client
(GIOVANNI, 2008).
ISO
TS/ 16949 is found in a 2009 version and more than 40,000 have been certified
and do not contain any requirements which are additional or different from the
ISO TS/ 16949 edition and exclusively describes the considered modification of
Standard ISO 9001:2008.
According
to Mello et al., (2009), continuous improvement after the revision of the ISO
9001:2008 standard has been considered a formal requirement, and it is up to
organizations to continuously seek efficacy and efficiency improvements to
their processes, without the expectation of problems occurring so that an
improvement opportunity could then be demonstrated.
The
evolution of the continuous improvement concept follows the quality evolution.
“The client’s needs are not static. There is nothing like a permanent list of
the client’s needs.” (JURAN, 1989, p.104).
Inconsistently,
new technologies, new markets, social insurgencies, international conflicts
create new client needs or alter the existing data (JURAN, 1989).
According
to Bessant et al., (1994), continuous improvement can be defined as an
incremental innovation process, focused and continuous, involving the entire
organization. Small steps, high frequency and small change cycles seen separately
have small impacts but, added up can bring a significant contribution to the
company’s performance. However, improvement activities are not only restricted
to the process control, much on the contrary according to the authors, they are
actions that aim to create beneficial changes in an organized fashion;
obtaining unprecedented levels of performance, close to perfection never seen
before, being the synonym of innovation (GONZALES et al., 2007).
According
to Sampaio et al., (2009) there are two key motives
for companies to be certified with ISO 9001: internal motives and external
motives. The internal motives are related to the objective of reaching
organizational improvement, whereas external motives are primarily related to
issues of marketing, client pressure and the increase of clients in the market,
etc.
What
can set a company apart is its level of practice (how to develop continuous
improvements), which is something that cannot be copied. Such levels of
maturity are also important for guiding companies. By these means, it is
possible to know the current status and where it can, would like to reach. In
the development of continuous improvement the important thing is to act
consciously in relation to each step taken or to be given. So, continuous
improvement will normally take root within the company routine, become part of
its culture. This is the point where the biggest problem is found within
companies; after all, breaking cultural paradigms can take a long time
(MESQUITA & ALLIPRANDINI, 2003).
Bessant
(2000) identified, after some studies, some of the organizational skills and
incorporative behaviors, which were considered to be indispensable for a good
development and support with successful continuous improvement (SILVA, 2003).
·
Understanding
Continuous Improvement: ability to articulate the basic values of continuous
improvement;
·
Acquiring
the habit of Continuous Improvement: ability to generate sustainable
involvement for continuous improvement;
·
Focusing
on Continuous Improvement: ability to bring together CI activities with
strategic organization objectives;
·
Conducting
Continuous Improvement: ability to manage, conduct and sustain the creation and
maintenance of CI behaviors;
·
Aligning
Continuous Improvement: ability to create consistency among the values and
behaviors for CI and organizational context (structures, procedures, etc.);
·
Sharing
Continuous Improvement: ability to shift CI activities by means of
organizational barriers;
·
Continuous
Improvement for Continuous Improvement System: ability to strategically
administer CI development;
·
Constructing
learning organization: ability to learn by means of continuous improvement
activities.
Bessant
(2002) highlights that not every organization has equal abilities for
continuous improvement, some of them being competent in identifying problems or
efficient in working with multifunctional groups while others do not consider
any of these important issues (SILVA, 2003).
Based
on this gradual learning process, Bessant, Caffyn and
Gallagher (2001), pointed out that there are different development stages for continuous
improvement.
The
structure maturity phases for continuous improvement are presented in Table 2.
Bessant
and Caffyn (1997) argue that the organizations that
advance in this model present the following characteristics: a common
objective, adequate management model, habit of practicing continuous
improvement, communication and development of an environment that favors the
learning process.
The
stages should work as organizational guidelines so that they can be defined as
strategies with the objective that the organizations increment their capacity
of reaching superior levels of maturity (ATTADIA; MARTINS, 2003). It is about a
strategic process that needs to be administered with a long-term focus (BESSANT
et al., 1994).
Table 2: Stages in the Evolution of CI
Source: Bessant, Caffyn and Gallagher (2001)
So
that the study’s objective be met, research was performed in a qualitative
nature, strategically using a case study based on the technique of data
triangulation including the interaction between various evidence sources
(Figure 2), aiming at analyzing the convergence of the sources.
The
criteria of the chosen company was based on having the prerogative of being an
organization that practices within the automotive industry, due to its
importance for the generation of knowledge and technology, has already gone
through an implantation process of quality requirements like the ISO 9000 and
TS 16949 since it is believed that it has structured a minimal systematic for the
conduction and coordination of continuous improvement activities.
Three
instruments were applied to the company in questionnaire form. The first is an
instrument called “The guide for verifying continuous improvement in the
organization” (Ferraz,2007), which aims to characterize the organization as
well as the quality management system and describe the organizational abilities
for continuous improvement.
Figure 2:
Triangulation Method. Source: Elaborated by the author |
The
second instrument called “Diagnostic of continuous improvement organizational
excellence level” (Ferraz,2007) has as an objective the evaluation of
organization competences for continuous improvement and from this evaluation,
point out the maturity level of the continuous improvements of the organization
according to the maturity levels proposed by Bessant, Caffyn
and Gallagher (2001) in Table 2.
The
third and final instrument is called “Basic Construct of Quality Management”
has as its intention to measure the organizational practices of quality
management.
The
questionnaires were sent via email, along with an explanatory text about the
objectives of the research, ensuring the respondents confidentiality along with
contact information of the researcher in case there were any doubts.
The
questionnaires were given to the Quality Manager, Heads of Quality, Heads of
Production, Quality Analysts, the Process Engineering Department and the
Manufacturing Engineering Department.
The
results were obtained according to the perception of the informants who
responded to the instruments, through facts and data from file sources taken
from the interviews made with the participants and from direct observation by
the research unit.
The
company that was studied is a multinational with headquarters in Germany who
was transformed into a business model that was able to distinguish itself in a
highly competitive market, concentrating efforts in technology, quality and
human resources. With more than 12,000 collaborators in Brazil and Argentina,
the company has sought solutions and aggregated technologies in order to
satisfy its clients more and more, and is certified by standards ISO/TS 16949,
ISO 9001, ISO 14001 e OHSAS 18000 (Intranet Company).
It
manufactures piston rings and bushings and is part of a complex of
manufacturing companies of various motor components, supplying the most
reputable manufacturers such as Volkswagen, Audi, BMW, John Deere, Porsche,
Opel, Ford, General Motors, Mercedes Benz, Fiat, Volvo, Caterpillar, Peugeot
among others and currently employs more than 3,100 employees.
The
company was certified in ISO 9001 in 1994 and ISO TS 16949 in 2002.
When
classifying the responses of the “Diagnostic of continuous improvement
organizational excellence level” instrument (Table 2) Level 4 (Pro-Active
Continuous Improvement) classification was encountered, which according to
Bessant, Caffyn and Gallagher (2001) is characterized
by a concern for empowering and motivating individuals and groups to administer
their processes and promote incremented improvements. There is a high level of
experience in problem solving.
Table 3: Identification of maturity level by
organizational abilities and incorporative behaviors.
Diagnostic of organizational excellence level in
continuous improvement |
Level 1
Pre Continuous Improvement |
Level 2 Structured Continuous Improvement |
Level 3 Objective Oriented Continuous Improvement |
Level 4
Pro Active Continuous Improvement |
Level 5
Total Capacity Continuous Improvement |
|
Comprehension
of Continuous Improvement |
Continuous
Improvement Concept |
|
|
|
X |
|
Development
of Continuous Improvement Habits |
Solutions
to Problems |
|
|
|
X |
|
Quality
Tools |
|
|
X |
|
|
|
Audits |
|
|
|
|
X |
|
Auto-Evaluation |
|
|
|
|
X |
|
Creation
of a Continuous Improvement System |
Improvement
Cycles |
|
|
|
|
X |
Work
Groups |
|
|
|
|
X |
|
Participation
in Problem-Solving |
Meetings |
|
|
|
|
X |
Client
Concept |
|
|
X |
|
|
|
Client
Relations |
|
|
|
X |
|
|
Decision
Making |
|
|
|
|
X |
|
Focus
on Continuous Improvement |
Flow
of Communication |
|
|
|
X |
|
Communication
Channels |
|
|
|
X |
|
|
Organizational
Strategy |
|
|
|
X |
|
|
Conduction
of Continuous Improvement |
Motivation |
|
|
|
X |
|
Participation |
|
|
|
X |
|
|
Upper
Management Role |
|
|
X |
|
|
|
Alignment
of Continuous Improvement |
Improvement
Projects |
|
X |
|
|
|
Learning
Organization |
Values |
|
|
X |
|
|
|
Employee
Contribution |
|
|
X |
|
|
Source: Elaborated by Author
Figure 3: Totals of the responses by maturity level of continuous
improvement Source: Elaborated by
Author. |
Of
the analyzed items, lower levels of maturity for continuous maturity were
identified during the analysis performed (Table 4).
Table
4: Items classified as having lower
maturity levels of continuous improvement.
Continuous Improvement Concept |
Maturity Level |
Details |
Evidence |
Improvement Projects |
Level 2 |
The improvement projects are not adjusted to the structure of the
organization. |
Although the organization relies on a tool for strategic frameworks,
not all of the employees have access nor are they familiar with the tool, so
some projects related to continuous improvement are administered by
departments, but are not necessarily connected to strategy. |
Quality Tools |
Level 3 |
There is a formal performance indicator system to model continuous
improvement along with strategic objectives. |
There are performance indicators in the company, however it is much
more focused on productivity than on continuous improvement (Ex: On-time
delivery, Scraps and Client Complaints) |
Client Concept |
Level 3 |
There is an entire client concept, but work organization does not make
this conception feasible. |
The company is divided into Mini Factories where each if them is independent in terms of some processes and
support departments. |
Upper Management Role |
Level 3 |
The value for continuous improvement by means of allocation of
resources and formal acknowledgement of employee contribution. |
For continuous improvement projects, the company relies on constant
support from the Manager and Head of Quality and with other managers only
during master plan revision meetings. |
Source: Elaborated by Author
The
company relies on a continuous improvement item within its quality policies
described in Item 8 “We continuously improve – We seek a distinguished position
within the global competition, reached through continuous improvement, planned
and measurable in our work, processes and products” – which comes to reinforces
the real intention of applying continuous improvement in the company.
One
of the founders’ phrases available online on the company’s website is: “good
quality is of crucial importance, there is always room for continuous
improvement”.
During
the interviews done and through direct observation, it was identified that
managers have a clearer and objective vision of the continuous improvement
projects that are aligned with company strategy, what the direct actions
related to continuous improvement are, and what investments are and will be
done for reaching a higher level of continuous improvement maturity. However,
the others who were interviewed, even participating directly with some projects
and performing daily tasks for continuous improvement could not clearly define
that their activities are aimed at this end and are not aligned with company
strategy.
The
company utilizes tools such as the Kaizen, Suggestion Programs and Six Sigma,
which helps define the continuous improvement structure within the
organization, and they take place in projects and direct actions daily with the
participation of all of the levels in the company.
Continuous
improvement is one of the management processes with its importance given as the
theme of the organization. There are 3 pillars in this structure. The first
ensures management of the suggestion program of the company, aiming at the
effectiveness of gains through improvement actions that are less complex and
gain faster. The second is improvement projects and Kaizen events that seek, through tools and organized methodologies,
the effectiveness of improvements by a multifunction group lead by a Kaizen
pilot. The third consists of more complex projects that demand more technically
thorough studies and that have statistical grounds. For these, the DMAIC
methodology is used as well as Six Sigma. At this level, a Black Belt does the
coordination. (Quality Manager)
Aside
from the characteristics of workplace organization, continuous improvement
projects have the increase in productivity as its focus.
The
participation of individuals in the continuous improvement process is still
average and because of that it has been attempting to implement this culture
through the application of the tools previously cited with the participation of
multifunctional teams.
Company
employees suffer through a performance evaluation where for operational
positions the evaluation is performed every two years and one of the items
evaluated is about how much the collaborator knows and is integrated in the
quality management system. However, since is still only a recent company tool,
it has suffered through various modifications throughout three years of
implementation and the aim that should be given to the knowledge of the quality
management system is still being spread throughout the company.
In
the company, there is also a very strong culture among the production managers
that quality is actually very important within the organization and be ensured
by all. However, when the organization provides training on recycling standard,
the participation of collaborators is lower than expected and there is a need
for a certain amount of demand from quality managers so that the participation
index improves, even because some training is client requirements.
This
study showed that the propositions discussed here obtained the following
results:
P1:
The implementation time of the Quality Management System in certified companies
brings forth implications related to continuous improvement maturity.
The
time factor should be linked to factors such as involvement from upper
management, provision of resources, structuring and organization of the company
be linked to strategy and the participation of employees in the process of
continuous improvement for the increase in maturity for continuous improvement
in the studied company.
It
was possible to notice that organization comes from a culture where continuous
improvement only came to mind when cost reduction was necessary. Although cost
reduction is significantly present in the company, a culture of continuous
improvement development has been trying to be implemented in all of the
organization’s levels with a strengthening of the participation of everyone in
programs such as 5S and Kaizen as well as the restructuring of the Suggestions
Program within the company.
Companies
that emphasize employee autonomy in different hierarchical levels and support
offered by management have maturity increases in practicing continuous
improvement. (BESSANT, CAFFYN and GALLAGHER, 2001).
Good
development of the company in incorporative behaviors makes maturation in
organization skills propel the company to higher levels of maturity.
P2:
Continuous improvement process is a gradual organizational learning process.
It
can be stated that the knowledge and development of continuous improvement are
reached by means of a gradual organizational learning process, which can be
summarized in the following stages (BESSANT, CAFFYN and GALLAGHER, 2001):
·
Companies
that have developed a “habit” of continuous improvement, by means of the
involvement of individuals and the use of adequate tools and techniques are in
a gradual organizational learning process.
·
Companies
that emphasize employee autonomy of various hierarchical levels and the support
given by management increase the maturity of practicing continuous improvement.
·
Companies
that create a workplace favorable to the organizational learning process favors
continuous improvement.
In
the studied company, it was verified that the manufacturing process is a
scenario that facilitates the learning process once the employees are invited
to participate in the implementation of tools such as 5S, Kaizen and the
Suggestion Program, which are being stimulated by the company with the creation
of a specific group in the quality area with the purpose of spreading and
maintaining these tools.
According
to Gonzalez and Martins (2007) performing the systematic Kaizen promotes the
integration of employees from different areas within the company promoting
discussions, an exchange of information, critical thinking and a learning
process for each individual toward a common objective: process improvement.
The
stimulation of participating in the company’s suggestions program is
fundamental since it has as immediate base the simple and direct continuous
improvement in the manufacturing process, be it improvements in machinery or in
workflow.
To
consider that continuous improvement is a learning process that allows for the
verification of the idiosyncratic way of doing and reaching the level of
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Accessed
on: 2012-01-02