for people to do their part in making the total quality ap- proach work effectively, they must have the skills to apply the fundamental tools of quality. Making them aware of quality and inspiring them to accept it at a philosophical level are good and necessary steps in the right direction. But helping them develop the actual skills necessary to implement the concept must also be part of the transfor- mational process. • A commitment to leading people with a bias for continu- Web site, there is a list of the various certifications available ous improvement and communication . A recognition that sustained growth requires the simulta- neous achievement of four objectives continually forever: (a) customer satisfaction, (b) cost leadership, (c) effective human resources, and (d) integration with the supplier through the ASQ. Simply click on the certification of interest, and all relevant information pertaining to that certification will be available. In addition, the ASQ provides assistance to potential examinees who are preparing for certification examinations: They may find the help they need under the heading "Prepare for the exam" at the applicable page on the ASQ's certification Web site address (www.asq.org/ certification). The requirements and body of knowledge re- lating to the most pertinent of these certifications-Manager of Quality/Organizational Excellence, Quality Engineer, and Quality Technician-are summarized in the following paragraphs. base - A commitment to fundamental improvement through knowledge, skills, problem solving, and teamwork - A commitment to fast-paced, constant learning, and an ability to respond quickly to changes in the competitive THE FUTURE OF QUALITY MANAGEMENT IN THE TWENTY- FIRST CENTURY environment . A commitment to achieving end-to-end collaboration using web-based, on-demand tools that are fully inte- grated throughout the supply chain . A commitment to maintaining an environment in which creativity, critical thinking, and innovation are not just encouraged and supported, but demanded There are several trends that will shape the future of quality management. These trends are as follows: Manager of Quality/Organizational Excellence10 . Increasing global competition. More and better com- petition from emerging industrialized nations will be an ongoing part of life for organizations. . Increasing customer expectations. Today's global cus- tomer is interested in not just the quality of a product provided but also the quality of the organization that backs it up. Customers want an excellent product or ser- vice from an organization that also provides accurate bill- ing, reliable delivery, after-purchase support, and social responsibility. • Opposing economic pressures. The global marketplace exerts enormous, unrelenting pressure on organizations to continually improve quality while simultaneously re- ducing the prices they charge for goods and services. The key to achieving higher quality and lower prices for customers is the reduction of the expenses associ- ated with satisfying unhappy customers-expenses that amount to as much as 25% of the cost of sales in many companies. . New approaches to management. Companies that succeed in the global marketplace have learned that you manage budgets, but lead people. The old approach of providing an occasional seminar or motivational speech for employees without making any fundamen- tal changes in the way the organization operates will no longer work. KEYS TO TOTAL QUALITY SUCCESS This certification is for managers who lead and champion continual process-improvement initiatives, facilitates and leads team efforts to establish and monitor customer and As long as the concept of competition exists, there will be a need for quality management. In the twenty-first cen- tury, globalization will only intensify the level of compe- tition businesses face. That is why the book you are now reading has been translated into Korean and Indonesian. The concept of quality management is being adopted glob- ally and, as a result, will continue to be applied and refined techniques. through this century. Companies that develop the characteristics listed above will be those that fully institutionalize the principles Education and Experience Requirements In order of quality management. Quality management as both a practice and a profession has a bright future. In fact, in terms of succeeding in the global marketplace, quality management is the future. Consequently, more and more companies are making quality management the way they do business, and more and more institutions of higher supply-chain management, and training and development. education are offering quality management courses and Organizations that succeed never approach total quality as just another management innovation or, even worse, as a quick fix. Rather, they approach total quality as a new way of doing business. What follows are common errors organiza- tions make when implementing total quality. The successful organizations avoid these errors. supplier relations, supports strategic planning and de- ployment efforts, assists in the development of measure- ment systems, motivates staff, evaluates staff, manages projects, manages human resources, analyzes budgets and finances, evaluates risk, and uses management tools and . Senior management delegation and poor leadership. Some organizations attempt to start a quality initiative by delegating responsibility to a hired expert rather than applying the leadership necessary to get everyone involved. to sit for the Manager of Quality/Organizational Excellence examination, individuals must have ten years of experience in one or more of the following areas: leadership, strategic plan development and deployment, management elements and methods, quality management tools, customer focus, . Team mania. Ultimately teams should be established, and all employees should be involved with them. However, working in teams is an approach that must be learned. Supervisors must learn how to be effective coaches, and employees must learn how to be team players. The orga- nization must undergo a cultural change before teamwork can succeed. Rushing in and putting everyone in teams before learning has occurred and the corporate culture has changed will create problems rather than solve them. . Deployment process. Some organizations develop qual- ity initiatives without concurrently developing plans for integrating them into all elements of the organization (operations, budgeting, marketing, etc.). - Taking a narrow, dogmatic approach. Some organi- zations are determined to take the Deming approach, Juran approach, or Crosby approach and use only the principles preseribed in them. None of the approaches ciples of quality management. Such companies will have the advocated by these and other leading quality experts is truly a one-size-fits-all proposition. Even the experts en- courage organizations to tailor quality programs to their individual needs. At least five of the ten years of experience in one or more of these areas of expertise must be at the decision-making level. Education waivers of up to five years are allowed for individuals who have completed a diploma or degree from an institution accredited by the ASQ. The waivers apply as follows: (1) one year for a technical diploma. (2) two years for an associate degree, (3) four years for a baccalau- reate degree, and (4) five years for a master or doctorate degree. programs. QUALITY CERTIFICATIONS In a competitive work environment, one of the ways that quality professionals can distinguish themselves, enhance their credibility, and improve their career potential is to become certified in an appropriate quality discipline. The American Society for Quality (ASQ) offers certifications in a variety of disciplines, including Manager of Quality/ Examination Topics The ASQ offers a practice exami- Organizational Excellence, Quality Engineer, Reliability Engineer, Software Quality Engineer, Quality Auditor, Six Sigma Rlack Relt, Siv Sigma Green Relt, Quality Technician, Calibnation Teclmician, Quality lmprovement Associate, Quality Inspector, Quality Process Analyst, Hazard Analysis and Critical Point Auditor, Biomedical Auditor, and Pharmaceutical GMP Professional. The requirements for all of these certifications are avail- able at the ASQ's Web site: www.asg.org/certification. At this Quality Management Characteristics for the Future To succeed in the global marketplace for now and in the future, organizations need to operate according to the prin- nation that helps prospective examinees determine what the test covers and what areas or topics they might need to re- view more thoroughly, The body of knowledge covered on the examination for certification as a Manager of Quality/ Organizational Excellence is as follows: . Leadership. Organizational structures and culture, leadership challenges, team and team processes, and the ASQ Code of Ethics. tollowing characteristics A total commitment to continually increasing value for customers, investors, and employees A firm understanding that market driven means that quality is defined by customers, not the comnpany . Confusion about the differences among education, awareness, inspiration, and skill building In order