QUALITY CONSCIOUSNESS, HABITS AND PROCESSES (QCONHAB)

QUALITY CONSCIOUSNESS, HABITS AND PROCESSES (QCONHAB) is a management philosophy that seeks quality improvement rather than satisfaction than meeting certain objectives.

Quality consciousness, habits and processes are part of a management philosophy that seeks to improve quality constantly rather than just to meet a certain set goal.

Companies employ quality consciousness processes on an organizational level to improve their products.

Source: What Are Quality Consciousness Habits and Processes?

QUALITY: the standard of something as measured against other things of a similar kind; the degree of excellence of something.

CONSCIOUSNESS: the awareness or perception of something by a person.

HABIT: a routine of behavior that is repeated regularly and tends to occur subconsciously.

PROCESS: a series of actions or steps taken to achieve a particular end.

3 Components of Quality Consciousness (3As)

Three components of quality consciousness exist on an individual level. The first step is for the individual to develop an awareness of her environment and the meaning of quality within it. The second step requires the individual to align her individual quality goals with those of the organization for which she works. The final step for the individual is to pay attention to what can be done to improve quality in the present moment, blocking out distractions and negativity.

Source: What Are Quality Consciousness Habits and Processes?

1. Awareness: Quality consciousness implies an awareness of yourself and the environment around you (including what constitutes quality and high performance for people, processes and products – most importantly, YOU).

2. Alignment: Quality consciousness also suggests that you must achieve alignment of your consciousness with the consciousness of the organization, which will aid in full activity and engagement of the senses.

3. Attention: It is selectively focused on what you can accomplish in the present moment according to that alignment (which implies that you can effectively filter the rapid and voluminous streams of information coming at you).

4 elements that contribute to developing awareness, finding alignment, and focusing attention

1. Action
2. Reflection
3. Interaction
4. Education

Source: What is Quality Consciousness?


Industrial Revolution
Source: Industrial Revolution | history.com

The Industrial Revolution marked a period of development in the latter half of the 18th century that transformed largely rural, agrarian societies in Europe and America into industrialized, urban ones.

Goods that had once been painstakingly crafted by hand started to be produced in mass quantities by machines in factories, thanks to the introduction of new machines and techniques in textiles, iron making, and other industries.

Fueled by the game-changing use of steam power, the Industrial Revolution began in Britain and spread to the rest of the world, including the United States, by the 1830s and ‘40s. Modern historians often refer to this period as the First Industrial Revolution, to set it apart from the second period of industrialization that took place from the late 19th to early 20th centuries and saw rapid advances in the steel, electric and automobile industries.


International Organization for Standardization
Source: All About ISO

Abbreviation ISO
Formation 23 February 1947
Type Non-governmental organization
Purpose International standardization
Headquarters Geneva, Switzerland
Membership 164 members (40 correspondents and 4 subscribers)
Official languages English, French, Russian
President Eddy Njoroge
Website iso.org

ISO is an independent, non-governmental international organization with a membership of 164 national standards bodies.

Through its members, it brings together experts to share knowledge and develop voluntary, consensus-based, market-relevant International Standards that support innovation and provide solutions to global challenges.

What are the Standards?

International Standards make things work. They give world-class specifications for products, services and systems, to ensure quality, safety, and efficiency. They are instrumental in facilitating international trade.

ISO has published 22942 International Standards and related documents, covering almost every industry, from technology, to food safety, to agriculture and healthcare. ISO International Standards impact everyone, everywhere.

ISO Story

The ISO story began in 1946 when delegates from 25 countries met at the Institute of Civil Engineers in London and decided to create a new international organization ‘to facilitate the international coordination and unification of industrial standards’. On 23 February 1947 the new organization, ISO, officially began operations.

Since then, ISO has published over 22942 International Standards covering almost all aspects of technology and manufacturing.

Today ISO has members from 164 countries and 781 technical committees and subcommittees to take care of standards development. More than 160 people work full time for ISO’s Central Secretariat in Geneva, Switzerland.

Because ‘International Organization for Standardization‘ would have different acronyms in different languages (IOS in English, OIN in French for Organisation Internationale de Normalisation), our founders decided to give it the short form ISO. ISO is derived from the Greek isos, meaning equal. Whatever the country, whatever the language, we are always ISO.


ISO 9001:2015 8 Quality Management Principles

Source: ISO 9001:2015 and the 8 Quality Management Principles to Take You to the Head of the Class

  1. Customer focus: Organizations can establish this focus by trying to understand and meet their customers’ current and future requirements and expectations.
  2. Leadership: Organizations succeed when leaders establish and maintain the internal environment in which employees can become fully involved in achieving the organization’s unified objectives.
  3. Involvement of people: Organizations succeed by retaining competent employees, encouraging the continuous enhancement of their knowledge and skills, and empowering them, encouraging engagement and recognizing achievements.
  4. Process approach: Organizations enhance their performance when leaders manage and control their processes, as well as the inputs and outputs that tie these processes together.
  5. System approach to management: Organizations sustain success when processes are managed as one coherent quality management system.
  6. Continuous improvement: Organizations will maintain current levels of performance, respond to changing conditions, and identify, create and exploit new opportunities when they establish and sustain an ongoing focus on improvement.
  7. Factual approach to decision making: Organizations succeed when they have established an evidence-based decision-making process that entails gathering input from multiple sources, identifying facts, objectively analyzing data, examining cause/effect, and considering potential consequences.
  8. Mutually beneficial supplier relationships: Organizations that carefully manage their relationships with suppliers and partners can nurture positive and productive involvement, support and feedback from those entities.

Economic Benefits of Standards
Source: Economic Benefits of Standards

Key Benefit 1. Streamlining Internal Operations: One main finding is that standards can be used to streamline the internal processes of a company. The case studies consistently report that the contribution of standards to the gross profit of companies ranges between 0.15% and 5% of the annual sales revenues. Examples:

  • by reducing the time needed to perform specific activities in the various business functions
  • decreasing waste
  • reducing procurement costs
  • increasing productivity

Key Benefit 2. Innovating and Scaling up Operations: Some case studies provide examples where standards served as the basis for innovating business processes, allowing companies to expand their suppliers’ network or to introduce and manage new product lines effectively. In other instances, standards helped mitigate the risk to companies in introducing new products onto national markets.

Key Benefit 3. Creating or Entering New Markets: Standards have been used as the basis for developing new products, penetrating new markets (both domestic and export), supporting the market uptake of products, and even creating markets. In exceptional cases, the impact of standards far exceeded the figure mentioned above, with companies achieving a gross profit contribution of up to 33% of their annual revenue, which helped them position themselves as leaders in their field, at least over a certain period of time.


Benefits of ISO 9001

Source: Benefits of ISO 9001

Some of the benefits to your organization:

  • Provides senior management with an efficient management process
  • Sets out areas of responsibility across the organization
  • Mandatory if you want to tender for some public sector work
  • Communicates a positive message to staff and customers
  • Identifies and encourages more efficient and time-saving processes
  • Highlights deficiencies
  • Reduces your costs
  • Provides continuous assessment and improvement
  • Marketing opportunities

Some of the benefits to your customers:

  • Improved quality and service
  • Delivery on time
  • Right first-time attitude
  • Fewer returned products and complaints
  • Independent audit demonstrates a commitment to quality

What are the benefits of ISO 9001 quality management system?
Source: Six Key Benefits of ISO 9001 Implementation

The advantages of ISO 9001 are not overstated. Companies large and small have gained great benefits from using this standard by discovering cost and efficiency savings. Here are the explanations of six main benefits of an ISO 9001 quality management system and why they are important:

  1. Improvement of your credibility and image – Because ISO 9001 is an internationally recognized standard, it has become the basis for creating a quality management system around the world, replacing many previously published requirements. When a company is looking for a supplier, it is often a requirement to have a QMS based on ISO 9001 to be considered. This is particularly the case if you are competing for public sector jobs in many countries. Attaining ISO 9001 certification can be a powerful marketing tool.
  2. Improvement of customer satisfaction – One of the quality management principles that are the foundation of the ISO 9001 requirements is to improve customer satisfaction by planning for and striving to meet customer requirements. By improving your customer satisfaction, you will retain more repeat customers since happy and satisfied customers are the key to keeping customer loyalty. And such customers bring in additional revenues.
  3. Better process integration – By looking at the overall process interactions through the process approach of ISO 9001, you will be able to more easily find improvements in efficiency and cost savings. This is done by eliminating the waste that can occur when processes are maintained without a view of the inefficiencies that can arise during process handoff. The better process flow can also be used to drive efficiencies towards fewer errors and resulting reworks, which can improve cost savings.
  4. Improve your evidence for decision making – A second quality management principle of ISO 9001 is the need to use evidence-based decision making. By driving your decisions based on the evidence, rather than on “gut feelings,” you can be more focused on applying resources to the areas that will improve efficiencies and increase cost savings with less trial and error to find the right decision. Also, by monitoring the process you are improving, you will be able to see how much improvement has happened based on the data.
  5. Create a continual improvement culture – Continual improvement is a third quality management principle of ISO 9001. By adopting this culture to improve your processes and organizational output, you will find efficiencies and cost savings, including the use of systematic processes when problems occur to reduce the impact of the problem and increase the speed of recovery. By making this continual, improving year after year, the company can see continuing benefits from this.
  6. Engagement of employees – Employees who are involved in the improvements of the processes they work with is happier and more engaged. Who better than the people working on the process to best identify the areas that need improvement, and to help to test and advance these improvements when they are implemented? Engaged employees are more productive and will help the company better improve and save, especially when they understand how the quality of the process depends on them.