K některým problémům managementu jakosti v českých organizacích

Systémy managementu jakosti v současnosti ve většině českých organizací stagnují. Mezi mnohými příčinami lze identifikovat i tu, která se vztahuje k nepochopení aplikace principu procesního přístupu. Příspěvek se kromě stručné analýzy s tím spojených problémů věnuje i popisu metod a nástrojů, které by měly přispět k efektivní a účinné aplikaci procesního přístupu v praxi. Popsány budou nástroje identifikace procesů, jejich provázanosti, mapování a dokumentování procesů, bude charakterizována role vlastníků procesů, jakož i význam měření a monitorování výkonnosti procesů.The current stage of quality management systems at Czech organisations is mostly characterized as stagnation. This situation is derived from real role of top management within these systems but we can discover also another problems. We can mention: - ignorance of the ISO 9004 standard, - formal approach to internal as well as external audits, - decline of employee´s interest in special training oriented to methods and tools for continual improvement, - ignorance of business excellence models, including the EFQM Excellence Model, - absence of real positive leadership performed by top management, etc. One of other big difficulties is linked to misunderstanding of basic quality management principles, especially principle titled as process approach. A lot of organizations has already found as a practical problem the right approach to successful implementation of this principle. There are many various confusions and mistakes in practice within Czech organisations at present, including lot of machinery plants. Therefore some experience, lessons learned as well as some proposals for effective and efficient establishing of the process approach are discussed at this paper, including analysis of the most frequent weaknesses. The core part of the paper is devoted to some recommendations related to suitable methods and tools for main steps of the process approach implementation. For example, following steps there are discussed in this paper: a) identification and determination of sequence and interaction of quality management system processes supported by brainstorming, multivoting, process interaction matrix and process mapping, b) identification of all important inputs, suppliers, outputs and customers related to the process by helicopter view or by matrix chart, c) description of the processes by flow-charts and process charts, d) identification of process owners and appropriate responsibilities and authorities, e) identification of key processes by the Balanced Scorecard or critical success factors and f) measuring or monitoring of process performance with reference to literature