Quality Management as a Part of CRM

Abstract

1. Introduction The aim of most companies is to provide products that meet the requirements of customers. The staff including management should always try to attain the highest quality. Quality management is always based on customers' needs and expectations. If they are satisfied with our products or services, it is likely that we can also satisfy their needs. Customers will then become our partners, our defenders (Havlicek, 2009). We can successfully manage quality only when we implement a modern system of customer relationship management. Many companies are considering how to ensure that all designed key processes and systems would provide their customers with high quality and required value. Quality has become a powerful marketing tool for companies that understand that the benefits resulting from quality are associated with successful performance in a particular market and efficiency of the production and distribution process and trade. Therefore, quality management is also regarded as a marketing discipline. Marketing departments in small and medium-sized companies are often directly responsible for implementing the quality policy. Process management based on the M-C model4 can be defined as the Management Control System that includes a comprehensive view of management on the basis of management accounting, management theory and personnel management. It is an interdisciplinary management system where the most important thing is not the interface of the process but the understanding of business management as a whole, mastering planning tools based on research, objectives, visions and missions (management) and control tools based on evaluation of deviations and proposal of risk management measures (controlling). The M-C model shows that a successful business can work only if you manage to grasp all of its processes and understand their interdependence (Havlicek, 2011). 2. Quality Management Approaches to quality management developed in the past and we usually distinguish four stages of qualitative trends in companies (Frame and Barnes and Edwards, 2001): 1. Quality monitoring (so-called consecutive control, testing of samples of finished products); 2. Quality control (so-called causal control, testing throughout the whole manufacturing process, with a focus on weak points and corrective measures); 3. Quality assurance (QMS models--Quality Management System); 4. Total quality management (TQM models--Total Quality Management). While the first two stages are already completely inadequate tools of quality management in a hypercompetitive environment, the TQM and QMS models are generally considered as the basic systems in the modern concept of corporate management. In small and medium-sized companies QMS and TQM can be applied individually and collectively, even when QMS becomes a part of TQM. BSC models (Balanced Score Card) have an increasingly important role in quality management and can be applied to business management alone or as a part of TQM. 2.1 QMS Models QMS (Quality Management System) offers a systematic approach to quality management. In the world and particularly in Europe, QMS models are known as the so-called standards, although this is not always true. In any case, such a system should be: --a written plan; --a system ensuring the fulfillment of customers' expectations in terms of the required quality; --a system ensuring that all system requirements of the company are satisfied; --a system valid for all business activities (Frame and Barnes and Edwards, 2001). Most companies have implemented QMS through the so-called standards, a set of global standards that offers a pre-defined framework on which companies can build a quality management system. The abbreviation ISO means that the system complies with the International Organization for Standardization that records and registers all standards. …