Quality controlling refers to the planning, implementation and control of the support and coordination of quality-related activities with a view to understanding the economic orientation of the quality management of a company. Increasing the effectiveness and efficiency of quality management represent the general objectives of quality controlling. The effectiveness of quality management relates to the fulfillment of the quality-related main objective of creating the service under consideration in accordance with customer requirements.
On the other hand, the efficiency of quality management expresses whether this goal is achieved economically. While the increase in customer satisfaction or the customer orientation of the company's employees are to be counted among the goals of quality management, quality controlling should ensure the effective and efficient pursuit of these goals. Thus, the goals of quality controlling are based on the goals of quality management.
The functions and tasks can be further differentiated:
As part of the coordination function, the central task of quality controlling is to coordinate the various quality-related activities of the company.
The fulfillment of the so-called information supply function serves to provide all information necessary for planning and control with the required accuracy and compression at the right place and at the right time. In order to fulfill the information supply function, quality controlling must be based on the phases of the information process.
As part of the planning function, quality controlling has the central task of systematically supporting the planning of quality management activities. In this context, the quality controlling activities are based on the phases of quality implementation, ie quality planning, quality control, quality testing and quality management presentation. The aim here is to provide quality management with methods for systematically planning the use of the various quality instruments.
The control function of the quality controlling concerns the permanent review of the quality strategy and the measures of the quality management with regard to an efficient implementation of the quality strategy. The quality management control should not be viewed in isolation from the planning. Rather, the planning and control functions depend on one another. In particular, the results determined in the context of the control function with regard to the quality strategy and its implementation have significant effects on the tasks in the planning function.
Quality controlling finds its organizational expression in the quality controlling system, in which various modules are put together that serve to systematically support and coordinate the quality-related activities of a company. Even if quality controlling primarily affects the quality management system, a broader perspective is required to illustrate the anchoring of quality controlling in terms of content. Since quality controlling relates to all quality-related activities of a company, two subsystems of the quality execution system must be considered due to the close connection between quality management and service provision:
The quality management system in which all activities to increase quality are organized.
The service provision system in which all activities for service provision are located.
The structure of the quality controlling system results from the two types of controlling functions. The object of the system-building coordination is the design of structures and processes with the aim of orienting and adapting the quality-related activities of the company to expected future developments with quality relevance. With regard to the planning and control functions as well as the information supply function, two sub-systems are to be formed within the framework of the quality control system:
1. The quality-related planning and control system through which the planning and control functions of quality controlling are performed.
2. The quality-related information system through which the information supply function of quality management is fulfilled.
These two systems cannot be viewed independently of one another. For example, the information obtained in the information system flows into the processes controlled by the planning and control system.
Therefore, the central task of quality controlling is to coordinate the processes of the two subsystems. As shown in the figure, both the quality-related planning and control system and the quality-related information system are closely related to the quality management system. The system-linking functions of quality controlling concern the coordination of quality-related activities within the system structure. Adjustments must be made to the given system structure, especially in the event of unforeseen deviations. In this context, a distinction is made between four elements of quality controlling:
As part of the quality-related information system, the focus is on the quality information center. This element is intended to ensure that all external and internal quality-related information is collected, analyzed and stored.
Another element of the quality-related planning and control system is the auditing of quality management. As part of the auditing, a critical review of all quality-related procedures and decision-making processes is carried out.
Furthermore, the implementation control of the quality management is to be added to the quality-related planning and control system. This element is used to check the quality-related objectives and the respective degree of target achievement.
After all, the quality-related profitability analysis of quality management represents the central element of quality controlling. Its importance becomes obvious when looking at the tasks and functions of quality controlling.
The main task of quality controlling is to guarantee the economic implementation of all quality-related information. In addition, the profitability analysis represents the basis for fulfilling both the planning and control function as well as the information function. With regard to the information function, the profitability analysis analyzes and provides the data required to assess the quality-related profitability.
In addition, parts of the planning and control functions are performed by the profitability analysis, in that the results of the profitability analysis form the basis for controlling the company's quality-related processes. The results of a quality-related profitability analysis therefore form the basis for the activities in the context of auditing the certification and the implementation control of the quality management.