Quality Management Systems’ Strategic Structure Oriented to Organizational Needs Management

Reinhardt, Joel Carlos Vieira; Dewes, Mariana de Freitas; Gonçalez, Odair Lelis

doi:10.1590/jatm.v16.1328

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Journal of Aerospace Technology and Management

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REVIEW ARTICLE • J. Aerosp. Technol. Manag. 16 • 2024 • https://doi.org/10.1590/jatm.v16.1328 copy

Quality Management Systems’ Strategic Structure Oriented to Organizational Needs Management

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

This article proposes a new approach to implement a quality management system’s strategic structure that incorporates prospective scenarios analysis in the determination of strategic elements, such as quality policy, mission, vision, needs, and objectives. The qualitative analysis of managers’ statements about how the results were perceived revealed a significant change in strategic structure of a study case organization within the Department of Science and Aerospace Technology. This main result of this approach lies in the reorientation of managerial focus, prioritizing organizational needs management. This realignment culminates in superior results, obtained through effective actions aimed at fully satisfying these needs, thus marking a break with historical management practices.

Keywords
Management systems; Management analysis; Management planning; Organizational needs

Phase
1	Organizational context determination and prospective scenarios survey to determine the organization’s current state and the required future state.
2	Mission statement determination according to the installed capabilities’ current state and the organization’s existence purpose.
3	Quality policy statement determination to declare management’s commitment to QMS.
4	Vision determination according to the required future state that the organization needs to achieve, identified through prospective scenarios analysis.
5	Organizational needs determination to build the vision (required future state) from the mission (current state).
6	Objectives determination through the possible satisfaction objects that can be conquered to satisfy organization’s needs.

Terms and definitions	ISO 9000:2015 – Fundamentalsand vocabularies	Definitions according to the strategic approach to organizational needs management
Quality policy	An organization’s intentions and direction, as formally expressed by top management.	Management’s commitment statement to managing organization’s needs and meeting QMS requirements.
Mission	Purpose of organization’s existence, as expressed by top management.	Current status statement and installed capabilities for meeting organization’s needs purpose.
Vision	Aspiration of what an organization would like to become, as expressed by top management.	Statement of what future state the organization needs to build.
Organizational need	Meeting customer requirements and wishes.	Gap between the current state and the required future state that should be built by organization.
Satisfaction object	Product or service to satisfy the customer.	Object that satisfies an organizational need.
Objective	Result to be achieved with regard to quality.	The outcome or achievement of satisfaction objects that must be attained in order to fulfill an organizational need.

N°	Qty	Codes	Context categories	Inferred contents	Qty
1	6	• Affects all levels of the organization.	QMS framework construction method	It should be deployed throughout the organization.	10
2	1	• It is well applied in the field of science and technology.
3	3	• Should be implemented across the organization.
4	2	• It should have the analysis of prospective scenarios simplified.		It should be simplified.	4
5	2	• It is difficult to review annually.		It should be simplified.	4
6	1	• It’s innovative.		It improves managerial processes.	44
7	10	• It’s very good, excellent, fundamental, fantastic.
8	3	• It is well structured.
9	1	• This succeeded in synthesizing the concepts.
10	1	• This determines indicators that measure the construction of objectives.
11	1	• This is the work of the team of collaborators.
12	5	• This better outlined the vision.
13	6	• This improved awareness of the organizational context.
14	3	• This determines goals that define when objectives are achieved.
15	1	• This identified the processes.
16	1	• It helps to formally explain the strategies.
17	2	• This has a high level of detail and depth.
18	5	• This promotes a logical sequence.
19	1	• This promotes consensus.
20	1	• This reduces the number of indicators.
21	1	• This reduces the number of objectives.
22	1	• This uses charts and flowcharts to help you understand.
23	4	• Lack of support from top management to carry out the necessary actions to achieve the objectives.	Identification of management failures	Lack of support from top management.	6
24	2	• Lack of support from top management to get the necessary resources to achieve the objectives.	Identification of management failures	Lack of support from top management.	6
25	1	• Lack of risk management method.	Identification of management failures	Lack of a management method.	5
26	2	• Lacks a method for determining strategic objectives.
27	1	• Lacks a method to plan the required capacities.
28	1	• Missing internal audit requirements report.
29	1	• Lack of secure document storage system.		Lack of documented information management.	7
30	3	• Lack of a document management system.
31	3	• Lack of a knowledge management system.
32	2	• Know the interested parts.	Difficulties during the QMS framework implementation	Lack of knowledge about the interested parts.	16
33	6	• Achieve the involvement and commitment of top management and other interested parts.
34	4	• Build prospective stakeholder scenarios.
35	4	• Understand the application in the organizational context.
36	3	• Understand the capabilities-based planning phases.		Lack of knowledge of the QMS framework implementation method	10
37	2	• Changing concepts and paradigms in the management area.
38	5	• Understand how it will be deployed.
39	2	• Apply the GUT tool for prioritization.		Lack of management knowledge.	24
40	3	• Understand concepts of effectiveness and efficiency.
41	2	• Understand concepts of mission, vision and objectives.
42	7	• Understand concepts.
43	5	• Understand indicators.
44	3	• Understand goal.
45	1	• Identify the lifecycle.
46	1	• Understand the classification of strategic content according to the PESTEL tool.
47	2	• Capacity-based planning avoids problems.	Conclusions and perceptions	The QMS framework improves management.	10
48	2	• The adoption of a wrong strategic vision causes problems for the survival of the organization.
49	1	• The QMS prevents problems.
50	2	• Current strategic planning is opinion-based and lacks a logical structure.
51	1	• Knowing the interested parts reduces the uncertainty of building prospective scenarios.
52	2	• Organizational needs should be prioritized over the interested parts needs.

Departamento de Ciência e Tecnologia Aeroespacial Instituto de Aeronáutica e Espaço. Praça Marechal do Ar Eduardo Gomes, 50. Vila das Acácias, CEP: 12 228-901, tel (55) 12 99162 5609 - São José dos Campos - SP - Brazil
E-mail: submission.jatm@gmail.com

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[1] * Correspondence author: joel.reinhardt@gmail.com