Training Needs Analysis Report Prepared by: With contributions from 1. Introduction 1 . 1. Objectives 3 1. 2. Description of the document 3 2. First traces, Historical analysis of quality management in the country 5 3. General quality management knowledge of small and medium sized enterprises 7 4. Statistical data of the quality managements systems of small and medium sized enterprises 8 5. Programmer granted by the European Union and the national government aiming at the establishment of quality management systems for small and medium sized enterprises 10 6.
Most relevant quality management organizations (certifying and training organizations) in the country 12 The present training needs analysis report is conducted in the framework of the project “Small Business Quality Management Systems” funded by the Leonardo dad Vinci programmer. The report is the result of the first phase of the project in which each partner carried out a national research on the quality management knowledge of Seems. The partners involved in this first phase of the project are: IDES (Greece), Hungarian Foundation for Enterprise Promotion, Foundation for Co-operation of
Central European Entrepreneurs, Gyro-Mason-Soprano County Foundation, Treble (Hungary), Technical University of Cookies (Slovakia) and University of Agricultural science and Veterinary Medicine Club-Anaphora (Romania). 1. 1 . Objectives The objectives of the analysis phase of the project are: to elaborate a research on the quality management systems developed by the Seems in the partner countries to analyses the present knowledge of Seems in the field of quality management to identify the training needs of Seems in ISO 9001, highlight the lack of competence in relevant fields to prepare “state of art” analysis for the partner Mounties 1. . Description of the document The present document consists of six chapters. Chapter 1. Introduction In the introductory chapter, there is a general description of the document and its objectives. Chapter 2. First traces, Historical analysis of quality management in the country In chapter 2, there is a brief track analysis of quality management in each country. It can be seen how the different context in each case has lead to the same result, the general recognition of quality management systems. Chapter 3.
General quality management knowledge of small and medium sized enterprises In chapter 3, t is examined the training (or lack of training), that people working in Seems have, on quality management and what are the chances for them to be informed on quality matters. Chapter 4. Statistical data of the quality managements systems of small and medium sized enterprises. Chapter 4 points out the main elements that define the specific context in each participant country and gives a general idea of the situation that characterizes each region. Miming at the establishment of quality management systems for small and medium sized enterprises. In this chapter, the most important granted programmer are mentioned, aiming especially on the diffusion of the quality management systems as a strategic choice for Seems, for each country. Chapter 6. Most relevant quality management organizations (certifying and training organizations) in the 4 countries In chapter 6 can be found contact data of useful organizations for further information about SMS (Quality Management Systems) in all the participants countries.
Appendix: National reports for Hungary, Romania, Greece and Slovakia. The need for quality assurance has been perceived within the years in all countries and nowadays the quality management systems have obtained general recognition. However, the particular reasons why quality management has become a necessity for the competitiveness of the national market differ in each case and they are based on the specific economic and political conditions.
Romania is a former socialist- communist country isolated from the Western World for almost half a century (1945-1989). After 1960, hundreds of Romania companies, especially large and medium sized, all state-owned, introduced the State Quality Control. It seems that this approach originated from USSR (via STANDARD) and was common for all former “socialist” countries. After the fall of Success’s autocratic and self-sufficient regime, in 1989, this approach was immediately abandoned and the “Quality Police” dismantled.
During 1991-2000, one third of the Romania companies were privatized and many companies (both state-owned and private) attempted to become profitable and even competitive on foreign markets, by adopting ISO 9000 quality systems and by certification. That was a difficult step aimed to initiate and achieve the transition from Inspection to Quality Control and Quality Assurance. The State Quality Control was dead but its heritages are still alive (some of them are: lack of managers’ ointment for quality, lack of employees’ motivation for quality, and even some resistance to change).
After 2000, once the economy, included Seems, developed, more institutions (public and private) seem to offer training, consulting and certification on the field of quality management. Hungary economic and political system created two separate eras in the recent past. Until 1990, the country was featured by plan economy, and after 1990, by the introduction and operation of market economy. An important element of this transition was that numerous international quality management consultants and ratification companies appeared in Hungary relatively promptly, and most of them established a Hungarian company.
The goal was to create a system in accordance with the “new approach” determined by the European Union. In the interest of the development of the quality management culture, the Hungarian Quality Development Centre of the Industry Development Public Foundation was established, and in November of every year, the “Quality Week” is organized along with an exhibition and conference. Monarchy of Austria and Hungary that also comprised the countries of Czech, Moravia and Slovakia.
In most recent years, the following milestones could be mentioned as turning points of Slovakia history in quality. Since the year 2000 Slovakia National Award for Quality has been granted in Slovakia. In 2002 Quality policy in the Slovakia Republic was approved and accepted. It resulted in setting up goals and measures to control them at Slovakia ministries in the field of quality. The policy is in line with the governmental economic policy. The National Programmer on Quality for the years 2004-2008 was developed.
In January 2009 the National Programmer on Quality for 2009-2013 was approved and accepted as a new strategic document in he field of quality dealing with 1) the National policy on quality and 2) Implementation of quality management in public administration. The National Programmer on quality is a supporting tool in reaching goals in the programmer proclamation of the Slovakia cabinet and at the same time, it defines basic strategic goals outlining the fields of priority for improvement.
In Greece, products from less developed countries, such as China, have dominated the market during the last decade and Greek small shops that produce low and medium technology-intensive products, without having the advantage of low labor sots, experience strong competitive pressures. This means that on the one hand, their products are comparatively more expensive than those of low-cost production (without this handicap be compensated by quality characteristics) and on the other hand, their products are less qualitative than those of higher quality producers (without this disadvantage be compensated adequately by the lowest price).
Therefore, in this case the shift from price competition to quality competition is for the Greek firms a forced strategic choice. 3. General quality management knowledge of small and medium sized enterprises There is a common truth about the quality management knowledge of Seems, in the oversimplification’s. The information that most people have about SMS (Quality In Romania, there are several myths that discourage the entrepreneurs to implement a SMS.
Some of these myths are: ISO 9000 is a “product standard” ISO 9000 is an “authorization” ISO 9000 certification is compulsory ISO 9000 is a very expensive, time consuming, paper based and useless approach ISO 9000 is to be implemented mainly within big industrial companies There are no customers with higher education; therefore, it is useless to speak about customer’s acquirement, fulfillment of these requirements and customer’s satisfaction In Hungary, the quality management-related knowledge of the Seems is insufficient too, while at the same time, the companies can choose theoretically from among a wide range of variable-level trainings.
EX.- and national co-financed programs are also available for covering the cost of the training. However, most of the training institutes for quality management are not eligible. The new National Qualifications Register contains two quality management-related adult trainings, but the number of seasons is rather high relatively to the training usually applied in practice. In Greece, there available courses run by certification bodies, postgraduate courses run by universities and courses run by continuing vocational centers addressing to unemployed people or employees.