Discourse on quality is well diffused in all sectors,including that of localisation,thanks in particular to the concept of Total Quality
代写留学生论文/留学生论文代写Management (TQM) and itscomponents and more recently ISO certifications.This article contains some elements
of reflection gleaned from day to day localisationproject management.
Most companies are preoccupied with customer satisfaction.
Its central role is recognised, accepted and taken intoaccount as yet another competitive pressure.Furthermore, the quality approach has long presented astrong business argument in the conquest of new markets.
Associated with a controlled pricing policy, it makes it possibleto preserve all the competitiveness necessary for the economicsurvival of a company. Management technique thenconsists of correctly controlling quality over the long term.Too many companies redouble quality-related efforts to obtainmarkets, and then let these efforts subside once the relationshipwith the customer is established.
EVOLUTION OF QUALITY
In order to sustain this approach and, at the same time,maintain good customer relations, it is necessary for both thecustomer and the service provider to jointly define the level ofquality that is expected at the proposed price. Indeed, it is thecustomer who is most qualified to define the quality of a service
as they are paying for it.However, it is necessary to guard against excess: the effort putinto achieving customer satisfaction is sometimes extreme, evencounterproductive, because some of the expectations ascribed
to the customer have not been confirmed by any analysis. Inthese cases, there is a major risk of focusing on issues that thecustomer may be unaware of and are immaterial while leavingreal issues unresolved and actual expectations unsatisfied.How many times have we worked long hours trackinginconsistencies in a product while letting some misprints and
unfortunate phrases slip by, even though the customer seemedmore attached to the quality of the language. When this happened,
our approach remained unchanged, because the service
corresponded more to our own definition of quality than
to the real expectations of our customer. It was, therefore,
necessary for us to highlight the improvement in linguistic
quality whilst pointing out to the customer the importance of
consistency for the end-user. This shows us that you cannot
focus on one qualitative aspect without detrimentally affecting
the other. As a result of this, there has been movement away
from the old process of “unacceptable quality” to that of“super-satisfied customer.”
Does unacceptable quality result from the statistical methodsof the MIL STD (Military Standard) type? MIL STD “authorises”
a level of non-quality (Acceptance Quality Level orAQL), that is to say defects being allowed to remain whichruin a batch, despite being within acceptable levels. Thisapproach represents a compromise between the level of quality,the quantity delivered or the price negotiated, which wasacceptable in an economy of excess demand. Today, however,
supply exceeds demand and so no defect should ever beallowed to reach the customer.Quality should be controlled to the point where only productswith no defects are released and even if the majority of
companies are not at that level of control, they should perceivethis as an attainable objective. But at which stage canquality be best controlled?
When defining a successful “quality cont
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