MARIUSZ ĩÓŁTOWSKI
University of Technology and Life Sciences
Summary
The study concerns problems of standardization of business entities co-operated in turbulent surroundings in virtual way. Such circumstances create completely new challenges facing business partners and resulted from different those hierarchical organizational structures, ones called task models of management. In new model partners have to share a part of responsibility for inserted inputs to design and made final product commonly with other performers of a project. Such model realization requires appropriate standardization processes. They should be based on creation permeable communication systems ensuring standardization processes and tech-nologies, which is the condition of the integration of enterprises in virtual environ-ment. Effective improvement of goods and processes under defined above circum-stances requires the application of well-chosen suitable methods and the tools of quality management. The engineering of quality uses well-known, and original methods and techniques to achieve this aim. One of more effective methods of influ-ence on the quality of goods describing in the paper is the Quality Function Deploy-ment – QFD process.
Keywords: virtual organizations, standardization, quality products, quality management, QFD METHOD
1. Introduction
At the turn of the 19th and the 20th century, corporations were able to conduct mass produc-tion addressed to recipients from the whole world. These instituproduc-tions perfected over the next decades of theoretical solutions, as well as practical management, the hierarchy of structures and leader domination, leading firms on and specifying the task of co-operatives. In the process of developing conceptions and methods of management under the influence of structural changes of the economy, technological progress and the development of informative technologies, extremely competitive surroundings of business occupy the key position; the adequacy of internal and exter-nal conditioning activities of economic organizations can decide about success or failure. Accord-ing to Baloguna and Hailey (2004), violent changes of technology influence economic organiza-tions and force them to adapt their style of work, as well as transport with tradesmen and custom-ers. The hierarchy of organizational connections among predominant firms, their co-operatives and subcontractors determines precise interpretation of the structure of power and responsibility. It puts on a corporation the duty to consider its abilities and develop products and services, as well as make their distribution more effective. Fulfilling a leader's part requires covering the costs of the development of products and introduction in their composition of components which have a
ten-dency to shorten life spans of products often below five years, constituting more and more difficult challenges. The growing complexity and required innovation of articles caused that in the years 1980s and 1990s the expansion of Internet technologies together with the obvious necessity to study new connections occurred. Network structures made up new system solutions created by M. Porter [2006] “Managing horizontal organization”.
The reorientation of business models follows not only as a result of technological progress, but also organizational in the range of the development of informative technologies (Web 2.0) [Eight the guild Web 2.0 – the Internet Standard], and also the changes on the side of demand, but as a result of the growth of meaning of immaterial and legal values.
The mentioned expansion of Internet technologies impossible earlier caused that the expecta-tions of changes among manufacturers were more frequently expressed. This dynamics of the development of Internet technologies extorted an introduction of virtualization of internal changes in organizations, realized according to earlier statistics worked out and valid for many procedures. The proof of legitimacy of the formulated thesis confirms the fact of realization of the subject “Virtual techniques in the investigations of the state of safety and environmental threats of ex-ploited machines”1, the leader of which is Prof. Bogdan ĩółtowski. The necessity of successive improvement of economics in the production of different articles causes initiation enabling the reduction of costs. In literature a virtual organization by J. the A. Byrne and R. Brandt [1993] – ”Temporary network of enterprises” deserves attention. J. Kisielnicki proposes an interesting definition [2008]: "This is an organization established on the basis of goodwill, and its participants come to me in different types of relationships to achieve a common goal”. The duration of the relationship is established by the creator of participants at an organization. A participant who first finds that the existence of this association is unfavourable to him or her may first decide on its liquidation. The organization operates in the so-called virtual hyperspace, and its operation re-quires the existence of computer networks – the Internet meets the greatest part of it. "According to this definition, the end of a virtual organization first goes with your partner, which does not mean the end of the business community of the existence of other partners, which often triggers almost automatically calling the new virtual organization of all these new responsibilities to be continued. It's a part of literature on the subject that stressed it was particularly hard to stop infor-mal business networking organization, such as supply chains, which can positively influence the effectiveness by each of the collaborating partners of their productivity advantage [Christopher, M. 2000, Towill, D., and Christopher, M., 2002, Xu, L. and] Beamon, BM 2006, Yusuf, YY, Gun-asekaran, A., Adeleye, EO and Sivayoganathan, K. 2004.
Network structures of chains of value embrace the reports leaning not on using differences in the partners' economic strength, on co-ordination of workings of structures, also in informal business elastic systems on the realization of common aims [Croom, S. R. 2005, Parland and the in. 2004, Lambert, D. M., Cooper, M. C. and Pagh, J. D. 1998]. The strategy of activity of an enterprise has to be steered on the assurance of quality of goods or services,. At present, many enterprises concentrate on the assurance of quality of their efforts on productive sphere mainly.
2. Quality assurance in a virtual organization
The intensification and the growth of production scale together with automation and global-ization of wider utilglobal-ization in logistics of Internet technologies leads to the contents of partners' open access to their warehouse card indices, as well as the undertaking the decision about material instructions of leaders to create the documents of material turn and forwarding by authorized people from the business partners' side. It then marks the possibility of radical decrease of time of starting the delivery of materials, and also, exceptionally effective, establishing the details and components. As a consequence of such solutions of logistic systems, a decrease in sale employ-ment is essential – the reduction of costs, as well as lowering the chain of deliveries and the level of indispensable material stores also reduces costs.
The next solution to the enlargement of elasticity of an organization in the state of non-agreement is partners' co-operation – together they project the conception of a new product and bear the costs of research of constructional records and the study of prototypes of components for functioning in this virtual model of organization. A new product created as the aim of the study of risk division creates new kinds of operations between them – they in a considerably higher degree eliminate the division of work. This division of costs of the development of products causes in consequence all partners' participation in the success of product advantages on the market. In this case we have to the deal a situation where the possibility of bearing the expenditure of knowledge will make it up to the new business partner for the barrier of entry and financial indispensable centre to future business partners' funding of the virtual phase of co-operation.
On the ground of the developmental project entitled “Virtual Techniques in the Investigations of the State of Safety and Environmental Threats of Exploited Machines” in the context of the above-mentioned facts, it can affirmed that there was a need to standardize technical norms and software. The study of such standards allows to create permeable communication systems of boundary strip co-operant, and to standardize processes and technologies, which is the condition of the integration of enterprises [Davenport, T. H. 2005, Huang and others. 2005].
A precise solution to this problem is unusually important because the quality of project solutions of article and possibility of its effective production initiation requires the finishing up of technical norms and the CAD software (Computer the Aided the Design) used in this phase of functioning of a virtual organization. The next effect of the virtualization of organization depends on the extortion of management priorities and attitudes assuring the obtainment of a suitable technical level and created in this form of co-operation.
Sensibility of a virtual organization to partners' decisions resulting from quoted definitions can inform partners about similar competences to be stabilized across the solution and the return to the state of durability of an organization requires the delivery of given up obligations and the supple-ment of competence by a partner from this organization or from outside. The size of threats of the pronouncement of failures depends on the degree of identification of businesses key members of a virtual organization undertaken in the frames of project undertakings. The problem of management in realized projects conditions with such a risk showed particularly Damiani [2009], proving that its break after a successful beginning from partners' co-operation in the frames of common under-taking follows as a result of realization of the risk of data loss, making up for their key compe-tences often.
The authority of project leaders represented by main potential of partners of trade is also im-portant, which can decide about the desire to participate in partners' project of a lower rank. One of the decisive factors conditioning success is the defeat of functioning virtual organizations through effective co-operation in all the links of the logistic chain across the use of comparable standards of SCM systems (Supply Chain Management). This concerns especially the partners' ability to co-operate between operation systems of purchase co-ordination, functioning as the first working organization – an informative creator conditions the reduction of production stores in process, as well as the work time of logistics of entry. Adaptation of solutions of logistics of internal proc-esses on co-operation with partners in the effective co-ordination of deliveries is also essential, assuring smooth realization of the assembly processes.
The solutions of logistics make up for the determination of the quality of customer service factor realized in the frames of functioning external deliveries, and this takes place in the majority of enterprises kept within the CRM frames (Customer Relationship Management). It led to the evolution of conditioning of changes in the methods of management, as well as the development of informative technologies and structural changes of models of business, as well as the aspect of connections with the disposer of public centres of commercial enterprises in the figure of different government agendas, enterprise management as a derivative of virtualization of economic proc-esses and local, regional and national council with reference to the development of e-economy. Different forms of electronic outsourcing in the light of e – the economy could accel-erate electronic signature management, and in effect lower the costs of the process of accumulat-ing, monitoring and confirming the records connected with the realization of projects co-financed by different individuals, i.e. efficient realization of these systems in interactive technology allows to shorten the cycle of data processing in productive processes, as well as to improve the quality of customer's service.
The use of the most effective CRM is one of the elements of creating definite standards of customer service, and we can also indirectly tell about organizational culture created in the frames of a given virtual organization based on a partnership group created in a conventional phase of co-operation. This problems in aspect of virtualization of management knowledge is presented in the work of Drelichowski (2008) and analyzed as an assurance of elasticity solutions.
3. Quality management principle, method and tool
In literature relating to the assurance of quality, or else quality management various notions are applied, such as: method, technique, principle, ways, tool and different instruments of influence on quality. One proposal [Hamrol, Mantura, 1998] accepted the division of instrument influence on quality as: principle, method and tool, defining these notions as follows:
The principle of quality management ( the ZZJ) – the general rights (the rule, norm of conduct) ruling the processes of the influence on quality,
The method of quality management (the MZJ) – consciously and consistently applied ways of conduct, or a set of action and relying on scientific base centres used for the achievement of a definite aim nearing the realization of tasks connected with the assurance of quality,
The tool of quality management (the NZJ) serves as a direct influence in different phases of the assurance of quality or quality management, representing data or results with investigations and measurements of relating qualities.
The basic principles, the method in schedule 1 are a tool which is used in management and in-fluence the quality of goods and services.
If principles and tools can be applied in all the phase of industrial realization process, many methods are most often steered on definite article spheres (Table 1).
Generally, it distinguishes two groups of methods of quality assurance:
1. Method of quality projecting – used in the phase of identification of needs and formula-tion of requirements, in projecting articles and processes, as well as the preparaformula-tion of production,
2. Method of quality control and steering – applied first of all during production. Table 1. Methods of quality management
The examples of principles, methods and tools of quality management
The range of influence on quality
The principle of Quality Man-agement (ZZJ)
The principle "Zero mistakes”
The Kaizen – the principle of a continu-ous improvement
Deming Principle Principle of team work
long-lasting formative influence on the strategy and culture of an enterprise.
The ZZJ does not deliver the detailed guidelines of conduct
The effects of applying the ZZJ are difficult to opinion
The method of Quality Man-agement (MZJ)
QFD Method (Quality Function De-ployment)
The FMEA method – the Analysis of kinds and results of damage
a) of articles (construction) b) of process
DOE (Design of Experiments) Taguchi and Shainin Method
Used first of all during the formation of the quality of articles and processes in the course of projecting.
The pass principles and the conduct algo-rithms.
The tool of Quality Man-agement (NZJ)
Traditional
Ishikawa Diagram – causes and results, Diagram Pareto – Lorenza,
Block pattern,
The diagram of the correlation of vari-ables,
Graphs (histograms),
The graphic introduction of results, Supervisory sheets
New
The diagram of report, The diagram of kinship, Matrix diagram,
Tree diagram (systematics),
The diagram the PDPC ( the diagram of decision),
Arrow diagram (PERT), Matrix analysis of data
The straight lines pass effective ways to direct utilization and influence quality in different phases of the industrial process of realization. They can be applied in connec-tion with methods.
Effects easy applying to opinion and immediate.
Managements make up for the method of quality “support”.
They require team work most often
SKO SPC
Statistical receiving control Statistical steering process
The formation of the quality of articles and processes in productive phase
Introduced in schedule 1, as well as drawing 1,, methods and tools of management replenish creating a sure system of improvement of quality of articles and processes. And so a market is assembled in the course of investigations, during the exploitation of articles data, or else in the course of production.
The condition of successful initiating and effective using of methods and fulfilment of the fol-lowing requirements are tools of quality management (fig. 1):
• understanding of the need of application, as well as full commitment and support from the side of management,
• careful planning of workings from the moment of initiating of given method or tool, • commitment and workers' part having influence on improvement quality,
• good planning and execution of trainings programs.
Fig. 1. The influence of applying principles, methods and tools on quality improvement Source: Hamrol, Mantura 1998.
The success of initiating suitable techniques of management will depend on the conviction of a larger workers' team, in an enterprise with quality as to the legitimacy and effectiveness of chosen methods or tools and their influence on the improvement of quality. It requires then cross-ing the barriers in workers' mentality.
4. Characteristics of management methods 4.1. TQM
Total Quality Management did not receive a universal Polish name in Polish literature. With translating this English notion also Germans, Frenchmen and Russians had problems. Therefore, more also more frequently European countries use its English version or its shortcut "TQM”. In the Polish language it is best to translate "Total Quality management” as ”Management by qual-ity”. The TQM is a form of ”management through cells”, where the continuous growth of product quality is the aim. Also, its shorter version was used interchangeably -“quality management”. This version of TQM translation has many followers also. Simultaneously, that original version of TQM consists of three words, of which every word expresses something essential:
• Total – marks the assumption of a system of a whole organization (enterprise, office, school), as well as the possibility of use it in all kinds of production and services, in every department of an organization, on every position, in an unlimited way.
• Quality – this means the fulfilment of internal customers' requirements (in the frames of an organization) and external (beyond organization) in a fully satisfactory way. Management – the method of solving problems and achieving considerable improvement across the endeav-our to higher quality of work and its effects, that is making the decision of continuous im-provement of quality of products. The management is responsible for making the decision, using the procedure and proper methods of realization.
TQM can not be generally described, it is assigned to the system of management. TQM aims to fulfil the qualitative requirements and internal and external customers' durable satisfaction. TQM Profile
Basic elements of the quality management process ( TQM) include the following: – the qualification of policy and the qualitative aims;
– quality planning;
– the assurance and steering of quality; – continuous improvement of quality.
The aims of TQM are as follows:
1. the assurance of continuous improvement of quality today and in the future;
2. gaining over manufacturer's competence and customers' confidence, as well as articles and services, that is the excitement and confidence of an organization and its logo which becomes a specific sign of quality;
3. the creation of transparency and internal procedures;
4. protection of the possibility of exploitation in case of conduct with the title of civil responsi-bility for a product.
The most important issue in Total Quality Management is co-operation, acting collectively, thanks to the possibility of common discussion, giving professional advice and the co-operation in the process of realization of next problems – tasks; achieving better results is possible when members of team work together rather than individually. Men join the philosophy of TQM in teams, acting under their leaders' leadership, and realize the strategy and the aims of the firm, as well as received programs (plans) leading to success, which is measured with customer's satisfac-tion.
A team has to be educated suitably, as well as trained theoretically and prepared to work prac-tically. It has to be simultaneously motivated in such a way that all the workers are engaged in what they do. the team obviously has to be equipped with suitable technology and a tool which makes it possible to obtain high quality of produced goods and testified services.
4.2. TPM method
The task of the Total Productive Maintenance Method (TPM) is to alter the technical management system. To achieve it, one should:
– alter ”machines”, so that they are more: unfailing, conserved, easier to access, more com-prehensible and “enduring”,
– alter persons' behaviour in front of machines. It then realizes the principle: “better preven-tion than treatment”,
– alter organization. In perspective, it marks new parts for maintenance of movement and its workers, as well as larger proxies.
– the reduction the costs connected with unforeseen fault stops,
– the reduction of global costs of investment and the prolongation the working life of devices, – the reduction of isolated costs of products and the better utilization the machines,
– the improvement of the stability of productive process. Processes under control are a guarantee of product quality and its smaller costs.
To achieve that, one should provide the following: autonomic management of a device by an operating worker, larger commitment to the aims of a firm, the growth of workers' confidence, pleasant surroundings of the place of work, as well as the growth of the workers' safety.
Efficient aims of the TPM method include: • a reduction of the causes of breakdown,
• a reduction of the frequency of appearing of the cause of breakdown, • a reduction of the growth of worker's stress, resulting in breakdown,
• learning to recognize and eliminate the causes before the appearance of breakdown, • a reduction of total costs of intervention (the easiness of maintenance),
• an enlargement of the endurance of component (Robust Design).
An important effect of the issues mentioned above is the influence on the structure of losses during production; essentially, these losses will be minimized.
The TPM method, in order to be effective, has to be understood and accepted by the whole crew of an enterprise, both managerial and productive.
An indispensable element of the initiation of the TPM method are trainings. A training first of all introduces workers with the method, its aims and way of realization. The leader of a group who co-ordinates the working of a group plays the main part here.
4.3. QFD method – quality function deployment
Effective improvement of goods and processes requires the application of well-chosen suit-able methods and the tools of quality management. The engineering of quality uses well-known, and also own, original methods and techniques to achieve this aim. One of more effective methods of influence on the quality of goods is the QFD process. Joshi Akao is a creator of this method.
The QFD method often facilitates general sale and corrects the interpretation of unclear re-quirements of customers, shapes their hierarchy and then shifts these rere-quirements to a feature and technical parameters of an article or service. This method prevents ”loss” in the next phase of industrial process of realization.
The basic tool of the QFD method is a diagram introduced in Fig. 2 called ”a house of qual-ity” (Quality House) [Krysztofik, BagiĔski 1995]. The diagram contains a defined field answering the next phase of the process of task solving. The number of the phase can be different (usually from 7 to 15), depending on a specific degree of complexity of a projected article or service, as well as on the aim that has to be reached. A team is a basic requirement of applying this method.
The aim of a team in QFD is full and correct identification of the needs and expectations of customers, a shift of the technical parameters of an article, as well as an unambiguous delimitation for organizational cells of a firm which will realize the project tasks.
The members of QFD teams have to answer three basic questions: Ǧ ”WHO” is our customer?
Ǧ “WHAT” is the customer's wish and what are his requirements? Ǧ “HOW” to fulfil customer's wish and requirements?
An answer to these questions will be introduced in the next phase of solving a task the field of "House of Quality”.
Phase 1 – Identification of the customer's requirements. Using different sources (investigation and marketing analyses, data from service, cannon of sale) the members of a QFD team choose 10 ÷ 15 the most essential customers’ requirements. In this phase the translation, a very essential problem is correct general sale and ambiguous needs and expectations of customers.
Phase 2 – the Hierarchy of requirements. The settlement of the meaning of individual require-ments allows to put them in a row according to their validity (the numerical opinion). Phase 3 – the Delimitation of technical parameters of goods. In this phase, a QFD team
trans-forms concrete technical parameters. These parameters have to become well-chosen so as to be real to obtain, as well as measure.
Phase 4 – the Settlement of dependence among the customers’ requirements, and the parameters of goods. At this stage, a QFD team, on the basis of own knowledge, establishes the experience the strength of dependence among the customer's requirements, and the parameters of an article, according to the received scale of dependence: strong, aver-age and weak.
Phase 5 – the Opinion of validity of technical parameters. Because phases 2 and 4 comply numerical opinions, a calculation of the value of coefficient P is possible, expressing the validity j – this technical parameter, used with dependence:
Phase 6 – the Settlement of a correlation among individual parameters of an article.
In this phase one should establish technical parameters of an article mutually. If improving one parameter, we improve a different one, and then a positive correlation follows between them.
Phase 7 – the Accomplishment of the opinion of competitive goods.
The opinion of competitiveness of projected goods or services is proper with two positions: customer, as well as designer.
In the first opinion, customers' representative test estimates the background of competitive goods, (when it regards the fulfilment of customers’ requirements). The comparison of individual technical parameters of a proposed article in the
opinion of designers' competitiveness is made with suitable parameters of competi-tive goods.
Phase 8 – the Settlement of desirable values of technical parameters.
Obtained in the previous phase good image about a projected article makes it possi-ble to set the team on a desirapossi-ble settlement (target) of the value.
Phase 9 – the Opinion of the difficulty of article realization.
In this phase the task of a QFD team is to pay their attention to possible technical and organizational difficulties, which can appear during the realization of the project, while achieving the appointed technical parameters.
Fhaze 6 Correlation among
parameters
Phaze 3 The technical parameters of article ( the gathering of
answer the HOW)
Phaze 4 The opinion of dependence
among the customers' requirements and the technical parameters
Phaze 7A The opinion by customers of own article from competitive articles Customer's
requirement requiremeValidity of nts for customers General Detailed
the gathering of answer Fhaze 2
Phaze 5 Opinion of validity of
technical parameters
Phaze 8 Desirable, the target
values of technical parameters
Phaze 7B Comparison of technical parameters of article from competitive articles
Phaze 9 Opinion of technical difficulty of realization T E C H N I C A L L I N F O R M A T I O N customer's information
Fig. 2. Outline of the QFD diagram Source: Krysztofik, BagiĔski 1995.
UTILIZATION OF THE QFD METHOD
Applying the QFD method assures the achievement of a number of advantages. Its use brings such advantages as:
• A decrease of about 30 ÷ 50% in introduced constructional changes,
• possible changes are made earlier, last changes most often are introduced yet before the beginning of production,
• a decrease in the number of problems at the start of production, • a decrease in the costs that started since production ÷ 60%, • a decrease of 20 ÷ 50% in the number of guarantee complaints, • a general fall of costs of production.
Applying the QFD method brings different, difficult to measure, but not less essential advan-tages, such as:
• improvement of customers' satisfaction from purchased goods and services, • better recognition, and, in consequence, a decrease in the areas of problems,
• better and more systematic documentation of knowledge, as well as its better transfer among different stages of the development of an article, which, in consequence, leads to fuller utilization of knowledge and experience,
• easier identification of potential areas of threats and superiority in terms of competition, • more competitive prices of proposed goods or services, thanks to the decrease in the costs
of the development of article and starting the production, as well as a fall in the number of internal and external lacks.
4.4. FMEA – Failure Mode and Effect Analysis
The aim of applying the method is consistent and durable elimination of the defects of goods or processes of production across recognizing the real causes of their formation and the application of suitable preventive centres, as well as the avoidance of pronouncement recognized, and also yet unknown defects in new goods and processes across the utilization of knowledge and experiences from already conducted analyses.
Every partial opinion is comprised in a compartment from 1 to 10, where 1 is the smallest value. One should put, according to an overall opinion, all the problems and apply a Pareto analy-sis, which shows what one should repair first.
Experimental methods in projecting goods and processes. To develop experimental meth-ods in projecting gometh-ods and processes, Taguchi and Shainin brought in special contribution. Taguchi stated that for every feature of an article one can qualify an optimum state (target), that is such a state which best satisfies users' needs.
5. Conclusion
The analysis of processes in this work was executed on the basis of setting a relationship with stepping out in a growing pace of the processes of organization virtualization. Organizational consequences, both legal and financial, cause that the processes of organization virtualization face new challenges which have to be solved in the processes of organization management, and the assurance of effectiveness in the phase of virtual co-operation of organization requires the ance of standardization applied in this stage of the base software, as well as the system of assur-ance of quality. Devoid of external funding and legal controls, the phase of co-operation, can be effective if the specified co-operation conditions are accepted by all partners. The accomplished review of methods of quality assurance induce to choose methodical standards, which will be of favourable solutions to the assurance of quality of the virtual phase of co-operation and organiza-tion formalizaorganiza-tion. The most well-founded tool for discussion proposed herein was the QFD method – Quality Function Deployment or ERP methods.
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PROBLEMY STANDARYZACJI W OGRGANIZACJACH WIRTUALNYCH Streszczenie
Opracowanie dotyczy problemów standaryzacji jednostek biznesowych kooperu-jących wirtualnie w turbulentnym otoczeniu. Takie uwarunkowania generują zupeł-nie nowe wyzwania dla partnerów biznesowych wynikające z róĪnych od hierar-chicznych struktur organizacyjnych, okreĞlanych mianem zadaniowego modelu za-rządzania. W nowym modelu partnerzy muszą współdzieliü odpowiedzialnoĞü za po-niesione nakłady w procesie projektowania i wykonania finalnego produktu wspólnie z innymi wykonawcami projektu. Realizacja takiego modelu wymaga odpowiednich procesów standaryzacyjnych. Powinny one byü oparte na tworzeniu droĪnych syste-mów komunikacyjnych zapewniających standaryzacjĊ procesów i technologii, co jest warunkiem integracji przedsiĊbiorstw w wirtualnym Ğrodowisku. Efektywny proces doskonalenia dóbr i usług w zdefiniowanych wyĪej warunkach wymaga zastosowania uznanych i sprawdzonych metod i narzĊdzi zarządzania jakoĞcią. InĪynieria jakoĞci wykorzystuje znane i oryginalne metody oraz techniki umoĪliwiające osiągniecie tych celów. Jedną z najbardziej efektywnych metod badania kształtowania jakoĞci dóbr opisanych w tym artykule jest metoda QFD (Wykorzystanie Funkcji JakoĞci.)
Słowa kluczowe: wirtualne organizacje, standaryzacja, jakoĞü produktów, zarządzania jakoĞcią, metoda QFD
*This paper is a part of POIG of No. WND-POIG.01.03.01-00-212/09 project. Waldemar Bojar
Ludosław Drelichowski Mariusz ĩółtowski
Department of Management POIG WIM UTP
