1 Quality Mngmnt

8/16/2019 1 Quality Mngmnt

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Qualit

Quality

y

ManagementMana

gement (Introduction)(Introduction)By: M. SajidBy: M. Sajid

MBA (IBA)MBA (IBA)

MA EconomicsMA Economics

MA English LiteratureMA English Literature

MIS (IAS)MIS (IAS)

MPhil (IQM)MPhil (IQM)

Ph! (IQM)Ph! (IQM)

"aculty at I#E$ P% Lahore"aculty at I#E$ P% Lahore


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&hat is Quality&hat is Quality''

► he assessment o uality is *ery im+ortant ormost demanding managers no,.► In deciding uality$ ,e might assume that

+eo+le consider *arious and multi+le attri-utes

o a gi*en ser*ice or +roduct and assigndierent ,eights to each attri-ute -eorereaching a decision.

►

otal uality management has its roots in the+ri*ate sector. hus$ it may -e -ene/cial toanaly0e the history o QM 1 QM in the +ri*atesector in order to im+ro*e our understanding o

the +otential and limits o QM 1 QM.


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Quality Management in +ri*ateQuality Management in +ri*atessectorector

►2. Quality ins+ection►Monitoring acti*ities -ecame the e3clusi*e

tas4 o additional hierarchical and unctional

units.►Quality ins+ection had a +urely technicalunction: It had to detect the good +roductsand let them +ass and had to sto+ the -ad 1

non conorming +roducts.► he main management instruments ,ere

technically specifed norms and standards

that hel+ed to carry out ins+ections correctly.


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► 5. Statistical Quality #ontrol5. Statistical Quality #ontrol► In order to o*ercome this +ro-lem uality ins+ection

,as urther de*elo+ed as statistical quality control 6

SQ#.► Quality$ in this sense$ ,as an objective concept

since the judgment on uality ,as -ased onuantitati*e data.

► S+eciali0ed unctional di*isions ,ere res+onsi-le orthe assessment o +roduct uality$ ,hich is a third-

party assessment rom the ,or4ers7 +ers+ecti*e.

► It is a static view that em+hasi0es technicalconormance$ no matter ho, much the s+eci/cationor a +roduct may ha*e -ecome ina++ro+riate orthe circumstances in ,hich this +roduct must no,

-e used.


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► 8. System9oriented uality assurance► Successul organisations no, ha*e to manage

e3ternal rather than internal systems.► his de/nition o uality means meeting the

e3+ectations o *arious customers.► . #om+any9,ide uality9control

► #ustomer9orientation does not only reer to thee3ternal$ -ut also to the internal customer sothat the ,hole com+any may -e inter+reted as anet,or4 o customer9relationshi+s.

► As a conseuence$ all management eortsconcentrate on the ul/llment o customer needs.

► #om+any9,ide9uality9control and QM are oten

reerred to as synonyms in literature.


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► ;. (otal) uality management► QM is -ased on a de/nition o uality that

comes rom consumer +sychology literature and

sets customer expectations as the /rst andultimate goal o each acti*ity in an organisation.

► In order to unction +ro+erly$ QM reuires theull and acti*e in*ol*ement o all em+loyees to a

cor+orate uality +lan as ,ell as com+rehensi*einormation systems that collect and +rocessinormation ,ith regard to customers$ su++liers$cor+orate9,ide +rocesses and com+etitors.

► QM also reuires a ,illingness to in*estsu-stantially in training.► "inally$ QM in*ol*es cultural change to,ards

continuous im+ro*ement < change.


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Pu-lic Admn orPu-lic Admn or P*tP*t BusinessBusiness''

Public Private

Value Service Profit

Responsive to Polity Shareholder

Basis Monopoly Competitive

Services Collective Excludable

Sustainability No exit Exit


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Quality in PublicOrganization

►the uality o a +u-lic organization may -e assessed on the -asis o utility$eui+ment$ relia-ility$ conormance tonorms$ sta-ility$ riendliness o ser*ice$

design and +erce+tion o the +roduct.►Quality$ as a an e3am+le o thiscom+le3ity is also su-ject to the desire.

► So$ scholars as ,ell as +ractitionersha*e made *arious attem+ts to /nd auality measure ,hich can ca+ture 1de/ne se*eral dimensions o uality.


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uality dimensionsin=uencing customer7s *ie, o uality

►> angi-les►> ?elia-ility►> ?es+onsi*eness

►> #om+etence►> #ourtesy►> #redi-ility

►> Security►> Access►> #ommunication

►> %nderstanding the #ustomer 1 #lient


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Quality Indicators► he de/nition o a set o uality measures is

only a /rst ste+ in the +rocess o ualitymeasurement.

► Quality measures ha*e to -e made

o+erational ,ith uality indicators.► @Smart uality indicators should -e:► > S+eci/c

► > Measura-le► > Achie*a-le► > Rele*ant

► > Time9related


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2. he IS CDDD Series and hird Party#erti/cation

► he IS CDDD series$ citi0en7s charters anduality e3cellence models ha*e -ecome ,ide9s+read instruments or 4ee+ing uality in Pu-licorganizations.

► he IS CDDD series is an internationallyrecognised standard or uality assurance.

► IS is the International rganisation orStandardisation$ ,hich is a ederation o nationalstandards -odies$ and ,hich is res+onsi-le or+re+aring international standards.

► he international standard gi*es indications ho,to set u+ uality systems in organisations ,herea contract -et,een seller and -uyer reuires thedemonstration o a su++lier7s a-ility to su++ly tomutually agreed reuirements.


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5. #iti0en7s #harters 1 Socialet,or4ing

►

he essential idea -ehind charters is to increasethe uality o ser*ices as +ercei*ed -y ser*iceusers 1 consumers 1 clients.

► he ultimate +ur+ose is to rene, citi0en trustnot only in +u-lic ser*ices -ut also in the State.

► #onsidering charters as +urely technicaldocuments descri-ing intentional and +lanneduality im+ro*ement strategies underestimatethe real sco+e and signi/cance o thesedocuments.

► he +otential o charters is to e3+ress aconsensus on a societal model on the -eha*iourand res+onsi-ilities$ rights and duties$e3+ectiations and trust o +oliticians ingo*ernment$ ci*il ser*ants in +u-lic ser*ices and

citi0ens 1 users.


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8. Quality E3cellence Models► Most uality e3cellence models ha*e /rst -een de*elo+ed

or the +ri*ate sector and ha*e -een transerred to the

+u-lic sector.► In Euro+e$ they clearly cluster around t,o core models 9 the

2CCC *ersion o the Euro+ean E3cellence Model (+re*iously4no,n as the Business E3cellence Model) and the 2CCF*ersion o the S+eyer Quality A,ard or Germany < relatedcountries.

► A detailed com+arison identi/es the ollo,ing organisationaland managerial 4ey criteria$ ,hich are also ound in most&estern Euro+ean national uality a,ards that in*ol*e+u-lic ser*ice organisations:

► > leadershi+► > +olicy and strategy► > +eo+le► > resources► > +rocesses► > dierent categories o @o-jecti*e and @su-jecti*e results


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From Hig Quality Public Ser!ices to"ards HigQuality Public Organization

► here is em+irical e*idence that *arious uality

im+ro*ement +rogrammes in +u-lic organizations ha*e increased user satisaction.► Het$ at the same time$ mass +u-lic sur*eys indicate

a decrease in trust in national go*ernment$+arliament and the ci*il ser*ice.

► his indicates that there is no linear relationshi+-et,een ser*ice uality and trust.► he +erce+tions o uality come rom *ery s+eci/c

o-ser*ations o +u-lic ser*ices ,hereas trust reersto the go*ernment machinery in general.

► t may -e +ossi-le to esta-lish a relation -et,eensatisaction a-out a certain ser*ice and trust in thatser*ice -ut it is not clear ho, satisaction a-outs+eci/c ser*ices in=uences trust in go*ernment$es+ecially since go*ernment cannot -e considered

as an accumulation o +u-lic ser*ices.


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► "rom this ,ider +ers+ecti*e$ an e3cellentorganization is not sim+ly one ,hich has thecharacteristics o an e3cellent ser*ice +ro*ider.

► It must also -e e3cellent in the ,ay in ,hich itdischarges its +olitical and social res+onsi-ilities.► "or e3am+le$ e3cellent ser*ice +ro*ision does not

guarantee that the streets are clean i citi0ens 4ee+on thro,ing litter in the streets.

► It may +ro*e necessary to teach children at schooland at home a++ro+riate ci*ic -eha*iour in order tocreate a clean en*ironment or citi0ens.

► In other ,ords$ uality im+ro*ement also reuires a

res+onsi-le ci*ic society.► As a conseuence$ uality indicators should not

only ocus on measuring ser*ice uality as +ro*ided-y an indi*idual organi0ation -ut also on the ser*icesystem$ and the o*erall uality o lie.


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he Q%ALIH A++roaches he Q%ALIH A++roaches

raditionalapproach

Ne! PublicMana"ement

Political #e"al

Value Efficiency$effectiveness

Customerresponse

Representation%accountability

Proceduralvalidity

&r"'structure

ypicalbureaucracy

Competitive Pluralism (dversary

)ndividual )mpersonal$rational

Customer *roup member Particularisticindividual

+ecisionma,in"

Rational +ecentrali-ed Muddlin"throu"h

Precedence

.unction Executive Executive #e"islative /udicial

Bud"et Rational 0costbenefit1

Performancebased

)ncremental Ri"hts based


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Questions < #ommentsQuestions < #omments

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1 Quality Mngmnt