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Quality management. Vincent A Ssembatya. Definitions. Quality: Fitness for purpose; conforming to preset products and process (ISO 9000) standards ; products and services meeting needs/satisfaction of customers - PowerPoint PPT Presentation
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Quality: Fitness for purpose; conforming to preset products and process (ISO 9000) standards; products and services
meeting needs/satisfaction of customers
Quality Assurance: All policies and processes directed at ensuring enhancement of quality and standards of
educational provision
DEFINITIONS
quality planning,quality control,
quality assurance and quality improvement.
QUALITY MANAGEMENT HAS FOUR MAIN COMPONENTS:
Quality management is focused not only on product/service quality, but also the means to achieve it. Quality management
uses quality assurance and control of processes as well as products to achieve more consistent quality.
QUALITY MANAGEMENT CONTINUED
Quality management is a recent phenomenon. Advanced civilizations that supported the arts and crafts allowed clients to
choose goods meeting higher quality standards than normal goods.
Musket Production: The aim was to produce large numbers of the same goods – the model of assembly lines.
QUALITY MANAGEMENT EVOLUTION
The next step forward sought to improve industrial efficiency and led to the foundation for quality management, including aspects like standardization
and adopting improved practices; This further led to production against lower cost with increased efficiency.
W. Edwards Deming later applied statistical process control methods in the United States during World War II, thereby successfully improving quality in the manufacture of munitions and other strategically important products.
QM EVOLUTION
Demming’s philosophy may be interpreted by learning and understanding the deeper insights and include:
Break down barriers between departmentsManagement should learn their responsibilities, and take on
leadershipImprove constantly
Institute a programme of education and self-improvement
DEMMING PHILOSOPHY
In the 1950s and 1960s, Japanese goods were synonymous with cheapness and low quality, but over time their quality initiatives began to be successful,
with Japan achieving very high levels of quality in products from the 1970s onward.
DEMMING CONTINUED
The ISO 9000 series of standards are probably the best known International standards for
quality management.
ISO 9000 SERIES
Quality management adopts a number of management principles[3] that can be used by top management to guide their organizations towards improved
performance. The principles include:
Customer focusSince the organizations depend on their customers, therefore they should:
understand current and future customer needs, should meet customer requirements and try to exceed the expectations of customers.
An organization attains customer focus when all people in the organization know both the internal and external customers and also what customer requirements must be met to ensure that both the internal and external
customers are satisfied.
PRINCIPLES FOR ISO 9001:2008
Leadership
Leaders of an organization establish unity of purpose and direction of it. They should go for creation and maintenance of such an internal
environment, in which people can become fully involved in achieving the organization's quality
objective.
Involvement of people
People at all levels of an organization are the essence of it. Their complete involvement enables
their abilities to be used for the benefit of the organization.
Process approachThe desired result can be achieved when activities and related
resources are managed in an organization as process. System approach to management
An organization's effectiveness and efficiency in achieving its quality objectives are contributed by identifying, understanding and
managing all interrelated processes as a system.
Continual improvementOne of the permanent quality objectives of an organization should be the
continual improvement of its overall performance. Factual approach to decision making
Effective decisions are always based on the data analysis and information.
Mutually beneficial supplier relationshipsSince an organization and its suppliers are interdependent, therefore a mutually beneficial relationship between them
increases the ability of both to add value.
There are many methods for quality improvement. These cover product improvement, process improvement and people based
improvement. In the following list are methods of quality management and techniques that incorporate and drive quality
improvement:
QUALITY IMPROVEMENT
1.PDCA — plan, do, check, act cycle for quality control purposes. (Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.2.TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational
processes. 3.BPR — business process reengineering, a management
approach aiming at 'clean slate' improvements (That is, ignoring existing practices).
QUALITY IMPROVEMENT
PDCA
QUALITY
Quality AssuranceSystem
PLAN - identify problems faced, plan solution
DO changes on a small scale first to test whether they will work
ACT to get the greatest benefit from changes: Implement on a large scale if successful
CHECK to see if changes are working: achieving desired improvements
There is need to consider carefully which quality improvement methods to adopt.
It is important not to underestimate the people factors, such as culture, in selecting a quality improvement approach. Any improvement (change) takes time to
implement, gain acceptance and stabilize as accepted practice. Improvement must allow pauses between
implementing new changes so that the change is stabilized and assessed as a real improvement, before
the next improvement is made (hence continual improvement, not continuous improvement).
Improvements that change the culture take longer as they have to overcome greater resistance to change. It
is easier and often more effective to work within the existing cultural boundaries and make small
improvements than to make major transformational changes.
On the other hand, transformational change works best when an enterprise faces a crisis and needs to make
major changes in order to survive.
•Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the purposeful change of a process to improve the reliability of achieving an outcome.
•Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome.
•Quality Assurance is the planned or systematic actions necessary to provide enough confidence that a product or
service will satisfy the given requirements.
QUALITY TERMS
Promote confidence in:Quality of academic provision (Teaching
and Learning, Research and KTP)Standard of awards of Makerere
UniversityMeasures taken to safeguard, enhance and effectively manage quality assurance
system
THE MISSION OF MAKERERE UNIVERSITY QUALITY ASSURANCE SYSTEM
Establish an efficient and effective QA policy and strategy
Establish an efficient and effective QA systemEnsure effective staff and student performance
Provide leadership in the transformation of core QA business processes
STRATEGIC OBJECTIVES
ELEMENTS OF A QUALITY ASSURANCE SYSTEM
PROCESSESINPUTSQUALITY OUTPUTS
Organizational leadership & management
Personnel: Training
Standards
Assessment
Documentation
Su
pp
liers
Cu
stom
ers
Rewards
FacilitiesProgramsProcesses
Financial resourcesStaff
StudentsManagement
Government supportAll are important. A chain is as strong as its
weakest link
QUALITY ASSURANCE SYSTEM