Quality Management Quality Management SystemSystem

NURSING EDUCATION NURSING EDUCATION ASSOCIATIONASSOCIATIONCONFERENCECONFERENCE

20062006PORT ELIZABETHPORT ELIZABETH

““

Vernon PillayVernon PillayNursing Education ManagerNursing Education Manager

Life College of LearningLife College of Learning

"Quality is never an accident; it is "Quality is never an accident; it is always the result of high always the result of high intention, sincere effort, intention, sincere effort, intelligent direction and skillful intelligent direction and skillful execution; it represents the wise execution; it represents the wise choice of many alternatives."choice of many alternatives."

William A. FosterWilliam A. Foster

WorkshopWorkshop Introduction to Quality

Provider Quality Commitment The Need for a Quality

Management System Everybody Powered by Quality

Designing a Quality Management System

Power Teams & Processes Managing the Quality

Management System Better our best

Provider Quality Provider Quality CommitmentCommitment

OutcomesOutcomesAt the end of this section participants will At the end of this section participants will

be able to:be able to:

Link the QMS to the vision and mission.Link the QMS to the vision and mission. Understand why quality is part of every Understand why quality is part of every

provider’s “reason for existence”.provider’s “reason for existence”. Understand the Quality Principles and Understand the Quality Principles and

how these impact on each learner and how these impact on each learner and facilitatorfacilitator

Identify a suitable definition for Quality Identify a suitable definition for Quality in the organization in which you workin the organization in which you work

DefinitionDefinition of Qualityof QualityQuality can be approached from 5 Quality can be approached from 5 Philosophical points of view:Philosophical points of view:

The Transcendent approachThe Transcendent approach The product –based approachThe product –based approach The user opinion/ preference The user opinion/ preference

based based approachapproach The manufacturing- based The manufacturing- based

approachapproach The value-based approach The value-based approach

Quality as seen by the Quality as seen by the CustomerCustomer

The word quality means different The word quality means different things to different customersthings to different customers

Criteria to define quality include:Criteria to define quality include: AppearanceAppearance FunctionFunction CostCost

Customer OrientationCustomer Orientation

Satisfying stated and implied needsSatisfying stated and implied needs meeting customer expectations:meeting customer expectations:

specific measurable parameters, or specific measurable parameters, or by expectations as perceived.by expectations as perceived.

It is crucial that the requirements for It is crucial that the requirements for quality fully reflect the stated and quality fully reflect the stated and implied needs of the customerimplied needs of the customer

Quality ManagementQuality Management

Is the result of the so-called Is the result of the so-called “quality circles” of the 1980’s“quality circles” of the 1980’s

Isolating and analyzing the Isolating and analyzing the process/ part of the process process/ part of the process

Lesson learn’t QMS cannot be Lesson learn’t QMS cannot be added into an Organization at added into an Organization at the end of the process the end of the process

Entrenched Entrenched in the value systemin the value system A strategic choiceA strategic choice made before made before

implementationimplementation

QMS IS THEREFOREQMS IS THEREFORE

All the coordinated activities of All the coordinated activities of the overall management function the overall management function of an organization that of an organization that determine its quality policy, determine its quality policy, objectives, and responsibilities objectives, and responsibilities and its implementation by means and its implementation by means of a quality management systemof a quality management system

QMS consists of 3 fundamental QMS consists of 3 fundamental structures:structures:

FUNDAMENTALSTRUCTURES OF

QMS

POLICY MANAGEMENT“Doing the right things ”

PERFORMANCE IMPROVEMENT“Doing things right the first time”

PROCESS MANAGEMENT“Keeping things right”

The typical vision The typical vision statement:statement:

We know where we are going and whyWe know where we are going and why

We have pride of ownership in our jobsWe have pride of ownership in our jobs

We continuously improve everything we We continuously improve everything we dodo

We set the standardsWe set the standards

We provide excellent value We provide excellent value

QualityQuality PrinciplesPrinciples

Education Education lifelong learninglifelong learning EnlighteningEnlightening new informationnew information ExcellenceExcellence exceeding exceeding

expectationsexpectations EnergyEnergy a passion for lifea passion for life EmpowermentEmpowerment the power to actthe power to act

Exercise 1Exercise 1

Instructions

In your groups, identify practical ways in which you can demonstrate the quality principles in the work you do. Principles will be assigned to your group. Write your suggestions on the flipchart paper provided. You will be required to give feedback to the larger group.

The Need for a Quality The Need for a Quality Management SystemManagement System

OutcomesOutcomesAt the end of this section participants will At the end of this section participants will

be able to:be able to: Understand the transformation of Understand the transformation of

education and training as captured by education and training as captured by the SAQA Act and the Skills the SAQA Act and the Skills Development ActDevelopment Act

Discuss different views of qualityDiscuss different views of quality Discuss the factors that drive the need Discuss the factors that drive the need

for quality management in education & for quality management in education & trainingtraining

Explain the Quality Assurance cycleExplain the Quality Assurance cycle

THE NQF & SAQATHE NQF & SAQA

NQF – monitor qualifications and NQF – monitor qualifications and assure quality assure quality

According to framework SAQA was According to framework SAQA was formedformed

To register SA QualificationsTo register SA Qualifications To Assure the quality of all SA To Assure the quality of all SA

QualificationsQualifications To put the following bodies in place:To put the following bodies in place: NSB’s & ETQA’sNSB’s & ETQA’s SGBSGB

QUALITY IN

EDUCATION

SAQA

STANDARD SETTING

QUALITY ASSURANCE

12 NSB’s

ETQA’s

SGB’s PROVIDERS

Registers Standards

Qualifications

Accredits ETQA’s

Learning Outcomes

Moderation Requirements

Accredits Providers Accredits courses

Registers Assessors

SAQA’s QUALITY CYCLE

Skills DevelopmentSkills Development

Ensuring quality learning in the Ensuring quality learning in the workplaceworkplace

Employees are skilled to perform Employees are skilled to perform their jobs competentlytheir jobs competently

Learning must contribute to the Learning must contribute to the development of the workerdevelopment of the worker

Credits versus attendance coursesCredits versus attendance courses SETAs quality assure training in SETAs quality assure training in

the workplacethe workplace

Different Views of QualityDifferent Views of Quality

Conforming to some external Conforming to some external standard (centres of excellence)standard (centres of excellence)

Peer validation (moderation by Peer validation (moderation by external agencies)external agencies)

Quality is also relativeQuality is also relative

Notions of QualityNotions of Quality

ISO 9000 approachISO 9000 approach ““Value for money” has a focus on Value for money” has a focus on

performance indicatorsperformance indicators ““Quest for zero defect” – against Quest for zero defect” – against

pre set standardspre set standards Fitness for purpose – evaluation Fitness for purpose – evaluation

of an organization’s policies of an organization’s policies against national standardsagainst national standards

Transformative Quality in Transformative Quality in EducationEducation

Enhancing the participant’s Enhancing the participant’s performance and development- performance and development- to succeedto succeed

Empowering the participant to Empowering the participant to influence their own influence their own transformationtransformation

Quality Assurance CycleQuality Assurance Cycle

New Cycle

Old Cycle

Review Strategic Plan

Write self assessment reports, summarizing the analysis, evaluation and priorities for action

Follow self assessment procedures

Develop coherent QA systems to monitor actual performance against standards

Decide what quality means (agreed features, standards,improvement targets

Plan detailed action resources, timeframes & indicators for improvement

Plan objectives and outputs

Exercise 2Exercise 2

InstructionsInstructions

Take the Quality Cycle and in your groups Take the Quality Cycle and in your groups answer the following question:answer the following question:

What are the benefits of the quality cycle and What are the benefits of the quality cycle and how does it impact on education?how does it impact on education?

Record your answers on the flipchart paper. You Record your answers on the flipchart paper. You will be required to give feedback to the larger will be required to give feedback to the larger group.group.

Designing a Quality Designing a Quality Management SystemManagement System

OutcomesOutcomes

At the end of this section participants will be At the end of this section participants will be

able to:able to:

Apply the general process to develop a Apply the general process to develop a

quality management system for the provision quality management system for the provision

of education, training & developmentof education, training & development

Quality Management Quality Management PrinciplesPrinciples

Customer FocusCustomer Focus LeadershipLeadership Involvement of peopleInvolvement of people Process approachProcess approach System approach to managementSystem approach to management Continuous ImprovementContinuous Improvement Factual approach to decision Factual approach to decision

makingmaking Mutually beneficial supplier Mutually beneficial supplier

relationshipsrelationships

A Successful, Cost effective A Successful, Cost effective QMS is one in whichQMS is one in which

Quality policies and objectives are well Quality policies and objectives are well defineddefined

Everyone is motivated to achieve qualityEveryone is motivated to achieve quality Responsibilities are clearly delegated in Responsibilities are clearly delegated in

the organization for activities influencing the organization for activities influencing qualityquality

Communication is goodCommunication is good Instructions are simple, clear and Instructions are simple, clear and

availableavailable Meaningful records are keptMeaningful records are kept Training is available at all levelsTraining is available at all levels The system is regularly monitoredThe system is regularly monitored

Process to Establish a Process to Establish a QMSQMS

Define the scope of QMSDefine the scope of QMS Define Quality Policy and Define Quality Policy and

ObjectivesObjectives Identify key processes and Identify key processes and

Organizational structureOrganizational structure Plan to establish a QMSPlan to establish a QMS Define Key ProcessesDefine Key Processes Design Quality ManualDesign Quality Manual Training on QMSTraining on QMS

ModelModel of Process-based of Process-based QMSQMS

Continuous improvement of the QMS

InterestedParties

Requirements

Interested Parties

Management Responsibility

Resource Management

Measurement, analysis and improvement

Product realization

Input Output

Satisfaction

Product

Total Quality Total Quality ManagementManagement

Teams

System Tools

Process

Culture

Commitment

Communication

Exercise 3Exercise 3

InstructionsInstructions

In your groups, draw an In your groups, draw an educational process you are educational process you are familiar with, in the form of a familiar with, in the form of a flowchart. Draw your flowchart flowchart. Draw your flowchart on the flipchart paper provided. on the flipchart paper provided. You will be required to give You will be required to give feedback to the larger group.feedback to the larger group.

Managing the Quality Managing the Quality Management SystemManagement System

OutcomesOutcomes

At the end of this section At the end of this section participants will be able to:participants will be able to:

Monitor a quality assurance Monitor a quality assurance systemsystem

Evaluate a quality assurance Evaluate a quality assurance systemsystem

Report and make Report and make recommendationsrecommendations

QMSQMS Reviews – Quality Reviews – Quality AuditAudit

System auditsSystem audits Process auditsProcess audits Product/service auditsProduct/service audits Internal auditsInternal audits External auditsExternal audits Audits have to be planned and Audits have to be planned and

performed as part of the quality performed as part of the quality management activities management activities

Exercise 4Exercise 4

InstructionsInstructions

In your groups, discuss one quality In your groups, discuss one quality audit initiative, you would use to audit initiative, you would use to enhance quality in your enhance quality in your institution. Write it up on the institution. Write it up on the flipchart paper provided. You will flipchart paper provided. You will be required to give feedback to be required to give feedback to the larger groupthe larger group

SummarySummary

Quality is relativeVision & Mission statements are about

qualityEverybody is responsible for

quality

Monitor and review quality

Continuous Quality Improvements

Understand the Principles of Quality

Policies, Processes & procedures are essential

Legislation supports quality

““Quality, quality, quality: never Quality, quality, quality: never waver from it, even when you don't waver from it, even when you don't see how you can afford to keep it see how you can afford to keep it up. When you compromise, you up. When you compromise, you

become a commodity and then you become a commodity and then you die.”die.”

    Gary Hirshberg (founder of Stonyfield Farm Yogurt)Gary Hirshberg (founder of Stonyfield Farm Yogurt)

THANK YOUTHANK YOU