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7/31/2019 The Quality Improvement Process
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THE QUALITY
IMPROVEMENT PROCESSPrepared by-
Madhuri Trivedi (061278500179) M.Azaharuddin (061278500180)
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What is improvement?
Improvement is
a change for the better
progress in development
the act of improving something
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TYPES OF BENEFICIAL CHANGE
1. Product feature- These can increase
customer satisfaction. And its
income oriented i.e. - businessimprove system, one stop shopping
2. Freedom from deficiencies- These
can create chronic waste . They arecost oriented i.e. reduction in error
rates, field faliure .
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Structured Product
Development. Many companies maintain an organized approach for evolving
new models of products, year after year. Under this organised
approach -
1. Products committee- they made a business survilence
2. Full time product and process department- equipped with
personal laboratory and they did technological work
3. Functional departments-A structured procedure is used to
progress the new developments Through functional
department
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THE INITIATIVES OF THE
1980S They enlarged the business plan at all level
included quality improvement
set up special organizational machinery to carry
out that process. They adopted the big Q concept
They trained all levels of personnel, includingupper management
They empowered the work force to participate inmaking improvements.
They revised the reward system to recognize thechanges in job responsibilities
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THE OUTLOOK FOR THE
TWENTY-FIRST CENTURY
The Emerging Consensus Competition in quality has intensified and has become a
permanent fact of life. Customers are increasingly demanding improved quality from
their suppliers.
Reduce the chronic waste
Attainment of quality leadership
Quality improvement
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QUALITY IMPROVEMENT:
THE BASIC CONCEPTS Improvement Distinguished from
Control
Quality Improvement Is ApplicableUniversally.
Quality Improvement Extends to All
Parameters.
Quality Improvement Does Not Come
Free.
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THE QUALITY IMPROVEMENT
PROCESS 1. QUALITY COUNCIL
2. SET THE QUALITY GOAL
3. NOMINATION AND SELECTION OFPROCESS
4. PROJECT TEAM
5. TEAM ORGANISATION 6. FORMULATION OF THEORIES
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THE QUALITY COUNCIL
The first step in mobilizing for quality improvement is to
establish the companys quality council
MEMBERSHIP-Council membership is typically drawn
from the ranks of senior managers Responsibilities. Each member know about their
responsibility
Assistance from the Quality Department-
1.Develop training materials
2.Develop new measures for quality
3.Prepare reports on progress
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Use of project
The project is the focus of actions for quality improvement.
2 types of project are
1. vital few project 2. The useful many
Pareto PrincipleThis principal is also known as 80-20 rule
or the vital few principal . Principal says that 80% of the
results from any series of actions are caused by 20% of the
actions themselves
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The Useful Many Projects. Under the Pareto principle, the
vital few projects provide the bulk of the improvement, so
they receive top priority. Beyond the vital few are the useful
many projects.Collectively they contribute only a minority of
the improvement, but they provide most of the opportunityfor employee participation
THE NOMINATION AND SELECTION PROCESS- involving
several steps
Project nomination
Project screening and selection
Preparation and publication of project mission statements
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THE PROJECT TEAMFor each selected project, a team is assigned. This team then becomes
responsible for completing the project.
Appointment of Teams; Sponsors-These sponsors follow team
progress (or lack of progress). If the team does run into an impasse,
the sponsor may be able to help the team get access to the proper
person in the hierarchy.
Teams are appointed by sponsors of the projects
Responsibilities and Rights- A project team has rights and
responsibilities that are coextensive with the mission statement.
Membership (1) which departments should be represented on
the team(2) what level in the hierarchy team members should
come from 1. product based 2. managerial
(3) which individuals in that level-The focus is on the I
n individuals ability to contribute to the team project
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TEAM ORGANIZATION
The Team Leader :
Ensuring that meetings start and finish on
time Helping the members to attend the team
meetings
Ensuring that the agendas, minutes, reports,and so on are prepared and published
Maintaining contact with the sponsoringbody
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The Team Secretary:
responsibility for carrying out the team mission.
the secretary has unshared administrativeresponsibilities, chiefly preparing the agendas,
minutes, reports, and so on.
that a major qualification for appointment to thejob of secretary is the ability to write with
precision & communicate to rest of the
organization.
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The Team Members :
Arranging to attend the team meetings
Representing his or her department
Contributing job knowledge and expertise
Constructively challenging the theories and
ideas of other team members
Volunteering for or accepting assignments for
homework
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FACILITATORS
Most companies make use of internal consultants,usually called facilitators, to assist qualityimprovementteams, mainly teams that are working on their firstprojects.
The Qualifications: undergo special training qualify them for the
preceding
The training includes skills in team building,
resolving conflicts, communication, andmanagement
knowledge relative to the quality improvementprocesses, e.g., the improvement
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The roles ofFACILITATORS:
Explain the companys intentions
Assist in team building
Assist in training Relate experiences from other projects
Assist in redirecting the project
Assist the team leader:
1.Assist in planning the team meetings. 2.Improve human relations.
3.Assist on matters outside the teams sphere of activity.
Support the team members
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THE UNIVERSAL SEQUENCE FOR
QUALITY IMPROVEMENT A quality improvement team has no personal boss. Instead,
the team is supervised impersonally. Its responsibilities aredefined in
The project mission statement: This mission statement is
unique to each team.
The universal sequence2 for quality improvement: This is
identical for all teams.
The Two Journeys
The diagnostic journey from symptom to cause. It includes analyzingthe symptoms, theorizing as to the causes, testing the theories, andestablishing the causes.
2. The remedial journey from cause to remedy. It includes developingthe remedies, testing andproving the remedies under operatingconditions, dealing with resistance to change, and establishingcontrols to hold the gains.
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THE DIAGNOSTIC JOURNEY :
The diagnostic journey starts with analyzing the symptoms of the
chronic quality problem. Evidence of defects and errors comes in
two forms:
The words used in written or oral descriptions The autopsies conducted to examine the defects in-depth
Understanding the Symptoms: Symptoms are oftencommunicated in words such as incorrect invoices, machine
produces poor copies, or I dont feel well. Understanding such
expressions is often hindered because key words have multiple orvague meanings. In such cases, the person who prepared the report
becomes an essential source of information.
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FORMULATION OF
THEORIES Generating Theories:
Securing theories should be done systematically. Theories should be
sought from all potential contributorsline managers and
supervisors, technologists, the work force, customers, suppliers, and
so on.
One systematic way of generating theories is called brainstorming.
Potential contributors are assembled for the specific purpose of
generating theories. Creative thinking is encouraged by asking each
person, in turn, to propose a theory.
Another systematic approachnominal group technique.
Participants generate their theories silently, in writing. Each then
offers one theory at a time, in rotation.
After all ideas have been recorded, they are discussed and then
prioritized by vote.
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Arranging Theories
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Measurement for Diagnosis
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HUMAN ERROR: DIAGNOSIS AND
REMEDY
In some projects, the contributing causes
include human error. Such errors are
committed by all human beingsmanagers,
supervisors, professional specialists, and thework force.
Except for workforce errors, the subject has
received very little research, so the databaseis small. In view of this , what follows focuses
on work force errors.
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Different type of errors
1.Extent of Work Force Errors: Most errors are controllable
by management. Errors are controllable
by workers only if the criteria for self-control have.
2.Species of Work Force Error: It has long been a widely held
belief by managers that work force errors are due to lack
of motivation. However, recent research has shown that
there are multiple species of work force errors and that
only a minority of such errors have their origin in lack of
motivation.
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3.Inadvertent Errors: Inadvertent means caused by lack ofattention. Inadvertent errors are made because of human
inability to maintain attention.
4.Technique Errors: Technique errors are made because workers
lack some knacksome essential technique, skill, orknowledge needed to prevent errors from happening.
Technique errors exhibit certain outward features.
5.Conscious Errors: Conscious errors involve distinctive
psychological elements.
6.Communication Errors: A fourth important source of human
error is traceable to errors in communication. There are
numerous subspecies of these, but a few of them are
especially troublesome.
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THANK YOU