Quality Management Assurance Focus And Approach PowerPoint Presentation PPT

QUALITY
Management
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Our Vision

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Our Team
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About Us

Our Goal
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QUALITY MANAGEMENT ensures that
an organization, product or service is consistent. It
is the ability of a product or service to consistently
meet or exceed customers expectations.
Quality Management Definition

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Quality Assurance
Quality Control
Quality Planning
Quality Improvement
Quality
Management
Four Main Components Of Quality Management

Evolution Of Quality Management
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1970 - Statistical Process Control Charts

INSPECTION by an inspection
team
it’s about PREVENTION rather than
just detection
Quality Is Seen As EVERYONE’S
Job, Not Just A Small Team Of Inspectors!
QUALITY CONTROL Usually Takes Place At End Of Production
Process
QUALITY ASSURANCE Focuses On Prevention Where Samples Of
Part Finished Goods Are Checked At Different Times In Production
Process
Production Process
Production Process
CHECK QUALITY
Quality Control Vs. Quality Assurance

Customer-focused ORGANISATION
 Leadership
 Involvement Of People
 Process Approach
 System Approach To Management
 Continual Improvement
 Factual Approach To Decision Making
 Mutually Beneficial Supplier Relationships
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02
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Principles Of
Quality
Management
8 Principles Of Quality Management

 Where Possible, They Should Aim To Exceed
Customer Expectations.
 This Standard Relates To Customer Needs And
Customer Service.
 A Business Should Understand Their Customers And
Seek To Meet Their Requirements.
Customer Focus

Benefits Of Customer Focus
 Marking Customer Needs And The Needs Of Other Stakeholders
Understood Throughout The Organisation
 Ensuring That Relevant Goals And Targets Are Directly Linked To
Customer Needs And Expectations
 Improving The Performance Of The Organisation To Meet Customer
Needs
 Ensuring The People Have The Knowledge And Skills Requires To Satisfy
The Organization's Customer
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of The
Principle Include

 A Business Should Have Clear Objectives And
Employees Should Be Actively Involved In
Achieving This.
 This Standard Relates To The Direction Of The
Organization.
Leadership

Benefits Of Leadership
 Establishing And Communicating A Clear
Vision Of The Organisation’ S Future.
 Translating The Vision Of The Organisation
Into Measurable Goals And Targets.
 Empowered And Involved People Achieve
The Organisation's Objectives.
 Having An Empowered, Motivated, Well
Informed And Stable Workforce.
Beneficial
Applications Of The
Principle Include

 This Principle Recognizes
That An Organization Is
Nothing Without Its Staff
 That Their Abilities Should
Be Used To Full Effect For
Business Success.
Involvement Of People

Benefits Of Involvement Of People
 People Effectively Contributing To
Improvement Of The Policy And
Strategies Of The Organisation;
 People Sharing Ownership Of The
Organisation’s Goals
 People Being Involved In
Appropriate Decisions And Process
Improvements
 People Being More Satisfied With
Their Jobs And Being Active
Involved In Their Personal Growth
And Development For The
Organisation’s Benefit.
Beneficial
Applications Of The
Principle Include

The Process Approach Relates To
Efficiency And The Understanding
That Appropriate Processes Will
Speed Up Activities.
01
0403
02
Process
Approach
Process Approach

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Benefits Of Process Approach
 Utilizing Defines Processes Throughout
The Organization Will Lead To More
Predictable Results Better Use Of
Resources Shorter Cycle Times And
Lower Costs
 Understanding The Capability Of
Processes Enables The Creation Of
Challenging Goals And Targets
 Adopting The Process Approach For All
Operation Results In Lower Costs
Prevention Of Errors Control Of Variation
Shorter Cycle Times And More Predictable
Outputs
Beneficial
Applications Of The
Principle Include

 "Identifying, Understanding
And Managing Interrelated
Processes As A System
Contributes To The
Organization's Effectiveness
And Efficiency In Achieving
Its Objectives.” This Means
That Multiple Processes Are
Managed Together As A
System Which Should Lead
To Greater Efficiency.
System Approach To Management

Benefits Of System Approach To Management
 The Creation Of Comprehensive And
Challenging Plans That Link Functional
And Process Inputs
 The Goals And Targets Of Individual
Processes Are Aligned With The
Organization's Key Objective
 A Broader Overview Of The Effectiveness
Of Processes Which Leads To
Understanding The Causes Of Problems
And Timely Improvement Action
 Provides A Better Understanding Of Roles
And Responsibilities For Achieving
Common Objectives Thereby Reducing
Cross Functional Barriers And Improving
Beneficial
Applications Of The
Principle Include

 This Principle Is Very
Straight Forward: Continual
Improvement Should Be An
Active Business Objective.
01
02
Continual Improvement

Benefits Of Continual Improvement
 Strategies Based On Relevant Data And
Information Are More Realistic And More
Likely To Be Achieved
 Using Relevant Comparative Data And
Information To Set Realistic And
Challenging Goals And Target
 Data And Information Are The Basis For
Understanding Both Process And System
Performance To Guide Improvements And
Prevent Future Problems
 Analysing Data And Information From
Sources Such As People Surveys
Suggestion And Focus Groups To Guide
The Formulation Of Human Resource
Policies
Beneficial
Applications Of The
Principle Include

A Logical Approach, Based On
Data And Analysis, Is Good
Business Sense. Unfortunately, In
A Fact Paced Workplace,
Decisions Can Often Be Made
Rashly, Without Proper Thought.
The Efficiency That Will Have
Been Imbued In The Organization
After The Implementation Of Prior
Principles Will Allow Decisions To
Be Made With Clarity.
Factual Approach To Decision Making

Benefits of Factual Approach to Decision Making
 Creating And Achieving More Competitive
Business Plan Through The Integration
Of Continual Improvement With Strategic
And Business Planning
 Setting Realistic And Challenging
Improvement Goals And Providing The
Resources To Achieve Them
 Involving People In The Organisation In
The Continual Improvement Of
Processes
 Providing All People The Organization
With The Tools, Opportunities And
Encouragement To Improve Products
Processes And Systems.
Beneficial
Applications Of The
Principle Include

Mutually Beneficial Supplier Relations
Mutually Beneficial
Supplier Relations
This Principle Relates To Supply Chains
And Acknowledges That The Relationship
Between An Organization And Its Suppliers
Is Interdependent. A Strong Relationship
Between The Two Will Enhance
Productivity And Encourage Seamless
Working Practices.

Benefits of Mutually Beneficial Supplier Relations
 Strategies Based On Relevant Data And
Information Are More Realistic And More
Likely To Be Achieved
 Using Relevant Comparative Data And
Information To Set Realistic And Challenging
Goals And Target
 Data And Information Are The Basis For
Understanding Both Process And System
Performance To Guide Improvements And
Prevent Future Problems
 Analysing Data And Information From
Sources Such As People Surveys
Suggestion And Focus Groups To Guide
The Formulation Of Human Resource
Policies
Beneficial
Applications Of The
Principle Include

Dimensions Of Quality
Performance Quality 1
Features Quality 2
Reliability Quality 3
Durability Quality 4
Conformance Quality 5
Aesthetics Quality 7
Perceived Quality
Serviceability Quality 6
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The Dimensions: Performance and Features
FEATURES
PERFORMANCE
• A Quality Product Will Perform As Expected By
The User And As Specified By The Manufacturer.
If Products Do Not Do As Buyers Expect, Users
Will Be Disappointed And Frustrated. Worse Still
Poor Performing Products Get Negative Reviews
And Lose Sales And Reputation.
• Features Are Additional Characteristics That
Enhance The Appeal Of The Product Or Service
To The User. What Additional Benefits Will Be
Added To The Product? Will They Be They
Tangible Or Non-tangible Benefits. For Example
This Could Be After Sales Service, Or
Guarantees. Some Features Will Be Present In
All Products But Other Features Will Only Be
Found In "Quality" Products. For Example All
Cars Have Wheels, Steering Wheel, Gears,
Windows And Seats But Only Some Cars Have
Heated Seats, Assisted Parking And Bluetooth.

The Dimensions: Reliability and Durability
• The Product Consistent? Will It Perform Well
Over Its Expected Lifetime And Perform
Consistently? Many Brands Have Developed
Trust With Customers Because Of Their
Reputation For Reliability.
• Durability Measures The Length Of A Product’s
Life. When The Product Can Be Repaired,
Estimating Durability Is More Complicated. The
Item Will Be Used Until It Is No Longer
Economical To Operate It. Technically, Durability
Can Be Defined As The Amount Of Use One Gets
From A Product Before It Deteriorates
DURABILITY
RELIABILITY

The Dimensions: Serviceability and Aesthetics
• Serviceability Refers To The Promptness,
Courtesy, Proficiency And Ease In Repair When
The Product Breaks Down And Is Sent For
Repairs.
• Aesthetic Aspect Of A Product Is Comparatively
Subjective In Nature And Refers To Its Impact On
The Human Senses Such As How It Looks,
Feels, Sounds, Tastes And So On, Depending
Upon The Type Of Product. Automobile
Companies Make Sure That In Addition To
Functional Quality, The Automobiles Are Also
AESTHETICS
SERVICEABILITY

The Dimensions: Conformance and Perceived Quality
• It Is The Degree To Which The Product
Conforms To Pre- Established
Specifications. All Quality Products Are
Expected To Precisely Meet The Set
Standards.
• An Equally Important Dimension Of Quality
Is The Perception Of The Quality Of The
Product In The Mind Of The Consumer.
Honda Cars, Sony Walkman And Rolex
Watches Are Perceived To Be High Quality
Items By The Consumers.
PERCEIVED QUALITY
CONFORMANCE

Service GAP Model
Expected Service
Perceived Service
Service
Delivery(Including Per-
And Post Contacts)
Translation Of
Perceptions Into Service
Quality Specifications
Management
Perceptions Of
Consumer Expectations
• World Of Mouth
• Personal Needs
• Post Experience
External
Communication To
Customers
Gap 2
Gap 3
Gap 4
Gap 5
Customer
Gap 1
Provider

 Is The Distance Between What Customers Expect And What
Managers Think They Expect - Clearly Survey Research Is A
Key Way To Narrow This Gap.
 Is Between Management Perception And The Actual Specification Of
The Customer Experience - Managers Need To Make Sure The
Organization Is Defining The Level Of Service They Believe Is
Needed.
 Is From The Experience Specification To The Delivery Of The
Experience - Managers Need To Audit The Customer Experience
That Their Organization Currently Delivers In Order To Make Sure It
Lives Up To The Spec.
 Is The Gap Between The Delivery Of The Customer Experience And What
Is Communicated To Customers - All Too Often Organizations Exaggerate
What Will Be Provided To Customers, Or Discuss The Best Case Rather
Than The Likely Case, Raising Customer Expectations And Harming
Customer Perceptions.
 Is The Gap Between A Customer's Perception Of The Experience And The
Customer's Expectation Of The Service - Customers' Expectations Have Been
Shaped By Word Of Mouth, Their Personal Needs And Their Own Past
Experiences. Routine Transactional Surveys After Delivering The Customer
Experience Are Important For An Organization To Measure Customer
Perceptions Of Service.
GAP 1
GAP 2
GAP 3
GAP 4
GAP 5
The Five Gaps That Organizations Should Measure Manage And Minimize

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Design
Ease Of Use
Conforms To Design
Service
Determinants of Quality

Service
Quality
Customer
Expectation
Often Change
Different
Customers Have
Different
Expectations
Each Customer
Contact Is A “
Moment Of Truth”
Fail-safing Must
Be Designed Into
The System
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02
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04
Challenges With Service Quality

Loss Of
Business
Liability
Productivity
(Rework,
Defective Output
That Must Be
Scrapped)
Costs
(Rework, Scrap,
Warranty Cost,
Etc.)
The
Consequences
Of Poor Quality
Consequences Of Poor Quality

Responsibility
for Quality
Quality
Assurance
Top
Management
Procurement
Marketing
And
Sales
Responsibility For Quality

Total Cost
Of Quality
Cost Of Good
Quality
Cost Of Poor
Quality
Prevention
Appraisal
Internal Failure
External Failure
Cost For Quality

External failure
Internal Failure
Prevention
Appraisal
Quality Improvement
Cost For Quality Graph

Substandard
Substandard
Service
Poor
Designs
Substandard Parts
And Materials In The
Boxes.
Defective
Products
Ethics And Quality

Projected Profit
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20%
35%
40%
55%
65%
75%
Financial

Safety
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Dashboard
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Financial
attention.
Dashboard

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2017
Timeline

Quotes

Building A
Balanced
Team
Release
Planning
Cross
Organizational
Planning
Quantitative
Market
Analysis
Define
Value
Anchors
Field
Readiness
& Rollout
Post it

WS
O T
Weaknesses
Opportunities
Threats
Strengths
Puzzle Swot

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Quality Target

02
03
0405
06
07
01
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Circular

Commitment
your needs and capture your
Direction
Capability
Venn

PRAISE AND
REWARD
CONFRONT AND
WARN
DOCUMENT AND
SEPARATE
COACH AND
ENCOURAGE
PoorGood
Good Poor
Attitude Effort
Production
Matrix

Below Average
Satisfactory
Very Good
Excellent
Outstanding
Silhouettes

Product
Mix
A
B
C
D
A
B
A
B
C
A
B
C
D
A
B
A
B
C
A
B
Product
Line
Product
Line
Product
Line
Product
Line
Product
Type
Product
Type
Product
Type
Product
Type
Product
Type
Product
Type
Product
Type
Swimlanes

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