Introduction to Quality Management (QM ) · 2020. 11. 6. · Quality management is a journey, not a destination Arizadayana Zahalan PPKSE. Benefits of a quality management approach

CHAPTER 5 :Introduction to Quality Management(QM)

CONTENTSCONTENTS

• Definition of Quality• Quality Management• Total Quality Management (TQM)• Customer Satisfaction

• Definition of Quality• Quality Management• Total Quality Management (TQM)• Customer Satisfaction

Arizadayana Zahalan PPKSE

What is QUALITY?What is QUALITY?

• “Quality lies in the eye of the beholder”

• People deal with quality in daily lives.eg: Shopping, eating in restaurant, buying motorbikes,buying cars, a house, TV, PC, etc

• Quality is a major factor people consider inmarket place.

• “Quality lies in the eye of the beholder”

• People deal with quality in daily lives.eg: Shopping, eating in restaurant, buying motorbikes,buying cars, a house, TV, PC, etc

• Quality is a major factor people consider inmarket place.


What is QUALITY?What is QUALITY?

• Quality, simplistically, means that a productshould meet its specification.

• Consider you are eating in a restaurant;– How will you judge the quality of the restaurant?

– Most people apply such criteria below;• Service• Response time• Food preparation• Environment• Price• Selection / food varieties.• Tasty

• Quality, simplistically, means that a productshould meet its specification.

• Consider you are eating in a restaurant;– How will you judge the quality of the restaurant?

– Most people apply such criteria below;• Service• Response time• Food preparation• Environment• Price• Selection / food varieties.• Tasty


DefinitionDefinition

QualityQuality: Fitness for use - the ability of a good orservice to meet customer needs

Quality ManagementQuality Management: systematic policies,methods, and procedures used to ensure thatgoods and services are produced withappropriate levels of quality meetingcustomer needs


QualityQuality: Fitness for use - the ability of a good orservice to meet customer needs

Quality ManagementQuality Management: systematic policies,methods, and procedures used to ensure thatgoods and services are produced withappropriate levels of quality meetingcustomer needs

DefinitionDefinitionAlso: Multiple Definitions for Quality

– perfection– consistency– eliminating waste– speed of delivery– compliance with policies and procedures– providing a good, usable product– doing it right the first time– delighting or pleasing customers– total customer service and satisfaction


Also: Multiple Definitions for Quality– perfection– consistency– eliminating waste– speed of delivery– compliance with policies and procedures– providing a good, usable product– doing it right the first time– delighting or pleasing customers– total customer service and satisfaction

Scope of Quality ManagementScope of Quality Management

• Quality management is particularly importantfor large, complex systems. The qualitydocumentation is a record of progress andsupports continuity of development as thedevelopment team changes.

• For smaller systems, quality managementneeds less documentation and should focuson establishing a quality culture.

• Quality management should be separate fromproject management to ensure independence.

• Quality management is particularly importantfor large, complex systems. The qualitydocumentation is a record of progress andsupports continuity of development as thedevelopment team changes.

• For smaller systems, quality managementneeds less documentation and should focuson establishing a quality culture.

• Quality management should be separate fromproject management to ensure independence.


Quality Management ActivitiesQuality Management Activities•• Quality assuranceQuality assurance

Establish organisational procedures andstandards for quality.

•• Quality planningQuality planningSelect applicable procedures and standardsfor a particular project and modify these asrequired.

•• Quality controlQuality controlEnsure that procedures and standards arefollowed by the software development team.

•• Quality assuranceQuality assuranceEstablish organisational procedures andstandards for quality.

•• Quality planningQuality planningSelect applicable procedures and standardsfor a particular project and modify these asrequired.

•• Quality controlQuality controlEnsure that procedures and standards arefollowed by the software development team.


Quality AssuranceQuality Assurance

• provides the basic components required of aquality system.

• uses standards as the benchmark quality• control of systems and processes• focused on efficiency• ‘assures’ quality

• provides the basic components required of aquality system.

• uses standards as the benchmark quality• control of systems and processes• focused on efficiency• ‘assures’ quality


Quality PlanningQuality Planning

• A quality plan sets out the desired productqualities and how these are assessed anddefines the most significant quality attributes.

• The quality plan should define the qualityassessment process.

• It should set out which organisationalstandards should be applied and, wherenecessary, define new standards to be used.

• A quality plan sets out the desired productqualities and how these are assessed anddefines the most significant quality attributes.

• The quality plan should define the qualityassessment process.

• It should set out which organisationalstandards should be applied and, wherenecessary, define new standards to be used.


Quality PlansQuality Plans

• Quality plan structure– Product introduction;– Product plans;– Process descriptions;– Quality goals;– Risks and risk management.

• Quality plans should be short. If they are toolong, no-one will read them.

• Quality plan structure– Product introduction;– Product plans;– Process descriptions;– Quality goals;– Risks and risk management.

• Quality plans should be short. If they are toolong, no-one will read them.


Quality ControlQuality Control

• This involves checking the developmentprocess to ensure that procedures andstandards are being followed – QualityReviews

• This involves checking the developmentprocess to ensure that procedures andstandards are being followed – QualityReviews


Quality ReviewsQuality Reviews

• A group of people carefully examine part or allof a software system and its associateddocumentation.

• Software or documents may be 'signed off' ata review which signifies that progress to thenext development stage has been approvedby management.

• A group of people carefully examine part or allof a software system and its associateddocumentation.

• Software or documents may be 'signed off' ata review which signifies that progress to thenext development stage has been approvedby management.


Quality ReviewsQuality Reviews

• The objective is the discovery of systemdefects and inconsistencies.

• Any documents produced in the process maybe reviewed.

• Review teams should be relatively small andreviews should be fairly short.

• Records should always be maintained ofquality reviews.

• The objective is the discovery of systemdefects and inconsistencies.

• Any documents produced in the process maybe reviewed.

• Review teams should be relatively small andreviews should be fairly short.

• Records should always be maintained ofquality reviews.


Quality ManagementQuality Management• Quality Management is designed to provide evidence that a specified

standard of quality has been met and continuously improved• Quality Management is designed to provide evidence that a specified

standard of quality has been met and continuously improved


Components of Quality ManagementComponents of Quality Management

• Focused on outcomes• Aims to establish new benchmarks for ‘best

practice’• Continuous improvement of systems and

processes• Focus on effectiveness• Embraced organisation-wide• Improves quality

• Focused on outcomes• Aims to establish new benchmarks for ‘best

practice’• Continuous improvement of systems and

processes• Focus on effectiveness• Embraced organisation-wide• Improves quality


Principles of Quality ManagementPrinciples of Quality Management• Quality is defined by service user outcomes• Standardisation of processes• Continual process review and improvement• Measurability• Continual systems monitoring• Continuous improvement• Continual learning• People are the most valuable resource• Organisation-wide commitment/involvement• LeadershipQuality management is a journey, not a destinationQuality management is a journey, not a destination


• Quality is defined by service user outcomes• Standardisation of processes• Continual process review and improvement• Measurability• Continual systems monitoring• Continuous improvement• Continual learning• People are the most valuable resource• Organisation-wide commitment/involvement• LeadershipQuality management is a journey, not a destinationQuality management is a journey, not a destination

Benefits of a quality managementBenefits of a quality managementapproach for service usersapproach for service users

• Improved service delivery outcomes• Increased consistency and reliability in service

provision• Opportunities to participate in service

planning, evaluation and improvement• Confidence in the quality of services offered


• Improved service delivery outcomes• Increased consistency and reliability in service

provision• Opportunities to participate in service

planning, evaluation and improvement• Confidence in the quality of services offered

Benefits of a quality managementBenefits of a quality managementapproach for service providersapproach for service providers

• Improved performance• Satisfied service users• Improved image for your service• A culture of continuous improvement• Creates a ‘learning’ organisation• Increased efficiencies• More effective service delivery


• Improved performance• Satisfied service users• Improved image for your service• A culture of continuous improvement• Creates a ‘learning’ organisation• Increased efficiencies• More effective service delivery

Total QualityTotal Quality

• Also known as Total Quality Management(TQM).

• The culture of an organization wherewherecontinuous improvement is integrated intocontinuous improvement is integrated intoall activities with the objective of improvingall activities with the objective of improvingthe quality of all Business Processesthe quality of all Business Processes..

• Also known as Total Quality Management(TQM).

• The culture of an organization wherewherecontinuous improvement is integrated intocontinuous improvement is integrated intoall activities with the objective of improvingall activities with the objective of improvingthe quality of all Business Processesthe quality of all Business Processes..


TQ toolsTQ tools

• Total quality tools include process chartsprocess charts,pareto analysispareto analysis, cause and effect diagramscause and effect diagrams,histogramshistograms, run diagramsrun diagrams, check sheetscheck sheets andstatistical process controlstatistical process control.

• You will learn later in the next chapter

• Total quality tools include process chartsprocess charts,pareto analysispareto analysis, cause and effect diagramscause and effect diagrams,histogramshistograms, run diagramsrun diagrams, check sheetscheck sheets andstatistical process controlstatistical process control.

• You will learn later in the next chapter


2 Views of Quality2 Views of QualityTraditional view of Quality Total Quality Philosophy

Measured processperformance in defectiveparts per hundred produced

Measured processperformance in defective partsper million produced

Inspection of products Emphasis on ContinualImprovement of product,processes, people.

Inspection of products Emphasis on ContinualImprovement of product,processes, people.

Employee as passiveworkers, follow ordersgiven. Brains not wanted.

Employees empowered tothink, make recommendationsfor CI.


9 Key elements of TQ9 Key elements of TQ

1. Strategically based2. Customer focus3. Obsession with Quality4. Scientific Approach5. Long term commitment6. Teamwork7. Continual Process Improvement8. Education and Training9. Freedom through Control

1. Strategically based2. Customer focus3. Obsession with Quality4. Scientific Approach5. Long term commitment6. Teamwork7. Continual Process Improvement8. Education and Training9. Freedom through Control


1. Strategically based1. Strategically based

• Organizations contains at least vision, missionand broad objectives.

• Strategic plan designed to give sustainablecompetitive advantage.

• Toward achieving world-leading quality andimprove forever.

• Organizations contains at least vision, missionand broad objectives.

• Strategic plan designed to give sustainablecompetitive advantage.

• Toward achieving world-leading quality andimprove forever.


• “Customer is the driver”• Applied to both customers:

– Internal Customer– External customer

2. Customer Focus2. Customer Focus

• “Customer is the driver”• Applied to both customers:

– Internal Customer– External customer


3. Obsession with Quality3. Obsession with Quality

• Organization must become obsessed withmeeting or exceeding quality.

• “How can we do this better?”• “Good enough is never enough”

• Organization must become obsessed withmeeting or exceeding quality.

• “How can we do this better?”• “Good enough is never enough”


4. Scientific Approach4. Scientific Approach

• Hard data are used to in establishingbenchmarks, monitoring performance, andmaking improvements.


5. Long term commitment5. Long term commitment

• Management innovations after attendingshort term seminars often FAIL in their initialattempts to adopt quality approach.

• Because they often look TQ as anothermanagement innovation rather than as awhole new way of culture.

• Management innovations after attendingshort term seminars often FAIL in their initialattempts to adopt quality approach.

• Because they often look TQ as anothermanagement innovation rather than as awhole new way of culture.


6. Teamwork6. Teamwork

• Partnership is not a pretense, it is a commonstruggle for the customers, not separatestruggles for power.

• Also applies to relationship with suppliers,regulating agencies, and local communities.

• Partnership is not a pretense, it is a commonstruggle for the customers, not separatestruggles for power.

• Also applies to relationship with suppliers,regulating agencies, and local communities.


7. Continual Process Improvement7. Continual Process Improvement

• Fundamental of Total Quality goal is; Qualityof products / services.

• To continually improve the quality of theproduct, it is necessary to continuallyimprove systems.

• Fundamental of Total Quality goal is; Qualityof products / services.

• To continually improve the quality of theproduct, it is necessary to continuallyimprove systems.


8. Education and Training8. Education and Training

• Fundamental to TQ• Represent the best way to improve people.• In an organization, every should constantly

learning.• Encouraged by management• Know how to work hard and smart.

• Fundamental to TQ• Represent the best way to improve people.• In an organization, every should constantly

learning.• Encouraged by management• Know how to work hard and smart.


9. Freedom through Control9. Freedom through Control

• Increase the ownership feel about thedecision made.

• Mistake: Management see employeeinvolvement as a loss of managementcontrol.

• Increase the ownership feel about thedecision made.

• Mistake: Management see employeeinvolvement as a loss of managementcontrol.


Company andits processes

Supplier Supplier Supplier Supplier

Understanding who is customerUnderstanding who is customer

Company andits processes

Customer Customer Customer Customer


• Historically - customers were consideredwho used a company’s products andsuppliers were outsiders who provided thematerials needed to produce the products.

• A more contemporary view - everyorganization has both internal and externalcustomers.


• Historically - customers were consideredwho used a company’s products andsuppliers were outsiders who provided thematerials needed to produce the products.

• A more contemporary view - everyorganization has both internal and externalcustomers.


• An external customer - one referred to in thetraditional definition.

• An internal customer - any employee whosework depends on that of employees whosework precedes his or hers.


• An external customer - one referred to in thetraditional definition.

• An internal customer - any employee whosework depends on that of employees whosework precedes his or hers.


CustomerCustomer defined valuedefined value

• Product/service must have attributescustomers want.

• Factors important to customers:– Products/service quality– Service provided by organization– Organization’s personnel– Organization’s image– Selling price– Overall cost of product.

• Product/service must have attributescustomers want.

• Factors important to customers:– Products/service quality– Service provided by organization– Organization’s personnel– Organization’s image– Selling price– Overall cost of product.


• In a total quality setting, customers definequality.

• Customer satisfaction must be the HIGHESTPRIORITY.!!!– Can be achieved by producing high-quality

products that meet or exceed expectations.– Must be renewed with each purchase.– The key to establishing a customer focus is to put

employees in touch with customers so thatcustomer needs are understood.

CustomerCustomer defined valuedefined value

• In a total quality setting, customers definequality.

• Customer satisfaction must be the HIGHESTPRIORITY.!!!– Can be achieved by producing high-quality

products that meet or exceed expectations.– Must be renewed with each purchase.– The key to establishing a customer focus is to put

employees in touch with customers so thatcustomer needs are understood.


Customer SatisfactionCustomer Satisfaction

• Customer defines Quality, employeeproduce it.

• In a TQ setting, External Customers(Buyers/purchasers) define quality, andInternal Customer (staff) produce it.

• Customer defines Quality, employeeproduce it.

• In a TQ setting, External Customers(Buyers/purchasers) define quality, andInternal Customer (staff) produce it.


• Scholtes’ six-step strategy for identifyingcustomer needs:1. speculate about results,2. develop an information-gathering plan,3. gather information,4. analyze the results,5. check the validity of conclusions6. take action.

Identifying customer needsIdentifying customer needs

• Scholtes’ six-step strategy for identifyingcustomer needs:1. speculate about results,2. develop an information-gathering plan,3. gather information,4. analyze the results,5. check the validity of conclusions6. take action.


• Customer needs are NOT STATIC.• So constant contact with customers is

important in a total quality setting.• Should be in-person or by telephone, written

surveys.


• Customer needs are NOT STATIC.• So constant contact with customers is

important in a total quality setting.• Should be in-person or by telephone, written

surveys.


• Quality function deployment (QFD) is amechanism for putting into operation theconcept of building in quality. It makescustomer feedback a normal part of theproduct development process, therebyimproving customer satisfaction.


• Quality function deployment (QFD) is amechanism for putting into operation theconcept of building in quality. It makescustomer feedback a normal part of theproduct development process, therebyimproving customer satisfaction.


General organization of a QFD matrix.Arizadayana Zahalan PPKSE

Completed QFD matrix.Arizadayana Zahalan PPKSE

THE ENDTHE ENDTHE ENDTHE END


Documents

Introduction to Quality Management (QM ) · 2020. 11. 6. · Quality management is a journey, not a destination Arizadayana Zahalan PPKSE. Benefits of a quality management approach