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Introduction to quality management
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Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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Quality
???
Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
Vincent Mazraani, Ph.D
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Introduction to quality management
§ You did not get your order on time
§ Your new bought product is broken
§ Your repaired product is still not working
§ You received a product other than the one you
ordered
§ ……
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Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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Introduction to quality management
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Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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§ “Quality is thus a perception that is based on an individual’s
value system. It relies heavily on the culture, life experiences,
and expectations of each individual. Quality receives a new
definition with each interaction between an individual and an
item for which the term is evaluated.... ‘I know it when I see it”
Brent C. James, Quality Management for Health Care Delivery
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Introduction to quality management
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Quality means doing the
right things right the first
time
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§ “Quality must be the number one priority of the organization”.
Joseph M. Juran (Juran’s Quality Control handbook, 1988)
§ “Quality in a product or service is not what the supplier puts in.
It is what the customer gets out and is willing to pay for”.
Peter F. Drucker (Innovation and Entrepreneurship: Practice and Principles, p.228)
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Introduction to quality management
§ “Quality is free. It’s not a gift, but it is free. What costs money are
the unquality things-all the actions that involve not doing jobs
right the first time....”
Philip B. Crosby, Quality Is Free
§ “Making quality certain’ means getting people to do better all
the worthwhile things they ought to be doing anyway.”
Philip B. Crosby, Quality Is Free
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While in the past we may have wanted loyal employees, today we
need flexible people who are not possessive about “the way
things are done around here”
Dr Spencer Johnson – Who moved my cheese
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Introduction to quality management
§ In 1955, we bought a product that helps in linen washing;
§ In 1975, we bought a washing machine to wash the whole linen.
we asked for a guarantee in case of defect;
§ In 1995, we bought a washing machine to wash the whole linen
(in silence) and we wanted a technician to install it and to
explain how it works;
§ Today, we will buy a washing machine, the associated services
already asked in 1995 but in addition to new services, it should
recycle water before rejecting it and to be constructed by an
enterprise respecting the norms of international ethics.
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§ 1930:
§ Quality = Inspection.
§ To sort out the bad pieces of the good.
§ 1950:
§ Quality = Inspection + statistical controls.
§ 1960:
§ Quality = Quality assurance.
§ Today:
§ Quality = Strategic management of the quality.
§ Quality is a client oriented culture.
Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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Introduction to quality management
Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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Introduction to quality management
§ Quality is expensive but something exists
more expensive than the quality, the absence
of quality.
§ It is essential to study the relation between
the quality and the cost.
§ Quality is defined as the capacity to produce a product/services
without errors.
§ Its major financial effect is the reduction of the costs by the
reduction of wastes.
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§ Quality Control: The operational techniques and activities that
are used to fulfill requirements for quality
§ Quality Assurance: All those planned and systematic activities
implemented to provide adequate confidence that an entity will
fulfill requirements for quality
ISO 9000
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Introduction to quality management
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One important component for a functioning QA system is the
formal documentation of quality activities.
§ According to Montgomery (2005b) there are four types of
documentation, namely:
1.
Policy that explains what has to be done and why
2.
Procedures focus on useful methods and the personnel that will
implement policy
3.
Work instructions and specifications are supposed to give
direction to product-, department-, tool- or machine-oriented
activities
4.
Records are present to detect specific units or parts of products
or services, so that their producing process can be determined
§
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Problem Management
Problem
Identification
Problem
Analysis
Problem
Correction
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Feedback to
QA
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Introduction to quality management
Consulting & Training Agency S.A.L
From
QC
Data Gathering
Problem Trend
Analysis
Process
Identification
Process
Improvement
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Process
Analysis
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QC
QA
Product
Process
Reactive
Proactive
Line function
Staff function
Find defects
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Prevent defects
Examples
Walkthrough
Quality Audit
Testing
Defining process
Inspection
Selection of tools
Checkpoint review
Trainings
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Introduction to quality management
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The management processes that overarch and tie
together quality control and quality assurance
activities.
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§ « A continuous quality improvement management system
directed from the top, but empowering employees and focusing
on systemic, non individual, employee problems »
JCAHO
§ TQM is the way of managing for the future, and is far wider in
its application than just assuring product or service quality – it
is a way of managing people and business processes to ensure
complete customer satisfaction at every stage, internally and
externally.
§ TQM, combined with effective leadership, results in an
organization doing the right things right, first time.
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Introduction to quality management
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What is a Process?
Input
—
Process
Output
A set of interrelated or interacting activities which
transforms inputs into outputs.
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Resources
Methods
Client ‘s needs
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Competencies
Client’s satisfaction
Procedures
Environment
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Measures
Objectives
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Introduction to quality management
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§ Quality is the exact answer to the costumer’s
expectations without falling into the under or
over quality.
Expectations of the recipient
Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
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Measurements,
analysis,
improvement
Resource
management
Inputs
Stakeholders’ satisfaction
Stakeholders’ requirements
Management
responsibility
Product
realization
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Outputs
Product
/Service
Vincent Mazraani, Ph.D - Ms. Sciences-MPH-DES-MBA
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Introduction to quality management
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The W. Edwards Deming Institute
Founder of Quality Management System
“If you don’t describe what you are doing as a
process, you don’t know what you are doing!”
W. Edwards Deming
1903-1993
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CONTINUOUS
IMPROVEMENT
§ Quality Management
Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
Vincent Mazraani, Ph.D
P
D
A
C
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§
§
§
§
§
§
§
§
Introduction to quality management
Plan:
1. Responsibility- Assign responsibility to the person(s) responsible
for the construction and execution of the plan.
2. Scope- Define the parameters that will be monitored.
3. Important Aspects- List the important aspects or focus (goals and
objectives).
4. Indicators- Develop indicators; specify which activities, events,
occurrences or outcomes need to be monitored.
5. Thresholds- Define the limit that will be
acceptable/unacceptable.
Do :
6. Exercise and Monitor the System- Collect and organize data for
each indicator.
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§ Check:
§ 7. Evaluate- Evaluate data using appropriate quality tools.
Identify opportunities for improvement.
§ Act:
§ 8. Action- Apply a problem solving process. Specify who or
what is expected to change, what actions should be taken and
when.
§ 9. Assess- Assess the effectiveness of the action.
§ 10. Communicate-Communicate results to all stakeholders.
The cycle is repeated to continuously improve.
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Introduction to quality management
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§ Service is the result of at least one activity necessarily
performed at the interface between the supplier and customer
and is generally intangible.
§ Provision of a service can involve, for example, the following:
§ An activity performed on a customer-supplied tangible product
(e.g. automobile to be repaired);
§ An activity performed on a customer-supplied intangible product
(e.g. the income statement needed to prepare a tax return);
§ The delivery of an intangible product (e.g. the delivery of
information in the context of knowledge transmission);
§ The creation of ambience for the customer (e.g. in hotels and
restaurant
ISO 9000
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The Client
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§
Shy
§
§
§
Be logical
Naïve
§
§
§
Put at ease
Ask questions
Difficult
§
§
Introduction to quality management
Do not deceive
Do not abuse of the situation
Rude
§
§
Be friendly
Avoid conflict
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Client needs everything NOW
2) Client needs to be SPECIAL
1)
3)
Client needs to TALK TO SOMEONE
4) Client needs to
5)
…..
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Vincent Mazraani, Ph.D
BE INFORMED
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Introduction to quality management
§ “Quality is never an accident; it is always the result of high
intention, sincere effort, intelligent direction, and skillful
execution. It represents the wise choice of many alternatives”.
Unknown
Willa A. Foster, Source
§ “Quality is the result of a carefully constructed culture; it has to
be the fabric of the organization—not part of the fabric, but the
actual fabric. It is not hard for a modern management team to
produce quality if they are willing to learn how to change and
implement”.
Philip B. Crosby
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§ Quality s not achieved by doing different things;
§ It is achieved by doing things differently.
§ Quality is not something extraordinary. It is doing something
ordinary extraordinary well.
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Vincent Mazraani, Ph.D Ms. Sciences-MPH-MBA
Introduction to quality management
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§ Suppose you invited a friend for dinner, and after finishing
eating that person said: "That met the requirements!" or "There
were no defects there!" or "That had all the value I wanted!" or
"The degree of excellence was acceptable!.
§ Wouldn't you rather have that person look into your eyes and
say
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Introduction to quality management
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"WOW!"?
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