QUALITY MANAGEMENT
Vincent A Ssembatya
DEFINITIONS
Quality: Fitness for purpose; conforming to preset products and process
(ISO 9000) standards; products and services meeting needs/satisfaction of
customers
Quality Assurance: All policies and processes directed at ensuring
enhancement of quality and standards of educational provision
QUALITY MANAGEMENT HAS
FOUR MAIN COMPONENTS:
quality planning,
quality control,
quality assurance and
quality improvement.
QUALITY MANAGEMENT
CONTINUED
Quality management is focused not only on product/service
quality, but also the means to achieve it. Quality management
uses quality assurance and control of processes as well as
products to achieve more consistent quality.
QUALITY MANAGEMENT EVOLUTION
Quality management is a recent phenomenon. Advanced
civilizations that supported the arts and crafts allowed clients to
choose goods meeting higher quality standards than normal
goods.
Musket Production: The aim was to produce large numbers of the
same goods – the model of assembly lines.
QM EVOLUTION
The next step forward sought to improve industrial efficiency and led to
the foundation for quality management, including aspects like
standardization and adopting improved practices; This further led to
production against lower cost with increased efficiency.
W. Edwards Deming later applied statistical process control methods in the
United States during World War II, thereby successfully improving quality
in the manufacture of munitions and other strategically important
products.
DEMMING PHILOSOPHY
Demming’s philosophy may be interpreted by learning and
understanding the deeper insights and include:
Break down barriers between departments
Management should learn their responsibilities, and take on
leadership
Improve constantly
Institute a programme of education and self-improvement
DEMMING CONTINUED
In the 1950s and 1960s, Japanese goods were synonymous with cheapness
and low quality, but over time their quality initiatives began to be
successful, with Japan achieving very high levels of quality in products from
the 1970s onward.
ISO 9000 SERIES
The ISO 9000 series of standards are probably
the best known International standards for
quality management.
PRINCIPLES FOR ISO 9001:2008
Quality management adopts a number of management principles [3] that
can be used by top management to guide their organizations towards
improved performance. The principles include:
Customer focus
Since the organizations depend on their customers, therefore they should:
understand current and future customer needs, should meet customer
requirements and try to exceed the expectations of customers.
An organization attains customer focus when all people in the organization
know both the internal and external customers and also what customer
requirements must be met to ensure that both the internal and external
customers are satisfied.
Leadership
Leaders of an organization establish unity of purpose
and direction of it. They should go for creation and
maintenance of such an internal environment, in
which people can become fully involved in achieving
the organization's quality objective.
Involvement of people
People at all levels of an organization are the
essence of it. Their complete involvement enables
their abilities to be used for the benefit of the
organization.
Process approach
The desired result can be achieved when activities and related
resources are managed in an organization as process.
System approach to management
An organization's effectiveness and efficiency in achieving its quality
objectives are contributed by identifying, understanding and
managing all interrelated processes as a system.
Continual improvement
One of the permanent quality objectives of an organization should be the
continual improvement of its overall performance.
Factual approach to decision making
Effective decisions are always based on the data analysis and
information.
Mutually beneficial supplier relationships
Since an organization and its suppliers are interdependent,
therefore a mutually beneficial relationship between them
increases the ability of both to add value.
QUALITY IMPROVEMENT
There are many methods for quality improvement. These cover
product improvement, process improvement and people based
improvement. In the following list are methods of quality
management and techniques that incorporate and drive quality
improvement:
QUALITY IMPROVEMENT
1.PDCA — plan, do, check, act cycle for quality control
purposes. (Six Sigma's DMAIC method (define, measure,
analyze, improve, control) may be viewed as a particular
implementation of this.
2.TQM — total quality management is a management strategy
aimed at embedding awareness of quality in all organizational
processes.
3.BPR — business process reengineering, a management
approach aiming at 'clean slate' improvements (That is,
ignoring existing practices).
PDCA
PLAN identify
problems
faced, plan
solution
ACT to get the
greatest benefit
from changes:
Implement on a
large scale if
successful
Quality
Assurance
System
DO changes on
a small scale
first to test
whether they
will work
CHECK to see if
changes are
working:
achieving
desired
improvements
QUALITY
There is need to consider carefully which quality
improvement methods to adopt.
It is important not to underestimate the people
factors, such as culture, in selecting a quality
improvement approach. Any improvement (change)
takes time to implement, gain acceptance and stabilize
as accepted practice. Improvement must allow pauses
between implementing new changes so that the
change is stabilized and assessed as a real
improvement, before the next improvement is made
(hence continual improvement, not continuous
improvement).
Improvements that change the culture take longer as
they have to overcome greater resistance to change. It
is easier and often more effective to work within the
existing cultural boundaries and make small
improvements than to make major transformational
changes.
On the other hand, transformational change works
best when an enterprise faces a crisis and needs to
make major changes in order to survive.
QUALITY TERMS
•Quality Improvement can be distinguished from Quality
Control in that Quality Improvement is the purposeful change
of a process to improve the reliability of achieving an outcome.
•Quality Control is the ongoing effort to maintain the integrity
of a process to maintain the reliability of achieving an
outcome.
•Quality Assurance is the planned or systematic actions
necessary to provide enough confidence that a product or
service will satisfy the given requirements.
THE MISSION OF MAKERERE UNIVERSITY QUALITY ASSURANCE SYSTEM
Promote confidence in:
Quality of academic provision (Teaching and
Learning, Research and KTP)
Standard of awards of Makerere University
Measures taken to safeguard, enhance and effectively
manage quality assurance system
STRATEGIC OBJECTIVES
Establish an efficient and effective QA policy and strategy
Establish an efficient and effective QA system
Ensure effective staff and student performance
Provide leadership in the transformation of core QA business
processes
ELEMENTS OF A QUALITY ASSURANCE SYSTEM
Organizational
leadership &
management
PROCESSES
Rewards
QUALITY
OUTPUTS
Documentation
Standards
Assessment
Customers
Suppliers
INPUTS
Personnel:
Training
QUALITY ASSURANCE SYSTEM
Facilities
Programs
Processes
Financial resources
Staff
Students
Management
Government support
All are important. A chain is as strong as its weakest link
Thank you