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Managing Quality

Managing Quality. Chapter 15 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by John Wiley & Sons, Inc., 1999 Prepared by Dr. Tomi Wahlström, University of Southern Colorado. Quality Related Activities. Quality Planning Quality Control

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Managing Quality

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  1. Managing Quality Chapter 15 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by John Wiley & Sons, Inc., 1999 Prepared by Dr. Tomi Wahlström, University of Southern Colorado Chapter 15

  2. Quality Related Activities • Quality Planning • Quality Control • Quality Improvement • Quality Assurance • Quality Audit • Quality Assessment Chapter 15

  3. The Quality Organization • Organizational Structure • Small organization consists of only quality professionals and large organizations have quality professionals in each section. • Staffing • Among the most critical decisions is the selection of QA (Quality Assurance) personnel Chapter 15

  4. The Quality Organization • Vice President for Quality • Should report to the President and have strong voice in selecting the divisional quality staffs • VP for Quality is charged with specific responsibilities (see book page 312) • Quality Professionals • Should be viewed as consultants or facilitators rather than technicians Chapter 15

  5. The Quality Organization • QA Activities • Start-up activities • Education and training • Process improvement • Standards • Special projects • Consulting • Monitoring quality • Coordinating quality activities Chapter 15

  6. Gaining Credibility • Know what you are doing • Learn something about the processes you deal with • Ask “how can I help you?” • Cultivate the managers in the areas you serve • Market quality • Try to help someone solve a single problem • Be flexible • Get exposure • Believe in quality Chapter 15

  7. Quality Units • Quality Council • Drawn from the organization’s senior levels • It’s concern is policy, goals, and other broad issues relating to quality • Quality Advisory Committees • Drawn from the middle and operational levels • Their concerns are major improvement projects and oversight of lower level improvement efforts Chapter 15

  8. Quality Units • Quality Teams • Consisting of people at the task level • Their concern is improvement of the processes they operate • Quality circles • Work improvement teams • Employee involvement teams • Received the most attention Chapter 15

  9. Planning for Quality • To achieve quality it is necessary to establish a detailed plan of action - a strategic quality plan • Quality planning is the process of identifying the actions needed to achieve quality goals • Planning horizons vary from two-year to ten or more Chapter 15

  10. Planning for Quality • First step is taken by top management • They establish quality objectives to support their long-term quality goals and describe the general tactics for achieving them • Second step is taken by divisions • They devise projects and programs that will take them to the objectives set for them • Approved division plans are passed to corporate level Chapter 15

  11. Initiating a Quality Program • Step 1. Gain top management support • Step 2. Assemble the corporate quality group • Step 3. Develop a constituency for quality • Step 4. Develop a quality policy and goals • Step 5. Plan for announcement Chapter 15

  12. Introducing Quality • Opinions differ • Crosby advocates that it be done quick • Deming states: • “a quality program for a community, launched by ceremonies with a speech by the governor, raising flags, beating drums, badges, all with heavy applause, is a delusion and a snare.” • Motorola and NCB examples of successes Chapter 15

  13. Enabling Quality • Management’s job to enable quality • Strong coalitions of people espousing quality views often required • Supporting environment (culture of quality) must be present • Identity, mission, and goals of the enterprise must be consistent Chapter 15

  14. Enabling Quality • Management processes must be in line with the quality direction • Management style must be participative for quality to succeed • Some pockets of authoritarian management may remain • Education is important • Top management must display leadership Chapter 15

  15. Monitoring Progress • Judah Lando observes four generally useful categories of measures: • Measures that are indicative of outgoing quality • Measures that are sensitive to changes in quality within the frame of measurement • Measures that are meaningful to at least two or three, preferably more, levels of supervision • Measures that can be used for intradepartmental or intraplant comparison Chapter 15

  16. IS Role in Managing Quality • The importance of information gaining management attention • Information is integral to quality movement • IS is different from traditional areas such as marketing, manufacturing, etc. • IS has three major roles in firms quality improvement effort (direct involvement, documentation, quality system in itself) Chapter 15

  17. Questions? Chapter 15

  18. Chapter 15

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