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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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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

Chapter 15

quality related activities
Quality Related Activities
  • Quality Planning
  • Quality Control
  • Quality Improvement
  • Quality Assurance
  • Quality Audit
  • Quality Assessment

Chapter 15

the quality organization
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

the quality organization1
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

the quality organization2
The Quality Organization
  • QA Activities
    • Start-up activities
    • Education and training
    • Process improvement
    • Standards
    • Special projects
    • Consulting
    • Monitoring quality
    • Coordinating quality activities

Chapter 15

gaining credibility
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

quality units
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

quality units1
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

planning for quality
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

planning for quality1
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

initiating a quality program
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

introducing quality
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

enabling quality
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

enabling quality1
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

monitoring progress
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

is role in managing quality
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

questions
Questions?

Chapter 15