1. Chapter 151 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

2. Chapter 152 Quality Related Activities n Quality Planning n Quality Control n Quality Improvement n Quality Assurance n Quality Audit n Quality Assessment

3. Chapter 153 The Quality Organization n Organizational Structure –Small organization consists of only quality professionals and large organizations have quality professionals in each section. n Staffing –Among the most critical decisions is the selection of QA (Quality Assurance) personnel

4. Chapter 154 The Quality Organization n 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) n Quality Professionals –Should be viewed as consultants or facilitators rather than technicians

5. Chapter 155 The Quality Organization n QA Activities –Start-up activities –Education and training –Process improvement –Standards –Special projects –Consulting –Monitoring quality –Coordinating quality activities

6. Chapter 156 Gaining Credibility n Know what you are doing n Learn something about the processes you deal with n Ask “how can I help you?” n Cultivate the managers in the areas you serve n Market quality n Try to help someone solve a single problem n Be flexible n Get exposure n Believe in quality

7. Chapter 157 Quality Units n Quality Council –Drawn from the organization’s senior levels –It’s concern is policy, goals, and other broad issues relating to quality n Quality Advisory Committees –Drawn from the middle and operational levels –Their concerns are major improvement projects and oversight of lower level improvement efforts

8. Chapter 158 Quality Units n Quality Teams –Consisting of people at the task level –Their concern is improvement of the processes they operate n Quality circles n Work improvement teams n Employee involvement teams –Received the most attention

9. Chapter 159 Planning for Quality n To achieve quality it is necessary to establish a detailed plan of action - a strategic quality plan n Quality planning is the process of identifying the actions needed to achieve quality goals n Planning horizons vary from two-year to ten or more

10. Chapter 1510 Planning for Quality n 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 n Second step is taken by divisions –They devise projects and programs that will take them to the objectives set for them n Approved division plans are passed to corporate level

11. Chapter 1511 Initiating a Quality Program n Step 1. Gain top management support n Step 2. Assemble the corporate quality group n Step 3. Develop a constituency for quality n Step 4. Develop a quality policy and goals n Step 5. Plan for announcement

12. Chapter 1512 Introducing Quality n Opinions differ –Crosby advocates that it be done quick –Deming states: n “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.” n Motorola and NCB examples of successes

13. Chapter 1513 Enabling Quality n Management’s job to enable quality n Strong coalitions of people espousing quality views often required n Supporting environment (culture of quality) must be present n Identity, mission, and goals of the enterprise must be consistent

14. Chapter 1514 Enabling Quality n Management processes must be in line with the quality direction n Management style must be participative for quality to succeed –Some pockets of authoritarian management may remain n Education is important n Top management must display leadership

15. Chapter 1515 Monitoring Progress n 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

16. Chapter 1516 IS Role in Managing Quality n The importance of information gaining management attention n Information is integral to quality movement n IS is different from traditional areas such as marketing, manufacturing, etc. n IS has three major roles in firms quality improvement effort (direct involvement, documentation, quality system in itself)

17. Chapter 1517 Questions?

18. Chapter 1518