1. Quality Management System NURSING EDUCATION ASSOCIATION CONFERENCE 2006 PORT ELIZABETH “ Vernon Pillay Nursing Education Manager Life College of Learning

2. "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." William A. Foster

3. Workshop Introduction to Quality Provider Quality Commitment The Need for a Quality Management System Everybody Powered by Quality Designing a Quality Management System Power Teams & Processes Managing the Quality Management System Better our best

4. Provider Quality Commitment Outcomes At the end of this section participants will be able to: Link the QMS to the vision and mission. Link the QMS to the vision and mission. Understand why quality is part of every provider’s “reason for existence”. Understand why quality is part of every provider’s “reason for existence”. Understand the Quality Principles and how these impact on each learner and facilitator Understand the Quality Principles and how these impact on each learner and facilitator Identify a suitable definition for Quality in the organization in which you work Identify a suitable definition for Quality in the organization in which you work

5. Definition of Quality Quality can be approached from 5 Philosophical points of view: The Transcendent approach The Transcendent approach The product –based approach The product –based approach The user opinion/ preference based approach The user opinion/ preference based approach The manufacturing- based approach The manufacturing- based approach The value-based approach The value-based approach

6. Quality as seen by the Customer The word quality means different things to different customers The word quality means different things to different customers Criteria to define quality include: Criteria to define quality include: Appearance Appearance Function Function Cost Cost

7. Customer Orientation Satisfying stated and implied needs Satisfying stated and implied needs meeting customer expectations: meeting customer expectations:  specific measurable parameters, or  by expectations as perceived. It is crucial that the requirements for quality fully reflect the stated and implied needs of the customer It is crucial that the requirements for quality fully reflect the stated and implied needs of the customer

8. Quality Management Is the result of the so-called “quality circles” of the 1980’s Is the result of the so-called “quality circles” of the 1980’s Isolating and analyzing the process/ part of the process Isolating and analyzing the process/ part of the process Lesson learn’t QMS cannot be added into an Organization at the end of the process Lesson learn’t QMS cannot be added into an Organization at the end of the process Entrenched in the value system Entrenched in the value system A strategic choice made before implementation A strategic choice made before implementation

9. QMS IS THEREFORE All the coordinated activities of the overall management function of an organization that determine its quality policy, objectives, and responsibilities and its implementation by means of a quality management system All the coordinated activities of the overall management function of an organization that determine its quality policy, objectives, and responsibilities and its implementation by means of a quality management system

10. QMS consists of 3 fundamental structures: FUNDAMENTAL STRUCTURES OF QMS POLICY MANAGEMENT “Doing the right things ” PERFORMANCE IMPROVEMENT “Doing things right the first time” PROCESS MANAGEMENT “Keeping things right”

11. The typical vision statement:  We know where we are going and why  We have pride of ownership in our jobs  We continuously improve everything we do  We set the standards  We provide excellent value

12. Quality Principles Education lifelong learning Education lifelong learning Enlighteningnew information Enlighteningnew information Excellenceexceeding expectations Excellenceexceeding expectations Energya passion for life Energya passion for life Empowermentthe power to act Empowermentthe power to act

13. Exercise 1 Instructions In your groups, identify practical ways in which you can demonstrate the quality principles in the work you do. Principles will be assigned to your group. Write your suggestions on the flipchart paper provided. You will be required to give feedback to the larger group.

14. The Need for a Quality Management System Outcomes At the end of this section participants will be able to: Understand the transformation of education and training as captured by the SAQA Act and the Skills Development Act Understand the transformation of education and training as captured by the SAQA Act and the Skills Development Act Discuss different views of quality Discuss different views of quality Discuss the factors that drive the need for quality management in education & training Discuss the factors that drive the need for quality management in education & training Explain the Quality Assurance cycle Explain the Quality Assurance cycle

15. THE NQF & SAQA NQF – monitor qualifications and assure quality NQF – monitor qualifications and assure quality According to framework SAQA was formed According to framework SAQA was formed To register SA Qualifications To register SA Qualifications To Assure the quality of all SA Qualifications To Assure the quality of all SA Qualifications To put the following bodies in place: To put the following bodies in place: NSB’s & ETQA’s NSB’s & ETQA’s SGB SGB QUALITY IN EDUCATION

16. SAQA STANDARD SETTING QUALITY ASSURANCE 12 NSB’s ETQA’s SGB’s PROVIDERS Registers Standards Qualifications Accredits ETQA’s Learning Outcomes Moderation Requirements Accredits Providers Accredits courses Registers Assessors SAQA’s QUALITY CYCLE

17. Skills Development Ensuring quality learning in the workplace Ensuring quality learning in the workplace Employees are skilled to perform their jobs competently Employees are skilled to perform their jobs competently Learning must contribute to the development of the worker Learning must contribute to the development of the worker Credits versus attendance courses Credits versus attendance courses SETAs quality assure training in the workplace SETAs quality assure training in the workplace

18. Different Views of Quality Conforming to some external standard (centres of excellence) Conforming to some external standard (centres of excellence) Peer validation (moderation by external agencies) Peer validation (moderation by external agencies) Quality is also relative Quality is also relative

19. Notions of Quality ISO 9000 approach ISO 9000 approach “Value for money” has a focus on performance indicators “Value for money” has a focus on performance indicators “Quest for zero defect” – against pre set standards “Quest for zero defect” – against pre set standards Fitness for purpose – evaluation of an organization’s policies against national standards Fitness for purpose – evaluation of an organization’s policies against national standards

20. Transformative Quality in Education Enhancing the participant’s performance and development- to succeed Enhancing the participant’s performance and development- to succeed Empowering the participant to influence their own transformation Empowering the participant to influence their own transformation

21. Quality Assurance Cycle New Cycle Old Cycle Review Strategic Plan Write self assessment reports, summarizing the analysis, evaluation and priorities for action Follow self assessment procedures Develop coherent QA systems to monitor actual performance against standards Decide what quality means (agreed features, standards, improvement targets Plan detailed action resources, timeframes & indicators for improvement Plan objectives and outputs

22. Exercise 2 Instructions Take the Quality Cycle and in your groups answer the following question: What are the benefits of the quality cycle and how does it impact on education? Record your answers on the flipchart paper. You will be required to give feedback to the larger group.

23. Designing a Quality Management System Outcomes At the end of this section participants will be able to: Apply the general process to develop a quality management system for the provision of education, training & development Apply the general process to develop a quality management system for the provision of education, training & development

24. Quality Management Principles Customer Focus Customer Focus Leadership Leadership Involvement of people Involvement of people Process approach Process approach System approach to management System approach to management Continuous Improvement Continuous Improvement Factual approach to decision making Factual approach to decision making Mutually beneficial supplier relationships Mutually beneficial supplier relationships

25. A Successful, Cost effective QMS is one in which Quality policies and objectives are well defined Quality policies and objectives are well defined Everyone is motivated to achieve quality Everyone is motivated to achieve quality Responsibilities are clearly delegated in the organization for activities influencing quality Responsibilities are clearly delegated in the organization for activities influencing quality Communication is good Communication is good Instructions are simple, clear and available Instructions are simple, clear and available Meaningful records are kept Meaningful records are kept Training is available at all levels Training is available at all levels The system is regularly monitored The system is regularly monitored

26. Process to Establish a QMS Define the scope of QMS Define the scope of QMS Define Quality Policy and Objectives Define Quality Policy and Objectives Identify key processes and Organizational structure Identify key processes and Organizational structure Plan to establish a QMS Plan to establish a QMS Define Key Processes Define Key Processes Design Quality Manual Design Quality Manual Training on QMS Training on QMS

27. Model of Process-based QMS Continuous improvement of the QMS Interested Parties Requirements Interested Parties Management Responsibility Resource Management Measurement, analysis and improvement Product realization Input Output Satisfaction Product

28. Total Quality Management Teams System Tools Process Culture Commitment Communication

29. Exercise 3 Instructions In your groups, draw an educational process you are familiar with, in the form of a flowchart. Draw your flowchart on the flipchart paper provided. You will be required to give feedback to the larger group.

30. Managing the Quality Management System Outcomes At the end of this section participants will be able to: Monitor a quality assurance system Monitor a quality assurance system Evaluate a quality assurance system Evaluate a quality assurance system Report and make recommendations Report and make recommendations

31. QMS Reviews – Quality Audit System audits System audits Process audits Process audits Product/service audits Product/service audits Internal audits Internal audits External audits External audits Audits have to be planned and performed as part of the quality management activities Audits have to be planned and performed as part of the quality management activities

32. Exercise 4 Instructions In your groups, discuss one quality audit initiative, you would use to enhance quality in your institution. Write it up on the flipchart paper provided. You will be required to give feedback to the larger group

33. Summary Quality is relative Vision & Mission statements are about quality Everybody is responsible for quality Monitor and review quality Continuous Quality Improvements Understand the Principles of Quality Policies, Processes & procedures are essential Legislation supports quality

34. “Quality, quality, quality: never waver from it, even when you don't see how you can afford to keep it up. When you compromise, you become a commodity and then you die.” Gary Hirshberg (founder of Stonyfield Farm Yogurt) Gary Hirshberg (founder of Stonyfield Farm Yogurt) THANK YOU