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F. QUALITY MANAGEMENT
G. ORGANIZATIONAL CHANGE
MANAGEMENT
PRACTICES
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QUALITY MANAGEMENT
Management activities and functions
involved in determination of quality
policy and its implementation through means such as quality
planning and quality
assurance (including quality control).
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Four main components
1.Quality planning-
Systematic process that translates qualitypolicy
into measurable
objectives
andrequirements, and lays down a sequenceof steps for realizing them within a specified
time frame.
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2. Quality Control–
An aspect of the qualityassurance process that consists of
activities
employed
in detectionand measurement of the variability inthe characteristics of output attributable
to the production system,
and
includes
corrective
responses
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3. Quality Assurance –
is the process of verifying or
determining whether products or
services meet or exceed customer
expectations.
Quality
assurance
is aprocess-driven approach with specific
steps to help define and attain goals.
This process considers design,
development, production, and service.
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Shewhart Cycle, developed by Dr. W. Edwards
Deming- Most popular tool used to determine
quality
assurance
.
Four
quality
assurance
stepswithin the PDCA model stand for:
•Plan: Establish objectives and processes
required to deliver the desired results.
•Do: Implement the process developed.
•Check: Monitor and evaluate the
implemented process by testing the results
against the predetermined objectives
•Act: Apply actions necessary for improvement if
the results require changes.
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4.Quality improvement-
The systematicapproach
to
reduction
orelimination of waste,
rework,and losses in
production
process.
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An organization attains customer focus whenall people in the organization know both theinternal and external customers and also whatcustomer requirements must be met to ensure thatboth the internal and external customers aresatisfied.
Leaders of an organization establish unity ofpurpose and direction of it.
a. Customer focus
b. Leadership
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c. Involvement of people
complete involvement enablestheir abilities to be used for thebenefit of the organization.
The desired result can be achieved
when activities and related resourcesare managed in an organization asprocess.
d. Process approach
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e. System approach to management
An organization's effectivenessand efficiency in achieving its qualityobjectives are contributed byidentifying, understanding and
managing all interrelated processes asa system.
f. Continual improvement
One of the permanent qualityobjectives of an organization shouldbe the continual improvement of itsoverall performance.
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g. Factual approach to decision making
Effective decisions are alwaysbased on the data analysis andinformation.
h. Mutually beneficial supplierrelationships
Since an organization and its
suppliers are interdependent,therefore a mutually beneficialrelationship between them increasesthe ability of both to add value.
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• The major precursor for organizational
change is some form of exogenous force
such as an external event.
Examples of the magnitude of an event that
creates organizational change and
development.
Cuts in a company’s funding, and the
streamline of operations due to a merger
Effectively managing this process is an art
that has created a new area of expertise that
has become known as change
management.
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