QM-OC,MANAGEMENT.ppt

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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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