The Quality Improvement Process

7/31/2019 The Quality Improvement Process

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THE QUALITY

IMPROVEMENT PROCESSPrepared by-

Madhuri Trivedi (061278500179) M.Azaharuddin (061278500180)


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What is improvement?

Improvement is

a change for the better

progress in development

the act of improving something


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TYPES OF BENEFICIAL CHANGE

1. Product feature- These can increase

customer satisfaction. And its

income oriented i.e. - businessimprove system, one stop shopping

2. Freedom from deficiencies- These

can create chronic waste . They arecost oriented i.e. reduction in error

rates, field faliure .


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Structured Product

Development. Many companies maintain an organized approach for evolving

new models of products, year after year. Under this organised

approach -

1. Products committee- they made a business survilence

2. Full time product and process department- equipped with

personal laboratory and they did technological work

3. Functional departments-A structured procedure is used to

progress the new developments Through functional

department


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THE INITIATIVES OF THE

1980S They enlarged the business plan at all level

included quality improvement

set up special organizational machinery to carry

out that process. They adopted the big Q concept

They trained all levels of personnel, includingupper management

They empowered the work force to participate inmaking improvements.

They revised the reward system to recognize thechanges in job responsibilities


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THE OUTLOOK FOR THE

TWENTY-FIRST CENTURY

The Emerging Consensus Competition in quality has intensified and has become a

permanent fact of life. Customers are increasingly demanding improved quality from

their suppliers.

Reduce the chronic waste

Attainment of quality leadership

Quality improvement


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QUALITY IMPROVEMENT:

THE BASIC CONCEPTS Improvement Distinguished from

Control

Quality Improvement Is ApplicableUniversally.

Quality Improvement Extends to All

Parameters.

Quality Improvement Does Not Come

Free.


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THE QUALITY IMPROVEMENT

PROCESS 1. QUALITY COUNCIL

2. SET THE QUALITY GOAL

3. NOMINATION AND SELECTION OFPROCESS

4. PROJECT TEAM

5. TEAM ORGANISATION 6. FORMULATION OF THEORIES


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THE QUALITY COUNCIL

The first step in mobilizing for quality improvement is to

establish the companys quality council

MEMBERSHIP-Council membership is typically drawn

from the ranks of senior managers Responsibilities. Each member know about their

responsibility

Assistance from the Quality Department-

1.Develop training materials

2.Develop new measures for quality

3.Prepare reports on progress


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Use of project

The project is the focus of actions for quality improvement.

2 types of project are

1. vital few project 2. The useful many

Pareto PrincipleThis principal is also known as 80-20 rule

or the vital few principal . Principal says that 80% of the

results from any series of actions are caused by 20% of the

actions themselves


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The Useful Many Projects. Under the Pareto principle, the

vital few projects provide the bulk of the improvement, so

they receive top priority. Beyond the vital few are the useful

many projects.Collectively they contribute only a minority of

the improvement, but they provide most of the opportunityfor employee participation

THE NOMINATION AND SELECTION PROCESS- involving

several steps

Project nomination

Project screening and selection

Preparation and publication of project mission statements


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THE PROJECT TEAMFor each selected project, a team is assigned. This team then becomes

responsible for completing the project.

Appointment of Teams; Sponsors-These sponsors follow team

progress (or lack of progress). If the team does run into an impasse,

the sponsor may be able to help the team get access to the proper

person in the hierarchy.

Teams are appointed by sponsors of the projects

Responsibilities and Rights- A project team has rights and

responsibilities that are coextensive with the mission statement.

Membership (1) which departments should be represented on

the team(2) what level in the hierarchy team members should

come from 1. product based 2. managerial

(3) which individuals in that level-The focus is on the I

n individuals ability to contribute to the team project


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TEAM ORGANIZATION

The Team Leader :

Ensuring that meetings start and finish on

time Helping the members to attend the team

meetings

Ensuring that the agendas, minutes, reports,and so on are prepared and published

Maintaining contact with the sponsoringbody


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The Team Secretary:

responsibility for carrying out the team mission.

the secretary has unshared administrativeresponsibilities, chiefly preparing the agendas,

minutes, reports, and so on.

that a major qualification for appointment to thejob of secretary is the ability to write with

precision & communicate to rest of the

organization.


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The Team Members :

Arranging to attend the team meetings

Representing his or her department

Contributing job knowledge and expertise

Constructively challenging the theories and

ideas of other team members

Volunteering for or accepting assignments for

homework


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FACILITATORS

Most companies make use of internal consultants,usually called facilitators, to assist qualityimprovementteams, mainly teams that are working on their firstprojects.

The Qualifications: undergo special training qualify them for the

preceding

The training includes skills in team building,

resolving conflicts, communication, andmanagement

knowledge relative to the quality improvementprocesses, e.g., the improvement


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The roles ofFACILITATORS:

Explain the companys intentions

Assist in team building

Assist in training Relate experiences from other projects

Assist in redirecting the project

Assist the team leader:

1.Assist in planning the team meetings. 2.Improve human relations.

3.Assist on matters outside the teams sphere of activity.

Support the team members


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THE UNIVERSAL SEQUENCE FOR

QUALITY IMPROVEMENT A quality improvement team has no personal boss. Instead,

the team is supervised impersonally. Its responsibilities aredefined in

The project mission statement: This mission statement is

unique to each team.

The universal sequence2 for quality improvement: This is

identical for all teams.

The Two Journeys

The diagnostic journey from symptom to cause. It includes analyzingthe symptoms, theorizing as to the causes, testing the theories, andestablishing the causes.

2. The remedial journey from cause to remedy. It includes developingthe remedies, testing andproving the remedies under operatingconditions, dealing with resistance to change, and establishingcontrols to hold the gains.


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THE DIAGNOSTIC JOURNEY :

The diagnostic journey starts with analyzing the symptoms of the

chronic quality problem. Evidence of defects and errors comes in

two forms:

The words used in written or oral descriptions The autopsies conducted to examine the defects in-depth

Understanding the Symptoms: Symptoms are oftencommunicated in words such as incorrect invoices, machine

produces poor copies, or I dont feel well. Understanding such

expressions is often hindered because key words have multiple orvague meanings. In such cases, the person who prepared the report

becomes an essential source of information.


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FORMULATION OF

THEORIES Generating Theories:

Securing theories should be done systematically. Theories should be

sought from all potential contributorsline managers and

supervisors, technologists, the work force, customers, suppliers, and

so on.

One systematic way of generating theories is called brainstorming.

Potential contributors are assembled for the specific purpose of

generating theories. Creative thinking is encouraged by asking each

person, in turn, to propose a theory.

Another systematic approachnominal group technique.

Participants generate their theories silently, in writing. Each then

offers one theory at a time, in rotation.

After all ideas have been recorded, they are discussed and then

prioritized by vote.


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Arranging Theories


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Measurement for Diagnosis


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HUMAN ERROR: DIAGNOSIS AND

REMEDY

In some projects, the contributing causes

include human error. Such errors are

committed by all human beingsmanagers,

supervisors, professional specialists, and thework force.

Except for workforce errors, the subject has

received very little research, so the databaseis small. In view of this , what follows focuses

on work force errors.


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Different type of errors

1.Extent of Work Force Errors: Most errors are controllable

by management. Errors are controllable

by workers only if the criteria for self-control have.

2.Species of Work Force Error: It has long been a widely held

belief by managers that work force errors are due to lack

of motivation. However, recent research has shown that

there are multiple species of work force errors and that

only a minority of such errors have their origin in lack of

motivation.


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3.Inadvertent Errors: Inadvertent means caused by lack ofattention. Inadvertent errors are made because of human

inability to maintain attention.

4.Technique Errors: Technique errors are made because workers

lack some knacksome essential technique, skill, orknowledge needed to prevent errors from happening.

Technique errors exhibit certain outward features.

5.Conscious Errors: Conscious errors involve distinctive

psychological elements.

6.Communication Errors: A fourth important source of human

error is traceable to errors in communication. There are

numerous subspecies of these, but a few of them are

especially troublesome.


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THANK YOU

The Quality Improvement Process

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