Quality Management 005 Lecture Slides .pdf

Approaches to Quality

1. Week Five:
Approaches to Quality
QUALITY MANAGEMENT
DR EBENEZER ODURO ANTIRI

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-Developed by Dr. W. Edwards Deming, a renowned statistician and
quality management expert.
-Emphasizes the importance of continuous improvement, known as
the Deming Cycle or PDCA (Plan-Do-Check-Act).
-Focuses on reducing variations in processes to improve quality and
productivity.
Deming’s Approach to Quality
A P P R O A C H E S T O Q U A L I T Y

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-Advocates for the creation of a culture of quality within
organizations, involving all employees in the pursuit of quality
excellence.
-Key principles include customer focus, leadership involvement,
employee empowerment, and the use of data -driven decision-
making.
Deming’s Approach to Quality
A P P R O A C H E S T O Q U A L I T Y

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-The Deming Cycle, also known as PDCA (Plan-Do-Check-Act) or the
Deming Wheel, is a four-step iterative approach to continuous
improvement.
-This cycle provides a structured method for organizations to achieve
ongoing enhancement in their processes, products, and services.
Deming Cycle or PDCA (Plan-Do-Check-Act)
D E M I N G ’ S A P P R O A C H T O Q U A L I T Y

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-Plan: In the first step, organizations identify opportunities for
improvement and establish objectives and goals. This involves
analyzing current processes, setting targets, and devising plans to
address areas of concern or opportunities for innovation.
-Do: The second step involves implementing the plans developed in
the previous stage. This often entails executing pilot projects or
initiatives to test proposed changes on a small scale. By carrying out
the planned actions, organizations gather valuable data and insights
into the effectiveness of the proposed improvements.
Deming Cycle or PDCA (Plan-Do-Check-Act)
D E M I N G ’ S A P P R O A C H T O Q U A L I T Y

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-Check: Once the changes have been implemented, organizations
evaluate their impact and performance. This step involves measuring
key performance indicators (KPIs), collecting data, and comparing
actual outcomes against the predetermined targets set during the
planning phase.
-Act: Based on the findings from the check phase, organizations take
appropriate actions to adjust, refine, or standardize processes. If the
implemented changes have led to positive results, they may be
integrated into standard practices. If otherwise, they devise
alternative strategies.
Deming Cycle or PDCA (Plan-Do-Check-Act)
D E M I N G ’ S A P P R O A C H T O Q U A L I T Y

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-International standards developed by the International Organization
for Standardization (ISO) to ensure quality management systems
meet specific requirements.
-ISO 9001 is the most widely recognized standard in the series and
provides guidelines for establishing, implementing, maintaining, and
continually improving a quality management system.
ISO 9000 Series
A P P R O A C H E S T O Q U A L I T Y

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-Focuses on customer satisfaction, process approach, and continual
improvement.
-Helps organizations demonstrate their ability to consistently provide
products and services that meet customer and regulatory
requirements.
-Certification to ISO 9001 is often sought by organizations to enhance
credibility and competitiveness in the marketplace.
ISO 9000 Series
A P P R O A C H E S T O Q U A L I T Y

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-ISO 9001 is a widely recognized international standard that specifies
requirements for a quality management system (QMS) within an
organization.
-The standard outlines various criteria that organizations must meet
to ensure they consistently deliver products and services that meet
customer requirements and comply with applicable regulations.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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Here are some of the specific requirements of ISO 9001:
1.Scope: The organization must define the scope of its quality
management system, including the products, services, and processes
covered by the system.
2.Quality Policy: Top management must establish a quality policy that
reflects the organization's commitment to meeting customer
requirements and continually improving its QMS.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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3.Quality Objectives: The organization must establish measurable
quality objectives at relevant functions and levels, aligned with the
quality policy and consistent with the organization's strategic direction.
4.Risk-Based Thinking: ISO 9001 emphasizes the importance of
identifying and addressing risks and opportunities that could affect the
organization's ability to achieve desired outcomes and enhance
customer satisfaction.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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5.Documented Information : The standard requires organizations to
maintain documented information (e.g., policies, procedures, records)
to support the operation of the QMS and ensure the effective planning,
operation, and control of processes.
6.Resource Management : Organizations must determine and provide
the necessary resources (e.g., personnel, infrastructure, equipment) to
establish, implement, maintain, and continually improve the QMS.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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7.Competence and Awareness : The organization must ensure that
personnel have the necessary competence to perform their assigned
tasks effectively and are aware of the relevance and importance of
their activities in contributing to the achievement of quality objectives.
8.Process Approach : ISO 9001 encourages organizations to adopt a
process approach to quality management, where processes are
defined, managed, and continually improved to achieve desired
outcomes and meet customer requirements.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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9.Customer Focus: The organization must demonstrate a commitment
to understanding and meeting customer requirements and enhancing
customer satisfaction through the effective application of the QMS.
10.Monitoring and Measurement : ISO 9001 requires organizations to
monitor, measure, analyze, and evaluate their processes, products,
and services to ensure they conform to requirements and achieve
planned results.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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11.Internal Audits: Organizations must conduct internal audits of their
QMS to determine its conformity to ISO 9001 requirements, identify
areas for improvement, and ensure compliance with applicable policies
and procedures.
12.Management Review : Top management must review the
organization's QMS at planned intervals to ensure its continuing
suitability, adequacy, effectiveness, and alignment with the
organization's strategic objectives.
Specific requirements of ISO 9001
I S O 9 0 0 0 S E R I E S

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-A management philosophy that aims to continuously improve the
quality of products and services by involving all employees in the
process.
-Focuses on meeting or exceeding customer expectations through the
integration of all organizational functions, such as marketing,
finance, design, engineering, production, and customer service.
Total Quality Management (TQM):
A P P R O A C H E S T O Q U A L I T Y

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-Emphasizes the importance of leadership commitment, employee
involvement, customer focus, process improvement, and data -driven
decision-making.
-TQM principles include customer focus, continuous improvement,
employee involvement, process approach, and evidence -based
decision-making.
Total Quality Management (TQM):
A P P R O A C H E S T O Q U A L I T Y

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-The three main key elements of the Total Quality Approach are:
1.Customer Focus: Total Quality Management (TQM) places a strong
emphasis on understanding and meeting customer needs and
expectations.
2.Continuous Improvement: TQM promotes a culture of continuous
improvement, where all employees are encouraged to identify
opportunities for improvement and participate in initiatives to
enhance processes, products, and services.
Total Quality Management (TQM)
A P P R O A C H E S T O Q U A L I T Y

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3.Employee Involvement: TQM recognizes the importance of involving
employees at all levels in quality improvement efforts. Employees
are empowered to contribute their ideas, skills, and knowledge to
improve processes and solve problems. By involving employees in
decision-making and problem-solving, organizations can harness the
collective intelligence and creativity of their workforce to drive
positive change and innovation.
Total Quality Management (TQM)
A P P R O A C H E S T O Q U A L I T Y

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•A data-driven methodology for process improvement, originally
developed by Motorola and popularized by companies like General
Electric.
•Seeks to improve the quality of process outputs by identifying and
removing the causes of defects and minimizing process variation.
•Utilizes a structured approach known as DMAIC (Define, Measure,
Analyze, Improve, Control) for problem-solving and process
improvement.
Six Sigma
A P P R O A C H E S T O Q U A L I T Y

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•Aims to achieve a level of performance where the probability of
defects is extremely low, typically at less than 3.4 defects per
million opportunities.
•Six Sigma projects are led by trained professionals known as Black
Belts and Green Belts, who apply statistical tools and techniques to
drive improvement.
Six Sigma
A P P R O A C H E S T O Q U A L I T Y

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•The Six Sigma approach is a systematic and data-driven
methodology for improving processes, reducing defects, and
enhancing overall quality.
Key elements of the Six Sigma approach include:
•Define
•Measure
•Analyze
•Improve
•Control
The Six Sigma Approach
S I X S I G M A

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•Define: Identify and define the problem or opportunity for
improvement. Clearly articulate project goals, customer
requirements, and metrics for success.
•Measure: Measure the current performance of the process or
product using data and metrics. Determine baseline performance
and quantify the extent of the problem or opportunity.
The Six Sigma Approach
S I X S I G M A

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•Analyze: Analyze the data to identify root causes of defects or
inefficiencies. Use statistical tools and techniques to identify factors
contributing to variation and problems.
•Improve: Develop and implement solutions to address the root
causes identified in the analysis phase. Test potential solutions on a
small scale and refine as needed.
•Control: Establish controls to sustain the improvements over time.
The Six Sigma Approach
S I X S I G M A

25. Any questions?
Thanks!
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