QUALITY MANAGEMENT SYSTEM by jaismin Mahlawat.pptx

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1. QUALITY MANAGEMENT SYSTEM {MQA 102T} TOPIC: UNIT 1 SUBMITTED BY : JAISMIN {M.PHARM [QA] 1 st SEM.} SUBMITTED TO : MS.ANJU GOYAL {ASSITANT PROFESSOR}

2. INDEX INTRODUCTION TO QUALITY Definition Of Quality Evolution Of Quality Dimensions Of Quality QUALITY AS A STRATEGIC DECISION Meaning Of Strategy And Strategic Quality Management Mission And Vision Statements Quality Policy Quality Objectives Strategic Planning And Implementation McKinsey 7s Model Competitive Analysis Management Commitment To Quality COUSTOMER FOCUS COST OF QUALITY 2

3. INTRODUCTION TO QUALITY : WHAT QUALITY IS ? Quality refers to the degree of excellence or superiority of something, often in relation to its intended purpose or function. It is a measure of how well something meets its specifications or requirements, and how well it satisfies the needs and expectations of its users or stakeholders EXAMPLE of Good Quality product : 4

4. Definition Of Quality Definition of quality- quality refers to grade of service, product, reliability, safety, consistency and customer's perception. Short definition- "quality is customer satisfaction". "Fitness for use". British Standard BS 7850- "quality is concerned with meeting the wants and need of customers". Deming (1986)- "quality is a predictable degree of uniformity and dependability, at low cost and suited to the market".

5. Some other definitions of quality : 6

6. EVOLUTION OF QUALITY Early 1950s - Americans who took the message of quality to Japan Late 1950s - Japanese who developed new concepts in response to the Americans 1970s 1980s - western gurus who followed the Japanese industrial success American Quality Gurus: Walter Shewhart (1920s to 1940s). W. Edward Deming (post world war II through 1980s). Joseph M Juran (post world war II through 1980s). Philip Crosby (1980s). Armand Feigenbaum (1970s to 1980s). Japanese Quality Gurus: K Ishikawa (post world war II through 1980s). G Taguchi (1960s to 1980s). Shigeo Shingo (post world war II through 1980s). Masaaki Imai (1980).

7. EVOLUTION OF QUALITY: 8

8. DIMENSIONS OF QUALITY:

9. DIMENSIONS OF QUALITY : Performance- Quality product will perform as expected by the customer and as specified by the producer. If product fails to buyers expect, customer will disappointed and frustrated. Reliability- is the product consistent? Will it perform well , over its expected lifetime and perform consistently. Durability- How long does the product last? This is the effective service life of product. Customers obviously want products that perform satisfactorily over a long period time. Serviceability- Is the product easy to service? Does the organization offer enough service support? Aesthetics- Is the product appealing to the eye? Design is important for many products: the colours picked indicates certain things. Features- What does the product do? Usually customers associate high quality with products that have added features that is those that have features beyond the basic performance of the competition. Perceived quality- What sort of quality perception does the marketing team want to convey in their marketing message? Will price charged reflect the quality of the product? What brand name is going to be used and does this convey any sort of quality perception. Conformance - Is the product made exactly as the designer intended? We usually think of a high quality product as one that exactly meets the requirements placed on it. 10

10. A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. Strategy also defined as a general direction set for the company and its various components to achieve a desired state in the future. Strategy generally involves placing goals, determining action to get the goals, and mobilizing resources to acts the action 11 Meaning of strategy :

11. Strategic quality management (sqm): 12

12. Phase of SQM : 13

13. Vision and mission statements : Creating your organization’s vision and mission statements are the first two steps in the action planning process. Developing a vision and mission statement is crucial to the success of community initiatives. The statements explain your group’s aspiration in a concise manner, help your organization focus on what is really important and provide a basis for developing other aspects of your strategic plan. 14

14. Vision Statement : Your vision is your dream. It’s what your organization believes are the ideal conditions. Whatever your organization’s dream is, it may be well articulated by one or more vision statements. Vision statements are short phrases or sentences that convey your company’s hopes for the future. By developing a vision statement or statements, your organization clarifies the beliefs and governing principles of your organization, first for yourself, and then for the greater community . In general, vision statement should be: Understood and shared by members of the community. Broad enough to include a diverse variety of local perspectives. Inspiring and uplifting to everyone involved in your effort. Easy to communicate 15

15. Mission Statement : An organization's mission statement describes what the group is going to do and why it's going to do that. Mission statements are similar to vision statements, in that they, too, look at the big picture. However, they're more concrete, and they are definitely more "action-oriented" than vision statements. Your vision statement should inspire people to dream; your mission statement should inspire them to action. General guiding principles about mission statements are that they are: Concise: While not as short as vision statements, mission statements generally still get their point across in one sentence. Outcome-oriented: Mission statements explain the fundamental outcomes your organization is working to achieve. Inclusive: While mission statements do make statements about your group's key goals, it's very important that they do so very broadly. Good mission statements are not limiting in the strategies or sectors of the community that may become involved in the project. E.g. : Promoting community health and development by connecting people, ideas and resources. 16

16. Quality policy The quality policy is the only true definition of quality that counts in your organization. Make sure the policy builds on current corporate objectives and values. It must be fully integrated with those concepts . Part of the reason why you need a well written quality policy is to make your employees understand that their job affects product quality, and therefore the success of the company. Employees must be made aware that their individual contribution is important to the company's overall success. 17

17. Establishing the quality policy : Top management must and show that the quality policy : Is appropriate to the organisation and ISO implementation. Includes a commitment to requirements and continual improvement. Provides a basis for establishing and quality objectives. Is communicated and understood within the organization. Is periodically reviewed for suitability. 18

18. QUALITY OBJECTIVE : Quality objectives are requirements of the ISO 9000 standard. The quality objectives are the main method used by companies to focus the goals from the quality policy into plans for improvement. After deciding which things to monitor, measure and improve, the important thing is to make the Quality Objectives effective in addressing what needs to be improved . The objectives should be designed to be S.M.A.R.T S-Specific M- Measurable A- Achievable R- Realistic T-Time based 19

19. Strategic planning : The Strategic planning mainly assists to organization for: Setting up of goals or objectives. The analysis of the environment and the resources of the organi sation . The planning of implementation of the design of control systems or monitoring mechanisms. This planning comprises of six identifiable stages that fulfil the requirements of the management thinkers: Environmental scanning. Evaluation of issues. Forecasting. Goal setting. I mplementation Monitoring. A written strategic plan might include the following headings: Executive summary. Vision statement. Mandate and scope of work. Summary analysis of external and internal environment. Main strategic issues. Four or five aims that accompany strategies. Assessment of human resource needs. Budget protection. 20

20. Implementation : Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Following are the main steps in implementing a strategy: Developing an organization having potential of carrying out strategy successfully.
Disbursement of abundant resource to strategy essential activities.
Creating strategy encouraging policy.
Employing best policies and program for constant improvement. Linking rewards structures to accomplishment of results.
Making use of strategic leadership. 21

21. Strategic planning and implementation : 22

22. 23

23. McKinsey 7s MODEL : This model was developed by McKinsey and co-consultants Tom Peter and Robert Waterman. Useful tool to diagnose and solve organisational problems. Depicts an organisation as a collection of 7 interconnected elements. Purpose is to emphasise that changing one aspect of an organisation will impact upon other. All 7 elements are important, but they are not all easy to identify. They address it by splitting them into 2 categories: Hard elements : easy to identify and describe. They are foundation of any organisation and can be used to describe its management structure, process and objectives. Can be recorded and referenced in coprative documents. Soft elements : Difficult to identify and constantly evolve. Hard to put into words and sometimes overlap with one another. 24

24. 7s MODEL : 25

25. Hard elements: Strategy: the plan devised to maintain and build competitive advantage over the competition. Structure: the way the organization is structured and who reports to whom. Systems: the daily activities and procedures that staff members engage in to get the job done Soft elements: Shared Values: called “super ordinate goals” when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. Style: the style of leadership adopted. Staff: the employees and their general capabilities. Skills: the actual skills and competencies of the employees working for the company. 26

26. McKinsey 7s MODEL : 27

27. COMPITITIVE ANALYSIS : Competitive analysis or competitive research is a field of strategic research that specializes in the collection and review of information about rival firms. It’s an essential tactic for finding out what your competitors are doing and what kind of threat they present to your financial well-being. Competitive research is completely legal, it’s simply collecting bits of information available in the public domain. 28

28. HOW TO CONDUCT COMPETITIVE ANLYSIS : WHO IS COMPITITION ? Identify your competitors. Direct competitiors Indirect competitiors Future competitiors Finding the competitors. Analyze competition {SWOT} Creating a competitior analysis grid. Writing up results of analysis Web site critiques Determine your competitive position in the marketplace. Identify areas for improvement. 29

29. MANAGEMENT COMMITMENT OF QUALITY : Direct participation by the highest level executives in a specific and critically important aspect or program of an organization. Newman has highlighted the close links among top managements commitments, job satisfaction and service quality from the perspective of employee. In quality management it includes: Setting up and serving on a quality committee
Formulating and establishing quality policies and objectives
Providing resources and training. Overseeing implementation at all levels of the organization. E valuating and revising the policy in light of results achieved. Management commitment to employee involvement. 30

30. Customer focus 31

31. Customer focus : Meaning of customer focus. A customer is a person or organization that a marketer believes will benefit from the goods and services offered by the marketer’s organization. Today “customer focus” is a core element of the design, manufacturing, marketing and service processes and it begins with discovering the “voice of the customer”. Classification of customer: Loyal customer Discount customer Impulsive customer Need based customer Wandering customer 3. Customer focus : Understanding customer’s expectations and needs. Customer focused strategy and customer complaint. Measuring and answering customers’s need. Improve customer focus strategy. Customer focus strategy and organisational process. 4. Customer perception of quality Customer behaviour Quality of product Selective perception

32. Factors effecting customers perception: Quality Price Advertisement Packaging Influence by others Convenience Reputation 33

33. Customer requirements: The basics of customer requirements. Here are a couple of essentials that are at the top of every customer’s requirements list: Rudeness is a major turn-off and adds to customer dissatisfaction.
Customers want to feel like you care and understand their problems.
Customers want to feel as if they have an impact on how things turn out.
There is a necessity to present alternative options to the customer.
Customers need to be educated and informed about products, services and the organisation. 34

34. Meeting customer needs and Expectations: 35

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