THE QUALITY IMPROVEMENT PROCESS

Prepared by Madhuri Trivedi (061278500179) M.Azaharuddin (061278500180)

What is improvement?
Improvement is a change for the better progress in development the act of improving something

TYPES OF BENEFICIAL CHANGE

1. Product feature- These can increase customer satisfaction. And its income oriented i.e. - business improve system, one stop shopping 2. Freedom from deficiencies- These can create chronic waste . They are cost oriented i.e. reduction in error rates, field faliure .

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

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, including upper management They empowered the work force to participate in making improvements. They revised the reward system to recognize the changes in job responsibilities

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

QUALITY IMPROVEMENT: THE BASIC CONCEPTS

Improvement Distinguished from Control Quality Improvement Is Applicable Universally. Quality Improvement Extends to All Parameters. Quality Improvement Does Not Come Free.

THE QUALITY IMPROVEMENT PROCESS

1.

QUALITY COUNCIL 2. SET THE QUALITY GOAL 3. NOMINATION AND SELECTION OF PROCESS 4. PROJECT TEAM 5. TEAM ORGANISATION 6. FORMULATION OF THEORIES

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 Department1.Develop training materials 2.Develop new measures for quality 3.Prepare reports on progress

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 Principle This 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

 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 opportunity for employee participation THE NOMINATION AND SELECTION PROCESS- involving several steps Project nomination Project screening and selection Preparation and publication of project mission statements

THE PROJECT TEAM

For 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

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 sponsoring body

 The Team Secretary:

responsibility for carrying out the team mission. the secretary has unshared administrative responsibilities, chiefly preparing the agendas, minutes, reports, and so on. that a major qualification for appointment to the job of secretary is the ability to write with precision & communicate to rest of the organization.

 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

FACILITATORS
Most companies make use of internal consultants, usually called facilitators, to assist quality improvement teams, mainly teams that are working on their first projects.
The Qualifications:

undergo special training qualify them for the

preceding The training includes skills in team building, resolving conflicts, communication, and management knowledge relative to the quality improvement processes, e.g., the improvement

 The roles of FACILITATORS:

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

THE UNIVERSAL SEQUENCE FOR QUALITY IMPROVEMENT

A quality improvement team has no personal boss. Instead, the team is supervised impersonally. Its responsibilities are defined 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 analyzing the symptoms, theorizing as to the causes, testing the theories, and establishing the causes. 2. The remedial journey from cause to remedy. It includes developing the remedies, testing and proving the remedies under operating conditions, dealing with resistance to change, and establishing controls to hold the gains.

 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 often

communicated 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 or vague meanings. In such cases, the person who prepared the report becomes an essential source of information.

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.

Arranging Theories

Measurement for Diagnosis

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 the work force. Except for workforce errors, the subject has received very little research, so the database is small. In view of this , what follows focuses on work force errors.

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.

3.Inadvertent Errors: Inadvertent means caused by lack of attention. 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, or knowledge 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.

THANK YOU