Chapter 15 1

Managing QualityManaging Quality

Chapter 15Chapter 15Achieving Quality Through Achieving Quality Through

Continual ImprovementContinual ImprovementClaude W. Burrill / Johannes LedolterClaude W. Burrill / Johannes Ledolter

Published by John Wiley & Sons, Inc., 1999Published by John Wiley & Sons, Inc., 1999

Prepared by Dr. Tomi Wahlström, Prepared by Dr. Tomi Wahlström,

University of Southern ColoradoUniversity of Southern Colorado

Chapter 15 2

Quality Related ActivitiesQuality Related Activities

Quality PlanningQuality Planning Quality ControlQuality Control Quality ImprovementQuality Improvement Quality AssuranceQuality Assurance Quality AuditQuality Audit Quality AssessmentQuality Assessment

Chapter 15 3

The Quality OrganizationThe Quality Organization

Organizational StructureOrganizational Structure– Small organization consists of only Small organization consists of only

quality professionals and large quality professionals and large organizations have quality organizations have quality professionals in each section.professionals in each section.

StaffingStaffing– Among the most critical decisions is Among the most critical decisions is

the selection of QA (Quality Assurance) the selection of QA (Quality Assurance) personnelpersonnel

Chapter 15 4

The Quality OrganizationThe Quality Organization

Vice President for QualityVice President for Quality– Should report to the President and Should report to the President and

have strong voice in selecting the have strong voice in selecting the divisional quality staffsdivisional quality staffs

– VP for Quality is charged with specific VP for Quality is charged with specific responsibilities (see book page 312)responsibilities (see book page 312)

Quality ProfessionalsQuality Professionals– Should be viewed as consultants or Should be viewed as consultants or

facilitators rather than techniciansfacilitators rather than technicians

Chapter 15 5

The Quality OrganizationThe Quality Organization QA ActivitiesQA Activities

– Start-up activitiesStart-up activities– Education and trainingEducation and training– Process improvementProcess improvement– StandardsStandards– Special projectsSpecial projects– ConsultingConsulting– Monitoring qualityMonitoring quality– Coordinating quality activitiesCoordinating quality activities

Chapter 15 6

Gaining CredibilityGaining Credibility

Know what you are doingKnow what you are doing Learn something about the processes you deal Learn something about the processes you deal

withwith Ask “how can I help you?”Ask “how can I help you?” Cultivate the managers in the areas you serveCultivate the managers in the areas you serve Market qualityMarket quality Try to help someone solve a single problemTry to help someone solve a single problem Be flexibleBe flexible Get exposureGet exposure Believe in qualityBelieve in quality

Chapter 15 7

Quality UnitsQuality Units Quality CouncilQuality Council

– Drawn from the organization’s senior levelsDrawn from the organization’s senior levels– It’s concern is policy, goals, and other broad It’s concern is policy, goals, and other broad

issues relating to qualityissues relating to quality Quality Advisory CommitteesQuality Advisory Committees

– Drawn from the middle and operational levelsDrawn from the middle and operational levels– Their concerns are major improvement Their concerns are major improvement

projects and oversight of lower level projects and oversight of lower level improvement effortsimprovement efforts

Chapter 15 8

Quality UnitsQuality Units

Quality TeamsQuality Teams– Consisting of people at the task levelConsisting of people at the task level– Their concern is improvement of the Their concern is improvement of the

processes they operateprocesses they operate Quality circlesQuality circles Work improvement teamsWork improvement teams Employee involvement teamsEmployee involvement teams

– Received the most attentionReceived the most attention

Chapter 15 9

Planning for QualityPlanning for Quality

To achieve quality it is necessary To achieve quality it is necessary to establish a detailed plan of to establish a detailed plan of action - a strategic quality planaction - a strategic quality plan

Quality planning is the process of Quality planning is the process of identifying the actions needed to identifying the actions needed to achieve quality goalsachieve quality goals

Planning horizons vary from two-Planning horizons vary from two-year to ten or moreyear to ten or more

Chapter 15 10

Planning for QualityPlanning for Quality First step is taken by top managementFirst step is taken by top management

– They establish quality objectives to support They establish quality objectives to support their long-term quality goals and describe their long-term quality goals and describe the general tactics for achieving themthe general tactics for achieving them

Second step is taken by divisionsSecond step is taken by divisions– They devise projects and programs that will They devise projects and programs that will

take them to the objectives set for themtake them to the objectives set for them Approved division plans are passed to Approved division plans are passed to

corporate levelcorporate level

Chapter 15 11

Initiating a Quality Initiating a Quality ProgramProgram

Step 1. Gain top management supportStep 1. Gain top management support Step 2. Assemble the corporate Step 2. Assemble the corporate

quality groupquality group Step 3. Develop a constituency for Step 3. Develop a constituency for

qualityquality Step 4. Develop a quality policy and Step 4. Develop a quality policy and

goalsgoals Step 5. Plan for announcementStep 5. Plan for announcement

Chapter 15 12

Introducing QualityIntroducing Quality

Opinions differOpinions differ– Crosby advocates that it be done quickCrosby advocates that it be done quick– Deming states:Deming states:

““a quality program for a community, a quality program for a community, launched by ceremonies with a speech by launched by ceremonies with a speech by the governor, raising flags, beating drums, the governor, raising flags, beating drums, badges, all with heavy applause, is a badges, all with heavy applause, is a delusion and a snare.”delusion and a snare.”

Motorola and NCB examples of successesMotorola and NCB examples of successes

Chapter 15 13

Enabling QualityEnabling Quality

Management’s job to enable qualityManagement’s job to enable quality Strong coalitions of people espousing Strong coalitions of people espousing

quality views often requiredquality views often required Supporting environment (culture of Supporting environment (culture of

quality) must be presentquality) must be present Identity, mission, and goals of the Identity, mission, and goals of the

enterprise must be consistententerprise must be consistent

Chapter 15 14

Enabling QualityEnabling Quality Management processes must be in line Management processes must be in line

with the quality directionwith the quality direction Management style must be participative Management style must be participative

for quality to succeedfor quality to succeed– Some pockets of authoritarian management Some pockets of authoritarian management

may remainmay remain Education is importantEducation is important Top management must display Top management must display

leadershipleadership

Chapter 15 15

Monitoring ProgressMonitoring Progress Judah Lando observes four generally useful Judah Lando observes four generally useful

categories of measures:categories of measures:– Measures that are indicative of outgoing qualityMeasures that are indicative of outgoing quality– Measures that are sensitive to changes in Measures that are sensitive to changes in

quality within the frame of measurementquality within the frame of measurement– Measures that are meaningful to at least two or Measures that are meaningful to at least two or

three, preferably more, levels of supervisionthree, preferably more, levels of supervision– Measures that can be used for Measures that can be used for

intradepartmental or intraplant comparisonintradepartmental or intraplant comparison

Chapter 15 16

IS Role in Managing IS Role in Managing QualityQuality

The importance of information gaining The importance of information gaining management attentionmanagement attention

Information is integral to quality Information is integral to quality movementmovement

IS is different from traditional areas such IS is different from traditional areas such as marketing, manufacturing, etc.as marketing, manufacturing, etc.

IS has three major roles in firms quality IS has three major roles in firms quality improvement effort (direct involvement, improvement effort (direct involvement, documentation, quality system in itself)documentation, quality system in itself)

Chapter 15 17

Questions?Questions?

Chapter 15 18

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