Description
meaning,concepts,methods
Quality Management
A continuous improvement process
?
In today’s world , due to insufficient quality or indifference to quality leads to disputes, which imposes serious drain on the financial resources of the company and limits profit potential To be competitive in today’s market it is essential to provide consistent quality and value to their customer It is high time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite and to produce better quality work
?
?
“How do we achieve quality?”
?
Customer-driven companies often select one or two aspects of quality, typically focusing on the efficiency and profitability of contact center operations A focus on one or two aspects of quality may produce limited near-term results, but more organizations can benefit from a broader and more formal approach to quality. By taking a more structured, end-to-end approach to quality management, customer driven organizations can gain substantial and lasting service, customer and economic benefits
?
?
What is Total Quality Management
Definition: QTM is the management philosophy, a paradigm, a continuous improvement approach to doing business through a new management model
Components of QTM
?
?
Client partnership: Improve client satisfaction and loyalty - by understanding market realities, client expectations and customer satisfaction. Strategic planning and alignment: Build, direct and sustain a high-performance quality organization - through the identification, deployment, alignment and execution of strategies, plans and objectives. Process management: Ensure that global processes and methods used to design, develop, transition, deliver and support services to clients continue to function efficiently and effectively.
?
?
?
Performance management: Ensure that the organization selects, gathers, analyzes and uses information from all functions to assess business health and support daily operations Continuous improvement: Ensure that process performance is benchmarked and continually improved to meet changing client and business requirements, and that best practices are identified and
implemented globally. Employee involvement: Establish and maintain a culture that ensures people at all levels are trained, competent, responsible and engaged to contribute to the ongoing success of the organization. Supplier partnership: Ensure understanding of current and emerging supplier performance for the purpose of driving continuous improvement in operational performance and business value
?
?
QTM is comprehensive management model which:
Focuses on meeting owners’/customers’ needs, by providing quality services at reasonable cost Focuses on continuous improvement Recognizes role of everyone in the organization Views organization as an internal system with a common aim Focuses in the way tasks are completed Emphasizes team work
?
? ? ?
? ?
QTM Beliefs
? ? ? ? ?
?
?
Owners’/customers’ satisfaction is the measure of quality Everyone is a owner/customer Quality improvement must be continuous Analysis of the process is the key to Quality management Measurement, a skilled use of analytical tools, and employee involvement are the critical sources of the quality improvement ideas and innovation Sustained quality management is not possible without active, visible, consistent, and enabling leadership to managers at all levels It is essential to continuously improve the quality of products and services that we provide to our owners/customers
Results of trends in quality management
?
?
? ? ? ?
Flatter organizations Increase in X-functional teams Participation in planning by front line teams Decrease in size / increase in output Changing organizational boundaries Shift to group reward system
Today’s Quality Professional
?
? ?
?
? ? ? ?
Leads and champions process-improvement initiatives Facilitates, coaches, and mentors Motivates Manages projects and human resources Analyzes financial situations Determines and evaluates risk Employs knowledge management tools and techniques
Quality Management: A foundation for excellence
MALCOM BALDRIGE AWARD
1. Leadership 2. Strategic Planning 3. Customer & Market Focus 4. Information & Analysis 5.Human Resource Focus 6. Process Management 7. Business Results
CANADIAN AWARD FOR EUROPEAN EXCELLENCE QUALITY AWARD
1. Leadership 2. Planning 3. Customer Focus 4. People Focus 5. Process Management 6. Supplier/Partner Focus 7.Overall Business Performance
1.Leadership 2. Policy & Strategy 3. People 4. Partnership & Resources 5. Processes 6. Customer Results 7. People Results 8. Society Results 9.Key Performance Results
doc_477100863.ppt
meaning,concepts,methods
Quality Management
A continuous improvement process
?
In today’s world , due to insufficient quality or indifference to quality leads to disputes, which imposes serious drain on the financial resources of the company and limits profit potential To be competitive in today’s market it is essential to provide consistent quality and value to their customer It is high time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite and to produce better quality work
?
?
“How do we achieve quality?”
?
Customer-driven companies often select one or two aspects of quality, typically focusing on the efficiency and profitability of contact center operations A focus on one or two aspects of quality may produce limited near-term results, but more organizations can benefit from a broader and more formal approach to quality. By taking a more structured, end-to-end approach to quality management, customer driven organizations can gain substantial and lasting service, customer and economic benefits
?
?
What is Total Quality Management
Definition: QTM is the management philosophy, a paradigm, a continuous improvement approach to doing business through a new management model
Components of QTM
?
?
Client partnership: Improve client satisfaction and loyalty - by understanding market realities, client expectations and customer satisfaction. Strategic planning and alignment: Build, direct and sustain a high-performance quality organization - through the identification, deployment, alignment and execution of strategies, plans and objectives. Process management: Ensure that global processes and methods used to design, develop, transition, deliver and support services to clients continue to function efficiently and effectively.
?
?
?
Performance management: Ensure that the organization selects, gathers, analyzes and uses information from all functions to assess business health and support daily operations Continuous improvement: Ensure that process performance is benchmarked and continually improved to meet changing client and business requirements, and that best practices are identified and
implemented globally. Employee involvement: Establish and maintain a culture that ensures people at all levels are trained, competent, responsible and engaged to contribute to the ongoing success of the organization. Supplier partnership: Ensure understanding of current and emerging supplier performance for the purpose of driving continuous improvement in operational performance and business value
?
?
QTM is comprehensive management model which:
Focuses on meeting owners’/customers’ needs, by providing quality services at reasonable cost Focuses on continuous improvement Recognizes role of everyone in the organization Views organization as an internal system with a common aim Focuses in the way tasks are completed Emphasizes team work
?
? ? ?
? ?
QTM Beliefs
? ? ? ? ?
?
?
Owners’/customers’ satisfaction is the measure of quality Everyone is a owner/customer Quality improvement must be continuous Analysis of the process is the key to Quality management Measurement, a skilled use of analytical tools, and employee involvement are the critical sources of the quality improvement ideas and innovation Sustained quality management is not possible without active, visible, consistent, and enabling leadership to managers at all levels It is essential to continuously improve the quality of products and services that we provide to our owners/customers
Results of trends in quality management
?
?
? ? ? ?
Flatter organizations Increase in X-functional teams Participation in planning by front line teams Decrease in size / increase in output Changing organizational boundaries Shift to group reward system
Today’s Quality Professional
?
? ?
?
? ? ? ?
Leads and champions process-improvement initiatives Facilitates, coaches, and mentors Motivates Manages projects and human resources Analyzes financial situations Determines and evaluates risk Employs knowledge management tools and techniques
Quality Management: A foundation for excellence
MALCOM BALDRIGE AWARD
1. Leadership 2. Strategic Planning 3. Customer & Market Focus 4. Information & Analysis 5.Human Resource Focus 6. Process Management 7. Business Results
CANADIAN AWARD FOR EUROPEAN EXCELLENCE QUALITY AWARD
1. Leadership 2. Planning 3. Customer Focus 4. People Focus 5. Process Management 6. Supplier/Partner Focus 7.Overall Business Performance
1.Leadership 2. Policy & Strategy 3. People 4. Partnership & Resources 5. Processes 6. Customer Results 7. People Results 8. Society Results 9.Key Performance Results
doc_477100863.ppt