Models of Quality

Assessment

- Asma Al Yahyaei- Ateka Al Saqri- Sara Al Hattali- Maytha Al Omari

SQUCollege of EducationInstructional & Learning Technologies DepartmentTECH4211

Outline:

Baldrige criteria ISO 900-2000

There are five popular models of quality assurance:

Baldrige criteria

ISO 900-2000

Capability Maturity Model (CMM)

Six Sigma (6 Sigma)

Total Quality Management (TQM)

1 .Baldrige criteria

• The Malcolm Baldrige National Quality Award is the highest award for performance excellence.

• The education criteria for performance excellence are:– Delivery of over-improving value to

students and stakeholders– Improvement of overall organizational

effectiveness and capabilities.– Organizational and personal learning.

Consist of seven major categories and several sub-categories focus on learner-centred excellence:

1 .Leadership Examines how an organization’s

leaders guide and sustain the organization.

The way an organization’s governance addresses the ethical, legal and public responsibilities.

2 .Strategic planning: an organization’s strategic

objectives and action plans are examined .

Analyses how strategic objectives and action plans are deployed, changed, and progress is measured.

3 .Student, Stakeholder, and Market Focus Examined how an organization

determines the requirements, expectations, and preferences of S, SH, and M.

Consider the relationship with students and stakeholders.

students and stakeholders satisfactions.

4 .Measurement, Analysis and Knowledge Management Examined how an organization

selects, gathers, analyses and improves its data and knowledge assets.

how an organization reviews organizational performance.

5 .Work Focus Examines an organization’s ability

to organize, mange and develop workforce to utilize their full potential.

6 .Process management Focuses on an organization’s core

competencies and work system

Institutional readiness to face emergency situations.

7 .Results Examines an organization’s

performance in all the above 6 categories and improvements in key areas: Students learning Budgetary provisions Faculty and staff results Leadership

2 .ISO 9000:2000 The International Organization for

Standardization (IOS but referred as ISO) was founded to develop international standards. Quality system management standards were issued in 1987 by IOS.

The ISO 9000 is a common label that consist of ISO 9001, ISO 9002, ISO 9003, ISO 9004 and subsets issued first in 1987. ISO 9000 was revised in 1994 and In 2000

The current one is ISO 9000:2000

The ISO 9000 certificate indicates that the organization is able to meet the needs and demands of its customers in a planed and controlled manner, but this does not necessary indicate the product are also of quality.

The ISO 9000:2000 is based in a process model that emphasizes continues improvements.

Kartha (2004) lists eight eight quality principles as envisaged in ISO

9000:2000

Mutually beneficial supplier relationship

Fact-based decision making

Continuous improvements

System approach

Process approach

Involvement of people

Leadership

Customer Focus

The ISO approved guidelines for the application of ISO in education in 2002

3 .Capability Maturity Model The CMM is based on the concept of

“key Process Areas” that collectively achieve a set of goals important for enhancing process capability.

The CMM is not prescriptive, but a framework to help software organization to gain control of their processes for developing and maintaining software for excellence in engineering and management.

The CMM recognizes five maturity levels :

Initial: the software process is characterized as ad hoc, and occasionally even chaotic. Few process are defined, and success depends on individual efforts.

Repeatable: basic project management is process are established to track cost, schedule and functionality.

Defined: The software process for both management and engineering are documented, standardized and integrated into a standard software process for the organization.

Managed: detailed measures of software process and products are quantitatively understood and controlled.

Optimizing: Continuous process improvements is enabled by quantitative feedback from the process and piloting innovative ideas and technologies.

Thank you..