Q uality A ssurance Concepts & Principles. Quality Management.

Quality

AssuranceConcepts & Principles

Quality Manageme

nt

Quality Management

Quality Management is a method for ensuring that all activities necessary to design, develop and implement a product or service are effective and efficient with respect to the system and its performance

Quality.Degree to which a set of inherent characteristics fulfill its requirements (ISO 9000)

Conformance to requirements (Philip Crosby 1980s)

Fitness for use (Joseph Juran)

Management.The system of managing with steps like planning, organizing, implementation and control (Wikipedia)

Management comprises planning, organizing, resourcing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Management can also refer to the person or people who perform the act(s) of management.

Quality Management Movement

Prior to World War I

Quality was viewed predominantly as Inspection, sorting the good items from the bad

Early 1950s

Emphasis still on sorting good items from bad but quality control principles were emerging

1950s - 1960s

Quality control evolved to quality assurance with emphasis on problem avoidance rather than problem detection

Quality Management Movement

Today

Emphasis is on strategic quality management

Quality is defined by the customerQuality is linked with profitability on both market and cost sidesQuality has become a competitive weaponQuality is now an integral part of the strategic planning processQuality requires an organization wide commitment

Total Quality Management is a management strategy aimed at embedding awareness of quality in all organizational processes (Wikipedia)

TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society (ISO)

Quality Management

1 Quality Planning

2 Perform Quality Assurance

3 Perform Quality Control

Before the (production) process

After the (production) process

During the (production) process

Focused on setting quality objectives and necessary processes that will ensure achievement of quality objectives

Monitoring specific results to determine whether they comply with relevant quality standards and identify ways to eliminate unsatisfactory results

Application of planned, systematic quality activities to ensure that all processes employed will meet requirements and standards

¨Do the right things¨

¨Do things right¨ ¨Done the right things right¨

Quality Managemen

t

1 Quality Planning

2 Perform Quality

Assurance


Before the (production)

process

After the (production)

process

During the (production)

process¨Do the right things¨

¨Do things right¨

¨Done the right things right¨

Quality Management

Quality Management Principles

1. Customer FocusOrganizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.

Applying the Principle of Customer Focus typically leads to:

Researching and understanding customer needs and expectations;Ensuring that the objectives of the organization are linked to customer needs and expectations;Communicating customer needs and expectations throughout the organization;Measuring customer satisfaction and acting on the results;Systematically managing customer relationships;Ensuring a balanced approached between satisfying customers and other interested parties.

Who is your customer?


2. LeadershipLeaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.

Applying the Principle of Leadership typically leads to:

Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities as a wholeEstablishing a clear vision of the organization's futureSetting challenging goals and targetsInspiring, encouraging and recognizing people's contribution


3. Involvement of PeoplePeople at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.

Applying the Principle of Involvement of People typically leads to:

People understanding the importance of their contribution and role in the organizationPeople identifying constraints to their performancePeople accepting ownership of problems and their responsibility for solving themPeople freely sharing knowledge and experience


Applying the Principle of Process Approach typically leads to:

Systematically defining the activities necessary to obtain a desired resultEstablishing clear responsibility and accountability for managing key activitiesAnalyzing and measuring of the capability of key activitiesIdentifying the interfaces of key activities within and between the functions of the organizationFocusing on the factors such as resources, methods and materials that will improve key activities of the organization

4. Process Approach A desired result is achieved more efficiently when activities and related resources are managed as a process.

Shewhart Cycle for Process Improvement

(popularized by Deming)

Design or revise business process components to improve results

Implement the plan and measure its performance

Decide on changes needed to improve the process

Assess the measurements and report the results to decision makers


5. System Approach to ManagementIdentifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectivesApplying the Principle of System Approach to

Management typically leads to:

Structuring a system to achieve the organization's objectives in the most effective and efficient wayUnderstanding the interdependencies between the processes of the systemStructured approaches that harmonize and integrate processesProvide a better understanding of roles and responsibilitiesContinually improving the system through measurement and evaluation

¨Minute changes create additional changes that are not always predictable. It is important to examine the multiple interactions within a system rather than focus on the individual components...... understand that constant review of change is needed to accurately change and foster additional growth within each affected system.¨

-David Aloyzy Zera

Central LevelCentral Level

RegionRegionLevelLevel

DivisionDivisionLevelLevel

DistrictDistrictLevelLevel

SchoolSchoolLevelLevel

Learning CenterLearning CenterLevelLevel

ClassroomClassroomLevelLevel

LearnerLearnerLevelLevel

Stake

hold

ers

Stake

hold

ers

Stake

hold

ers

Stake

hold

ers

Stakeholders

Stakeholders

Detect the problems and issues as they occur

Detect problems and issues where they occur

Determine the forward and backward implications of problems and issues as they occur

Determine the causes of the problems and issues

Determine possible effect of policies and opportunities to the entire system

Determine the adjustments in the entire system and at each sub system of policies and opportunities

Determine what chain is strong and what needs strengthening

1.0 Systems Perspective: Strengthening the Education Delivery System

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Stake

hold

ers

Stake

hold

ers

Stake

hold

ers

Stake

hold

ers

Stakeholders

Stakeholders

What is the strongest chain?

Where is the strongest chain?

When is the chain strong?

Who in the chain is strong?

Why is the chain strong?

What is the weakest chain?

Where is the weakest chain?

When is the chain weak?

Who in the chain is weak?

Why is the chain weak?

1.0 Systems Perspective: Strengthening the Education Delivery System

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Stake

hold

ers

Stake

hold

ers

Stake

hold

ers

Stake

hold

ers

Stakeholders

Stakeholders

Determine strong and weak points of the system

Systems Consideration Strengthening the link between levels

Determine when and why the system is weak

Detect when and where the system is weak.

Identify potential problems and its implications

Proactive approach to managing issues and concerns


Applying the Principle of Continual Improvement typically leads to:

Establishing a consistent organization wide approach to continual improvement of the organization's performanceMaking continual improvement of products, processes and systems an objective for every individual in the organizationEstablishing goals to guide, and measures to track, continual improvementRecognizing and acknowledging improvements

6. Continual ImprovementContinual improvement of the organization's overall performance should be a permanent objective of the organization

Pre School Level

Grades 1 - 3

Grades 4 - 6

1st Year High School

2nd Year High School

3rd Year High School

4th Year High School

Learners entering Grade 1 level are ready: socially, emotionally and mentally

Learners at the end of Grade 3 demonstrates basic reading & numeracy skills including physical & social skills

At the end of Grade 6, Learners demonstrate basic functional literacy skills

Learners at 2nd Year HS demonstrate interdisciplinary skills and show more interest in understanding/involvement to community concerns

At the end of 4th Year HS, learners demonstrate enhanced communication skills, critical problem solving skills, productivity, self development, sense of community and vision

Learners' Achievement

1st Grading Period

2nd Grading Period

3rd Grading Period

4th Grading Period

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Inventory of least mastered

skillsProfiling of Students

Quality Assurance - Learners Performance

Start of SY

Achievement

Retention

Remediation

Participation

Achievement-Retention-

Remediation-Participation






7. Factual Approach to Decision MakingEffective decisions are based on the analysis of data and information.

Applying the Principle of Factual Approach to Decision Making typically leads to:

Ensuring that data and information are sufficiently accurate and reliableMaking data accessible to those who need itAnalyzing data and information using valid methodsMaking decisions and taking action based on factual analysis, balanced with experience and institution


Applying the Principle of Mutually Beneficial Supplier Relationships typically leads to:

Establishing relationships that balance short term goals with long term considerationsPooling of expertise and resources with partnersClear and open communicationSharing information and future plansEstablishing joint development and improvement activities

8. Mutually Beneficial Supplier RelationshipsAn organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

QAAF Operation

1 Quality Planning

2 Perform Quality

Assurance


Education

Planning

Evaluationof

Outcomes

Delivery of Basic

Education Services¨Do the right

things¨

¨Do things right¨

¨Done the right things right¨

Putting the QAAF into Operation

Q uality A ssurance Concepts & Principles. Quality Management.

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