Quality Management System:

Quality management is the single most important process in any

organization, whether for profit, nonprofit or an organization such as a
health-care maintenance organization. It defines the purpose of quality for
the organization it represents. Quality management is often forgotten, but it
guarantees the quality in output from any organization and exists as an asset
that always adds value to it.
A 'Total Quality organization' generally benefits from having an effective
Quality Management System (QMS). A Quality Management System is
typically defined as: "A set of co-ordinated activities to direct and control an
organization in order to continually improve the effectiveness and efficiency
of its performance." Customer expectations inevitably drive and define
'performance' criteria and standards. Therefore Quality Management
Systems focus on customer expectations and ongoing review and
improvement.

“Quality management refers to systematic policies, methods, and

procedures used to ensure that goods and services are produced with
appropriate levels of quality to meet the needs of customers.”

A Brief History of Quality Management:

• Historical uses of quality management include the precision involved
in building of Egyptian pyramids, interchangeable parts during
Industrial Revolution, and statistical tools used for quality control
during World War II.
• Dr. Joseph Juran and Dr. W. Edwards Deming were pioneers in the
field (more later on these two quality gurus).
• The Japanese integrated quality ideas and methods throughout their
organizations and developed a culture of continuous improvement.

QMS in Food and Beverages Industries:

Leading food and beverage companies have benefited by implementing
MetricStream food quality management solution in the following ways:
 Protect brand image and market share

• Ensure the highest quality and safety of products

• Limit liability of food-borne illness events
• Reduce materials and ingredients costs
• Improve supplier product quality
• Improve relationships with trading partners
• Reduce product waste and downtime
• Reduce costs of regulatory compliance
• Ensure currency and integrity of quality document

Evaluating and Implementation QMS in Teaching

Hospital:
Objectives.
This study evaluated a strategy for implementing continuous quality
improvement based on a decentralized quality management system in the
clinical departments of a hospital.
Setting.
The institution is a 2000-bed teaching hospital of tertiary health care
employing 8000 people.
Methods.
The quality management intervention was tested in six volunteer
departments. This intervention comprised an instructional seminar,
methodological assistance, and the dissemination of guidelines. The program
was evaluated 1 year after the intervention and included a quality audit,
interviews with department staff, and analysis of the written documents
produced by the departments.
Conclusion.
Implementing continuous quality improvement in hospital departments
seems to be an interesting alternative to organization-wide implementation
strategies. However, these results need to be confirmed by long-term
evaluations and by deploying the program in other departments.
DIFFERENCE BETWEEN CROSBY, DEMING AND
JURAN QUALITY PHILOSOPHIES.
 CROSBY DEMING JURAN

Cost of quality CROSBY

- Measurement of quality DEMING
- Companies should look - Cost JURAN
Of Poor Quality
is the price of non at the total cost of (COPQ) is the sum of all
CROSBY, not
conformance DEMING
product or service JURAN
costs that would
CROSBY DEMING JURAN
indexes. provided by others , and disappear if there were
not just the purchase no quality problems.
- Price of non price.
Statistical process The concept of control is
conformance is by one of "holding the status
control (SPC)
Company /
culture The culture
counting every ofthing
the Leadership
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lowestbebid
quo" : keeping a planned
Definition of -It is conformance
company is going to to Meeting
instituted.
does and
Theexceeding
not guarantee aim the
of -Quality
-process
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improvement of the
requirements , not in its plannedfor
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that only when
is spent if everyall as the customer's
leadership
lowest totalshould need
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cost. and company
doessonot is
come "fitness
free.
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thing goodness
was notabsorb the
done right expectations
help peaple and and then state use" asthat it remains
perceived by
Quality
(QC) continuing able to meet the
common language
the first time. of machines doto a improve.
better customers.
operating goals.
quality and begin to job.
understand their -The mission of individual
-It is management's
individual roles in job Drive out the fear so that departments are to work
to making
set the requirements
quality everyone may work according to
and communicate
improvement happen.to effectively for the specifications designed to
Improvement -Quality employees.
improvement is -Put everyone
company.in the -Quality
achieveimprovement
fitness for use.is
built on getting everyone company to work to not fire fighting ,or
basis
Training to-Orientation
do it right theto the
first -Training should be
accomplish thegiven removing a sporadic
concepts and procedures
time (DIRFT) on the job.
transformation. The spike. More than that
of quality transformation is every quality improvement
-Every one should
body's job. be raises quality
Degree of Senior -Quality
Two
-Direct skill improvement
factors cause
improvement -Quality
Cease isinmade
dependence
trained basic in
onthe Operator Majority of Quality
errors can be
Inspection / defect performance to
startsorfrom
defects the top.
mistakes : inspectionboard to room.
achieve
statistical methods. problems
reduced are bythe: fault of
management
control -Quality improvement is imprecedented or break
poor management rather
Lack of knowledge and quality. Eliminate the foolproofing , keeping
involvement a-Continual
process
-Senior
quality
,not data
a program
management is than
through levels.
poor workmanship.
lack of attention.
communications. need for
-- Training mass
boosts inspection people attentive , training
, and
100it percent
takes a responsible
long time Repeated use ofmorale
PDSA
bybecause
buildingitquality into
provides , changing technology ,
for itfor
to the
become a normal
problems with cycle.
the product in
workers with a greater the first improving communication
part of theand
Quality scene.
their place.
sense of security and , establishing
continuance. -All quality improvement
value and a lower stress accountabilty , removing
takes place project by
level. the error-prone person
project.
and motivation.

Performance -Performance standard Eliminate management

must be zero defect,
Share with employees not by numbers , numerical
Management must
standard
Quality
Team / Goal
awareness
work that's close enough. Management must break
goals. Substitute
the measurement of eliminate
down barriers slogans ,
between
setting leadership.
what nonconformity is exhortations and
departments. Eachtargets
-Encourage
costing to the individuals
company. to asking for zero defects
department must see
establish improvement and department
new levels ofas
other
goals for themselves and productivity from the
internal customer , when
their groups. work force. the
this is practiced
barriers begin to fall.

General The system

approach Individual for causing
recognition for Abolish the annual merit
Recognition
those who meet their ,
Quality is prevention or rating
There system.Instead
should be a single
Single sourcing of not
goals orappraisal.
perform supplier for anylearn
leader should one who
item
supply outstanding acts. is in, on
need of individual
a long term
(The secret of prevention help , whose work
relationship of loyalty
is to look at the process processes show extra
and trust.
and identify good performance.
opportunities for error) Improve the system and
shrink the difference
between the people that
belong to the system.
: QUALITY MANAGEMENT SYSTEM AND QUALITY
PHILOSPHIES”

Submitted to:

MR. SAEED LIAQAT

Submitted by:

1- MIAN MUHAMMAD AKRAM

(1559)
2- MUHAMMAD EHSAN
(1521)
3- ALI RAZA
(1529)
 Department of Public
Administration Government
University Faisalabad