SGDU6093 QUALITY MANAGEMENT IN EDUCATION

LECTURE 2: THE PHILOSOPHY OF QUALITY BY QUALITY GURUS

Who are the quality gurus?

There are many quality gurus, but for the purpose of our course, only few of them will be introduced. i) W. Edwards Deming ii) Joseph Juran iii) Philip Crosby

Demings Fourteen Points for Quality Management

1. Create constancy of purpose for improvement of product and services. 2. Adopt a new philosophy. 3. Cease dependence on mass inspection to achieve quality. 4. Stop awarding business on the basis of price tag alone. 5. Improve constantly and forever the system of production and service.
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Demings points
6. Institute training on the job. 7. Institute leadership. 8. Drive out fear so that everyone may work effectively. 9. Break down barriers between departments. 10. Eliminate slogans, exhortations and targets.
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Demings points
11. Eliminate numerical quotas. 12. Remove barriers to pride of workmanship. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the organization to work to accomplish the transformation.

Demings Seven Deadly Diseases (Factors that can inhibit transformation or changes) 1. 2. 3. 4. 5. Lack of constancy of purpose. Emphasis on short term profits. Not providing methods or resources. Job hopping by managers. Decision making based on simplistic data. 6. Excessive medical costs. 7. Excessive costs of liability driven up by lawyers that work on contingency fees.
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The Deming Cycle

Plan

Analyze

Do

Act

Check

Simplified Model of Deming Cycle

Jurans Ten Step to Quality Improvement

1. Build awareness of both the need for improvement and opportunities for improvement. 2. Set goals for improvement. 3. Organize to meet the goals that have been set. 4. Provide training. 5. Implement projects aimed at solving problems.
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Jurans ten steps

6. Report progress. 7. Give recognition. 8. Communicate results. 9. Keep score. 10. Maintain momentum by building improvement into the companys regular systems.
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The Juran Trilogy

Quality Improvement

Quality Control

Quality Planning

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Quality Planning
Determine who the customers are. Identify the needs of customers. Develop products with features that respond to customer needs. Develop systems and processes that allow the organization to produce these features. Develop the plans to operational levels.
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Quality Control
Assess actual quality performance. Compare performance with goals. Acton differences between performance and goals.

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Quality Improvement
Develop the infrastructure necessary to make annual quality improvement. Identify specific areas in need of improvement and implement improvement projects. Establish a project team with responsibility for completing each improvement project. Provide team with what they need in order to be able to diagnose problems to determine causes, develop solutions, and establish controls that will maintain gains made.
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Crosbys Fourteen Steps to Quality Improvement

Make it clear that management is committed to quality for the long term. Form cross-departmental quality teams. Identify where current and potential problems exist. Assess the cost of quality and explain how it is used as a management tool. Increase the quality awareness and personal commitment of all employees.
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Crossbys Fourteen Steps

Take immediate action to correct problems identified. Establish a zero defects program. Train supervisors to carry out their responsibilities in the quality program. Hold a zero defect day to ensure all employees are aware there is a new direction. Encourage individuals and teams to establish both personal and team improvement goals.
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Crossbys Fourteen Steps

Encourage employees to tell management about obstacles they face in trying to meet quality goals. Recognize employees who participate. Implement quality councils to promote continual communication. Repeat everything to illustrate that quality improvement is a never-ending process.
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Common Errors
Senior managements delegate responsibility of quality agenda to a hired expert. Leadership not involve seriously in quality agenda. The paralyze teams. Quality agenda partly implemented. Limited training.
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FORCES OF DESTRUCTION

Life begins

These forces create fear, self defense, competition will decrease intrinsic motivation and joy in work.

People have high intrinsic motivation at the beginning of life, but slowly decrease because of too many forces of destruction.

Life ends
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QUALITY PRINCIPLES

Client Focus

Continuous Improvement

Analytical Approach

Teamwork
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Thank you

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