Learning Outcomes

Students are able to:

Differentiate the difference between quality
control and quality assurance
Apply the concept of Total Quality Management
in educational management
Relate the basic concepts of ISO 9001
certification to educational management
Realize the importance of PDCA

Continuous Improvement in
School Management
Quotable Quotes
Solving problems is not the answer to causing quality.
The solution is understanding and continuously
improving the processes that give rise to problems.
And yet like mushrooms in a warm, dark, moist place,
tomorrow brings a whole new crop of problems.
(Seymour, D. T., 1983)

Words from W. Edwards Deming
Demming stated that "... if you stress quality, profits will take care
of themselves. But if you stress profits, quality will not take care
of itself.
Rework, scrap, and unnecessary complexity add costs to and
lower the quality of a product or service.




Definitions

Quality
Ability of a set of inherent characteristics of a product,
process or system to fulfill requirements of customers and
other interested parties
Quality control is a set of activities intended to ensure that
quality requirements are actually being met. Quality
control is one part of quality management.
Quality assurance
Part of the quality management focused on providing
confidence that requirements will be fulfilled

Corrective action (immediate and long term)
Action taken to eliminate the cause of a detected nonconformity
or other undesirable situations

Preventive action
Action taken to eliminate the cause of potential
nonconformity or other potentially undesirable situations

Audit
Systematic, independent, and documented process for
obtaining evidence and evaluating it objectively to determine
to which criteria are fulfilled
Quality Management System (processes, people, and
documentation)
System to establish quality policy and quality
objectives and to achieve these objectives
TQM Process Map
TQM requires a new process thinking mindset
Everything we do is part of the process
Our focus shifts:
- from managing outcomes to managing and
improving processes
- from what to do to how to do the
processes better


Quality performance expands to include how well
each part of the process works and the relationship of
each part to the process

Process improvement focuses on continuously
achieving the greatest potential benefit for our
customers

SEA Quality Management Map
David Butler TQM Process
Key Principles of Quality
Principle 1: Quality is defined as any
product or service that satisfies customer
specifications.
Principle 2: The work standard is defect
free
This includes products or services provided
to others (outputs to customers) or received
from others (inputs from suppliers).

Principle 3: Quality is measured by the price of non
quality (PONQ).
PONQ is what it costs Your Company in time, money or
opportunity when things are not being done the best
way.


Demings 14 Points
Create consistency of purpose toward improvement of the
product and services so as to become competitive and stay in
the business
Adopt the new philosophy (Avoid delay, mistake, defective
material, and defective workmanship)
Cease dependence on mass inspection (Require statistical
evidence that quality is built in)
Improve the quality of incoming materials (Depend on meaningful
measures of quality, along with price)
Constantly improve the system of production and services
Institute modern methods of training and education for all
Institute modern methods of supervision
Drive out fear by encouraging effective two-way communication
(to enable everybody to be part of the change)
Break down barriers
Eliminate the use of slogans (Eliminate work standards that
prescribe numerical quotas for the workforce, demanding zero
defects and new level of productivity without providing methods)
Institute leadership
Management by objectives
Encourage self improvement for everyone
Top management commitment


The Quality Process Framework
There are five components forming the Quality
Process framework.
Quality Council: A group of senior managers appointed
to plan, administer, facilitate and monitor the entire
Quality Process.
Awareness Function: A variety of ongoing
communications, activities and events arranged by a
Coordinator exposing all employees to the Quality
Process.

Education Function: A series of Quality training
programs directed by a Coordinator ensuring everyone
understands the tools of problem elimination.
Measurement Function: A set of standardized charts
created by a Coordinator and utilized by Individuals or
teams to objectively measure Quality Process progress.
Problem Elimination Function: A formalized problem
identification and resolution method developed by a
Coordinator and used by all employees to permanently
eradicate defects.

A systematic approach to the problem-solving
process (Shewhart, W. A)

Plan
It could be a retention plan or a
dormitory security plan
It is an area that needs improvement

Do
It involves translating the plan into action

Check
This is the data gathering step
It helps us to compare the do against the plan

Act
Begin formalizing those things that were successful and to
make changes to the plan (in those areas where our
expectations were not met)

TQM Process Control Plan
Process
includes the tasks to develop and administer
assessments to report technical proficiency and to
award Certificates of Technical Achievement
Process Control
includes the steps to achieve the process.
Benchmark Analysis
are the observable evidence that was accepted as proof
that the process has been followed.

Root-Cause Analysis
After the process has been completed and evaluated, Root-
Cause Analysis can be used to examine those elements that
have not met the Benchmark Analysis.
Corrective Action
the plan to achieve the Benchmarks as required of the process
based upon the results of Root-Cause Analysis.
Continuous Improvement
includes any changes to Process, Process Control, or the Key
Characteristics determined necessary through Root-Cause
Analysis.


The book Kaizen by Masaaki Imai

Kaizen is a Japanese work for continuous improvement
According to Massaki Imai, kaizen strategy is the single most
important concept in Japanese management the key to
Japanese competitive success
Kaizen means ongoing improvement involving everyone top
management, managers, and workers
Quality is not meeting standards or quotas; it is the natural
outcome of process-oriented way of thinking that becomes
deeply ingrained in the culture of the organization



Changes to ISO 9001:2000
(Version 1994 2000)
The main reason for the revision according to ISO is to give users the
opportunity to add value to their activities and to improve their performance
continually by focusing on the major processes within the organization

The process based approach:
Plan, Do, Check, Act structure of the standards
More clarity in areas such as facilities, work environment and
improvement
Resources section, especially people
Greater emphasis and involvement of top management


Four Standards in the New Series
ISO 9000: Fundamentals and vocabulary
ISO 9001: Requirements
ISO 9004: Guidelines for performance
improvements
ISO 19011: Management system auditing
Quality Management Systems:
Requirements
1. Scope
Boundary of the system
Eg. In university setting: undergraduate/Graduate, teaching and
learning, research or extension
2. Normative reference
Refer to ISO 9000-2000, Quality Management System Fundamental
and vocabulary
3. Terms and definitions
Supplier Organization Customer
Customer
Direct e.g. Students
Indirect e.g. MOE, other agencies
4. Quality Management System
The three main elements:
Process: Core and secondary processes (how they are
linked, how resources are provided)
People
Document
Version 2000 process-based approach
Version 1994 document based approach
4.1 Process-based approach (business mapping)


4.2 Document requirements
4.2.1 Quality objectives and policies
Quality manual
Documented procedures
Documents needed for planning, operation and
control of its processes
Records

4.2.2
Quality manual
4.2.3 Control of documents
4.2.3 Control of records
Difference of documents and records
Documents records
Quality policy Evidence to show that a procedure has been
Procedures carried out e.g. check list
Work instructions
Lecture notes
Guide books


5. Management responsibility
5.1 Management commitment
5.2 Customer focus
Direct: students
Indirect: MOE, industries, other agencies, professional
bodies
Ways of showing: dialogues, meetings, involvement as
committee, attachment, tracer studies and etc
5.3 Quality policy

5.4 Planning
ISO committee, quality objectives, customer charter
5.5 Responsibility, authority and communication
5.5.1 Responsibility and authority
Organizational chart: Level of authority
5.5.2 Management representative
5.2.3 Internal communication

5.6 Management review
5.6.2 Review input (need to have before the auditing
process, once a year)
5.6.3 Review output
6. Resource Management
6.1 Provision of resources: Money, human, material,
machinery, and methodologies

6.2 Human resources
6.2.1 Recruitment
6.2.2 Training



6.3 Infrastructure
6.4 Work environment
Work safety and harmony
7. Product Realization (Realization of teaching and
learning programs)
7.1 Planning of product realization (Head of Department
and lecturers to give input)
Quality framework:
Activity Monitoring Approval Record Program

7.2 Customer-related processes
7.2.1 Determination of requirements related to the
product) Customers requirements, student
selection
7.2.2 Review of requirements related to the product
Course registration
7.2.3 Customer communication
Notice board, meetings, academic advisory
system etc.


7.3 Design and Development
Program development (Example)
7.3.1 Design and development planning (Need identification of the
program)
7.3.2 Design and development input (Preparation of program
framework)
7.3.3 Design and development output
Draft of the program
7.3.4 and 7.3.5 Design and development review and Design and
development verification (Review by Departmental level until
the board of governors)
7.3.6 Design and development validation (by MOE)
7.3.7 Design and development changes
7.4 Purchasing
7.4.1 Purchasing process
Requests for purchasing, assess and reassessment of suppliers
7.4.2 Purchasing information
(Example local order, specification/proposal)
7.4.3 Verification of purchased product
7.5 Production and service provision
7.5.1 Control of production and service provision
Availability of infor describing the product e.g. Academic guide
book, work instructions, master list of equipments, monitoring
and measurement (including lecturers performance), release,
delivery and post-delivery activities (Administration of students
grades)
7.5.2 Validation of processes for production and
service provision
7.5.3 Identification and traceability
E.g. program code, course code, CGPA, Schedule
7.5.4 Customer property
Students assignments and thesis
7.5.5 Preservation of product
Control of exam questions, how grades reach the students
7.5.6 Control of monitoring and measuring devices
Calibrate of equipments used in teaching and learning


8. Measurement, analysis and improvement
8.1 Have improvements initiatives, use certain statistical
tools
8.2 Monitoring and measurement
8.2.1 Customer satisfaction (teaching evaluation)
8.2.2 Internal audit
8.2.3 Monitoring and measurement of processes
(use of customer charter)
8.2.4 Monitoring and measurement of product
(Grades to students)

8.3 Control of nonconforming products
Nonconforming services (NCR) can be traced from complaints by
students, during the auditing process, daily execution of processes)
8.4 Analysis of data
Four types of data:
Customer feedback
Conformance to product requirement (customer
charter)
Academic data e.g. passing/failure rate
Performance of suppliers

8.5 Improvement
8.5.1 Continual improvement
8.5.2 Corrective actions
Analyze the problems and take actions against
them
8.5.3 Preventive actions