MANAGEMENT

PRACTICES
F. QUALITY MANAGEMENT
G. ORGANIZATIONAL CHANGE

QUALITY MANAGEMENT
Management activities and functions
involved in determination of quality
policy
and
its
implementation
through means such as quality
planning
and
quality
assurance (including quality control).

Four main components

1.Quality planningSystematic process that translates quality
policy into measurable objectives and
requirements, and lays down a sequence
of steps for realizing them within a specified
time frame.

2. Quality Control
An
aspect
of
the
quality
assurance process that consists of
activities
employed
in
detection
and measurement of the variability in
the characteristics of output attributable
to
the
production
system,
and includes corrective responses

3. Quality Assurance
is the process of verifying or
determining whether products or
services meet or exceed customer
expectations. Quality assurance is a
process-driven approach with specific
steps to help define and attain goals.
This
process
considers
design,
development, production, and service.

Shewhart Cycle, developed by Dr. W. Edwards

Deming
- Most popular tool used to determine quality assurance .

Four quality assurance steps

within the PDCA model stand for:
Plan: Establish objectives and processes
required to deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the
implemented process by testing the results
against the predetermined objectives

Act: Apply actions necessary for improvement if

the results require changes.

4.Quality improvementThe
systematic
approach
to
reduction
or
elimination of waste, rework,
and
losses
in
production
process.

a. Customer focus
An organization attains customer focus when
all people in the organization know both the
internal and external customers and also what
customer requirements must be met to ensure that
both the internal and external customers are
satisfied.

b. Leadership
Leaders of an organization establish unity of
purpose and direction of it.

c. Involvement of people
complete involvement enables
their abilities to be used for the
benefit of the organization.

d. Process approach
The desired result can be achieved
when activities and related resources
are managed in an organization as
process.

e. System approach to management

An organization's effectiveness
and efficiency in achieving its quality
objectives
are
contributed
by
identifying,
understanding
and
managing all interrelated processes as
a system.

f. Continual improvement
One of the permanent quality
objectives of an organization should
be the continual improvement of its
overall performance.

g. Factual approach to decision making

Effective decisions are always
based on the data analysis and
information.
h. Mutually beneficial supplier
relationships
Since an organization and its
suppliers
are
interdependent,
therefore
a
mutually
beneficial
relationship between them increases
the ability of both to add value.

 The major precursor for organizational

change is some form of exogenous force
such as an external event.
Examples of the magnitude of an event that
creates organizational change and
development.
Cuts in a companys funding, and the
streamline of operations due to a merger
Effectively managing this process is an art
that has created a new area of expertise that
has become known as change
management.