2. Introduction:
• The goal and objective of organization have
been:
– Well designed and organized
– Employees have been carefully selected
– Trained and instructed
– Communication channels have been well-set
• The environment in modern organization
operate:
– Becoming more and more complex
Diwakar Singh
3. Contd….
– More products
– More players
– Rapidly changing technology
– Market
• This chapter deals with two main aspects of
managerial controls:
– The basic concept
– Method and process control
– Second part:
• Quality management concepts
• issues
Diwakar Singh
4. Concept of Control System:
• We have selected the following definitions for
analysis:
– Robert J Mockler (1972)
– George Terry and Stephen Franklin (2005)
– Robert Kreinter (2016)
• Essentially, control means:
– Identification of variations
– Their caused and
– Corrective actions
Diwakar Singh
5. Contd…..
• The control function of management has close
relationship with:
– The planning function
• Controlling exists at every level of management:
– The chief executive has to control for:
• Overall corporate activities
– Whereas the lower-level managers have to
• Control the activities of their respective units
– Control is process activity to:
• The effectiveness of managers and
• organizations
Diwakar Singh
6. The Control Process:
• An organization involves for major steps:
– Performance standard
– Performance measurement
– Comparison between standards and actual
performance
– Corrective action
• These steps together constitute the process of
control.
Diwakar Singh
8. Contd….
• Standard:
– Fixing performance standard
– A reference point against which,
• Performance can be measured
– These standards might include:
• Sales goals
• Production goals
• Service goals
• Profit goals
Diwakar Singh
9. Contd….
• These goals and objectives must be
– Clearly set by the corporate plans
• These should then translate into specific into:
– Specific performance standards for:
• Each units of the organization
• A performance can be formulated with respect:
– To any one factors like:
• Quality
• Quantity
• Time used
• cost
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10. Contd….
• The performance standards must be:
– Stated in clear and
– Measurable terms
• Abstract standards like:
– Quality service
– Employee satisfaction cannot be perfectively
measured
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11. Contd….
• Setting standards are useless everyone in the
organization understands:
– What they are?
– Why they exists?
• There are many ways to communicate:
– Performance standards to employees
• The methods of standards are:
– Job description
– Job instruction
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12. Contd….
– Polices & rules
– Target
– Procedure
– Time
• used as methods of performance standards
• Indicator used to measure performance
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13. Contd….
• Performance Measurement:
– In the second step of control process:
• The actual performance or units is measured
– Standards are the criteria against which,
• The performance is measured
– This is actually the phase of:
• Evaluation
• Appraisal or assessment
– Performance can be measured at:
• Weekly
• Monthly or
• Yearly basis
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14. Contd….
• For example:
– The fuel consumption by a vehicle
• Can be measured on a weekly basis
– Productions and sales can be:
• Measured on a monthly basis
– Unit costs, total costs, total expensive or
profitability can be:
• Measured at the end of every fiscal year at :
– The end of every year
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15. Contd….
• For control system to be effective:
– The management information system should be:
• Designed
• Strengthened
• An important purpose of assessment is:
– To help employees to discover their
• Strength and weakness
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16. Contd….
• They can make use of the most of their:
– Strengths
– Correct
– Minimize their weakness
• Managers must regularly discuss:
– Target and achievement
– Success and failures
– Strength and weakness
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17. Comparison between Standards and
Performance:
• The actual performance is captured with:
– The predetermined performance standards
– To determine how well the goals and objectives
have been met
– If performance matches the standard:
• The achievement is considered good
• If there is big gaps between these two:
– The performance is considered poor
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18. Corrective Actions:
• The management must determine:
– If the gap between standard and performance is significant
enough:
• To require corrective action
• When the gap is significant understanding the cause is:
– Crucial to determine
– Weather it should be changed or
– Some other remedy attempted
• Thus, corrective action may lead
– To changes in:
• Original standard
• Work procedures
• Schedules
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19. Types of Control System:
• Three types of control are used in the process
of control:
– Pre-control
– Concurrent
– Post control
• Pre-control system:
– Known as free-forward control
– The control system taken place before work is
performed
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21. Contd….
– Problem are anticipated in advanced and
• The standards are set to regulate the management
system
– Management creates:
• Polices
• Procedure
• Rules and standard
– That reduce the possibility of problem occurring
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22. Contd…
• For example:
– A policy may be established that:
• Allows only the divisional managers to issue directives
– This is a type of pre-control that addresses:
• The potential problems of:
– Too many directives or
– Directives that are conflict
– Another form of pre-control is the establishment
of:
• A uniform procurement system
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23. Contd….
– All departments of organization will have :
• To follow these procurement rules
– Procurement standards are fixed:
• To ensure the quality and
• Quality of inputs
– Thus, the pre-control system:
• Increases the possibility that future results will be
closer
– To planned targets or goals
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24. Contd….
• Concurrent control system:
– Called gatekeeper control or real time control
– Adjustment are made in the on-going activists
• To ensure compliance with the standards
– During this part of the control process
• Managers and workers can:
– Spot errors and
– Correct
• This continues checking on control helps organization
– To prevent supplying defectives or
– Badly made goods to consumers
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25. Contd….
• For example:
– The quality of product is checked
• While in progress
– If some defects are found
• Send back for repair
– Similarly, the use of raw-material is
• Monitory regularly
– The stock is inspected to ensure
• The regular supply
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26. Contd….
• Post control system:
– Also called feedback control
– Takes place the work process in completed
– Thus, concentrates on past performance
– The basis of post-control is a comparison of:
• Historical data with current information
– For example:
• Financial analysis
• Productivity
• Profitability
• Employee performance
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28. Characteristics of Effective Control
System:
• The features of an effective control system:
– Stonner (1978) has suggested that an effective
control system should be:
– Timely:
• To maintain work standard
– To control measures should be token at:
» The right times depending on their purpose at
• Any particular time
– Simple:
• Control measures must be simple
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29. Contd….
– Minimal:
• Control should be as far as possible:
– The work done and standards are maintained
– Flexible:
• Too rigid controls may be self-defecting
– Accurate:
• The information provided by the control system must
be:
– Reliable and
– accurate
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30. Control:
– Objective and comprehensive:
• The control system must be clearly understood by:
– Employees working under it
– Focused:
• The control system should focus on points at which
deviations form:
– Standards are most likely to occur or
– Could do the greatest damage
– Realistic:
• The control system must be realistic
– Acceptable:
• To be effective, the control system must have:
– The general acceptance of the employees
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31. Potential Barrier to Successful
Controlling:
• There are sometimes barriers to:
– Testing
– Measuring
– Communicating
– Observation
• These barriers can reduce:
– The efficiency of the organization
– Also in the controlling process
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32. Contd….
• Barriers to organizational control can include:
– Scarcity of resources
– Inaccurate measurement of the process
– Improper information flow
– Incorrect analysis
• Resource scarcity:
– Managing control typically requires a number of
resources, they are:
• Supervisory staff
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33. Contd….
• Skilled specialists
• Tools to measure
– the control of the system
• Statistical software
• Inaccurate measurement:
– Managing control can happen for a number of
different reasons, including:
• Misunderstanding of the measurement process by staff
• Inaccurate or misleading measurement processes
• Lack of staff training to determine how
– To measure the control process
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34. Contd….
• Information flow issues:
– Information is collected point in
• The process and
• Analyzed contextually another
• This time lag in information flow can
– Misdirect management to problem at
• The wrong time in the sequence
– Barrier of information flow:
• A lack of resources
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35. Contd….
• Inaccurate measurement
• Information flow errors
• Incorrect analysis
• Managers should be aware of these barriers
and do their best:
– To avoid them together:
• Planning
• Training and
• Accuracy
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36. Quality Control System:
• Function of ensuring that:
– Product/service quality conforms
• To predetermined standards
• A quality control program involved:
– Determine minimum standards of accepting
• The standards have been determined:
– The acceptability of the actual work can:
• compared with expected standards
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37. Contd….
• If there is serious lack of:
– Conformity
– Corrective measure
• It implies five activities (Jones, George & Hill
(2012)):
• Determining tolerances:
– Range within which deviation in :
• Actual quality from standard
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38. Contd….
• Conducting inspections and test of:
– Materials
– Processes
– Products
• Isolating acceptable units from those
– Which do not conform to quality standard
– Pronging causes of deviation:
• To the attention of the concerned manager
– Suggesting ways and means of improving the quality
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39. Contd….
• Quality control has several advantages:
– Direct and indirect
– Which are stated as follows:
– Quality control directly attacks waste:
• It enables a manufacturer to minimize
– It costs he/she incurs through rejections
– his./her inspection costs
• Quality control helps management in finding:
– Defective products
• Which can be reworked
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40. Contd….
• Quality control has a beneficial on “machine-
shop production”
– The operatives and others involved can:
• See for themselves weather or not
• They are succeeding in maintaining the standards
• Quality control does not measure merely the final
products:
– Rather it starts with the input
– Samples of incoming materials are inspected:
• To determine . If they meet preset standards
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41. Total Quality Management:
• Concept of TQM:
– The focus of quality is on every activity of the
organization
– A comprehensive approach to improving
• Product quality and
• Theory customer satisfaction
– The TQM concept was first developed by:
• A member of consultants including:
• W. Edwards Deming
• Joshep Juran
• A.V. Feiganbaum
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42. Contd….
• They indicate the same principles and
elements of TQM:
– In these definitions, three ingredients:
– The TQM process to take place
• Customer- centered approach
• Contours process improvement
• The use of terms
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43. Contd…
• Customer- centered approach:
– Should be the ultimate goal of an enterprise
– Satisfied customers are the biggest assets of the
enterprise
– All the members of an enterprise who are involved
in:
• The process of producing the goods/services
– They are the internal customers of the enterprise
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44. Contd….
– Every individual/unit within the enterprise is:
• Viewed as a chain of which only the final part is:
– The external customer
– Therefore, the indicators of customer-centred
behavior are:
• Greeting
• Asking
• Speaking
• Assisting
• responding
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45. Contd….
• Continuous process improvement:
– TQM program emphasizes on never-ending quality
improvement activities
– A Japanese word describing this process of
involving everybody “Kaizen” means:
• Step-by-step gradual improved
• Doing little things better
• Continuously setting
• Achieving even-higher standards
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46. Contd….
– Kaizen says that Kaizen is:
• The single truth behind Japan’s economic miracle and
• Real reason for its “flexible manufacturing” technology
• The use of teams:
– Small group
– To solve problems in the workplace is:
• Another aspect of TQM
– Problem solving teams called quality circles are:
• Very effective in quality management
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47. Tools and Techniques of TQM:
• Managers must be aware of:
– The methods and
– Techniques of quality management
– These techniques can be very useful in:
• The quest for quality improvement
– Some common techniques of quality management
are as follows:
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48. Contd….
• Bench-marking:
– The process of continually comparing:
• An organization's performance against
– The performance of the best organization in similar because,
» To determine what should be improved
– Such a comparison may be:
• General practices or services
• Specific product design
• Business processes
• Administrative methods
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49. Contd…
– Comparison provides information to the organization:
• To take actions to improve its
– Performance
– Quality
– Hence, the primary concern in benchmarking is to
search for:
• The best organization’s practices
– Benchmarking is of two types:
• Internal
• External
•
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50. Contd…
• Internal benchmarking:
– Measures and compares the process and of
• One of unit with the other unit of
– The same organization
• This naturally helps in upgrading
– The quality standard
– Efficiency
• External benchmarking:
– Compare process and practices with the best
organization
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51. Contd….
– Also known as competitor benchmarking
– Work process and practices are compared with:
• The competitor who is the best performance in that
business
– In other words:
• Both organizations agree to cooperate with each other
in:
– Sharing information about their practices
– Hence, both of them learn from one another’s
practice
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52. Contd….
• The important features and advantages of
bench marking practices are as follows:
– Symmetric approach to performance and quality
improvement
– Has a cyclical or repetitive nature
– Involves a goal-setting process
– Raises the importance of communication and
commitment
– Imitates a learning process
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53. Contd….
• ISO 9000:
– Stands for international organization for standards
– Derived from isos:
• A Greek word (meaning equals)
– Actually a series of five related standards:
• Numbered 9000 through 9004 that has
– Adopted by more than 90 countries
– An internationally agreed series of standards:
• Which sets out the criteria for world-class quality
mgmt. system
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54. Contd…
– In late 1990s:
• Another system known as ISO 14000 has been
introduced
• This system ensures to environmental friendly nature of
products
• Considered as environmentally responsive
– Nepal Bureau of Standard and Metrology (NBSM)
has adopted
• The ISO 9000 standards
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55. Contd….
– The purpose of standard is:
• To improve quality in all businessman for benefit
• Products and customers
– Was originally designed for manufacturing
– NBSM counsels the Nepalese manufacturing
establishment
– To install the components of quality system standard's prepare
for ISO 9000 certification
– Likewise, the Federation of Nepalese Chamber of
Commerce and Industries (FNCCI)
– Nepal Chambers of Commerce (NCC)
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56. Contd….
– And other related agencies have been
• To create awareness among industries about ISO 9000
standard
– Awards with ISO 9000 certification by NBSM
– Such firms are audited by NBSM using
international quality assessment criteria
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57. Contd…..
• Responsiveness:
– To survive and win
– Gain competitive advantages by :
• Being better
• Smarter and
• Faster than their competitors
– Thus, the fundamental success drivers are:
• Quality
• Cost competiveness
• Innovation and
• responsiveness
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58. Contd….
• Outsourcing:
– A process of contracting out some functions of an
organization to outside firms.
– Outsourcing system increases:
• Efficiency
• Reduce cost
• Enhances productivity of resources and
• Improve quality
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59. Contd….
– Functions:
• Security
• Transportation
• House-keeping
• Legal service
• Canteen service
• Postal service etc.
– Helps in restructuring and downsize of
organizations
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60. Contd…..
• Quality circles:
– Work involvement and
– A powerful method of employee empowerment
– Purpose:
• The TQM process is:
– To ensure the best cross-section of individuals who work
within a given process
– The characteristics of quality circles are following
in:
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61. Contd…..
• Sufficient training of members, including:
– Efforts to improve members’ understanding of group
dynamics and
– Ways to work effectively in groups
• Inside the circles, the members have good access to
useful information.
• It turns themselves into intact work terms with strong
commitment to establish and improve products.
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62. Contd…..
• Six sigma:
– A fact base, data driven philosophy of quality
improvement that:
• Values defect prevention over defect detection.
– Defect-reduction program was pioneered by Motorola
(1980)
– It is to:
• Design
• Measure
• Analyze and
• Control the i/p side of production process
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63. Contd….
– A process that uses statistical models,
• Coupled with specific quality tools.
– Especially in identifying cost saving (application)
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64. Contd….
• Kaizen:
– A Japanese term
• The elimination of waste.
– Emphasizes that:
• Managers and other employees should be taught:
– Analyze all aspects of their organization’s product system
– To identify at sources of waste and to suggest ways to
eliminate waste
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65. Other Tools of TQM:
• Four important tools:
– Pareto Analysis
– Cause and effect diagram
– Control charts
– Flow charts
Diwakar Singh
67. Contd…
• Pareto Analysis:
– Joshep M. Juran (1940) (proposed)
– An Italian economist Vilfredo Pareto (1848-1923)
observed that:
• 80% of the national wealth belonged to about 20% of
the population.
• “80 – 20 principle or the principle of “Vital few and
trivial many”
• Vital makes the biggest difference between in quality
and performance.
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68. Contd….
– Constructing a bar chart by counting the number
of times significant quality problems occur
– Tallest bar on the chart represents most common
problems
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69. Contd….
• Fishbone Diagram:
– Resembles the skeleton of a fish,
– K. Ishikawa, University of Tokyo (1943)
– Called Cause and effect diagram
– Used by organization for identification of various
causes and sub-causes responsible for a problem.
– The causes are:
• Men, machine methods and measurements.
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70. Contd….
• Control charts:
– Used to monitor variations from a standard.
– Three lines are:
• The upper control limit
• Lower control limit
• Average line
– Purposes:
• Identifying the problem
• Analyzing the problem
• Monitoring on going process
• Detecting trends in the process
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71. Contd….
• Flow charts:
– Pictorial representation (show all steps)
– Any deviation from ideal path is detected. Thus this
technique can help detect deviation from the ideal
– Bar chart
– Pie chart
– Check sheet
– Run chart
– Scatter diagram and
– histogram
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72. Deming Management:
• Father of new industrial age.
• Studied mathematics and worked for the
US Dept. of Agriculture
• Developed the statistical process control
technique.
• To work with Japan on developing its
census system (1947)
• Japanese industries were convinced with
his idea and applied it
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73. Demining’s views on Quality
Management:
The following ideas for quality management:
• To increase quality,
– organization needs to develop strategic plans that
state goals and exactly and
– Spell out they will be achieved.
• Managers should realize that:
– Mistakes, defects and
– Poor quality materials should not be acceptable
• They should , therefore, be eliminated
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74. Contd…..
• First-line managers should be allowed:
– To spend more time working with employees and
– Providing them with the tools they need to do the
job.
• Management should create an environment in
which:
– Employees will not be afraid to report problems
or recommended improvements
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75. Contd….
• Output goals and targets should include not
only numbers or quotas or
– Also some notion of quality to promote the
production of defect-free output.
• Management should assume the
responsibilities to train employees in new
skills
– To keep pace with changes in workplace
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76. Principles of Deming’s Quality
Management:
Has proposed the following five principles of
quality management:
• Quality improvement drives the entire economy
• The customer always comes first.
• A person should not be blamed for quality
problem a system of management must be fixed
• Plan-do-check act (PDCA) should be enforced
• Continuous improvement should be sought
through extensive training, leadership, teamwork
and self-improvement
Diwakar Singh
78. Techniques of Deming’s Quality
Management:
• Proposed Fourteen points
• A summary of these fourteen techniques is
given below:
– Constant purpose
– New philosophy
– Give up quality by inspection
– Seek continuous improvement
– Train everyone
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79. Contd….
– Avoid the constant search for lowest-cost suppliers
– Provide real leadership drive fear out of the workplace
– Promote teamwork
– Avoid slogan and targets
– Get rid of numerical quotas
– Remove barriers that stifle pride in workmanship
– Education and self-improvement are key
– The transformation is everyone’s job.
Diwakar Singh
80. Quality Improvement Process:
Concept of Quality Improvement:
• An organization needs to understand its own
production, service, delivery system and key
process to understand quality improvement.
• Process is frequently measure in terms of
results, employee and stakeholder satisfaction
and cost.
• Quality is a circular process meaning that it
never really completed.
Diwakar Singh
82. Contd….
• The planning phase is used to determine the
root-cause of a problem
• In the do phase of the cycle the individual will
use a problem-solving method
• The check phase is used to test management’s
idea and see it actually working
• The act phase allows the individual to
implement and look for new ways to improve.
Diwakar Singh
83. Contd….
Steps in the quality improvement process:
• The following basic steps are:
– Establish a culture of quality
– Determine and prioritize potential areas for
improvement
– Collect and analyze data.
– Communicate your results
– Commit to ongoing evaluation
– Spread your successes
Diwakar Singh