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Quality and Performance Excelence Part 3

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Subtopic: Foundation of Performance Excellence

*FOUNDATIONS OF PERFORMANCE EXCELLENCE
*A system of Profound Knowledge
*PRINCIPLES OF TOTAL QUALITY
*MANAGEMENT BY FACT
*VISIONARY LEADERSHIP AND A STRATEGIC ORIENTATION
*IMPORTANCE OF QUALITY
*QUALITY IN ORGANIZATIONS
*QUALITY IN MANUFACTURING
*Manufactured products have several quality dimensions
*QUALITY IN SERVICE
*THE MOST IMPORTANT DIMENSION OF SERVICE QUALITY
*QUALITY IN HEALTH CARE, EDUCATION, GOVERNMENT AND NON-FOR-PROFITS

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Quality and Performance Excelence Part 3

  1. 1. FOUNDATIONS OF PERFORMANCE EXCELLENCE Deming Philosophy (W. Edwards Deming)
  2. 2. FOUNDATIONS OF PERFORMANCE EXCELLENCE Deming Philosophy (W. Edwards Deming) ◦"A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market." ◦Deming stressed that HIGHER QUALITY LEADS TO HIGHER PRODUCTIVITY, IN TURN LEADS TO LONG-TERM COMPETITIVE STRENGTH.
  3. 3. A system of Profound Knowledge 1. Appreciation for a system 2. Understanding process variation common causes of variation- factors that are present as natural part of a process special causes of variation/assignable causes- external sources that are not inherent in the process 3. Theory of Knowledge Clarence Irving Lewis stated, "There is no knowledge without interpretation. ..." 4. Psychology A. The Juran Philosophy (Joseph M. Juran) -Juran defines quality as "fitness for use". (Quality of design & conformance, availability & field service quality) B. The Crosby Philosophy (Philip B. Crosby) Crosby's Absolutes of Quality Management - Quality means conformance to requirements not elegance. -There is no such thing as: a quality problem, the economics of quality. -The only performance measurement is the cost of quality. -The only performance standard is Zero Defects.
  4. 4. PRINCIPLES OF TOTAL QUALITY ◦A people-focused management system that aim to continual increase in customer satisfaction at continually lower real cost.
  5. 5. A. Customer and Stakeholder Focus - The customer is the judge of quality. B. Process Orientation - traditional way of viewing an organization, vertical dimension -- by keeping an eye on an organization chart. C. Continuous Improvement and Learning •Improving Products and Services •Improving Work Processes •Improving Flexibility, Responsiveness, and Cycle Time D. Employee Engagement and Teamwork -knowledge, skills and motivation of its workforce •Vertical Teamwork •Horizontal Teamwork •Interorganizational Partnerships
  6. 6. MANAGEMENT BY FACT ◦to lend the entire organization in a particular direction, that is to drive strategies and organizational change ◦to manage the resources needed to travel in this direction by evaluating the effectiveness of action plans; and ◦to operate the processes that make the organization work and continuously improve
  7. 7. VISIONARY LEADERSHIP AND A STRATEGIC ORIENTATION Leadership for quality is the responsibility of top management.
  8. 8. IMPORTANCE OF QUALITY quality was the buzzword among the businesses, particularly in manufacturing.
  9. 9. THE BRIEF HISTORY * Thomas Jefferson brought Honoree Le Blanc's concept of interchangeable parts to America. * Eli Whitney mistaken believe that this idea would be easy to carry out. the government awarded him a contract in 1798 to supply 10,000 muskets in two years. * He designed special machine tools and trained unskilled workmen to make parts according to a standard design, measure them and compare them to a model.
  10. 10. QUALITY IN ORGANIZATIONS * managers of manufacturing and service functions deal with different types of quality issues QUALITY IN MANUFACTURING * the transition to a customer-driven organization has caused fundamental changes in manufacturing practices, changes that are particularly evident in areas such as product design, human resource management and supplier relations. * quality control is a process that ensures customers receive products free from defects and meet their needs.
  11. 11. Manufactured products have several quality dimensions including the ff. 1. Performance - a product's primary operation characteristics. 2. Features - the bells and whistles of a product 3. Reliability - the probability of a product's surviving over a specified period of time under stated condition of use. 4. Conformance - the degree to which physical and performance characteristics of a product match preestablished standards. 5. Durability - the amount of use one grts from a product before it physically detoriates or until replacement is preferable. 6. Serviceability - the ability to repair a product quickly and easily. 7. Aesthetics - how a product looks, feels, sounds, tastes, or smells. 8. Perceived quality - subjective assessment resulting from image advertising or brand names.
  12. 12. QUALITY IN SERVICE service can be defined as "any primary or complementary activity does not directly produce a physical product.
  13. 13. THE MOST IMPORTANT DIMENSION OF SERVICE QUALITY * time * timeliness * completeness * courtesy * consistency * accessibility and convenience * accuracy * responsiveness
  14. 14. QUALITY IN HEALTH CARE, EDUCATION, GOVERNMENT AND NON-FOR-PROFITS *HEALTH CARE - In 1910, Ernest Codman, M.D proposed the "end result system of hospital standardization. - institute for health care improvement (IHI) goals are improved health care status, better clinical outcomes, reduced costs that do not compromise quality, greater access to care, an easier to use health care system *EDUCATION -education represents one of the most interesting and challenging areas for quality improvement. - provides the outcomes needed for individuals and communities. TOTAL QUALITY PRINCIPLES ARE REFLECTED IN THE ORGANIZATIONAL VALUES; * Customer focus * people * continuos improvement * integrity * agility * data based decision making

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