Strategic quality management is a systematic approach to achieving quality objectives throughout an organization. It goes beyond basic product quality to quality in all aspects. The key elements include mission, customer focus, leadership, improvement, and people participation. The strategic planning process involves analyzing the vision, customer needs, critical success factors, and evaluating outcomes. The goal is to continuously improve performance and ensure total customer satisfaction for long term sustainability and competitive advantage.

1. EDEM 0006 - TOTAL QUALITY MANAGEMENT IN SCHOOL SYSTEM
Doctor of Education - Major in Educational Management
APRIL 01, 2023 / 7:30 AM – 11:30 AM

2. OBJECTIVES
 Define the meaning of Strategic Quality
Management
 Describe the Concepts of Strategic Quality
Management
 Explain the Strategic Planning, Sequence, and
Process
 Understand the Importance of Strategic Quality
Management and the Strategic Approach to
Quality

3. T
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4. T
S R A T E G Y

5. Q
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6. Q U A I
L T Y

7. M
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8. M A A
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9. Strategy
It is a guide on how to pursue the
organization’s mission and vision.
Strategies set direction by identifying
the activities that help develop
specific goals and plans.

10. All these elements bring to your
attention new support Strategic
Quality Management;
 Collaborative quality
 Creative Quality
 Strategic Quality

11. The new strategy should be based
on the quality of organization,
planning, empowerment and broad
commitment to complete customer
satisfaction

12. Strategic Quality Management
Strategic Quality Management (SQM) is
a process of continuous improvement.
It involves all of the organizational
elements
inputs, process, outcomes, customer
satisfaction.

13. Strategic Quality Management
SQM can more precisely be defined
as a comprehensive and strategic
framework linking profitability,
business objectives and
competitiveness to quality
improvement efforts with the aim

14. of harnessing the human, material and
Information resources organization-
wide in continuously improving
products or services that will allow the
delivery of customer satisfaction.

15. Core Concepts of SQM
 Customer focus
 Leadership
 Continuous improvement
 Strategic quality planning
 Design quality, speed, and prevention
 People participation and partnership and
 Fact-based management.

16.  Mission and Vision
 Customer/learner requirements
 Routes to success
 Quality performance
 Investing people
 Evaluating process
Strategic planning process

17.  Many organizations make
distinctions between their
vision, mission, values and
goals (sometimes defined as
aims and objectives)

18. Vision
The vision statement
communicates the ultimate
purpose of the institution
and what it stands for.

19. Mission
The mission statement is
closely linked to the vision,
and provides a clear
direction for the present and
the future.

20. Values
The values of an
organization are the
principles through which it
operates and seeks to
achieve its vision and
mission.

21. Goals
Goals are often expressed as
aims and objectives. It is
important they are expressed in
a measurable way so that the
eventual outcomes can be
evaluated against them.

22. Strategic Planning
Strategic planning enables
the formulation of long-term
priorities, and it enables
institutional change to be
tackled in a rational manner.

23. Strategic Planning Process
 Mission and Vision
 Customer/learner requirements
 Routes to success
 Quality performance
 Investing in people
 Evaluating the process

24. Market Research
Good market research is
essential for implementing TQM.
It is a prime means of listening
to customers, both actual and
potential.

25. SWOT analysis
SWOT analysis has become a
commonplace tool of strategic
planning in education, but it
remains the most effective
means of locating an
institution’s potential.

27. KES SWOT

28. Moments of Truth
Critical success factors (CSFs)
sometimes called moments of
truth are indicators of what must
be achieved if an institution is
satisfy its customers and its
mission statement.

29. The key to listing CSFs is to
concentrate on the words critical
and success. CSFs must
highlight what has to be achieved
if the institution is to move to
total quality.

30. Internal critical success factors
might include:
• An accessible admissions system
• Learning modes which meet learner needs
• Properly functioning teams
• Improved examination pass rates
• Learner’s development
• Improvement of teaching/learning strategies
• Improvement of the majority of staff
• Improved progression rates

31. External critical success factors
could include:
• Improved access to the institution
• Greater customers satisfaction
• Increased market share
• Increased take up provision by minority and
disadvantaged groups
• Greater responsiveness to community needs
• Stronger relationship with industry and commerce

32. The Strategic Plan
The strategic plan, sometimes
called a corporate or institutional
development plan, details the
measures which th institutions
intends to achieve its mission.

33. q
Vision, Mission and Values
Market Analysis
SWOT analysis and critical success factors
Corporate and business plans
Quality policy and quality plan
Quality costs
Evaluation and Feedback
Planning Sequence

34. The Strategic plan needs to
address a number of key
issues once the analysis of
mission, values, swot and
critical success factors has
been undertaken. Any
institution must decide on;

35.  Market Identification
 The degree of market penetration
the institution expects to make
 Its portfolio of services
 The development of a Portfolio

36. Developing long-term
institutional strategies
 Cost leadership strategy
 Differentiation
 Focus Strategy

37. Business and Operating Plans
The business or operating plan
is the short-term, usually one
year, detailed plan for achieving
particular aspects of the
institution longer term corporate
strategy

38. Quality Policy
The quality policy is a statement
of commitment by the institution.
Quality Plan
The quality plan puts the quality
policy statement into action.

39. Quality costing is about
measuring the benefits of
quality improvement.
The costs and benefits of
quality

40. The costs of prevention and
failure
There are various ways of
measuring quality costs, but
an essential distinction can be
drawn between the costs of
preventions and cost of failure.

41. Monitoring and Evaluation
Mechanisms must be in place
to ensure that outcomes can
be analysed against the plan.
Quality systems need a
feedback loops.

42. Monitoring and Evaluation
Monitoring and evaluation are key
elements in strategic planning.
The evaluation process should be
focus on the customer and
explore two issues;

43.  the degree to which an institution is
meeting the individual requirements
of its customer, both internal and
external
 how far it is achieving its strategic
mission and goals.

44.  Immediate
 Short –term
 Long-term
To ensure that evaluation is
monitoring both individual and
institutional goals, it must take place
at three levels;

45. Summary of the Report
Strategic management is defined as a
systematic and planned approach for setting
and achieving quality objectives throughout an
organization.
Quality management is an essential element of
successful achievement of competitive
advantage over the business competitors by
any organization.

46. The concept of strategic quality management
has been developed over time in the business
environment and its inception which has led
to the growth realized by several global
organizations.
The concept of strategic quality management
goes beyond the basic quality requirements
of a particular product or service to the
quality of everything that the organization has
involved in.

47. The importance of strategic management is that it
enables an organization to achieve total quality for
absolute customer satisfaction. The success of any
organization lies in the customers who are the core
stakeholders.
With customer satisfaction, there will be a consistent
improvement in their loyalty. Eventual, customer
loyalty guarantees an organization’s future business
prospects which indicate the sustainability of the
business in the long term.

48. ‘Quality is about customer delight rather than
customer satisfaction. It is about total staff
involvement rather than hierarchical, top-
down system imposition. It is about
incremental quality improvement rather than
giant quality leaps. It is about living, loving,
passion, fighting, cherishing, nurturing,
struggling, crying, laughing.
Tony Henry quoted
in Sallis and Hingley,
Total Quality Management

49. References:
https://www.slideshare.net/roshankhetade2/strategic-quality-management-
179294446
https://www.transformero.com/strategic-quality-management/
Sallis Edward (2002) Total Quality Management in Education. 3rd Edition