Quality improvement (QI) aims to continuously improve processes and outcomes by measuring performance, identifying areas for improvement, testing changes, and implementing successful changes. It focuses on systems rather than individuals. The Model for Improvement and the PDSA (Plan-Do-Study-Act) cycle are common frameworks for testing changes. Quality assurance focuses on conforming to standards through inspection, while QI is proactive and aims to prevent errors by improving systems and processes. Regular use of the PDSA cycle allows for incremental improvement through repeated small tests of change.
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
the difference between quality control and quality assurance. the main difference is quality assurance is process oriented and makes sure you are doing the right things, the right way. while quality control is product oriented and makes sure the results of what you have done are what you expected
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
Quality Assurance and Quality Control - Areas of ImprovementImran Jamil
A brief presentation, focusing on the improvement areas of Quality Assurance and Quality Control in an organization. The presentation also discusses about some of the myths about quality.
Culture of quality workshop - Qualsys Training WorkshopQualsys Ltd
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
the difference between quality control and quality assurance. the main difference is quality assurance is process oriented and makes sure you are doing the right things, the right way. while quality control is product oriented and makes sure the results of what you have done are what you expected
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
Quality Assurance and Quality Control - Areas of ImprovementImran Jamil
A brief presentation, focusing on the improvement areas of Quality Assurance and Quality Control in an organization. The presentation also discusses about some of the myths about quality.
Culture of quality workshop - Qualsys Training WorkshopQualsys Ltd
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
How to Engage the Workforce to Drive Operational ExcellenceJuran Global
What You'll Learn:
* What Value Engagement Teams are and what their strategic purpose is
* How these teams fit into organizational design
* The tactical execution plans used for these teams
* How to determine when they are successful
Key Topics:
* The fundamentals of Value Engagement Teams
* Understanding the benefits of Value Engagement Teams
* Strategic plans for Value Engagement Team success
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
The Version One Annual State of Agile survey indicates that 94% of organizations are practicing Agile in one way, shape, or form.
But what might this investment yield besides an Agile label? In many cases, it appears that organization leaders cannot produce concrete data to meet this ask, or articulate the gain clearly using measures that count and impact the bottom line.
One solution is to begin with the desired outcomes driving the adoption and identify both leading and lagging indicators to gauge whether the change initiative is moving the needle and impacting the bottom line. This approach has been successful because it creates alignment and accountability.
Join Michael McCalla, technology leader, transformation specialist, avid agile practitioner and founder of Lean Agile Intelligence, for this interactive session, and learn how this outcome measurement model can help you start changing the conversation!
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/total-quality-process-tqp-349
Many quality improvement programs fail because they were not managed as a total process. Total Quality Process (TQP) teaches you how to approach quality or any change initiative as a company-wide effort. You will learn how to make a commitment, plan and begin to implement systems for managing quality that integrates all the people, processes/systems and continuous improvement initiatives together.
Based on Philip Crosby's methodology, what this presentation guide will focus is not a new quality control system, but a company-wide approach to total quality. A process for total quality must comprise Quality Management and Quality Improvement. The Total Quality Process (TQP) introduced in this presentation is based on Five Quality Principles and establishes Four Key Activities for Quality Management. TQP is designed to involve every employee in your company in quality improvement efforts.
NO. OF SLIDES = 83
LEARNING OBJECTIVES
1. Explain the Principles of Quality
2. Describe the TQP framework ("House of Quality")
3. Define the Four Key Activities for managing quality
4. Explain the need for a culture change, starting at the top
5. Demonstrate a personal commitment to total quality
6. Explain the TQP implementation infrastructure
7. Describe how to put the systems for TQP into motion
8. Identify ways to sustain TQP activities
9. Understand a manager's role in quality improvement
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Similar to Quality Improvement. What Is it and How Can It Help Me? (20)
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After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
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The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
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UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
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1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
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Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
DevOps and Testing slides at DASA ConnectKari Kakkonen
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The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
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👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
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https://alandix.com/academic/papers/synergy2024-epistemic/
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2. OBJECTIVES:OBJECTIVES:
Recognize the definition of QualityRecognize the definition of Quality
Improvement (QI)Improvement (QI)
Understand the difference b/w QI andUnderstand the difference b/w QI and
Quality Assurance (QA)Quality Assurance (QA)
Demonstrate the use of the Model forDemonstrate the use of the Model for
Improvement/PDSA CycleImprovement/PDSA Cycle
3. Why You Should Care About QIWhy You Should Care About QI
If you plan to be a:If you plan to be a:
Health Educators- It is an effective approach forHealth Educators- It is an effective approach for
implementing evidence based practices!implementing evidence based practices!
Researcher-- Evaluation is a requiredResearcher-- Evaluation is a required
component of most research grants and QIcomponent of most research grants and QI
enhances it; Funders (Feds!) are counting on itenhances it; Funders (Feds!) are counting on it
Administrator– Hospitals are using it;Administrator– Hospitals are using it;
Reimbursement depends on it; manyReimbursement depends on it; many
organizations are in desperate need for it!!!!organizations are in desperate need for it!!!!
4. What is Quality?What is Quality?
American Society for Quality (ASQ)American Society for Quality (ASQ)
definition—definition—
1. the characteristics of a product or service1. the characteristics of a product or service
that bear on its ability to satisfy stated orthat bear on its ability to satisfy stated or
implied needs;implied needs;
2. a product or service free of deficiencies.2. a product or service free of deficiencies.
“Fitness for Use”- Joseph Juran “Conformance to
Requirements”- Philip Crosby
5. 55
What is Quality?What is Quality?
Quality is a never-endingQuality is a never-ending
cycle of continuouscycle of continuous
improvement.improvement.
-Deming
8. Quality ImprovementQuality Improvement
Aimed at improvement -- measuringAimed at improvement -- measuring
where you are, and figuring out ways towhere you are, and figuring out ways to
make things bettermake things better
Specifically attempts to avoid attributingSpecifically attempts to avoid attributing
blameblame
Attempts to create systems to preventAttempts to create systems to prevent
errors from happeningerrors from happening
9. Models for QIModels for QI
Six Sigma (6s) Lean Model for Improvement
Focus on Critical-to-Customer
Quality Focus- Identify Value
Focus- Improvement through Small
Scale Testing
Focus- Culture and
Infrastructure Eliminate Waste Test ideas to meet overarching goals
Reducing Variation
Increase Processing
Speed/Reduce WIP
Test ideas under a variety of
conditions
Remove Causes of Defects Process Mapping, Takt time PDSA
DMAIC, Cpk
Use this when you have ideas of what
can be done or adapting EBP
Use this when you don't know
what to do
Common across all three:
•Need to understand the process flows
•Need to understand the overall goal and strategy of Operations
•Need for leadership and organizational buy-in
•Importance of the “voice of the customer” (internal and external)
•Need for data and measurements, i.e., evidence-based changes
•Use of teams
10. Common QI ToolsCommon QI Tools
Control Charts, Pareto Charts, GANTTControl Charts, Pareto Charts, GANTT
chartscharts
Plan Do Study Act (PDSA) CyclePlan Do Study Act (PDSA) Cycle
Root Cause Analysis- Ishikawa/FishboneRoot Cause Analysis- Ishikawa/Fishbone
DiagramDiagram
Nominal Group TechniqueNominal Group Technique
Flow chartsFlow charts
FMEAFMEA
12. An Integrated Approach To ImprovementAn Integrated Approach To Improvement
Top down
Bottom up
Leadership level
• Determine aims
• Identify resources (staff/$$)
• Continuous support
Strategies for Improvement:
• Make changes in other areas
• Use collaborative model in other areas
• Fundamental change in how the
organization/division does business
• Local incremental improvements
• Control what’s going to happen
Local level
• Understand capacity needs
• Knows what will work/won’t work
Results
• Reduce cost/improve
productivity
• Provide different/
new services
• Improve quality
13. 1313
QA vs. QIQA vs. QI
Quality AssuranceQuality Assurance
Conform toConform to
standardsstandards
Relies onRelies on
inspectioninspection
Focus on itemsFocus on items
Quality is separateQuality is separate
functionfunction
DepartmentalDepartmental
functionfunction
Quality ImprovementQuality Improvement
ImprovedImproved
performanceperformance
Monitor over timeMonitor over time
System orientationSystem orientation
Quality integratedQuality integrated
in organizationin organization
InterdisciplinaryInterdisciplinary
functionfunction
14. QA vs. QI (cont’d)QA vs. QI (cont’d)
Quality AssuranceQuality Assurance
Focus on improvingFocus on improving
individual's faultsindividual's faults
ReactionaryReactionary
Use of “minimum”Use of “minimum”
standardsstandards
Time-limitedTime-limited
Quality ImprovementQuality Improvement
Focus on systems andFocus on systems and
process improvementprocess improvement
ProactiveProactive
Use of “benchmark” andUse of “benchmark” and
“best practices”“best practices”
ContinuousContinuous
15. Short Example of QI vs. QAShort Example of QI vs. QA
From the following statements, which do you thinkFrom the following statements, which do you think
have a QA focus and which have a QI focus?have a QA focus and which have a QI focus?
1.1. Which staff member failed to transfer the call to theWhich staff member failed to transfer the call to the
correct extension?correct extension?
2.2. Are we creating an environment encouraging cliniciansAre we creating an environment encouraging clinicians
to report errors?to report errors?
3.3. How do we reduce billing errors by our staff?How do we reduce billing errors by our staff?
4.4. Patient had a bad outcome; were the doctors orPatient had a bad outcome; were the doctors or
nurses at fault?nurses at fault?
5.5. What could we do to increase the efficiency of chartWhat could we do to increase the efficiency of chart
filing?filing?
16. The Model forThe Model for
ImprovementImprovement
TestingTesting
and Implementingand Implementing
ChangesChanges
17. Model for Improvement
What are we trying to
accomplish?
How will we know that a change is an
improvement?
What change can we make that will result in
improvement?
Act Plan
DoStudy
From: Associates in Process
Improvement
AIM
MEASURE
CHANGES
18. Aim StatementAim Statement
aka “What are you trying toaka “What are you trying to
improve?”improve?”
Involve senior leadersInvolve senior leaders
Focus on issues that are important to yourFocus on issues that are important to your
organizationorganization
Connect the team Aim statement to theConnect the team Aim statement to the
Strategic PlanStrategic Plan
Build on the work of others (StealBuild on the work of others (Steal
Shamelessly!)Shamelessly!)
19. Measures- 3 TypesMeasures- 3 Types
1.1. Outcome MeasuresOutcome Measures- Voice of the Customer.- Voice of the Customer.
How is the system performing? What is theHow is the system performing? What is the
result?result?
2.2. Process MeasuresProcess Measures- Voice of the workings of- Voice of the workings of
the system. Are the parts/steps in the systemthe system. Are the parts/steps in the system
performing as planned?performing as planned?
3.3. Balancing MeasuresBalancing Measures- Looking at a system from- Looking at a system from
different directions. What happended to thedifferent directions. What happended to the
system as we improved the outcomes/processsystem as we improved the outcomes/process
(e.g. unanticipated consequences, other factors(e.g. unanticipated consequences, other factors
influencing outcome)?influencing outcome)?
20. ChangesChanges
Practices from other industriesPractices from other industries
Evidence-based PracticesEvidence-based Practices
Promising PracticesPromising Practices
Ideas from staffIdeas from staff
21. Model for Improvement
What are we trying to
accomplish?
How will we know that a change is an
improvement?
What change can we make that will result in
improvement?
Act Plan
DoStudy
From: Associates in Process
Improvement
AIM
MEASURE
CHANGES
22. PDSA Cycle for Learning andPDSA Cycle for Learning and
Improvement: Use it All!Improvement: Use it All!
Plan
• Objective
• Questions and
Predictions (Why?)
• Plan to carry out the
cycle (who, what, where,
when)
Do
• Carry out the plan
• Document problems
and unexpected
observations
• Begin analysis
of the data
Study
• Complete the
analysis of the
data
• Compare data to
predictions
• Summarize what
was learned
Act
• What
changes are
to be made?
• Next cycle?
What will
happen if we
try
something
different?
Let’s try it!!Did it work?
What’s
next?
23. Use the PDSA Cycle for :Use the PDSA Cycle for :
Testing or adapting a changeTesting or adapting a change
ideaidea
Implementing a changeImplementing a change
Spreading the changes to theSpreading the changes to the
rest of your systemrest of your system
24. Why Test?Why Test?
Increase your belief that the change willIncrease your belief that the change will
make improvementmake improvement
Predict how much improvement you canPredict how much improvement you can
expect from the changeexpect from the change
Learn how to adapt the change in yourLearn how to adapt the change in your
settingsetting
Figure out the costs and side-effects of theFigure out the costs and side-effects of the
changechange
Minimize resistance upon implementationMinimize resistance upon implementation
25. To be considered a real testTo be considered a real test
Test was planned, including a plan forTest was planned, including a plan for
collecting datacollecting data
Plan was carried out and data werePlan was carried out and data were
collectedcollected
Time was set aside to analyze data andTime was set aside to analyze data and
study the resultsstudy the results
Action was based on what was learnedAction was based on what was learned
26. Repeated Use of the PDSA CycleRepeated Use of the PDSA Cycle
Hunches
Theories
Ideas
Changes That
Result in
Improvement
A P
S D
A
PS
D
A P
S D
D S
P A
DATA
Very Small
Scale Test
Follow-up
Tests
Wide-Scale Tests of
Change
Implementation of
Change
27. Aim:Aim: Reduce smoking rates by implementingReduce smoking rates by implementing
the 2 A’s and R CPG standardthe 2 A’s and R CPG standard
Conducting 2 A’s
and R will
increase Fax
Referrals
Reduced
Smoking Rate
A P
S D
A
PS
D
A P
S D
D S
P A
DATA
D S
P A
Cycle 1: Test the 2 A’s and R with 5 patients on Tuesday.
Cycle 2: Change forms, process.
Cycle 3:
Cycle 4: Standardize process
Cycle 5: Educate staff in
new process
Test new form, process with 10 patients.
Quality Improvement Training Family Planning Program Greenville County Health Departement August 3, 2009
1. Testing provides evidence that a change really does result in the improvement that was expected. Even though a change may sound like a good idea, you don’t know until you actually use it in practice. There are often multiple changes that are needed in order to produce the desired effect on your system. Testing a change, or a group of changes, gives you information about how much improvement can be expected from a change or set of changes. It allows you to evaluate whether you need additional changes to reach your aim. 3. Even though a change may have produced the desired effect in a different setting, you don’t really know how it will work in your particular environment until you try it. 4. Change sometimes produces unintended consequences. Testing allow you to observe the costs (resources, time, equipment, etc.) that the new process might involve as well as the side-effects that might accompany the change. For example, providing same-day access for clinic patients may affect the process for locating medical records. 5. It is often easier for people to agree to try a new way of doing something if the change is presented as a short-term, small scale trial. “Let’s just try it with the next three patients…” In this way, they don’t have to immediately abandon the old way of doing something. Testing often shows people that the new way is really better and they are then more willing to embrace the new process.
This is a hypothetical example from a team working to improve access to a physician office practice or clinic. The change that they are testing is that reducing appointment types will reduce delays in patients obtaining an appointment. This test is based on a powerful concept that having too many appointment types creates delays by establishing queues or lines for specific types of appointments (e.g., a new patient physical, a return patient with diabetes, etc.). Fewer appointment types means that more patients can have access to more potential appointment slots. The tests begin with defining a small number of appointment types, comparing the appointment requests for a week and matching them to the new types (without actually assigning the new appointments), then actually trying the new appointment system with a small number of physicians’ patients. After making refinements in the new system, the team is ready to use the system throughout the clinic.