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1. Risk Based Approaches
to Quality Management

2. AGENDA
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AGENDA01
AGENDA02
AGENDA03
AGENDA04
AGENDA05
2

3. QUALITY MANAGEMENT
ensures that an organization, product or
service is consistent. It is the ability of a
product or service to consistently meet or
exceed customers expectations.
QUALITY
3
QUALITY MANAGEMENT DEFINITION
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4. Quality
Improvement
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Quality
Planning
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Quality
Control
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Quality
Assurance
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Quality
Management
4
FOUR MAIN COMPONENTS OF QUALITY MANAGEMENT
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1924 - Statistical
Process Control
Charts
1930 - Tables
For Acceptance
Sampling
1940 - Statistical
Sampling
Techniques
1950 -Quality
Assurance/TQC
1960 - Zero
Defects
1970 - Quality
Assurance In
Services
01
02
03
04
05
06
5
EVOLUTION OF QUALITY MANAGEMENT
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6. Production Process
Production Process
CHECK QUALITY
INSPECTION
by an inspection
team
QUALITY CONTROL Usually
Takes Place At End Of Production
Process
it’s about PREVENTION
rather than just detection
QUALITY ASSURANCE Focuses
On Prevention Where Samples Of
Part Finished Goods Are Checked At
Different Times In Production Process
Quality Is Seen As
EVERYONE’S
Job, Not Just A Small
Team Of Inspectors!
6
QUALITY CONTROL VS. QUALITY ASSURANCE
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7. Principles Of
Quality
Management
01
02
03
04
05
06
07
08
Customer-focused
Organization
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Leadership
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Involvement
Of People
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audience's attention.
Process
Approach
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audience's attention.
Continual
Improvement
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audience's attention.
System Approach
To Management
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audience's attention.
Factual Approach To
Decision Making
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Mutually Beneficial
Supplier Relationships
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7
8 PRINCIPLES OF QUALITY MANAGEMENT
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8. Where possible, they
should aim to exceed
customer expectations.
This standard relates to
customer needs and
customer service.
A business should
understand their
customers and seek to
meet their requirements.
8
8 CUSTOMER FOCUS
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9. Marking customer needs and the needs of
other stakeholders understood throughout
the organization.
Ensuring that relevant goals and targets
are directly linked to customer needs and
expectations.
Improving the performance of the
organisation to meet customer
needs.
Ensuring the people have the knowledge and
skills requires to satisfy the organization's
customer.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
For human
resource
management
9
8 BENEFITS OF CUSTOMER FOCUS
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10. A business should have clear objectives
and employees should be actively
involved in achieving this.
This standard relates to the direction
of the organization.
10
8 LEADERSHIP
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11. Establishing and communicating a clear
vision of the organization’ s future.
Translating the vision of the organization
into measurable goals and targets.
Empowered and involved people
achieve the organization's objectives.
Having an empowered, motivated, well
informed and stable workforce.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
For human
resource
management
11
8 BENEFITS OF LEADERSHIP
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12. That their abilities should be
used to full effect for business
success.
This principle recognizes that an
organization is nothing without its
staff
12
8 INVOLVEMENT OF PEOPLE
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13. Establishing and communicating a clear
vision of the organization’ s future.
Translating the vision of the organization
into measurable goals and targets.
Empowered and involved people
achieve the organization's objectives.
Having an empowered, motivated, well
informed and stable workforce.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
For human
resource
management
13
8 BENEFITS OF LEADERSHIP
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14. 01
04
03
02
Process
Approach
The process approach
relates to efficiency and
the understanding that
appropriate processes will
speed up activities.
14
8 PROCESS APPROACH
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15. Utilizing defines processes throughout the organization will
lead to more predictable results better use of resources
shorter cycle times and lower costs.
Understanding the capability of
processes enables the creation of
challenging goals and targets.
Adopting the process approach for all operation
results in lower costs prevention of errors
control of variation shorter cycle times and more
predictable outputs.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
15
8 BENEFITS OF PROCESS APPROACH
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16. "Identifying, understanding and managing interrelated processes as A system
contributes to the organization's effectiveness and efficiency in achieving its
objectives.” This means that multiple processes are managed together as A
system which should lead to greater efficiency.
16
8 SYSTEM APPROACH TO MANAGEMENT
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17. The creation of comprehensive and
challenging plans that link functional and
process inputs.
The goals and targets of individual
processes are aligned with the
organization's key objective.
A broader overview of the
effectiveness of processes which
leads to understanding the causes of
problems and timely improvement
action.
Provides A better understanding of roles and
responsibilities for achieving common objectives thereby
reducing cross functional barriers and improving.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
For human
resource
management
17
8 BENEFITS OF SYSTEM APPROACH TO MANAGEMENT
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18. 01
02
Continuous
Improvement
This principle is very
straight forward:
Continual improvement
should be an active
business objective.
18
8 CONTINUAL IMPROVEMENT
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19. Strategies based on relevant data and
information are more realistic and more likely
to be achieved.
Using relevant comparative data and
information to set realistic and challenging
goals and target.
Data and information are the basis for
understanding both process and
system performance to guide
improvements and prevent future
problems.
Analyzing data and information from sources such as
people surveys suggestion and focus groups to guide the
formulation of human resource policies.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
For human
resource
management
19
8 BENEFITS OF CONTINUAL IMPROVEMENT
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20. A logical approach, based on data and
analysis, is good business sense.
Unfortunately, in a fact paced workplace,
decisions can often be made rashly,
without proper thought. The efficiency that
will have been imbued in the organization
after the implementation of prior principles
will allow decisions to be made with clarity.
20
FACTUAL APPROACH TO DECISION MAKING
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21. Creating and achieving more competitive business
plan through the integration of continual improvement
with strategic and business planning.
Setting realistic and challenging
improvement goals and providing the
resources to achieve them.
Involving people in the organization in
the continual improvement of
processes.
Providing all people the organization with the tools,
opportunities and encouragement to improve products
processes and systems.
Beneficial
applications of
the principle
include
For policy and
strategy
formulation
For goal
and target
setting
For operation
management
For human
resource
management
21
BENEFITS OF FACTUAL APPROACH TO DECISION MAKING
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22. Mutually Beneficial
Supplier Relations
This principle relates to supply chains
and acknowledges that the relationship
between an organization and its
suppliers is interdependent. A strong
relationship between the two will
enhance productivity and encourage
seamless working practices.
22
MUTUALLY BENEFICIAL SUPPLIER RELATIONS
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23. Strategies based on relevant data and information are
more realistic and more likely to be achieved.
Using relevant comparative data and
information to set realistic and challenging
goals and target.
Data and information are the basis for
understanding both process and system
performance to guide improvements and
prevent future problems.
Analyzing data and information from sources such as
people surveys suggestion and focus groups to guide
the formulation of human resource policies.
Beneficial
applications of the
principle include
For policy and
strategy
formulation
For goal and
target setting
For operation
management
For human
resource
management
23
BENEFITS OF MUTUALLY BENEFICIAL SUPPLIER RELATIONS
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24. Performance
Quality 1
Features
Quality 2
Reliability
Quality 3
Durability
Quality 4
Conformance
Quality 5
Serviceability
Quality 6
Aesthetics
Quality 7
Perceived
Quality
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24
DIMENSIONS OF QUALITY
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25. Features are additional characteristics that enhance the appeal of the
product or service to the user. What additional benefits will be added
to the product? Will they be they tangible or non-tangible benefits. For
example this could be after sales service, or guarantees. Some
features will be present in all products but other features will only be
found in "quality" products. For example all cars have wheels,
steering wheel, gears, windows and seats but only some cars have
heated seats, assisted parking and Bluetooth.
Features
A quality product will perform as expected by the user and as
specified by the manufacturer. If products do not do as buyers
expect, users will be disappointed and frustrated. Worse still poor
performing products get negative reviews and lose sales and
reputation.
Performance
25
THE DIMENSIONS: PERFORMANCE AND FEATURES
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26. Durability Measures The Length Of A Product’s Life. When The
Product Can Be Repaired, Estimating Durability Is More
Complicated. The Item Will Be Used Until It Is No Longer
Economical To Operate It. Technically, Durability Can Be Defined As
The Amount Of Use One Gets From A Product Before It
Deteriorates.
Durability
The Product Consistent? Will It Perform Well Over Its Expected
Lifetime And Perform Consistently? Many Brands Have Developed
Trust With Customers Because Of Their Reputation For Reliability.
Reliability
26
THE DIMENSIONS: RELIABILITY AND DURABILITY
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27. Aesthetic Aspect Of A Product Is Comparatively Subjective In Nature
And Refers To Its Impact On The Human Senses Such As How It
Looks, Feels, Sounds, Tastes And So On, Depending Upon The
Type Of Product. Automobile Companies Make Sure That In Addition
To Functional Quality, The Automobiles Are Also.
Aesthetic
Serviceability Refers To The Promptness, Courtesy, Proficiency And
Ease In Repair When The Product Breaks Down And Is Sent For
Repairs.
Serviceability
27
THE DIMENSIONS: SERVICEABILITY AND AESTHETICS
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28. An Equally Important Dimension Of Quality Is The Perception Of The
Quality Of The Product In The Mind Of The Consumer. Honda Cars, Sony
Walkman And Rolex Watches Are Perceived To Be High Quality Items By
The Consumers.
Perceived
Quality
It Is The Degree To Which The Product Conforms To Pre- Established
Specifications. All Quality Products Are Expected To Precisely Meet The
Set Standards.
Conformance
28
THE DIMENSIONS: CONFORMANCE AND PERCEIVED QUALITY
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29. Customer
Provider
GAP 1
GAP 2
GAP 3
GAP 5
GAP 4
Management Perceptions
Of Consumer
Expectations
Perceived Service
Service Delivery
Translation Of
Perceptions Into Service
Quality Specifications
External
Communication To
Customers
Expected Service
• World Of Mouth
• Personal Needs
• Post Experience
29
SERVICE GAP MODEL
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30. GAP 1
GAP 2
GAP 3
GAP 4
GAP 5
Is The Distance Between What Customers Expect And What Managers Think They
Expect - Clearly Survey Research Is A Key Way To Narrow This Gap.
Is Between Management Perception And The Actual Specification Of The Customer
Experience - Managers Need To Make Sure The Organization Is Defining The Level Of
Service They Believe Is Needed.
Is From The Experience Specification To The Delivery Of The Experience - Managers
Need To Audit The Customer Experience That Their Organization Currently Delivers In
Order To Make Sure It Lives Up To The Spec.
Is The Gap Between The Delivery Of The Customer Experience And What Is
Communicated To Customers - All Too Often Organizations Exaggerate What Will Be
Provided To Customers, Or Discuss The Best Case Rather Than The Likely Case,
Raising Customer Expectations And Harming Customer Perceptions.
Is The Gap Between A Customer's Perception Of The Experience And The Customer's
Expectation Of The Service - Customers' Expectations Have Been Shaped By Word Of
Mouth, Their Personal Needs And Their Own Past Experiences. Routine Transactional
Surveys After Delivering The Customer Experience Are Important For An Organization
To Measure Customer Perceptions Of Service.
30
THE FIVE GAPS THAT ORGANIZATIONS SHOULD MEASURE MANAGE AND MINIMIZE
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Design
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Ease Of Use
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Conforms To Design
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Service
31
DETERMINANTS OF QUALITY
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32. Different Customers Have
Different Expectations
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Fail-Safing Must Be
Designed Into The System
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Customer Expectation
Often Change
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Each Customer Contact Is
A “ Moment Of Truth”
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01
03
0204
Service
Quality
32
CHALLENGES WITH SERVICE QUALITY
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33. Loss Of
Business
Liability
Productivity
(Rework,
Defective Output
That Must Be
Scrapped)
Costs
(Rework,
Scrap,
Warranty Cost,
Etc.)
The
Consequences
Of Poor Quality
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33
CONSEQUENCES OF POOR QUALITY
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34. Top Management
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Quality Assurance
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Packaging And Shipping
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Marketing And Sales
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Customer Service
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Production / Operations
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Procurement
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Design
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01
02
03
04
05
06
07
08
Responsibility
for Quality
34
RESPONSIBILITY FOR QUALITY
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35. Appraisal Prevention
External
Failure
Internal
Failure
Total Cost
Of Quality
Cost Of Poor
Quality
Cost Of Good
Quality
35
COST FOR QUALITY
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36. 0
20
40
60
80
100
120
External failure
Internal Failure
Prevention
Appraisal
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36
COST FOR QUALITY GRAPH
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37. Defective Products
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Substandard Service
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Poor Designs
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attention.
Substandard Parts And
Materials In The Boxes
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03
02
04
01
Substandard
37
ETHICS AND QUALITY
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38. ADDITIONAL
SLIDE
38

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VISION
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MISSION
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GOAL
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STRATEGIES
39
OUR VISION
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40. OUR TEAM
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40
OUR TEAM
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41. 05 02
04 03
06 01
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41
OUR GOAL
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42. 80%
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60%
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42
COMPARISON
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43. 5000$
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2000$
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1500$
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500$
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43
FINANCIAL
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44
QUOTES
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45. Text Here
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70%
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50%
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20%
45
DASHBOARD
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46
LOCATION
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47. 2017
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2018
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2019
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2020
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2021
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47
TIMELINE
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48. 48
POST IT
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49. 01
02
0304
05
06
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49
PUZZLE
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50. 01
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02
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03
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04
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05
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06
50
TARGET
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51. Text Here
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01
02
03
04
05
06
07
51
CIRCULAR
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52. This slide is 100% editable. Adapt it to your needs and
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52
VENN
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53. EaseOfCustomerExit
Low
High
Life Value Of Customer
High
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53
MATRIX
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54. This slide is 100%
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30%
25%
20%
15%
10%
54
SILHOUETTES
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55. Text Here
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HIERARCHY
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56. Text Here
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04
56
BULB FOR IDEA
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57. 02
03
04
05
01
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57
MAGNIFYING GLASS
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58. This slide is 100% editable. Adapt it to your
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58
BAR GRAPH
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59. 05
01
02
03
04
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59
FUNNEL
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60. THANK YOU
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60