This document provides an overview of tools and resources for service quality management systems. It discusses common questions around implementing a quality management system and why documentation, processes and an organization chart are important. Key points of a quality management system include having a structured approach to developing and improving processes through deployment, control and continuous improvement. Common quality management tools are also outlined, including check sheets, control charts, Pareto charts, scatter plots and Ishikawa diagrams. Additional PDF resources on related quality management topics are listed.

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I. Contents of service quality management system
==================
In every organization, both management and the general workforce tend to resist change,
whether it be in systems, culture or environment. That is natural – people are usually happy to
continue with what they have always done. The change brought about by the introduction of a
quality management system (QMS) – particularly in service industries – is no exception.
However, companies that resist this change will find that they become less effective, and thus
less competitive, in markets where customers demand trouble-free products and services.
To address the resistance, it helps to look at the questions that stakeholders may have about QMS
in their company:
 “Why do we need to document a process?”
 “Why do we need an organization chart?”
 “Why do we need version control and document control?”
 “Do we need QMS if we only have 100 or less employees?”
 “Does QMS provide any internal efficiency or is it only to provide a competitive advantage?”
These are the questions that all stakeholders need answered before embarking on the journey of
installing a quality management system in their company. In addition, there are other questions
mainly for the management of the company. Here are two important ones:
 Does leadership want a quality management system for some type of certification or does it
really want the company’s work to have a systematic process-oriented approach?

2.  Does leadership understand how the current “pain” areas can be minimized or eliminated if the
company has more efficient processes?
A Systemfor Developing or Improving Processes
Establishing a quality management system is not rocket science. The intent of any QMS is
simply to provide a system for developing or improving processes through a structured approach,
effective deployment and better control. Answering a couple of the stakeholders’ questions can
help explain this and make the need for a quality management system more clear.
“Why do we need to document a process?” Some might argue that everyone knows the process
and has been trained in how to do their work, so why document it? The response must be that in
service industries, especially in a high-attrition environment like business process outsourcing
(BPO), it is all the more imperative to have documented processes.
Documented processes help in the following ways:
 Processes are optimized when best practices are documented.
 Processes do not become person-dependent – any new employee knows how to do the work.
 Key activities run smoothly when responsibilities and accountability is clearly assigned.
 Defects are easier to capture and eliminate at the earliest stage.
 Prescribed corrective actions can be taken as soon as defects occur.
 Written changes in procedures and policies reduce ambiguity and increase change control in the
environment.
 Consistent process measures help gauge if everything is going well.
 Better understanding of processes ensures compliance in service delivery.
The quality management system not only provides a structure and framework, it also ensures the
rigor of an audit mechanism that enforces corrective action. Continuous improvement happens
within all processes in a systematic manner.
“Why do we need an organization chart?” An organization chart outlines the support structure
for every individual process and also gives the roles and responsibilities required for each of the
blocks on the organization chart. The benefits are:
 An organization chart allows clients to see the support structure for products or services.
 The roles and responsibilities give a clear understanding of the job for the person who is new to
the system.
 The documentation of roles and responsibilities does not leave anything to interpretation that
might vary from person to person.
 The roles and responsibilities define the skills that are required to do a particular job.
 Once the skill has been defined, then it can be verified to see if it is resulting in a high-
performing individual.
Clearly, something as small as having an organization chart can bring a great deal of value and
clarity to the system.

3. The Basis of Quality Management System
A quality management system works on eight key principles:
1. Customer focus
2. Strong leadership
3. Involvement of people
4. Process approach
5. System approach
6. Continuous improvement
7. Decision making based on facts
8. Creating value for the company, its clients and its suppliers
Many times companies embark on a methodology like Six Sigma, Lean Six Sigma or others to
solve problems without realizing that these methodologies center on process improvement. For
any improvement methodology to be successful, it is important to first have a process
management and process measurement system. This helps in identifying defects and then, once a
process is improved, a quality management system provides better control for sustaining
outstanding performance.
==================
III. Quality management tools
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
 Who filled out the check sheet
 What was collected (what each check represents,
an identifying batch or lot number)

4.  Where the collection took place (facility, room,
apparatus)
 When the collection took place (hour, shift, day
of the week)
 Why the data were collected
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
this requires consideration.

5. 3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
4. Scatter plot Method

6. A scatter plot, scatterplot, or scattergraph is a type of
mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that
is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each
other. In this case, an identity line, i.e., a y=x line, or an
1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line

7. exactly.
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific
event.[1][2] Common uses of the Ishikawa diagram are
product design and quality defect prevention, to identify
potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes
are usually grouped into major categories to identify these
sources of variation. The categories typically include
 People: Anyone involved with the process
 Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
 Machines: Any equipment, computers, tools, etc.
required to accomplish the job
 Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
 Measurements: Data generated from the process
that are used to evaluate its quality
 Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method

8. A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]
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