Transcript Quality Assurance 0.3 Concept Map A concept map is a

QUALITY ASSURANCE (QA) AND IMPROVEMENT;
CONCEPTS AND PRECEPTS
BY
KWAME BOASIAKO OMANE-ANTWI., Ph.D., FCCA;
MBA; AMP(OXON)
(VICE RECTOR, PENTECOST UNIVERSITY COLLEGE)
INTERNAL AUDIT AGENCY (IAA) CONFERENCE
AUGUST 10 – 11, 2010
© Omane-Antwi, B. (2010)
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INTRODUCTION - QUALITY ASSURANCE (QA)
* WHY THE CALL FOR QA *
1) RISE OF ‘NETWORK’ SOCIETY
2) RECONSTRUCTION OF GLOBAL ECONOMIC
SYSTEMS
3) POLITICAL CHANGES
4) INCREASE HUMAN MOBILITY
5) MORE COMPLEX NEEDS OF SOCIETY
L
> The age of ‘sceptical citizen -consumer’
> Meeting Citizens’ Needs
> Quality of Public Services
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ROLE OF QUALITY ASSURANCE
1) PROVIDE CONFIDENCE TO THE CUSTOMER
2) CONSISTENTLY DELIVERING PRODUCT/
SERVICE THAT
. Work Every Time
. Any Time and
. All Time to specifications
3) MEET THE MAXIM ‘QUALITY WE CAN TRUST’
L
> Securing Value for money.
> Building quality into Value for Money
examinations.
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THE FOUR (4) TENETS OF QA
1. QA is oriented towards meeting the needs
and expectations of the customer and the
society.
2. QA focuses on systems and processes.
3. QA uses data to analyse production or
service delivery processes.
4. QA encourage a team approach to problem
solving and quality improvement.
L
> Need for QA System Policy.
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THE GOAL OF QA
1) Provide Management with necessary data
about product/service
2) Management to gain insight and
confidence that product/service quality is
meeting goals
3) The key word is ‘Quality’
L
> Create sense of ownership for civil
servants to be part of the QA initiatives.
> Be proactive rather than responsive,
anticipating needs rather than playing
catch up.
> ‘Citizen-Consumer’ Satisfaction
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Concepts of ‘Quality’ – THE PLAIN TRUTH
ABOUT QUALITY
• Quality is like ‘beauty’ that lies in the eyes
of the beholder.
• Quality is a slippery concept (Pfeffer and
Coote, 1991).
• Quality can be specific attributes that can
be identified.
• Quality comes from Latin word ‘qualis’
(what kind of).
• Quality you know what it is, yet you don’t
know what it is! (Prisig, 1974).
> This implies that quality means different things
L
to different people.
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Defining Quality
The British Standard Institution (BSI) defines
quality as “the totality of features and
characteristics of a product or service that bear
on its ability to satisfy stated or implied needs”
(BSI, 1991).
L
> Fitness for purpose concept.
Purposes for:
. Our Community
. Individuals as citizens
. Variety of stakeholders
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THE GURUS IN QUALITY CRUSADE
Green and Harvey (1993) identified five different
approaches to defining quality:
• In terms of being ‘exceptional’ (exceeding high
standards and passing a required standard)
• In terms of consistency (exhibited through
‘zero defects’ and ‘getting it right the first
time’, making quality a culture);
• As fitness for purpose (meaning, the product
or service meets the stated purpose, customer
specifications and satisfaction);
• As value for money (through efficiency and
effectiveness); and
• As transformative (in terms of qualitative
change).
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THE GURUS IN QUALITY CRUSADE
Garvin (1988) classified the various
definitions of quality into five major groups
and stressed on:
Value-based definitions. These definitions
define quality in relation to costs. Quality is
seen as providing good value for costs
(Largosen et al, 2004).
L
> Outcome Measures: Accountability
. Accountability for the use of Public
Money
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Why Worry about Quality?
Some of the reasons are:
1.
Competition
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MEETING
CITIZENS’
NEEDS
2.
Customer satisfaction
3.
Maintaining standards
4.
Accountability
5.
Improve employee morale and motivation
6.
Credibility, prestige and status
7.
Image and visibility
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QUALITY ASSURANCE CONCEPTS –
PRACTICAL LESSONS
L
> Know your business
> Know your customer and understand
how they see your business
> Looking for and dealing with problems
> Sampling views of stakeholders
> A clear focus on value for money
> Resourcing the drive for quality
> Having efficient and effective
procedures
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QA CONCEPTS PRACTICAL LESSONS
L
> QA role built into all staff
> Developing assessment models
> Adopting a culture of getting things
right and continually improving
> Adopt ‘quality language’: Relevance,
Transparent, Reliability, Attractiveness,
and Flexibility
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QA ASSESSMENT TOOLS
Across the world quality assurance is done in the
following ways:
• Self evaluation;
• Peer review by a panel of experts, usually
including at least some external panel
members and one or more site visits;
• Analysis of statistical information and/or
use of performance indicators or the best
practices benchmarking;
• Surveys of the publics (Customers, Society at large
etc.).
• Testing the knowledge, skills and
competencies of users.
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QA ASSESSMENT TOOLS: LESSONS
L
> Capturing information needed from
citizens to provide high quality services
> Understanding the growing diversity of
society and its diverse needs
> Ensuring that service is carried out in the
way it is promised.
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ISO 9000 QUALITY MANAGEMENT
SYSTEMS (WWW.ISO.Ch)
The ISO 9001: 2000 Standard has five
main sections:
1)
2)
3)
4)
5)
Product Realization
Quality Management System
Management Responsibility
Resource Management
Measurement Analysis and
Improvement
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ISO QA TOOLS AND TECHNIQUES
ISO 9000:2000
The ISO 9000:2000 is based on a process model
that emphasizes continuous improvement.
Kartha (2004) lists eight quality principles as
envisaged in ISO 9000:2000. These are:
1.
2.
3.
4.
5.
6.
7.
8.
Customer focus.
Leadership.
Involvement of people.
Process approach.
Systems approach to management.
Continuous improvement.
Fact-based decision making.
Mutually beneficial supplier relationship.
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Figure 1 – QUALITY ASSURANCE TESTING
STRATEGIES
SUPERVISION
QUALITY ASSURANCE
EXTERNAL
REVIEW
INTERNAL
REVIEW
External review may be carried
out by: qualified independent
reviewer, reciprocal reviews or
specialist consultants
Peer review, spot
checks, annual reviews
etc.
QUALITY ASSURANCE
MECHANISMS
SWOT
ANALYSIS
STAFF
DEVELOPMENT
STRATEGIC PLANNING
MECHANISMS
(Source: ADAPTED – STRATEGIES FOR QA; K. H. SPENCER PICKETT; 2004
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RECORDING TOOLS FOR QUALITY
ASSESSMENT
Process Flow Chart
Graphs
Pareto Analysis
L
Fish-bone diagram
MBO &
PERFORMANCE
MEASUREMENTS
Scatter Diagram
Check Sheets
Control Charts
Brainstorming
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L
Fig. 2: Admission Process Flow Chart – Pentecost University
Revise
START
Prepare the
Eligibility Conditions
of a Programme
Review
and
Discuss
No
Is it
Acceptable?
Yes
Prepare Draft
Advertisement
Proof Read
No
Await for
applications
Advertisement
Appears
Go to
Press
Revise
Yes
Errors?
Collate
Applications
Screen
Yes
Eligibility
Officer
Admission
Admission
Completed
No
Regret
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Fig. 3: Example of Fish-bone Diagram – QA SYSTEMS Pentecost University
Organisation &
Management
Healthy
Practices
Research
Curriculum
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Goals and objective
Research
culture
Quality
Peer feedback
Budget
Innovation
Publications
Feedback
Welfare
schemes
QA SYSTEMS
PUC
Financial
aid
Counselling
Sports
Library
Computer
centre
Health centre
Student Support
Admission process
Monitoring student progress
Qualified teachers
Infrastructure
Teaching-Learning
Evaluation
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QA PROBLEM SOLVING TOOLS
• Generating ideas –
brainstorming
• Organizing data –
Checksheets
• Generating
consensus on ideas
• Prioritizing – Pareto
Chart
• Clarifying process –
Flow charting
• Showing patterns in
data – Histogram
• Analyzing cause
and effect – Causeeffect diagram
• Showing changes
through time –
Trend Chart
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QUALITY IMPROVEMENT CONCEPTS – THE GURUS
SPEAKING : FIVE CORE ISSUES FROM Deming’s 14
point philosophy
1. Adopt the new philosophy. Organization can no
longer compete if they continue in the old way
of accepting delays, mistakes and defects.
They have to make the required shift and adopt
new ways of working.
2. End the practice of awarding business on the
basis of price tag alone.
3. Institute training on the job. Failure to use
the available talent in the organization is a
greatest waste. Training is a powerful tool to
improve quality.
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QUALITY IMPROVEMENT CONCEPTS:
4. Institute leadership. Management must lead
by example and not just supervise. Leadership
should help people to do a job better.
5. Institute a vigorous programme of education and
self-improvement.
L
> STUDY THE TQM FORMULA:
TQM = CQI (thru Customer Focus) +
Process Improvement +Total
Involvement
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QUALITY IMPROVEMENT CONCEPTS:
FIVE CORE ISSUES FROM Juran’s quality
improvement TEN steps:1. Create awareness of the need and
opportunity for improvement.
2. Set explicit goals for improvement.
3. Create an organizational structure to drive
the improvement process.
4. Provide appropriate training.
5. Adopt a project approach to problem
solving.
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FOUR CORE ISSUES FROM Crosby’s Fourteen
Steps:
1. Management should be convinced of the need
for quality improvement, and there should be
full commitment.
2. Set up a quality team to drive the programme.
3. Implement supervisory training.
4. Set goals to bring about action.
L
> Assessment of the overall
effectiveness of the quality program
should include both internal and
external assessments.
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QUALITY IMPROVEMENT (QI) –
PRACTICAL STRATEGIES
• Management
Commitment
• Supervisor Training
• Zero defects day
• QI Team
• Quality Measurement
• Quality Awareness
• Corrective Action
• Ad Hoc Committee
for zero Defects
Program
• Goal Setting
• Error Cause Removal
•
Recognition
• Quality Councils
• Do it Over Again
• Evaluation
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JAPANESE QA IMPROVEMENTS
PRINCIPLES
• Process Control
• Easy to see Quality
• Insistence on Compliance
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ADDING
VALUE
• Line Stop
• Correcting One’s own Errors
• 100% Check
• Project by Project Improvement
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JAPANESE ALLOCATION OF QUALITY
IMPROVEMENT RESPONSIBILITIES (PEER
REVIEW – UNIFYING VALUE)
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TOP MGT
DIVISION HEAD
IMPROVEMENT
SECTION HEAD
SUPERVISOR
FOREMEN
MAINTENANCE
WORKER
AMOUNT OF RESPONSIBILITY
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CONTINUOUS IMPROVEMENT (CI)
.
The Japanese call it Kaizen, which means
incremental improvements of the on-going
processes.
. Continuous improvement is an intervention
to stop deterioration and increase the
quality.
. The process of continuous improvement is
known as Deming’s P-D-C-A cycle.
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Continuous Improvement P-D-C-A CYCLE
The four original major steps of the cycle are:
1. P (plan) - gathering of data to identify and
define the issue(s)/problem(s) that need
improvements and identify ways to achieve them.
2. D (do) - implementing the plan by using a trial
run, a test group, etc.
3. C (check) - analysing the results to see if there
is good agreement between the original goals
and what was actually achieved; make
adjustments if necessary.
4. A (act) - depending on the results from the
check step, acting on the plan on a full scale
or conducting further work by beginning with
the P (plan) (Temponi, 2005).
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CONTINOUS IMPROVEMENT – TOWARDS
EXCELLENCE
. THE CONTINUOUS IMPROVEMENT PROCESS
IS FUTURE DIRECTED AND BELIEVES IN A
‘TRANSFORMATION’ MODEL TO A
‘REVOLUTION’ MODEL.
. COMMITMENT AND EMPOWERMENT OF ALL
IS KEY.
. DEMING IN LATER WORK ON CI REPLACED
‘CHECK’ WITH ‘STUDY’ TO EMPHASIZES
‘LEARNING’.
. THE P-D-C-A CYCLE IS ALSO CALLED P-D-S-A
CYCLE.
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A MODEL OF EXCELLENCE BASED ON CI
PRINCIPLES:
Plan
• Establishment of Internal Quality
Assurance Cell (IQAC)
• Commitment of leadership to quality
assurance
• Quality is an internal culture
• Quality systems are in place
• Annual strategic plans for improvement
of quality towards excellence
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A MODEL OF EXCELLENCE BASED ON CI
PRINCIPLES:
Do
• Deployment of qualified and appropriate
workforce as per need
• Assuring systematic implementation of
planned processes
• Use of appropriate technology
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A MODEL OF EXCELLENCE BASED ON CI
PRINCIPLES:
Check / Study
• Review of outputs
• Measure against strategic plan
• Report and disseminate the lessons
learnt organization-wide
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A MODEL OF EXCELLENCE BASED ON CI
PRINCIPLES:
Act
• Taking appropriate steps in the light of
the results
• Plan for the next cycle.
P
A
P
A
P
A
D
C
D
C
D
C
Quality
Excellence
Fig. 9: From Quality to Excellence – Conceptual Representation
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PRACTICAL QA LESSONS FOR ALL
L
The Quality Equation and Improving
Public Services
> Systems themselves should be steeped in
a culture of quality from start to finish
> Checking done at the end of a system (ie
an operation) is an inefficient way of
promoting quality
> The encouragement and training of staff
to look outwards to outcomes and not to
concentrate upon looking inwards to
rules and processes
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PRACTICAL QA LESSONS FOR ALL
L > Showing greater understanding of users
by listening to them more – getting
individual views through market research as
well as securing the views of stakeholders
and pressure groups
> Treating innovation as routine
> Listening to frontline staff, who often
know better than their seniors what citizens
and customers need
> Making effective use of technology
> The major underlying principle here is
self-assessment, and thus, this is a right fit for
the MDAs and MMDAs.
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L
PRACTICAL QA LESSONS FOR ALL
Barriers and constraints to high quality
services
• Overly complex and unresponsive services
• Failures in delivery and in learning lessons
• Slow response to increasing social diversity
and identifying customer needs
• Poor communications
• Few incentives to innovate
• Weakness in complaints and redress
arrangements. © Omane-Antwi, B. (2010)
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CONCLUDING THOUGHTS
. QA permits decision to be based on
facts rather than intuition.
. The objective of QA is to readily pinpoint
problem areas for management’s
attention.
. QA provide timely information:
- quality characteristics of products/
services
- source and nature of defects/lapses
- impact of process challenges on
operations
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CONCLUDING THOUGHTS
. The QA concept is fundamentally the
prevention of the occurrence of defects.
. The concepts / precepts embrace all
events; it is the responsibility of all staff.
. The achievement of QA depends on
prevention, knowledge and special
skills.
. QA – IT IS ALL ABOUT THE MAXIM – ‘THE
QUALITY OF PRODUCT/SERVICE WE CAN TRUST’
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QA – MY DEFINITION !!!
‘QA is a system of cyclic processes for
planning, enactment, feedback and renewed
planning which promote and emphasize
quality enhancement through the generation
of a collective self-critical and self-reflective
attitude with the prime aim of delivering
value for money product or service’ (OmaneAntwi., B., 2010).
(c) Omane-Antwi, B. (2010)
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ACTION REFLECTION
.
What were the characteristics of the
service that made it a quality experience
for you?
.
Which QA principle or technique will I
apply right away when I get back to work?
THINK ABOUT IT, THINK QUALITY !!!!
(c) Omane-Antwi, B. (2010)
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THANK YOU
KWAME BOASIAKO OMANE-ANTWI., Ph.D
Tel
0244 320448 / 0202011775
E mail
[email protected]
Website www.bomaneantwi.com
© Omane-Antwi, B. (2010)
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