ORGANIZING
FOR QUALITY
★ TO REDUCE
THE 20%
DEFECTS IN
BUSINESS
PLAN-DO-CHECK-ACT CYCLE
JOJET B. ANDRINO - MBA-K
PLAN PHASE
★ Identify problem or opportunity
★ Set goals and objectives for
improvement
★ Develop a plan for implementing
the improvement.
JOJET B. ANDRINO - MBA-K
DO PHASE
★ Implement the plan
★ Collect data on the results of the
implementation.
★ Manage process
JOJET B. ANDRINO - MBA-K
CHECK PHASE
★ Analyze the data to determine if
the plan was successfully done or
not.
(if successful then make the
changes permanently, if not
successful then again go back to
the plan step and make changes
to the plan.)
★ Review processes and results
JOJET B. ANDRINO - MBA-K
ACT PHASE
★ Implement any changes that are
necessary to make the
improvement permanent.
★ Execute Solutions
★ Adjust Solutions
JOJET B. ANDRINO - MBA-K
BENEFITS OF PDCA
CYCLE
★ Improved Quality
★ Increased Efficiency
★ Reduced Costs
★ Increased customer satisfaction
JOJET B. ANDRINO - MBA-K
AWARDS IN QUALITY
MANAGEMENT
❖ Quality Awards: Special Recognition
❖ Strive for Excellence
❖ Meet Challenges
1. Japanese Deming Prize
● It is an award which is given to organizations for their
growth in the application of the Plan-Do-Check-Act
Cycle.
● Early 1950’s, Japan acknowledged the advantages of
applying a quality base approach as a competitive
advantage in the international market.
● It is the longest-running and one of the highest awards
in the world.
● It recognize both individuals for their contributions to
the field of quality and businesses that have
successfully implemented exemplary systems that
promote quality of goods and services.
2. Malcolm Baldrige National Quality Award
● It was created by the U.S. Congress in 1987, to acknowledge
companies that have executed strong quality management
programs.
● The purpose was to improve the quality of goods and services. To
allow businesses to see the benchmarks and standards they should
be working toward.
● The award criteria structure has 7 groups;
● 1. Driver - means guidance
● 2. System - involves data interpretation and analysis
● 3. Strategic quality planning
● 4. Developing human resource and their organizaton
● 5. Managing process quality
● 6. Measures quality and operations management
● 7. Goal - satisfying customers needs.
● The award criteria are planned to highlight the key necessities for
3. Rajiv Gandhi National Quality Award
● It was instituted by the Bureau of Indian Standards in 1991.
● The purpose was to encourage Indian Manufacturing and
service organizations to strive for excellence and giving
special recognition to those who are considered to be the
leaders of quality movement in India.
● There are four Award Categories namely;
● 1. Large Scale Manufacturing Units
● 2. Small Scale Manufacturing Units
● 3. Service Sector Organizations
● 4. Best of All
● And Six commendable certificates each of large and small
scale manufacturing units. One is given to a service sector
organization.
A MANAGEMENT
QUALITY SYSTEM TO DIRECT
MANAGEMENT AND CONTROL AN
ORGANIZATION
SYSTEM WITH REGARD TO
QUALITY.
ISO 9000 QUALITY SYSTEM
● ISO founders decided to give a short form ISO because
‘INTERNATIONAL ORGANIZATION FOR STANDARDIZATION’
would have different acronyms in different languages.
● ISO is derived from the Greek word isos, meaning equal.
ISO 9000 vs. ISO 9001
ISO 9000 is a group of international quality standards, whereas ISO
9001 is a member standard within the ISO 9000 family.
PRINCIPLES OF QUALITY MANAGEMENT
ISO 9000 SERIES CUSTOMER
FOCUS
01
02 LEADERSHIP
ENGAGEMENT OF
03 PEOPLE
PROCESS
04 APPROACH
05 IMPROVEMENT
DECISION-
06 MAKING
07 RELATIONSHIP
MANAGEMENT
ISO 9000 SERIES: EVOLUTION
- 1987 Edition was developed on the basis of UK standard BS-5750. It
ISO 9001: 1987 EDITION
has three ‘models’ for this edition:
ISO 9001: 1987 MODEL This model is used for assuring quality design and development, production, installation,
and after-sales servicing.
ISO 9002: 1987 MODEL This model was used for assuring quality in production, installation and servicing.
ISO 9003: 1987 MODEL This model was used for assuring quality during final inspection and testing.
- 1994 Edition was focused on assuring quality through preventive
ISO 9000: 1994 EDITION
actions, rather than inspecting the final product.
- 2000 Edition changed the focus to the concept of process management.
ISO 9000: 2000 EDITION
- 2008 Edition is simply re-narration of ISO 9001:2000 with explanations
ISO 9000: 2008 EDITION of the current requirements.
- Focus on PDCA
ISO 9000: 2015 EDITION
ISO 9000 SERIES:
ISO 9001: 2015 EDITION
- The new ISO 9001:2015 quality management system ensures that consumers get
efficient and reliable products of the required quality with better service.
IMPLEMENTATION PHASES OF ISO 9001
PLANNING AND DOCUMENTATION ASSESSMENT AND
DESIGNING DEVELOPMENT IMPLEMENTATION REGISTRATION
PHASE PHASE PHASE PHASE
1 2 3 4
● DECISION -MAKING AND ● ANALYSIS AND ● IMPLEMENTATION AND ● REGISTRATION AUDIT
COMMITMENT RELEASE EMPLOYEE TRAINING ● CORRECTIVE ACTIONS
● IMPLEMENTATION TEAM AND DOCUMENTS ● QUALITY SYSTEM ● CONTINUAL
REPRESENTATIVE REGISTRAR SELECTION IMPROVEMENT
● QUALITY SYSTEM ● INTERNAL AUDITOR
MAINTENANCE ● MANAGEMENT REVIEW
● REPORTING ON QUALITY
SYSTEM PERFORMANCE
● PROMOTING CUSTOMER
REQUIREMENTS
● EMPLOYEE AWARENESS
TRAINING
● PERFORM A GAP ASSESSMENT
● IMPLEMENTATION OF
ISO 14000 SERIES
Environmental Management System
THE MAIN AIM OF THE ISO 14000
STANDARD IS TO MOTIVATE
ORGANIZATIONS TO INCORPORATE
ENVIRONMENTAL CONCERNS INTO
THEIR OPERATIONS AND PRODUCT
STANDARDS.
This standard focuses on improving
environmental performance. It assures
management and employees that the
company’s environmental impact is being
measured and improved.
ISO 26000 SERIES
ISO 26000 PROVIDES GUIDELINES
FOR ORGANIZATIONS TO PERFORM
IN A SOCIALLY RESPONSIBLE WAY.
CASE STUDY: THE SCHOOL FOR QUALITY EDUCATION IN
AMERICA
In 1995, the American Education Society realised that the
current education system did not focused on quality education
and its continuous improvement. Some of them suggested
that proper implementation of TQM could be the best possible
philosophy for creating a new education system which would
suit the 21st century, rather than depending on the factory-
based system of schooling in most of the countries of the
world.
This new type of education system is mainly based on the
four pillars of TQM:
Customer and supplier relation
● In this, the whole school system must be focused on building
proper relations between people. The people may belong either
inside or outside the school. In the system, students play the dual
role of both customer and supplier.
● As a supplier, students pursue their individual growth with
continuous feedback to the teachers, which will also improve
teacher’s skills.
● As a customer, a student can expect a high quality of teaching with
complete facilities and security of study in the school. In this kind
of system, exam and test results are indicative of the faculty’s
success through students’ performance.
This new type of education system is mainly based on the
four pillars of TQM:
Continuous improvement
● This involves inch by inch improvement through proper
collaboration of teaching staff and students. In this, both the
teacher and the student groups act as a mutual support system at
academic and personal level on a continuous basis.
● By implementing the PDSA cycle within the organisation, this type
of continuous improvement can be possible.
This new type of education system is mainly based on the
four pillars of TQM:
Process/system approach
● This approach is based on Deming’s theory, which stated that 80%
of things that have gone wrong within an organisation are the
result of the entire system.
● Individual contributions of the teachers and the students are
necessary, but this could not succeed without proper support of
the top administration, parents, and business leaders.
This new type of education system is mainly based on the
four pillars of TQM:
Consistent quality leadership
● This is the most critical pillar for developing a new education
system based on TQM. The complete success of any system
depends on its top management capability of creating a
competitive and innovative work environment.
● In the school system, e-learning and online teacher meetings can
be seen as one of the initiatives in this direction.
● By implementing kaizen philosophy with people and innovation,
this can be achieved easily.
SIX SIGMA
DMAIC Roadmap
KAIZEN
Kaizen is a Japanese word which means continuous improvement of the process,
work culture, and other aspects of the organization for continuous quality
improvement. One of the important concepts of Kaizen is the ongoing, endless
continuous improvement process.
