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Chapter 6 QUALITY ASSESSMENT

Chapter 6 QUALITY ASSESSMENT

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Lan Nguyễn
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35 views23 pages

Chapter 6 QUALITY ASSESSMENT

Chapter 6 QUALITY ASSESSMENT

Uploaded by

Lan Nguyễn
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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LOG

QUẢN TRỊ CHẤT LƯỢNG


QUALITY MANAGEMENT
mynt@uef.edu.vn
LOGO

Chapter 6: QUALITY ASSESSMENT

6.1 Performance measurement and


improvement cycle
6.2 Implementation of performance
measurement
6.3 Introduction to benchmarking
Performance measurement and LOGO
improvement cycle
In the new business management model, the role of evaluation
shifts from punishment to support from finding problems
with errors to finding ways to improve.
Systemic factors determine employee attitude change.
To improve the system, managers must first know what state
it is in. Wrong where? This is the purpose of quality system
assessment.
Performance measurement and LOGO
improvement cycle

Traditionally, performance measures and indicators have


been derived from cost-accounting information, often
based on outdated and arbitrary principles.
These provide little motivation to support attempts to
introduce TQM and, in some cases, actually inhibit
continuous improvement because they are unable to map
process performance.
Performance measurement and LOGO
improvement cycle
In the organization that is to succeed over the long term,
performance must be measured by the improvements seen by
the customer. In the cycle of never ending improvement,
measurement plays an important role in:
• Tracking progress against organizational goals.
• Identifying opportunities for improvement.
• Comparing performance against internal standards.
• Comparing performance against external standards.
Performance measurement and LOGO
improvement cycle

Some common problems when implementing a performance


measurement system:
▪Generates irrelevant or misleading information.
▪Creating financial measures too late, or taking remedial action
too late
▪Does not take into account the customer's point of view,
both internally and externally.
▪Distort management's understanding of how effective the
organization is in executing its strategy.
▪Promote behavior that undermines achievement of
strategic goals
Performance measurement and LOGO
improvement cycle
TQM stresses the need to start with the process for
fulfilling customer needs. The critical elements of a good
performance measurement framework (PMF) are:
▪Leadership and commitment.
▪Full employee involvement.
▪Good planning.
▪Sound implementation strategy.
▪Measurement and evaluation.
▪Control and improvement.
▪Achieving and maintaining standards of excellence.
Performance measurement and LOGO
improvement cycle

European Foundation for Quality Management (EFQM)


LOGO

Implementation of performance measurement


requires you to have specific objectives:
▪Employees should be aware that their work will be
evaluated against these goals.
▪Providing employees with targets gives them a
blueprint to trace as they deliver their duties.
Implementation of LOGO
performance measurement

All critical parts of the process must be


measured, and it is often better to start with simple
measures and improve them. There must be
recognition of the need to distinguish between
different measures for different purposes.
LOGO

https://hrdevelopmentinfo.com/performance-measurement/
LOGO
Introduction to benchmarking
Benchmarking is the process of continuously
comparing and measuring an organization
against its own past performance or comparing its
performance to that of another comparable
organization. A benchmarking practice provides
information that will help an organization take
action to improve its own performance.
LOGO
Introduction to benchmarking
Benchmarking allows you to compare your data
with aggregated industry data from other
companies that share their data. This provides
valuable context, helping you set meaningful
goals, gain insight into ongoing trends across the
industry, and learn how you're performing
compared to the competition.
LOGO
Introduction to benchmarking
LOGO
Introduction to benchmarking
There are many drivers for benchmarking including
the external ones:
▪Customers continually demand better quality,
lower prices, shorter lead times, etc.
▪Competitors are constantly trying to get ahead
and steal markets
▪Legislation – changes in our laws place ever
greater demands for improvement.
LOGO
Introduction to benchmarking
The purpose of benchmarking then is predominantly to:
▪Change the perspectives of executives and managers
▪Compare business practices with those of world class
organizations
▪Challenge current practices and processes
▪Create improved goals and practices for the
organization.
LOGO
Introduction to benchmarking
The evolution of benchmarking in an organization is
likely to progress through four focuses. Initially
attention may be concentrated on competitive
products or services, including design,
development and operational features. This should
develop into a focus on industry best practices
and may include aspects of distribution or service.
LOGO
Introduction to benchmarking
The real breakthroughs are when organizations focus
on all aspects of the in total business
performance, across all functions and aspects,
and addresses current and projected performance
gaps. This should lead to the focus on processes
and true continuous improvement.
LOGO

The final phase of the study will be a post-


completion review. This will give all the
participants and partners valuable feedback and
establish, above all else, what actions are required
to sustain improved performance. Best practice
databases may be created to enable further sharing
and improvement amongst participants and other
members of the organization.
LOGO
REVIEW
1. Explain why the measurement of capability is extremely
important ? Analyze two different aspects that are
related to each other in terms of quality
2. Explain the importance of Quality in all functions.
3. What is TQM? Why does culture play an important role
in quality management?
4. State reasons why quality is a top priority for most
organizations
5. What are customer requirements? What is quality,
quality of design ?
LOGO
REVIEW

1. Explain about core processes. Explain the difference between


quality control and quality assurance
2. The four Ps framework to move organizations successfully
forward
3. List and explain the important aspects of reputation
4. The impact of TQM on an organization
5. What are the requirements for managers to effectively lead an
organization?
LOGO
REVIEW
1. Explain what, why and how the leaders approach total
quality management?
2. Explain why the quality policy should be the concern of
all employees.
3. What and how the leader has to do to achieve
excellence in leadership is Total Quality Management.?
4. Explain why any organization needs a vision framework that
includes its guiding philosophy, core values and beliefs and
a purpose.
5. Explain why the Chief executives of organization should
accept the responsibility for and commitment to a quality
policy
LOG
O

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