ASSAIGNMENT TOPIC: UNIT 8: MANAGING QUALITY

SUBJECT: Educational Monitoring, Evaluation And Quality Management

GROUP MEMBERS: QAISER - RAFIQ

MUHAMMAD – SHARAZ MUTAHAR - ABBAS

I.

MANAGING QUALITY Managing quality can be a process must be

properly managed to achieve quality standards. Quality management is concerned with controlling activities with the aim of ensuring that products and services are fit for their purpose and meets the specifications

APPROACHES TO MANAGING QUALITY

There are two alternative approaches to managing quality

Quality controlQuality Assurance

WHET IS QUALITY ASSURANCE AND QUALITY CONTROL

Although QA and QC are closely related concepts, and are both aspects of quality management, they are fundamentally different in their focus:

Quality Assurance is process oriented and focuses on defect prevention, while

quality control is product oriented and focuses on defect identification.

1.QUALITY CONTROL

A definition of quality control is: The process of inspecting products to ensure

that they meet the required quality standards This method checks the quality of completed

products for faults. Quality inspectors measure or test every product, samples from each batch, or random samples – as appropriate to the kind of product produced. 

The main objective of quality control is to ensure that the business is achieving the standards it sets for itself.

QUALITY ASSURANCE

A definition of quality assurance is: The processes that ensure production quality meets

the requirements of customers This is an approach that aims to achieve quality by

organizing every process to get the product ‘right first time’ and prevent mistakes ever happening. This is also known as a ‘zero defect’ approach.

In quality assurance, there is more emphasis on ‘self-checking’, rather than checking by inspectors. 

COMPARISON BETWEEN QUALITY ASSURANCE AND QUALITY CONTROL

Quality Assurance Quality Control

A medium to long-term process; cannot be implemented quickly

Can be implemented at short-notice

Focus on processes – how things are made or delivered

Focus on outputs – work-in-progress and finished goods

Achieved by improving production processes

Achieved by sampling & checking (inspection)

Targeted at the whole organisation Targeted at production activities

Emphasises the customer Emphasises required standards

Quality is built into the product Defect products are inspected out

UNIVERSAL STANDARDS OF QUALITY MANAGEMENT

ISO( international organization for standardization) there are eight principles for a quality management Principle

Principle 1- Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplierrelationships

WHAT IS ISOISO stands for ( international organization for

standardization). ISO (International Organization for Standardization) is an

independent, non-governmental membership organization The International Organization for Standardization (ISO) is

an international standard-setting body composed of representatives from various national standards organizations.

Founded on 23 February 1947, the organization promotes worldwide proprietary, industrial and commercial standards. It is headquartered in Geneva, Switzerland, and working in 162 countries.

CONT....ISO has published more than 

19 500 International Standards covering almost every industry, from technology, to food safety, to agriculture , healthcare and management . ISO International Standards impact everyone, everywhere

WHAT IS STANDERD? A standard is a document that provides

requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose. We published over 19 500 International Standards that can be purchased from the ISO store or from our members

HOW DOES ISO DEVELOP STANDARDS?

An ISO standard is developed by a panel of experts, within a technical committee. Once the need for a standard has been established, these experts meet to discuss and negotiate a draft standard. As soon as a draft has been developed it is shared with ISO’s members who are asked to comment and vote on it. If a consensus is reached the draft becomes an ISO standard, if not it goes back to the technical committee for further edits

KEY PRINCIPLES IN STANDARD DEVELOPMENT

1. ISO standards respond to a need in the market

2. ISO standards are based on global expert opinion

3. ISO standards are developed through a multi-stakeholder process

4. ISO standards are based on a consensus

KEY PRINCIPLES IN STANDARD DEVELOPMENT

1. ISO standards respond to a need in the marketISO does not decide when to develop a new standard,

but responds to a request from industry or other stakeholders such as consumer groups. Typically, an industry sector or group communicates the need for a standard to its national member who then contacts ISO.

CONTI.. 2. ISO standards are based on global expert opinion ISO standards are developed by groups of experts

from all over the world, that are part of larger groups called technical committees. These experts negotiate all aspects of the standard, including its scope, key definitions and content.

CONTI.. 3. ISO standards are developed through a multi-

stakeholder processThe technical committees are made up of experts from

the relevant industry, but also from consumer associations, academia, NGOs and government

CONTI. ..5. ISO standards are based on a

consensus

Developing ISO standards is a consensus-based approach and comments from all stakeholders are taken into account

INTERNATIONAL STANDARDS ARE DEVELOPED BY ISO TECHNICAL COMMITTEES (TC) AND SUBCOMMITTEES (SC)

by a six step process: Stage 1: Proposal stage Stage 2: Preparatory stage Stage 3: Committee stage Stage 4: Enquiry stage Stage 5: Approval stage Stage 6: Publication stage

STAGE 1: PROPOSAL STAGE

The first step in the development of an International Standard is to confirm that a particular International Standard is needed. A new work item proposal (NP) is submitted for vote by the members of the relevant TC/SC to determine the inclusion of the work item in the programme of work.

The proposal is accepted if a majority of the P-members of the TC/SC votes in favour and at least five P-members declare their commitment to participate actively in the project. At this stage a project leader responsible for the work item is normally appointed.

STAGE 2: PREPARATORY STAGE

Usually, a working group of experts, the chairman (convener) of which is the project leader, is set up by the TC/SC for the preparation of a working draft. Successive working drafts may be considered until the working group is satisfied that it has developed the best technical solution to the problem being addressed. At this stage, the draft is forwarded to the working group's parent committee for the consensus-building phase.

STAGE 3: COMMITTEE STAGE

As soon as a first committee draft is available, it is registered by the ISO Central Secretariat. It is distributed for comments and, if required, voting, by the P-members of the TC/SC. Successive committee drafts may be considered until consensus is reached on the technical content. Once consensus has been attained, the text is finalized for submission as a draft International Standard (DIS).

STAGE 4: ENQUIRY STAGE 

The draft International Standard (DIS) is circulated to all ISO member bodies by the ISO Central Secretariat for voting and comment within a period of five months. It is approved for submission as a final draft International Standard (FDIS) if a two-thirds majority of the P-members of the TC/SC are in favour and not more than one-quarter of the total number of votes cast are negative. If the approval criteria are not met, the text is returned to the originating TC/SC for further study and a revised document will again be circulated for voting and comment as a draft International Standard

STAGE 5: APPROVAL STAGE

The final draft International Standard (FDIS) is circulated to all ISO member bodies by the ISO Central Secretariat for a final Yes/No vote within a period of two months. If technical comments are received during this period, they are no longer considered at this stage, but registered for consideration during a future revision of the International Standard. The text is approved as an International Standard if a two-thirds majority of the P-members of the TC/SC are in favour and not more than one-quarter of the total number of votes cast are negative. If these approval criteria are not met, the standard is referred back to the originating TC/SC for reconsideration in the light of the technical reasons submitted in support of the negative votes received

STAGE 6: PUBLICATION STAGE

Once a final draft International Standard has been approved, only minor editorial changes, if and where necessary, are introduced into the final text. The final text is sent to the ISO Central Secretariat which publishes the International Standard. Review of International Standards (Confirmation, Revision, Withdrawal) All International Standards are reviewed at least once every five years by the responsible TCs/SCs. A majority of the P-members of the TC/SC decides whether an International Standard should be confirmed, revised or withdrawn

STANDARDS DETAILS:ISO( international organization for standardization) there

are eight principles for a quality management Principle Principle 1- Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplierrelationships

PRINCIPLE 1 – CUSTOMER FOCUS ORGANIZATIONS DEPEND ON THEIR CUSTOMERS AND THEREFORE SHOULD UNDERSTAND CURRENT AND FUTURE CUSTOMER NEEDS, SHOULD MEET CUSTOMER REQUIREMENTS AND STRIVE TO EXCEED CUSTOMER EXPECTATIONS.

KEY BANEFITS:Increased revenue and market share obtained through flexible and fast responses to market opportunities Increased effectiveness in the use of the organization’s resources to enhance customer satisfaction Improved customer loyalty leading to repeat business).

APPLYING THE PRINCIPLE OF CUSTOMER FOCUS TYPICALLY LEADS TO: Researching and understanding customer needs and expectations Ensuring that the objectives of the organization are linked to

customer needs and expectations Communicating customer needs and expectations throughout the

organization Measuring customer satisfaction and acting on the results Systematically managing customer relationships Ensuring a balanced approach between satisfying customers and

other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).

PRINCIPLE 2 – LEADERSHIP LEADERS ESTABLISH UNITY OF PURPOSE AND DIRECTION OF THE ORGANIZATION. THEY SHOULD CREATE AND MAINTAIN THE INTERNAL ENVIRONMENT IN WHICH PEOPLE CAN BECOME FULLY INVOLVED IN ACHIEVING THE ORGANIZATION’S OBJECTIVES.

Key benefits People will understand and be motivated towards the organization’s

goals and objectives Activities are evaluated, aligned and implemented in a unified way Miscommunication between levels of an organization will be

minimized.

APPLYING THE PRINCIPLE OF LEADERSHIP TYPICALLY LEADS TO: Considering the needs of all interested parties including

customers, owners, employees, suppliers, financiers, local communities and society as a whole

Establishing a clear vision of the organization’s future Setting challenging goals and targets Creating and sustaining shared values, fairness and ethical role

models at all levels of the organization

CONT...

Establishing trust and eliminating fear Providing people with the required resources, training

and freedom to act with responsibility and accountability Inspiring, encouraging and recognizing people’s

contributions.

PRINCIPLE 3 – INVOLVEMENT OF PEOPLE AT ALL LEVELS ARE THE ESSENCE OF AN ORGANIZATION AND THEIR FULL INVOLVEMENT ENABLES THEIR ABILITIES TO BE USED FOR THE ORGANIZATION’S BENEFIT

Key benefits Motivated, committed and involved people

within the organization • Innovation and creativity in furthering the

organization’s objectives• People being accountable for their own

performance • People eager to participate in and contribute to

continual improvement.

APPLYING THE PRINCIPLE OF INVOLVEMENT OF PEOPLE TYPICALLY LEADS TO:

People understanding the importance of their contribution and role in the organization

People identifying constraints to their performance People accepting ownership of problems and their responsibility

for solving them People evaluating their performance against their personal goals

and objectives People actively seeking opportunities to enhance their

competence, knowledge and experience People freely sharing knowledge and experience People openly discussing problems and issues.

PRINCIPLE 4 – PROCESS APPROACH A DESIRED RESULT IS ACHIEVED MORE EFFICIENTLY WHEN ACTIVITIES AND RELATED RESOURCES ARE MANAGED AS A PROCESS.

Lower costs and shorter cycle times through effective use of resources

Improved, consistent and predictable results • Focused and prioritized improvement opportunities.

APPLYING THE PRINCIPLE OF PROCESS APPROACH TYPICALLY LEADS TO:

Systematically defining the activities necessary to obtain a desired result

Establishing clear responsibility and accountability for managing key activities

Analysing and measuring of the capability of key activities Identifying the interfaces of key activities within and between the

functions of the organization Focusing on the factors – such as resources, methods, and

materials – that will improve key activities of the organization Evaluating risks, consequences and impacts of activities on

customers, suppliers and other interested parties.

PRINCIPLE 5 – SYSTEM APPROACH TO MANAGEMENT IDENTIFYING, UNDERSTANDING AND MANAGING INTERRELATED PROCESSES AS A SYSTEM CONTRIBUTES TO THE ORGANIZATION’S EFFECTIVENESS AND EFFICIENCY IN ACHIEVING ITS OBJECTIVES.

Key benefits Integration and alignment of the processes that will best achieve the

desired results Ability to focus effort on the key processes Providing confidence to interested parties as to the

consistency, effectiveness and efficiency of the o organization.

APPLYING THE PRINCIPLE OF SYSTEM APPROACH TO MANAGEMENT TYPICALLY LEADS TO: Structuring a system to achieve the organization’s objectives in

the most effective and efficient way Understanding the interdependencies between the processes of

the system Providing a better understanding of the roles and responsibilities

necessary for achieving common objectives and thereby reducing cross-functional barriers

CONT...

Understanding organizational capabilities and establishing resource constraints prior to action

Targeting and defining how specific activities within a system should operate

Continually improving the system through measurement and evaluation.

PRINCIPLE 6 – CONTINUAL IMPROVEMENT CONTINUAL IMPROVEMENT OF THE ORGANIZATION’S OVERALL PERFORMANCE SHOULD BE A PERMANENT OBJECTIVE OF THE ORGANIZATION.

Key benefits: Performance advantage through improved organizational

capabilities Alignment of improvement activities at all levels to an

organization’s strategic intent Flexibility to react quickly to opportunities

APPLYING THE PRINCIPLE OF CONTINUAL IMPROVEMENT TYPICALLY LEADS TO:

Employing a consistent organization-wide approach to continual improvement of the organization’s performance

Providing people with training in the methods and tools of continual improvement

Making continual improvement of products, processes and systems an objective for every individual in the organization

Establishing goals to guide, and measures to track, continual improvement/

PRINCIPLE 7 – FACTUAL APPROACH TO DECISION MAKING EFFECTIVE DECISIONS ARE BASED ON THE ANALYSIS OF DATA AND INFORMATION

Informed decisions An increased ability to demonstrate the effectiveness of past

decisions through reference to factual records Increased ability to review, challenge and change opinions and

decisions.

APPLYING THE PRINCIPLE OF FACTUAL APPROACH TO DECISION MAKING TYPICALLY LEADS TO:

Ensuring that data and information are sufficiently accurate and reliable

Making data accessible to those who need it

Analyzing data and information using valid methods

Making decisions and taking action based on factual analysis, balanced with experience and intuition.

PRINCIPLE 8 – MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS AN ORGANIZATION AND ITS SUPPLIERS ARE INTERDEPENDENT AND A MUTUALLY BENEFICIAL RELATIONSHIP ENHANCES THE ABILITY OF BOTH TO CREATE VALUE

]Key benefits:

Increased ability to create value for both parties

Flexibility and speed of joint responses to changing market or customer needs and expectations

Optimization of costs and resources.

APPLYING THE PRINCIPLES OF MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS TYPICALLY LEADS TO:

Establishing relationships that balance short-term gains with long-term considerations

Pooling of expertise and resources with partners Identifying and selecting key suppliers Clear and open communication

CONTI... Sharing information and future plans

Establishing joint development and improvement activities

Inspiring, encouraging and recognizing improvements and achievements by suppliers.

ISO AND CERTIFICATIONCertification... Certification can be a useful tool to add credibility,

by demonstrating that your product or service meets the expectations of your customers. For some industries, certification is a legal or contractual requirement.

ISO does not perform certification. IT develop International Standards, not involved in their certification, and do not issue certificates. This is performed by external certification bodies, thus a company or organization cannot be certified by ISO.

HOW TO GET ISO CERTIFICATION? Looking to get certified?

ISO doesn’t provide certification or conformity assessment. You’ll need to contact an external certification body for that. the external bodies has their own procedure of certification, like documents analysis, pre testing, testing etc.

International Organization for Standardization (ISO) does not certify organizations itself. Numerous certification bodies exist,

BENEFITS OF ISO CERTIFICATION

Benefits of ISO 9001. The ISO 9001 quality management systems standard offers a wide variety of benefits to an organization. The quality standard is applicable to companies of any size or sector who is seeking to improve their internal management and operational processes.

ANY QUESTION