Estabilish Quality Standard
Estabilish Quality Standard
QUEENS COLLEGE
What exactly do we mean by the word quality? Does it mean excellence? Value for money?
Conformance to specifications? Doing as well as the best in the field? Getting it right the first
time? Meeting and exceeding customer expectations? Surprising and delighting customers?
Gaining a report or certificate that recognizes your service meets particular standards?
Depending on the circumstances, quality can mean all of these things. Quality is how each one
of us defines it.
Ultimately, quality is best regarded as the sum of what an organization’s consumers,
employees, board members, funding bodies and community believe it to be. Each organization
needs to define what quality means in conjunction with its consumers and stakeholders.
What is Quality?
□ The ongoing process of building and sustaining relationships by assessing, anticipating,
and fulfilling stated and implied needs.
□ Quality is the customers' awareness of the value of the suppliers' work output.
□ A product or process that is Reliable, and that performs its intended function is said to be
a quality product.
□ Quality is nothing more or less than the awareness the customer has of you, your
products, and your services!
Quality is the level of satisfaction with the effectiveness of awarding bodies and providers of education and training,
their products and services, established through conformity with standards and the achievement of excellence
demanded and contributed to by learners and other stakeholders.
NB.
• Quality services are those that provide responsive and reliable services
that meet individuals’ needs.
• Quality is meeting the needs and expectations of the consumer.
Benefits to having a quality system
Services that have integrated a quality system into how they work can achieve better outcomes
for consumers, staff, the organization, funding bodies and the community. The benefits may be
as follows.
For people with disabilities and their families:
• they are likely to get the service they need and want and to achieve better outcomes;
• greater confidence that the service is well run;
• greater opportunities to have a say and be involved in decision making about the
service they receive; and
• more confidence in the continuity and improvement of supports over time.
• People who use our service didn’t know what they wanted or how to ask
for it. We as the service provider tended to have control. Since we have
implemented Personal Outcome Measures they are asking us for things they
want all the time. They have more control over their lives and the services
they receive.
For managers:
• develops a culture of continuous improvement;
• more efficient and effective work processes. The service gets more things right the
first time;
• more time is spent on undertaking productive work rather than dealing with problems
and crisis;
• less time spent on non-productive accountability processes; and
• provides an opportunity to express the values of the organization and demonstrate
these to the community.
• Our quality system ensures that we consistently provide services at a high
standard throughout the program. It ensures that the supervisors are “out
there” in the homes and actually check what is happening. It provides
objective feedback to them and staff about what is happening. Everyone feels
more comfortable with getting feedback. It helps us to identify opportunities
for improving the services overall and at a house level.
Define quality system responsibilities, give quality system personnel the authority to
carry out these responsibilities, and ensure that the interactions between these personnel
are clearly specified. And make sure all of this is well documented. This requirement must
be met for those who:
• Manage quality system work.
• Perform quality system work.
• Verify quality system work.
Resources
Identify and provide the resources that people will need to manage, perform, and verify
quality system work. Make sure that:
• Only trained personnel are assigned.
• Managers have the resources they need to verify work.
• Internal auditors have the resources they need.
Management representative
Appoint a senior executive to manage your quality system and give him or her necessary
authority. This senior executive must ensure that your quality system is developed and
implemented. This executive must:
• Monitor the performance of your quality system.
• Control the performance of your quality system.
• Report on the performance of your quality system.
• Help improve the performance of your quality system.
• Act as your organization's spokesperson on quality.
Quality Control on the other hand is the physical verification that the product
conforms to these planned arrangements by inspection, measurement etc
Develop quality plans that show how you intend to fulfill quality system requirements.
You are expected to develop quality plans for products, processes, projects, and customer
contracts.
• Your quality plans should list the quality objectives you intend to achieve,
and the steps you intend to take to achieve these objectives.
• When you construct your quality plan, consider the following questions:
• Do you need to purchase any new equipment or instruments, or any
new inspection and test tools?
• Do you need to carry out any special training in order to fulfill all
quality system requirements?
• Do you need to improve design, production, testing, inspection,
installation, or servicing procedures?
• Do you need to improve your quality measurement and verification
procedures?
• Do you need to develop any new measurement methods or instruments?
• Do you need to clarify your organization's standards of acceptability?
• Do you need to develop any new documents, forms, reports, records, or
manuals?
• Do you need to allocate more resources in order to achieve the
required levels of quality?
Quality management standards
Quality management system (QMS) standards establish a framework for how a business
manages its key processes. They can help whether your business offers products or
services and regardless of your size or industry. They can also help new businesses start
off on the right foot by ensuring processes meet recognized standards, clarifying business
objectives and avoiding expensive mistakes.
To comply with the standard you'll first need to implement a QMS. Implementing a QMS
can help your business to:
ISO 9001:2008 is the key internationally agreed standard for quality management
systems. It is used by over 951,000 businesses in 175 countries worldwide The ISO
9001:2008 standard has four elements:
• management responsibility - ensuring top level management shows
commitment to the quality system and develops it according to customers' needs
and the business' objectives
• resource management - ensuring the people, infrastructure and work
environment needed to implement and improve quality systems are in place
• product realization - delivering what customers want, looking at areas such as
sales processes, design and development, purchasing, production or service
activities
• measurement, analysis and improvement - checking whether you have
satisfied customers by carrying out other measurements of your system's
effectiveness
The advantages of ISO 9001:2008 for your business can include:
• employees
• owners
• suppliers
• society in general
By measuring these groups' satisfaction with your business, you'll be able to assess whether you're
continuing to improve.
The ISO 9000 series, which includes 9001 and 9004, is based around eight quality management principles
that your senior managers should use as a framework for improvements to the business:
Survey implementation
How a survey is actually carried out in the field is the quality-determining step in the overall process.
Good and strong central organization of the survey at each site will help ensure quality. Each step (i.e.
printing questionnaires, making sample lists, enrolling subjects, sending out interviewer teams, daily
supervision in the field, and so on) should be planned and reviewed carefully for quality.Each site should
make a central survey implementation plan and a task calendar in which the details of the survey logistic
are laid out clearly. This plan should identify how many interviewers are needed to cover the identified
sample. It should take into account nonresponse, incomplete interviews and the survey team's presence in
a location.
1. Each survey team should have a supervisor that oversees and co-ordinates the work of the
interviewers, as well as providing on-site training and support. The ideal supervisor- interviewer ratio
varies between 1:5 to 1:10 depending on the country and different locations.
2. Supervisors should set out the daily work at the beginning of the workday with the interviewers and
review the results at the end of the day. In this review interviewers will brief their supervisors about
their interviews and results. Supervisors must examine the completed interviewers to make sure that
the interviewers' selection of the respondents in the household is accurate.
3. A daily logbook should be kept to monitor the progress of the survey work in every pilot country. The
elements to be recorded are:
- the number of respondents approached, interviews completed and incomplete interviews
- response, refusal and non-contact rates
4. The study sites may conduct a pilot survey at the beginning of the survey period, which should last
one or two days. The pilot should be used as a rehearsal for the main survey. The pilot period should
be evaluated critically and discussed with the project's consultants who will stay after the 3-day
training to support countries in conducting this pilot test. After these days of consultations with the
5. Printing and practical collation of questionnaires (e.g. color coding the two different questionnaire
versions) is helpful. All sites should send to ESCAP a copy of the printed documents.
6. Response rates should be monitored continuously and each center should employ a combination of
various strategies to increase participation in the survey and reduce nonresponse.
7. Call backs: survey teams should attempt up to three call backs. The average number of these callbacks
depends on the response rate and each center should examine the gain in each additional callback and
consult with project's consultants regarding the sufficient number for that particular country.
• Elements within the safety procedure are not appropriate (eg incorrect or ill-fitting
personal protective equipment).
• advances in technology
Quality is more important than we realize. Quality makes life what it is.
We as professionals in software are responsible for the quality of our products. Imagine yourself
typing a 5 page document and the application crashes without saving your work. Imagine as a
data entry operator after entering 50 fields losing the data by pressing a wrong key. What it does
to you? The faith placed in the product is shaken and you will be pretty scared to repeat the job
despite many reassurances. Faith once lost cannot be regained. As a software developer it may be
a mere bug to you. But to the user it is more than that. The quality of software depends on
putting quality at each stage of software development cycle.
Quality is not someone’s responsibility. It is everyone’s responsibility. A wrongly connected
transistor in 250 W music system can make it DUMB. A loosely fitted nut in a scooter can smash
the scooter. Quality at every stage of product development is essential for delivering a Quality
Product.
Quality belongs to none. Quality cannot be qualified or quantified. You have done some work.
There will always be a better way to do it. Quality is the BEST you can do. Imagine a painter -
he is never satisfied with his work. Every time he looks at the painting he will feel like adding
one line here and another there. He ponders, He wonders, He beautifies his creation. If we at our
professional arts of conceptualization design, coding, testing look at our work with such an
artistic eye Quality will be come naturally into our products. Continuous improvements, zeal
for perfection are needed to build QUALITY AT WORK. TOGETHER we can
MAKE it.
Principles
Individually and together community service organizations work toward:
• Availability and delivery of high quality services that is responsive to community needs
• Strong, inclusive communities that connect and support people
• Changes in policy and systems that result in more equity in the opportunities, resources and
quality of life available to people
• Continuous improvement of practice, management and governance in organizations.
Principles that support good practice in community service organizations: Respect for individuals
- valuing the dignity of individuals and respecting differences between them.
Equity in access - promoting and enabling access to services on the basis of need, irrespective of race,
cultural background, language, ability, financial means, religion or sexuality.
Participation - encouraging participation and involvement of clients in decision-making about services
they receive and in the wider community. Empowerment - building the capacity of people to exercise
choice, gain access to resources and achieve change in their situation.
Fairness and social responsibility - promoting equality of opportunity, rights and access to social and
economic wellbeing.
Recognizing cultural diversity - respecting and being sensitive to people from other cultural and
linguistic backgrounds and their community ties.
Respect for original culture and heritage - respecting the culture, history and the importance of
kinship and land to Aboriginal and Torres Strait Islander peoples.
Privacy and confidentiality - respecting and upholding rights to privacy and confidentiality in all
aspects of practice and management.
Quality of work environment - providing a safe, productive and comfortable environment for staff and
volunteers to work in.
Partnerships and collaboration - recognizing that working with others with similar goals will assist
individual organizations achieve their goals.
Quality and integrity of outcomes - being strategic, professional, transparent and
showing leadership in practice, management and governance.
Effective and strategic management
Effective and inclusive management structures and processes support the organization’s capacity to
achieve its goals and directions. Features of good practice
• Management structures are well-defined and their effectiveness is monitored and actively considered.
• Managers and staff in the organization are aware of their roles and responsibilities.
• Levels of decision-making, reporting arrangements and delegations are clear.
Effective risk management starts with a commitment to health and safety from those who
operate and manage the business or undertaking. You also need the involvement and
cooperation of your workers, and if you show your workers that you are serious about health and
safety they are more likely to follow your lead.
A safe and healthy workplace does not happen by chance or guesswork. You have to think about
what could go wrong at your workplace and what the consequences could be. Then you must do
whatever you can (in other words, whatever is ‘reasonably practicable’) to eliminate or
minimize health and safety risks arising from your business or undertaking.
This process is known as risk management and involves the four steps set out in this Code :
• identify hazards - find out what could cause harm
• assess risks if necessary - understand the nature of the harm that could be caused by the
hazard, how serious the harm could be and the likelihood of it happening
• control risks - implement the most effective control measure that is reasonably
practicable in the circumstances
• review control measures to ensure they are working as planned.
HOW TO IDENTIFY HAZARDS
Identifying hazards in the workplace involves finding things and situations that could
potentially cause harm to people. Hazards generally arise from the following aspects of work
and their interaction:
• physical work environment
• equipment, materials and substances used
• work tasks and how they are performed
• work design and
management HOW TO
ASSESS RISKS
A risk assessment involves considering what could happen if someone is exposed to a hazard
and the likelihood of it happening. A risk assessment can help you determine:
• how severe a risk is
• whether any existing control measures are effective
• what action you should take to control the risk
• how urgently the action needs to be taken.
A risk assessment can be undertaken with varying degrees of detail depending on the type of
hazards and the information, data and resources that you have available. It can be as simple as a
discussion with your workers or involve specific risk analysis tools and techniques
recommended by safety professionals HOW TO CONTROL RISKS
OBJECTIVES
• Describe 5S and the benefits from 5S.
• Know the process and procedures in 5S.
• Know how to implement 5S in their work stations
• Champion the 5S Culture.
WHAT IS 5S?
5S means good housekeeping and workplace organization
• It is a concerted company-wide effort to maintain the workplace clean, orderly and well-
organized.
JAPANESE
5S ENGLISH TERM ACTION EFFECTS
WORD
Identify and eliminate all
1S SEIRI SORT
unnecessary items.
Set in Order/ Arrange necessary items in good
2S SEITON ACTIONS
SYSTEMATIZE order and easy access.
3S SEISO SWEEP
Clean your workplace thoroughly.
Maintain high standards of
housekeeping and workplace
4S SEIKETSU STANDARDIZE CULTURE
organization at all times.
Seri
5S = 2S = 3E Safety
Efficiency
Seiton Savings
Effectiveness
Seiso
Excellence
Seiketsu Shitsuke WHAT CAN
Practicing 5S brings benefit not only to the institution but also to the people who practice it.
• 5S makes your workplace more pleasant.
• 5S makes you work more efficiently.
• 5S improves your safety.
YOU GAIN FROM 5S?
Sort (Seiri) - This first step is where removing all unnecessary items from the workplace is the
focus. The most common and effective way of doing this is to attach 5S Red Tags to items no
longer thought to be needed. Questions to be asked during the red tag event are is this needed, if
it is needed, is this quantity necessary, if it is needed, does it need to be stored here? Everything
that's tagged is moved to a designated Red Tag area where someone with decision making
authority dispositions the material. the great benefit of an effective red tag Sort event is that it
frees up space, improves workflow, saves money by finding missing tools and equipment and
helps to create a safer work environment.
Set in Order (Seiton) - The second step of the 5S process focuses on efficient storage and
location methods. In simplest terms "a place for everything and everything in its
place”. Questions to be asked in this phase:
To effectively set things in order you can use marking tape, labeling systems, bins, magnets,
pouches, trash barrels, brooms, peg boards, clips, hangers and signs. The result of this process
makes for a much more organized workplace where folks know exactly where to find what they
need thus saving time and being more productive.
Shine (Seiso) - The third step focuses on cleaning up the place now that all the clutter and junk
has been removed. Obviously one benefit of this step is to make the workplace cleaner and
brighter where everyone will enjoy working. Another purpose is to keep everything working
properly, so that it’s ready to be used when needed. Cleaning needs to become part of daily work
habits which allows tools, equipment and work areas ready for use. The benefits of a clean work
environment are improved morale, defects become more obvious, improves safety by removing
dust, oil and dirt and increases machine maintenance as daily inspections increase. On the last
point, inspection occurs as a result of cleaning. One can’t help but inspect equipment or an area
that they’re cleaning.
Standardize (Seiketsu) - By implementing the fourth step of 5S, Standardize, we make sure
that the first three steps are maintained. By implementing standardization, we ensure that
ineffective conditions of the past don't resurface. one common solution for standardizing the
process is to develop a solid 5S Audit program where expectations and responsibilities are made
clear.
Sustain (Sustain) - The fifth step in the 5S journey is considered by many to be the most
difficult. This is the step required to make the other four steps part of your company culture of
continuous improvement.
5S in WORK STATIONS
VISIBLE RESULTS:
Decrease in the number of accidents and
close calls Proper storage improved
productivity
Greater people involvement in
improvement activities Better use of floor space
Early detection of problems High product quality
Decreases delay Low employee turnover Low
machine breakdown rates Detection system Zero
breakdown INVISIBLE RESULTS:
Happier employees with high morale. Happier cust