Vincent A Ssembatya

Quality: Fitness for purpose; conforming to preset products and process (ISO 9000) standards; products and services

meeting needs/satisfaction of customers

Quality Assurance: All policies and processes directed at ensuring enhancement of quality and standards of

educational provision

DEFINITIONS

quality planning,quality control,

quality assurance and quality improvement.

QUALITY MANAGEMENT HAS FOUR MAIN COMPONENTS:

Quality management is focused not only on product/service quality, but also the means to achieve it. Quality management

uses quality assurance and control of processes as well as products to achieve more consistent quality.

QUALITY MANAGEMENT CONTINUED

Quality management is a recent phenomenon. Advanced civilizations that supported the arts and crafts allowed clients to

choose goods meeting higher quality standards than normal goods.

Musket Production: The aim was to produce large numbers of the same goods – the model of assembly lines.

QUALITY MANAGEMENT EVOLUTION

The next step forward sought to improve industrial efficiency and led to the foundation for quality management, including aspects like standardization

and adopting improved practices; This further led to production against lower cost with increased efficiency.

W. Edwards Deming later applied statistical process control methods in the United States during World War II, thereby successfully improving quality in the manufacture of munitions and other strategically important products.

QM EVOLUTION

Demming’s philosophy may be interpreted by learning and understanding the deeper insights and include:

Break down barriers between departmentsManagement should learn their responsibilities, and take on

leadershipImprove constantly

Institute a programme of education and self-improvement

DEMMING PHILOSOPHY

In the 1950s and 1960s, Japanese goods were synonymous with cheapness and low quality, but over time their quality initiatives began to be successful,

with Japan achieving very high levels of quality in products from the 1970s onward.

DEMMING CONTINUED

The ISO 9000 series of standards are probably the best known International standards for

quality management.

ISO 9000 SERIES

Quality management adopts a number of management principles[3] that can be used by top management to guide their organizations towards improved

performance. The principles include:

Customer focusSince the organizations depend on their customers, therefore they should:

understand current and future customer needs, should meet customer requirements and try to exceed the expectations of customers.

An organization attains customer focus when all people in the organization know both the internal and external customers and also what customer requirements must be met to ensure that both the internal and external

customers are satisfied.

PRINCIPLES FOR ISO 9001:2008

Leadership

Leaders of an organization establish unity of purpose and direction of it. They should go for creation and maintenance of such an internal

environment, in which people can become fully involved in achieving the organization's quality

objective.

Involvement of people

People at all levels of an organization are the essence of it. Their complete involvement enables

their abilities to be used for the benefit of the organization.

Process approachThe desired result can be achieved when activities and related

resources are managed in an organization as process. System approach to management

An organization's effectiveness and efficiency in achieving its quality objectives are contributed by identifying, understanding and

managing all interrelated processes as a system.

Continual improvementOne of the permanent quality objectives of an organization should be the

continual improvement of its overall performance. Factual approach to decision making

Effective decisions are always based on the data analysis and information.

Mutually beneficial supplier relationshipsSince an organization and its suppliers are interdependent, therefore a mutually beneficial relationship between them

increases the ability of both to add value.

There are many methods for quality improvement. These cover product improvement, process improvement and people based

improvement. In the following list are methods of quality management and techniques that incorporate and drive quality

improvement:

QUALITY IMPROVEMENT

1.PDCA — plan, do, check, act cycle for quality control purposes. (Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.2.TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational

processes. 3.BPR — business process reengineering, a management

approach aiming at 'clean slate' improvements (That is, ignoring existing practices).

QUALITY IMPROVEMENT

PDCA

QUALITY

Quality AssuranceSystem

PLAN - identify problems faced, plan solution

DO changes on a small scale first to test whether they will work

ACT to get the greatest benefit from changes: Implement on a large scale if successful

CHECK to see if changes are working: achieving desired improvements

There is need to consider carefully which quality improvement methods to adopt.

It is important not to underestimate the people factors, such as culture, in selecting a quality improvement approach. Any improvement (change) takes time to

implement, gain acceptance and stabilize as accepted practice. Improvement must allow pauses between

implementing new changes so that the change is stabilized and assessed as a real improvement, before

the next improvement is made (hence continual improvement, not continuous improvement).

Improvements that change the culture take longer as they have to overcome greater resistance to change. It

is easier and often more effective to work within the existing cultural boundaries and make small

improvements than to make major transformational changes.

On the other hand, transformational change works best when an enterprise faces a crisis and needs to make

major changes in order to survive.

•Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the purposeful change of a process to improve the reliability of achieving an outcome.

•Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome.

•Quality Assurance is the planned or systematic actions necessary to provide enough confidence that a product or

service will satisfy the given requirements.

QUALITY TERMS

Promote confidence in:Quality of academic provision (Teaching

and Learning, Research and KTP)Standard of awards of Makerere

UniversityMeasures taken to safeguard, enhance and effectively manage quality assurance

system

THE MISSION OF MAKERERE UNIVERSITY QUALITY ASSURANCE SYSTEM

Establish an efficient and effective QA policy and strategy

Establish an efficient and effective QA systemEnsure effective staff and student performance

Provide leadership in the transformation of core QA business processes

STRATEGIC OBJECTIVES

ELEMENTS OF A QUALITY ASSURANCE SYSTEM

PROCESSESINPUTSQUALITY OUTPUTS

Organizational leadership & management

Personnel: Training

Standards

Assessment

Documentation

Su

pp

liers

Cu

stom

ers

Rewards

FacilitiesProgramsProcesses

Financial resourcesStaff

StudentsManagement

Government supportAll are important. A chain is as strong as its

weakest link

QUALITY ASSURANCE SYSTEM

Thank you