Unit 1 – Preparation for Assessment

Edexcel Level 7 Handbook http://

www.edexcel.com/migrationdocuments/BTEC%20Professional%20Qualifications/BA035144-BTEC-Prof-L7-AssMgt-Issue2.pdf

Quality: Definition Evolution of quality management including quality

gurus and their contribution Measuring quality Concepts of product quality and service quality Principles of quality management eg Crosby

including importance of identifying requirements Different focal points in quality(inputs, process and

outputs) Techniques for achieving quality including

benchmarking Self-assessment and best practice The relationship between assessment and quality

Quality?

Historical Aspects of Quality

     Edward Deming Postulated Statistical QUALITY Control Principles 14 Points of QUALITY Management these Principles successfully adapted by Japanese Manufactures 

     William Crosby Emphasized Humanistic Behavioral Aspects of QUALITY Improvement Becoming More Important Now

     Joseph Juran's QUALITY Trilogy A. QUALITY Planning

Set of QUALITY Goals Set Plans for Operations Based on these Goals 

B. QUALITY Control Responsible for Meeting QUALITY Goals Prevent Adverse Changes Set and Observe

       Performance Measures        Compare with Industry Standards        Benchmarking  

C. QUALITY Improvement Moving from Current Level to the Next Higher Level Organize Teams, Train Operators to identify and Correct QUALITY Problems

Historical Aspects of Quality

Quality Definition(s)

As Specified by Joseph Juran, Quality is the fitness of use i.e. it is the value of the goods and services as perceived by the supplier, producer and customer. The measure also pertains to the degree to which products and services conform to specifications, requirements and standards at an acceptable price.

Quality Definition(s)

Some of the definitions of the term ‘Quality', provided by quality gurus are as follows: Quality is fitness for use (JURAN) Quality is conformance to requirements (CROSBY)   The efficient production of the quality that the market expects

(DEMING) Quality is what the customer says, it is (FEIGENBAUM) Quality is the loss that a product costs to the society after being

shipped to the customer (TAGUCHI) The totality of features and characteristics of a product or services

that bear on its ability to satisfy stated or implied needs of the customers (ASQC)

A quality system is the agreed on company wide and plant wide operating work structure, documented in effective, integrated,  technical and managerial procedures for guiding the co-coordinated actions of people, the machines, or the information of company in the best and most practical ways to assume customer quality satisfaction and economical costs of quality. (FEIGENBAUM)

What is quality - Definition

Concept of Product QualityDimensions of Product Quality As prescribed by Garvin, the eight dimensions of quality

are:      Performance          (will the product do the intended

job?)      Reliability                (how often the product fails?)      Durability                 (how long the product lasts?)      Serviceability          (how easy is to repair the

product?)      Aesthetics              (what does the product look like?)      Features                 (what does the product do?)      Perceived quality   (what is the reputation of a

company or its products?)

Concept of Service Quality Dimensions of Service Quality      Reliability      Responsiveness      Competence      Courtesy      Communication      Credibility      Security

Three Aspects of Quality - linkage

Quality of Design: Consumer's Perspective

The product must be designed to meet the requirement of the customer. The product must be designed right first time and every time and while designing all aspects of customer expectations must be incorporated into the product. The factors need to consider while designing the product are:

Type of product      Cost      Profit policy of the company      Demand      Availability of the parts

Quality of Conformance: Manufacturer's Perspective

The product must be manufactured exactly as designed. The activities involved at this stage include: defect finding, defect prevention, defect analysis, and rectification.  The difficulties encountered at the manufacturing stage must be conveyed to the designers for modification in design, if any. The two-way communication between designer and manufacturing may help to improve the quality of the product.

Quality of Performance

The product must function as per the expectations of the customer. The two way communication between designers and customer is the key to have a quality product.

Service Quality Gap Model The gap model (also known as the "5 gaps

model") of service quality is an important customer-satisfaction framework.

Service Quality Gap Model

Service Quality Gap Model The five gaps that organizations should measure, manage and minimize: Gap 1 is the distance between what customers expect and what managers

think they expect - Clearly survey research is a key way to narrow this gap. Gap 2 is between management perception and the actual specification of

the customer experience - Managers need to make sure the organization is defining the level of service they believe is needed.

Gap 3 is from the experience specification to the delivery of the experience - Managers need to audit the customer experience that their organization currently delivers in order to make sure it lives up to the spec.

Gap 4 is the gap between the delivery of the customer experience and what is communicated to customers - All too often organizations exaggerate what will be provided to customers, or discuss the best case rather than the likely case, raising customer expectations and harming customer perceptions.

Finally, Gap 5 is the gap between a customer's perception of the experience and the customer's expectation of the service - Customers' expectations have been shaped by word of mouth, their personal needs and their own past experiences. Routine transactional surveys after delivering the customer experience are important for an organization to measure customer perceptions of service.

Principles of Quality management Eg Crosby including importance of identifying

requirements

Models

Crosby's four absolutes of quality Philip Crosby is best known for developing the

quality improvement process zero defects and for his philosophy that quality is free. His four absolutes outline his unambiguous approach to quality. 

Crosby's zero defects

Philip Crosby has an unambiguous approach to quality. In his view, good, bad, high and low quality are meaningless concepts, and the meaning of quality is 'conformance to requirements'. Non-conforming products are ones that management has failed to specify or control. The cost of non-conformance equals the cost of not doing it right first time, and not rooting out any defects in processes. 

Techniques for achieving quality including benchmarking, self-assessment and best practice

QAA – Framework and case studies Ofsted – Framework and Good practice

handout

Quality Control

Inspection, analysis and action applied to a portion of the product in a manufacturing operation to estimate overall quality of the product and determine what, if any, changes must be made to achieve or maintain the required level of quality.Quality control of a product can be viewed as a system which ensures

     Proper Planning      Right Design      Proper equipment      Proper Inspection      Corrective action 

Quality Systems

Quality standards

Quality circles - Definition A group of employees who meet voluntarily on a

regular basis, to discuss performance, and other problems, evident in their immediate working environment. A quality circle is usually made up of employees from the shopfloor, led by a supervisor. The group has responsibility for implementing solutions to identified problems. Participants are trained in the necessary leadership, problem solving and decision-making skills to enable them to contribute fully to the group. The quality circle is a form of employee involvement derived from a Japanese idea widely adopted in the UK in the late 1970s. However, by the end of the 1980s many organisations had abandoned the idea.

Critical appraisal of current approaches to managing quality 6 sigma EFQM

6 Sigma - Definition Six Sigma is an approach to improving

efficiency and quality by measuring defects or variations in manufacturing and business processes. It compares the output of a process to customer requirements and uses detailed process analysis and statistical tools to understand the root causes of process variation. Six Sigma aims to reduce variations or defects so as to streamline processes and eliminate waste. The use of Six Sigma creates value for the customer through a systematic approach to continuous improvement, process improvement and process redesign.

6 Sigma - Checklist Distribute printed Handout.

EFQM excellence model

The EFQM model is a non-prescriptive framework for understanding the connections between what an organisation does, and the results it is capable of achieving.

EFQM Excellence model

EFQM 5 enablers and 4 results

Quiz External quality systems

Quiz External quality systems

The Principles of TQM

Put the customers first

Quality Control Definition An inspection system for ensuring pre-

determined quality standards are being met. Quality control measures the progress of an activity towards its finished state through a quality inspection, and checks and identifies non conformance.

Quiz - Self AssessmentDistribute Handout.

Leader videosIf you don't have quality products, you don't have a companySpeaker: Stuart, Tori

Profit isn't the only thing companies have at stake. Tori Stuart shares the story of why credibility and product quality outweigh short-term losses.

Quality is what sellsSpeaker: Waterman, Pete

Pricing is of course important – but it's quality that sells the most in the long run. Pete Waterman explains the bottom-line importance of quality in the success of a corporation.

Quality and TQM Total quality management

It include putting the customer first, viewing activities as processes and continuous improvement.  

What is quality?

The scope of popular quality standards - ISO9000 - are outlined, along with the EFQM excellence model. 

What’s the difference between ISO 9000 &  9001? With thousands of ISO standards out there,

sometimes it's difficult to understand the difference between them all.

ISO 9000 family, leading to the ISO 9001 standard, which covers the requirements of a Quality Management System.

What’s the difference between ISO 9000 &  9001? ISO 9000 is a family of standards focused on

quality management, put together through input from a wide spectrum of organisations and experts both in the public and private sectors. The ISO 9000 suite is intended to help organisations, no matter what size or industry, to become better managed, more efficient and more customer-focused.

What’s the difference between ISO 9000 &  9001? ISO 9000 is based around eight Quality

Management Principles: Customer focus Leadership Involvement of people Process approach System approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relationships

What’s the difference between ISO 9000 &  9001? ISO 9000 is based around eight Quality

Management Principles: Customer focus Leadership Involvement of people Process approach System approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relationships

What’s the difference between ISO 9000 &  9001? ISO 9000 Certification ISO 9000 is a family of quality management

standards. The family includes guidance documents, and most importantly ISO 9001:2008, which sets out the requirements of a Quality Management System. Crucially, ISO 9001:2008 is the only standard in the ISO 9000 family which an organisation can become certified to.

What’s the difference between ISO 9000 &  9001?ISO 9000 certification in summary... Suits all types of businesses, large or small Improves business processes and reduces re-

work Proven to help win and retain business

What’s the difference between ISO 9000 &  9001?ISO 9000 certification in summary... Suits all types of businesses, large or small Improves business processes and reduces re-work Proven to help win and retain business

ISO 9001:2008 ISO 9001:2008 sets out the requirements for a

functioning Quality Management System (QMS). There is a strong focus on the customer, defining responsibilities and continual improvement. By sourcing an external Certification Body to verify you have met the standard's requirements, you can send a strong message to clients and other stakeholders that quality is core to your organisation.

Quality Assurance in Assessment

Principles for understanding, applying and sharing standards in assessment BtC5:

quality assurance and moderation, identifies the following key principles which should underpin local and national approaches to understanding, applying and sharing standards in assessment for Curriculum for Excellence.

Approaches to quality assurance and moderation should:

1. provide the opportunity for teachers to collaborate and participate in professional dialogue and collegiate working

2. ensure that learning, teaching and assessment are planned in a coherent way and that assessment is valid and reliable

3. be fit for purpose and proportionate with processes articulating across stages and sectors

4. be manageable and the methods used accessible and easily arranged with ongoing professional dialogue as a key component and

5. promote capacity building of assessment expertise, professional learning and development and quality improvement as integral to quality assurance processes.

Vocational Vs Non-vocational

Figure explores the horizontal Academic/Non-Vocational, Professional/Vocational axis in more detail, and highlights the different expectations and the different assessment methods that might be available.

Vocational Vs Non-vocational For example, in vocational, professionally-focused

courses, there has been, traditionally, little emphasis on academic abilities and achievements. Students are judged on their ability to ‘walk the walk’ i.e. to be a successful and skilled performer.

As the courses become more academic, students are expected to perform well both vocationally and academically i.e.’ walk the walk’ AND ‘talk the talk’. The nearer one gets to the academic, non-vocational end of that particular axis, the more academic ability and skills start to dominate i.e. the students’ ability to demonstrate and articulate their knowledge and understanding in written and aural formats (e.g. examination, essay and viva)

Vocational Vs Non-vocational

Feedback in Assessment Feedback is a vital part of the assessment

process and is an essential part of;• Marking and grading• Learning• All assessment processes• Feeding forward• Evaluating and measuring student performance• The conduct of assessment practices and processes

• Student conduct in assessment• Improving students learning• Improving assessment processes• Improving course and programme design• Improving and enhancing teaching and learning

Assessment policies and proceduresQAA chapter B6 Audit a assessment policy of a organisation

against the QAA indicators and expectations. www.qaa

.ac.uk/en/Publications/Documents/quality-code-B6.pdf

Distribute link.

Continuous Improvement

Definition Continuous improvement is an ongoing effort

to improve products, services or processes. These efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once

Continuous Improvement

Among the most widely used tools for continuous improvement is a four-step quality model—the plan-do-check-act (PDCA) cycle, also known as Deming Cycle or Shewhart Cycle:

Plan: Identify an opportunity and plan for change.

Do: Implement the change on a small scale. Check: Use data to analyze the results of the

change and determine whether it made a difference.

Act: If the change was successful, implement it on a wider scale and continuously assess your results. If the change did not work, begin the cycle again.

Continuous Improvement

Other widely used methods of continuous improvement — such as Six Sigma,  and Total Quality Management —

For more information visit the link given below

http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html

Assessment Policies and Procedures QAA Quality code Assessment policy templates from Edexcel

and Roehampton University

Task Critical evaluation of policies and procedures

in use in organisations

Assessment policies and procedures

Assessment policies and procedures :

Definitions, purpose and scope of assessment policies and procedures

Assessment policies and procedures

Characteristics of an effective assessment Policy;

The purpose of assessment is to gather reliable information for teachers to make informed judgments about the progress of students against specific task criteria and achievement against common standards.

Assessment policies and procedures

Process for developing an assessment policy:

This assessment policy supports the assessment regulations by highlighting the key principles on which assessment is based. It supports staff, students and external examiners engaged in the assessment process.

Assessment policies and procedures

Developing assessment

Assessment strategies, including methods for the aggregation of marks and grades and rules relating to progression, final awards and classification, are agreed and reviewed through the college programme approval and review procedures.

Assessment policies and procedures

Assessment guidelines should include:

An explanation of how the particular assessment relates to the learning outcomes and skills requirements of the module. Where only some of the learning outcomes of a module are being assessed by a particular task this should be made clear.

Assessment policies and procedures

Process for developing an assessment procedure :

Feedback encompasses a marker’s comments on a student’s performance in an assessment component, including comments on their mark. Feedback may be given on summative or formative work.

Assessment policies and procedures

Feedback should:

Promote learning, enabling students to learn from the assessment and improve their performance in subsequent assessments.

Suggest improvement strategies

References