What is quality management?
Quality management ensures that an organisation’s products/services meet customer
requirements and standards.
It’s not about checking the end result but embedding quality throughout the process.
What is process management?
Process management involves designing, analysing, monitoring, and improving
workflows to maximize eCiciency, eCectiveness, and adaptibility.
Philip Crosby and ‘Zero Defects’
- Quality is free
- Doing things right the first time
- Prevention is cheaper than correction
- Quality = conformance to requirements
- Prevention is the key, not inspection
- Zero defects is the standard
- Cost of quality = cost of nonconformance
- Quality is achievable and cost-eCective
- Solution:
• Defined clear, measurable requirements
• Trained employees on prevention
• Launched a ‘Zero Defects’ campaign
• Measured the cost of poor quality (COPQ)
• Built a culture of accountability
- Results:
• Defect rates dropped
• Rework and scrap costs reduced
• Warranty claims decreased
• Customer trust improved
• Employees gained pride in quality work
- Key lesson:
• Zero Defects is not about perfection
• It is about a culture where mistakes are not accepted as unavoidable
• Quality is cost-eCective and everyone’s responsibility
1
,Joseph Juran and ‘Fitness for Purpose’
- Quality defined by the customer, not just by defect rates
- Meeting customer needs
- Solution:
• Redesign machines for ease of use
• Simplify spare-part installation
• Write manuals in plain language
• Add customer feedback loops
- Results:
• Customer complaints dropped
• Product returns decreased
• Customer loyalty and sales increased
• Achieved long-term competitive advantage
- Key lesson:
• Quality is not defined by the producer but by the customer
• Juran’s ‘Fitness for Purpose’ remains a cornerstone of quality management
Quality
The set of features and characteristics of a product or service that are important for
meeting identified or obvious needs.
Quality system
The organisational structure with responsibilities, procedures, processes, and facilities
to ensure that a delivered product or service always meets the specified requirements.
Product focused
- Viewed from the seller’s or supplier’s point of view
- Deals with objective properties of a product that can be measured and valued
Production-oriented (Crosby 1979)
- Viewed from the point of view of the producer or service provider
- Is about meeting/conforming to user requirements
2
,User-centric (Juran 2010 “fit for use”)
- Viewed from the user’s point of view to check whether the product of service is ‘fit
for use’
- Meeting needs and expectations of specific users
Value-oriented (Feigenbaum 1961, “Making a unique statement is not possible”)
- Viewed from an economic point of view to value a product or service
- And this in relation tot the price and eCort it took to acquire the product or service
- More subjectivity
- (f.e. Zara vs other shops)
Transcendent (Prisig 1976, “You know it, when you see it”)
- Viewed from a philosophical standpoint
- We can recognise quality just as we can recognise beauty
- ‘Quality’ is neither part of the mind (subjective) nor part of matter (objective). It is a
third entity independent of both the others
ð Quality involves both rational, objective characteristics and relational, subjective
experiences.
ð Whatever definition or angle you choose, insipiration to engage in dialogue about
what you mean.
ð (I personally think that …, I find important that … => motivate in which way you are
looking)
What is a process?
A collection of activities that collectively convert inputs into outputs to achieve a certain
goal.
à Input: e.g. blood sample, sample of cell culture
à Output: e.g. a result, performance indicator, value, quality, quantity
Processes can be divided into primary, secondary and management processes:
à Describes the type of process: why is it important?
- Primary process = operational process
à Most important (core activities)
à Deliver value to the customer
à Essential to fulfill the organisation’s mission
à E.g. manufacturing, sales, customer service, product development
3
, - Secondary process = support process
à Supports primary process: typically processes that the customer doesn’t really
see, but are acquired to trigger the primary process to help the delivery and
organisation of the primary process
à Do not directly add value to the customer
à Ensures that the primary processes function eCectively
à E.g. Human resources, IT support, finance and accounting, procurement (=
inkopen van goederen en diensten voor een organisatie)
- Management process = tertiary process = enabling process
à Process where we try to improve or maintain our primary and secondary process
à See if guideliness are respected etc.
à Involve planning, monitoring, and controlling of both primary and secondary
processes.
à Ensure strategic alignment and continuous improvement.
à E.g. strategic planning, quality management, compliance and risk management,
performance monitoring
Processes can be divided into main processes, work processes and work instructions
à Describes the abstraction level of the process: how much details?
- Main processes
à Often the same as primary process
à Very high levelly described
- Work processes
à Part of the main process
à Describe sepcific acts, activities that the organisation performs to transfer the
input into the output
- Work instructions
à Not required for knowledge intensive tasks
à E.g. paperwork that you need to fill in for pre-operative checklist
Processes can be divided into production, information and service processes
à Describes what flows through the process: what is the input?
- Production process
à Product
- Information process
à Information
à E.g. If you fill in some kind of papers in the hospital with your name, birth date etc.
- Service delivery process
à Customer
4
Quality management ensures that an organisation’s products/services meet customer
requirements and standards.
It’s not about checking the end result but embedding quality throughout the process.
What is process management?
Process management involves designing, analysing, monitoring, and improving
workflows to maximize eCiciency, eCectiveness, and adaptibility.
Philip Crosby and ‘Zero Defects’
- Quality is free
- Doing things right the first time
- Prevention is cheaper than correction
- Quality = conformance to requirements
- Prevention is the key, not inspection
- Zero defects is the standard
- Cost of quality = cost of nonconformance
- Quality is achievable and cost-eCective
- Solution:
• Defined clear, measurable requirements
• Trained employees on prevention
• Launched a ‘Zero Defects’ campaign
• Measured the cost of poor quality (COPQ)
• Built a culture of accountability
- Results:
• Defect rates dropped
• Rework and scrap costs reduced
• Warranty claims decreased
• Customer trust improved
• Employees gained pride in quality work
- Key lesson:
• Zero Defects is not about perfection
• It is about a culture where mistakes are not accepted as unavoidable
• Quality is cost-eCective and everyone’s responsibility
1
,Joseph Juran and ‘Fitness for Purpose’
- Quality defined by the customer, not just by defect rates
- Meeting customer needs
- Solution:
• Redesign machines for ease of use
• Simplify spare-part installation
• Write manuals in plain language
• Add customer feedback loops
- Results:
• Customer complaints dropped
• Product returns decreased
• Customer loyalty and sales increased
• Achieved long-term competitive advantage
- Key lesson:
• Quality is not defined by the producer but by the customer
• Juran’s ‘Fitness for Purpose’ remains a cornerstone of quality management
Quality
The set of features and characteristics of a product or service that are important for
meeting identified or obvious needs.
Quality system
The organisational structure with responsibilities, procedures, processes, and facilities
to ensure that a delivered product or service always meets the specified requirements.
Product focused
- Viewed from the seller’s or supplier’s point of view
- Deals with objective properties of a product that can be measured and valued
Production-oriented (Crosby 1979)
- Viewed from the point of view of the producer or service provider
- Is about meeting/conforming to user requirements
2
,User-centric (Juran 2010 “fit for use”)
- Viewed from the user’s point of view to check whether the product of service is ‘fit
for use’
- Meeting needs and expectations of specific users
Value-oriented (Feigenbaum 1961, “Making a unique statement is not possible”)
- Viewed from an economic point of view to value a product or service
- And this in relation tot the price and eCort it took to acquire the product or service
- More subjectivity
- (f.e. Zara vs other shops)
Transcendent (Prisig 1976, “You know it, when you see it”)
- Viewed from a philosophical standpoint
- We can recognise quality just as we can recognise beauty
- ‘Quality’ is neither part of the mind (subjective) nor part of matter (objective). It is a
third entity independent of both the others
ð Quality involves both rational, objective characteristics and relational, subjective
experiences.
ð Whatever definition or angle you choose, insipiration to engage in dialogue about
what you mean.
ð (I personally think that …, I find important that … => motivate in which way you are
looking)
What is a process?
A collection of activities that collectively convert inputs into outputs to achieve a certain
goal.
à Input: e.g. blood sample, sample of cell culture
à Output: e.g. a result, performance indicator, value, quality, quantity
Processes can be divided into primary, secondary and management processes:
à Describes the type of process: why is it important?
- Primary process = operational process
à Most important (core activities)
à Deliver value to the customer
à Essential to fulfill the organisation’s mission
à E.g. manufacturing, sales, customer service, product development
3
, - Secondary process = support process
à Supports primary process: typically processes that the customer doesn’t really
see, but are acquired to trigger the primary process to help the delivery and
organisation of the primary process
à Do not directly add value to the customer
à Ensures that the primary processes function eCectively
à E.g. Human resources, IT support, finance and accounting, procurement (=
inkopen van goederen en diensten voor een organisatie)
- Management process = tertiary process = enabling process
à Process where we try to improve or maintain our primary and secondary process
à See if guideliness are respected etc.
à Involve planning, monitoring, and controlling of both primary and secondary
processes.
à Ensure strategic alignment and continuous improvement.
à E.g. strategic planning, quality management, compliance and risk management,
performance monitoring
Processes can be divided into main processes, work processes and work instructions
à Describes the abstraction level of the process: how much details?
- Main processes
à Often the same as primary process
à Very high levelly described
- Work processes
à Part of the main process
à Describe sepcific acts, activities that the organisation performs to transfer the
input into the output
- Work instructions
à Not required for knowledge intensive tasks
à E.g. paperwork that you need to fill in for pre-operative checklist
Processes can be divided into production, information and service processes
à Describes what flows through the process: what is the input?
- Production process
à Product
- Information process
à Information
à E.g. If you fill in some kind of papers in the hospital with your name, birth date etc.
- Service delivery process
à Customer
4
