1_ENGM 116 Lecture 4_1 QMS and Performance Management_2024.pdf
- 1. ENGM 116 – Leadership and the Management of Project Risk, Quality and People Lecture 4:1 Quality Management Systems and Benchmarked Assessments
- 2. Assignment Hand-In Dates • Assignment 1. Quality and People 19th April 2024 (9wks) • Assignment 2. Risk and People 17th May 2024 2
- 3. Focus • Quality Management Systems – Benefits – Standards – ISO 9001:2015 – Setting up a QMS – Audits, reviews, assessments • Benchmarked Assessment – EFQM’s Excellence model (European Foundation for Quality Management) – Approaches to self-assessment (when & how) 3
- 4. Definitions of Quality - How would you measure each of these? 4 Viewpoint → Focus Transcendent → Excellence Product-based → Numerous product attributes User-based → Fitness for intended use Value-based → Quality vs. price Manufacturing -based → Conformance to specifications
- 5. Quality Management Systems “A set of co-ordinated activities to direct and control an organisation in order to continually improve the effectiveness and efficiency of its performance.” 5
- 6. What is the difference between a system and a process? • A system is the overall “thing”, or a core element, you're looking to have and/or implement in your business. ... The processes are all the things you do in order to make any given system work most efficiently.
- 7. A Quality Management System • to define the processes, which will result in the production of quality products and services, The point of a QMS is • To detect defective products or services after they have been produced. rather than 7
- 8. Benefits of a Good QMS The QMS prevents good practices in the business from “slipping” • Ensures that the customers’ and the organisation’s requirements are met. • Set direction and meet customers’ expectations • Improves process control • Reduces wastage • Lower costs • Increases market share • Facilitates training • Involves staff • Raises morale 8
- 10. Standards for QMS • ISO 9000 family of standards – consists of standards and guidelines relating to quality management systems and related supporting standards. • ISO 9001:2015 is the standard that provides a set of standardised requirements for a QMS. 10
- 11. Timeline for ISO 9001
- 12. ISO9001:2015 • Why implement ISO 9001:2015 – It takes a systematic approach to managing the organization's processes to satisfy customers' expectations. • How the ISO 9001:2015 model works – Specifies the requirements your quality system must meet, but not how they should be met. • Checking that it works - the organisation: 1. must audit itself to check that it is fully in control of its activities. 2. may invite its clients to audit the quality system 3. may engage an independent certified auditor to obtain a certificate of conformity. 12
- 13. ISO9001:2008 13
- 14. ISO9001:2015
- 15. ISO9001:2015 Video • See the Units section of the ENGM116 CANVAS site Session 4 (Just below Lec 4_1 and video of session 4_1) • Watch the Video QMS – ISO9001
- 16. Setting up a QMS • A QMS must ensure that the products/services conform to – customer needs and expectations, and – the objectives of the organisation. • Issues: – Design, Build & Deploy – Control – Measure – Review – Improve 16
- 17. Quality Management Principles of ISO 9001:2008/2015 1. Customer focused organisation 2. Leadership 3. Involvement of people 4. Process approach 5. Systems approach to management 6. Continual improvement 7. Factual approach to decision making 8. Mutually beneficial supplier relationship 17
- 18. Audits, reviews and assessments • The generic steps involved in an audit are: – Initiation: Scope, Frequency – Preparation: Review of documentation, The programme, Working documents – Execution: Opening meeting, Examination and evaluation, Collecting evidence. Observations, Close the meeting with the one being audited. – Report: Preparation, Content, Distribution, – Completion: Report, Submission, Retention 18
- 20. European Foundation for Quality Management (EFQM)’s Excellence Model 20
- 21. The link between TQM & EFQM Excellence Model • TQM aims to embed total quality into all aspects of an organisation: – From the social to the technical • How is this assessed? – There are a number of models for this in practice, such as: • The USA’s Malcolm Baldrige National Quality Award (MBNQA) • The European Foundation for Quality Management (EFQM) Excellence Model • Research has shown that the EFQM Model captures the main assumptions involved in the TQM concept. – See for instance (Bou-Llusar et al, 2009) 21
- 22. Nine Assessment Criteria (each has further sub-criteria) • Enabler criteria (how the organisation approaches “Excellence”). – Leadership – Policy and Strategy – People – Partnerships and Resources – Processes • Results criteria (what the organisation has achieved for its stakeholders). – Customer Results – People Results – Society Results – Key Performance Results 22
- 23. Self Assessment against EFQM’s Excellence Model Based on the simple PDCA cycle • Determine the Results based on organisation’s policy and strategy • Plan and develop integrated Approaches • Deploy the approaches • Assess and • Review these approaches, to identify, prioritise, plan and implement improvements 23
- 24. Assessment • Is a team activity • Involves scoring each sub-criteria – Based on identified strengths and improvement opportunities • Calculating overall score – (maximum 1000 points) – An organisation new to TQM might score around 200-300 points – an award winner should score around 700 points. 24
- 25. Approaches to self-assessment • Several approaches can be used including: – Discussion group/workshop methods – Surveys, questionnaires and interviews – Proformas – Organisational self-analysis matrices – An award simulation – Activity or process audits – Hybrid approaches of the above 25
- 26. When to self-assess Before starting an improvement programme, • possibly in parallel with a “cost of quality” exercise As part of a programme launch Every one or two years to steer and monitor progress. 26
- 27. How to self assess Planning Data collection Assessment Strengths & areas for Improvement Action planning Review & refinement of the self- assessment approach 27
- 28. Recap • Quality Management Systems – Benefits – Standards – ISO 9001:2015 – Setting up a QMS – Audits, reviews, assessments • Benchmarked Assessment – EFQM’s Excellence model – Approaches to self-assessment – When to self-assess – How to self-assess 28
- 29. Recemmended Study To enhance your learning you should now read: Process Orientated Quality Management by Christian M Stracke (Available in the ‘units’ area of the ENGM116 CANVAS site under the Lecture 4.1 slides 29
- 30. Preparation for Next Week Review and revise all sessions covered so far on this module (both Quality and Human Factors) Why? Are you competitive? Next week (in the ENGM116 tutorials) there will be a quiz on quality. 30
- 31. There will now be a short comfort break (10 min) before lecture 4_2.
- 33. The 6 Most Common Mistakes Students Make 1. Failure to check against the assignment brief 2. Work that is predominantly descriptive rather than critical (including stitching studies together) 3. Incorrect citation/referencing format - Use of inconsistent citation style - mixing numeric with Harvard Referencing System 4. Incorrect format/content to intro and/or conclusion 5. Lack of attention to detail (mistakes dilute quality of work) 6. Use of personal terms