Introduction to quality

One of the best places to start the system and the creation of a quality system is in the background. Do not start writing mission statements, policies and all that fluff that nobody reads high. Everyone thinks that Mom, baseball and apple pie, a stroke of dollars on him. Begin to say no to the procedure to be responsible and have the right to do. I wrote the procedures, but do not have the heart of every dayOperations. No, I think, what you need for your quality management system with the former, wrote a good job.

work instructions, how to read the cookie recipes. Usually contain a list of materials (ingredients) for the job and instructions on how to do the work (the oven temperature and cooking time.) Instructions for work are all trivial tasks must now be done properly, necessary in a particular order, without errors or more! UsNo special requirements for written procedures in most systems of quality management ISO 9000 in 2000, not because the operating procedures do not help, but because they are so different from one company the next.

Use the book written for rail operators, supervisors and managers. Use it for testing and internal audits. Use your operating procedures, losses of jobs, improving and balancing these improvements to all the changes and divisions. InIn short, use your education to work to ensure that the work is done well done.

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Hospital Quality Management Effectiveness Self Assessment

This self administered assessment poses statements regarding specific attributes that I have determined to be critical quality markers. It is designed to help you move beyond a "gut feel" to see how your organization stacks up against a variety of critical dimensions of quality. Hopefully you will learn something that challenges your assumptions about what it will take for your organization to establish a true environment of quality and patient safety.

For each of the following statements, score yourself as follows based on your reaction to the statement:

4 points: Strongly Agree 3 Points: Agree 2 Points: Disagree 1 point: Strongly Disagree.

After recording your reaction to all 15 statements, add up your total and refer to the evaluation at the bottom of the form.

______ The ability to provide demonstrably high quality patient care is a key element of our Strategic Plan.

______ We have a strong imperative for quality improvement in our organization, driven by our Executive Leadership.

______ We have effectively defined what constitutes quality, and have developed a robust set of objective measures to monitor it on a routine periodic basis.

______ We have an aggressive set of quality performance goals.

______ Our quality measures include consideration of care processes, outcomes and resource utilization.

______ We periodically benchmark our quality performance against other organizations and find that our performance is similar to Top Performers.

______ With regard to Joint Commission accreditation, we are survery ready every day.

______ We routinely provide quality performance information to our Board, our employees and Physicians, and to the community.

______ Our employees and physicians believe we have effective and efficient clinical care processes.

______ Our care processes are based on current medical best practice evidence

______ Our We have the organizational skill and capacity to develop and implement effective quality performance improvement initiatives.

______ Our approach to quality assurance incorporates concurrent intervention techniques.

______ We have tools and technologies that enhance our caregivers' ability to provide quality care at the point of care.

______ We have a culture of safety that is understood and embraced by all employees.

______ Our Physicians understand and are aligned with our Quality Management strategy.

_______ TOTAL SCORE

54 - 60 Top Performer. Your organization understands the core elements of Quality Management and is well positioned to remain a leading quality provider in your market. Quality is inherent in your culture and you are continuously improving your performance. What to do next? Consider developing a Quality Innovation or Accelerated Quality Implementation program to infuse a fresh new level of effectiveness into your quality management organization.

48 - 54 Aspiring Performer. You are a solid quality provider, but the competition is not far behind. What to do next? Assess how your organization rates against each of the five Critical Quality Markers to clearly define your organizations strengths and weaknesses, and develop your Blueprint for Strategic Quality Management Success.

Challenged Performer. While you recognize that quality is important, your organization's culture, processes and infrastructure do not support effective quality management. Quality performance is mixed, and significant improvements are elusive. What to do next? Consider developing a comprehensive Quality Management Strategy to create a tailored program that will transform your organization's quality and patient safety culture and capabilities.

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CMM and Quality Management

Please note that the CMM/CMMI methodology this article is based on is from the Capability Maturity Model, Guidelines for Improving the Software Process, Carnegie Mellon University Software Engineering Institute (SEI).

CMM/CMMI emphasize the importance and independence of the Software Quality Assurance (SQA) group that is responsible for implementing organizational quality policies, standards, and processes, while the PMBOK emphasizes the importance of the integration of quality activities into the overall project plan. The PMBOK assigns responsibility for project quality issues to the project manager and treats organizational policies, standards, and processes as an input to the planning process. The 2 approaches are not necessarily in conflict but form 2 different views of the issue, taken from 2 different perspectives. This article focuses on aligning the project management best practices described in the PMBOK with the criteria for Level 2 CMM/CMMI certification. Certification will be impossible without an SQA group that meets the criteria set by CMM/CMMI.

Another key difference between CMM/CMMI and the PMBOK is the scope of their respective approaches: CMM/CMMI only addresses quality assurance practices for software development projects while the PMBOK attempts to define the best quality practices for any project. As with the other KPAs, Software Quality Assurance is organized into goals, commitments, abilities, activities, measurements, and verifications.

Goals
The 4 goals of this KPA are:

SQA activities are planed.
Adherence to applicable standards, procedures, and requirements is verified objectively.
Affected groups are informed of SQA activities.
Non-compliance issues that cannot be resolved at the project level are escalated to senior management.

Commitment to Perform
The project commits to follow a written organizational policy for implementing SQA that is applied to all projects and that the group has a reporting channel to senior management that is independent of the project. Most software development organizations will have an SQA group which will provide testing services to the project. The policies, standards, and procedures used by the group should be independent of the project and this group should be responsible to senior management for the correct implementation and usage of the organization's quality standards. SQA policies, standards, and procedures are inputs to the Quality Management processes.

Ability to Perform
The ability to perform revolves around the SQA group. Such a group must be in place, be adequately funded and trained, and train the members of the software project in their role and responsibilities.

Activities

An SQA plan is prepared for the software project according to a documented procedure and the plan is reviewed with the rest of the project plan, is managed, and controlled. Organizational policies, standards, and procedures (Organizational Assets) are all inputs to the Plan Quality process. Management and control are achieved through the Perform Quality Assurance and Perform Quality Control processes. Quality Assurance ensures that the product meets the quality goals and objectives established in the plan while Quality Control ensures that the project adheres to the organizational policy (basically that the project is following the plan), that standards are met, and procedures implemented.
SQA activities are performed according to the SQA plan. This activity addresses evaluations, audits, and reviews to be performed by the SQA group. This activity also requires the implementation of a trouble reporting system.
The SQA group participates in the preparation and review of the project's development plan and has input to the standards and procedures adopted for the project. To meet this criterion, identify SQA Subject Matter Experts (SMEs) and have them contribute to planning the developer testing plans, including design reviews, code walk-throughs, etc. They will also be responsible for identifying SQA testing activities to you as you plan the project. Standards and procedures are Organizational Assets and are identified as inputs to the Plan Quality
The SQA group reviews software engineering activities to verify compliance. The software engineering activities referred to here are the testing activities performed by the developers. SQA SMEs should be part of the team that reviews designs and code.
The SQA group audits designated software products to verify compliance. Responsibilities here include reporting bugs and verifying bug fixes. This should be the core competency of the SQA group. Your job as project manager will be to ensure that the SQA group not only tests according to the organizational policies, standards, and procedures, but that these tests meet the needs of the project.
The SQA reports results to the software engineering group periodically. This activity should be automated by your bug reporting system. The reports on quality should be specified in your Communications Management plan.
Deviations in software activities and software work products are documented and handled according to a documented process. The process for bug reporting and tracking should be described in the Quality Management plan and communicated to the SQA group and the developers. This process should support an escalation procedure that deals with deviations that are not corrected by the software developers.
The SQA group conducts periodic reviews of its activities and findings with the customer's SQA personnel. These may come through special meetings scheduled for the purpose or regular Gate Review meetings. The Gate Review meeting that marks the transition from build to deployment will usually be dominated by SQA findings.

Measurement and Analysis
Performance to budget and schedule for SQA activities is measured. These measurements will be part of the overall project plan to measure project progress in other areas.

Verifying Implementation
The first 2 verifications are duplications of the other KPAs: that SQA activities are reviewed with senior management and the project manager periodically. The proper venue for these reviews will be Steering Committee meetings and/or Gate Review meetings. The 3rd verification calls for an independent group of experts to review SQA activities and work products of the project's SQA group. This is an organizational call outside the scope of your software project.

The tips and tricks described in this article implement some of the best practices promoted by the PMI (Project Management Institute). These are taught in most PMP® courses and other PMP® exam preparation training products.

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Total Quality Management

Introduction

Competition is increasingly difficult and increasingly in the world. Companies now have more to offer a better product to maintain and improve. Total Quality Management (TQM), increasing customer satisfaction through quality improvement. This is done through staff motivation and improve business performance. In an increasingly competitive market, companies are continuously improving the culture and greater orientation towards the outside in order to survive and prosper. TQM isas an important catalyst in this context.

What is ACT?

TQM, an approach to improve the efficiency and flexibility of the enterprise as a whole. This is actually a form of organization and participation of the whole organization, every department, every activity and every person at every level. TQM ensures that management is a strategic vision of quality and attention to prevention rather than control.

Objectives of the ACT

O MeetingThe customer is the ultimate goal and the key to organizational survival and growth.

o The second objective of TQM is continuous improvement in quality. Management should awaken the people, always competent and creative.

or Third, TQM aims to develop a relationship of openness and trust among employees at all levels of the organization.

Importance of TQM

The importance of TQM is that it promotesInnovation makes the organization to respond more quickly to change, motivated by better quality, and supplements for a common goal and this gives the organization a significant competitive advantage and distinctive.

Elements of TQM

The various elements of the ACT

or be customer-oriented

Commits the company to regularly check the configuration of the client and also the concept of internal and external customers.

or do not have the right tofirst

This means avoiding rework, ie the amount of work defective.

O continues to improve

Continuous improvement allows the company to improve gradually.

or quality is an attitude

Everyone must be committed to quality. The attitude of all staff who will lead the changes and change the way society works.

Personal narrative or what happens

These include better communication. Usually consist of equipmentInformation.

or educate and train people

An unskilled workers to make mistakes. Improving the skills of media workers who are more jobs, and do better. It also means educating the staff of the principles of TQM, which is a new way of working.

position or work.

The measure enables the company to make decisions based on facts, not opinions. Helps to maintain standards and processes within the agreed tolerances.

Top management ormust participate

If managers are not involved, the program fails.

or is it a good place to work

Many companies are full of fear. Employees have been made in the bag by fear, the head and errors. It makes no sense to use TQM program, the company's shares from fear.

O Introduction Teamwork

Teamwork improves employee morale. Reduce conflict and solve problems by blows with a wide range of skills. It urges the authoritiesand responsibility downward and improved air quality, balanced solutions.

process or organization and not through the function

This element of TQM countries, the barriers between different services is to contain, and is increasingly focused on the product to the customer.

Reasons for failure

TQM fails because:

Senior management and sees no reason to change.

Top management or do not care workers.

Top management or not neededTQM program.

Or the company will lose interest in the program after six months.

o The number of employees and managers do not agree, do.

intervention or urgent matters.

or TQM is on workers who do not accept any internal taxes.

Or measure the performance or goals so that progress can not be measured.

Or processes are not addressed, the systems and procedures are weak and not saved.

Conclusion

On this daycompetitive global market, is the purchase of the situation that is of good quality and low cost. Organizations have started a savings, an advantage in global competition and the process itself, some successfully. The movement that animates the quality of the global market each organization seems to increase its competitiveness by increasing market acceptance.

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