Quality in Management - Report Example

Quality in Management Name Institution Date Table of Contents Table of Contents 2 Part A 3 Malcom Baldrige national award 3 The Deming Prize 4 Canada Awards for Business Excellence 5 Australian Business Excellence Award 5 Part B 7 Injazat Company 7 Internal Audit Program 8 Integrated ISO approach 9 Expected Achievement after the Implementation of the Quality standard 10 Part C 11 Six Sigma Process 11 Relevance of “Six Sigma” to Injazat 11 Implementing a Six Sigma 12 DMADV 13 Conclusion 14 References 15 Quality in Management Introduction Quality management is the organization’s strategy to satisfy the needs of the consumers, deliver the required solutions at the right time, within the budget and offer high quality products and services to the consumers. Quality managements ensures competent design of processes that certify needs of customers, plan product design and life cycle, produce and deliver services or products. As a result, quality management incorporates measurement of process elements, analysis of performance and constant improvement of services, products and processes that deliver them to customers. Quality management is focuses on the quality of service or product and also different ways of achieving quality (Xiong, 2008). This report will analyze different ways that organizations used to achieve quality management and they include ISO standards and Six Sigma processes. In addition, the report will consider different awards designed by different countries in order to uphold quality management in business. Part A Malcom Baldrige national award The Malcom Baldrige national Award was set up in 1987 to uphold quality awareness, comprehend the necessities for quality distinction and share information regarding effective quality approaches and gains. The Malcom Baldrige national Award has there award classifications, namely, manufacturing, services and small companies. In this award, public or non-profit companies are not entitled in this competition. Additionally, there is no classification whereby all contenders that fulfill a specific level of performance get a quality prize. In accordance with its principles, quality data collection as well as data analysis as the basis of management decisions is vital. Moreover, quality efforts are not only supposed to focus on eliminating defects but also comprise of creative activities that will lead to satisfaction of the customers. For all the Malcom Baldrige national Award winners, there are no service organizations (Financial Express, 2010). The Deming Prize The Deming Prize is a national quality award for industry in Japan. It was set up in 1951by the Japanese Union of Scientists and engineers (JUSE). The Deming Prize is the oldest and most prominent of such awards. The principles of Deming prize include competition nationally to look for and reward the companies that make the best improvements annually in regard to quality. The Deming Prize has there award classifications. They include, individual person, the Deming Application Prizes, in addition to the Quality Control Award for factory. The Deming Application prizes are awarded to private or public companies and are further divided into small ventures, divisions of big companies, and abroad corporations. There are 143 corporations who have received the prize. Just once was the Deming Prize awarded to a non-Japanese corporation, namely: Florida Power and Light in 1989 (Scott, 2008). European Quality Award This prize is awarded every year by the European Foundation for Quality Management to the best company in Europe in supporting Total Quality Management. The first award was given within 1992 to Rank Xerox. Formerly, European Quality Award was awarded to companies in accordance to the following classifications: Big companies and business units Operating units of organizations Public sector companies Small and medium-sized companies in two classifications; independent Small and medium-sized companies & subsidiaries of bigger companies. European Quality Awards are given annually by the European Foundation for Quality Management. The companies that receive the prize are the ones that have applied for but not won the European Quality Award; nevertheless, the application was of such a high level that the European Quality Award is suitable (Davies, 2002). Canada Awards for Business Excellence This award is given annually and it acknowledges business excellence within workplace health, quality as well as customer service. The award was established in 1984 and the award is founded on organizational excellence of the national quality institute which is used by numerous firms as a management model for stable development and achievement of considerable operational outcomes. Organizations directly compete against the superiority standard that consists of the national quality institute’s structure and hence all the organizations compete at an equivalent footage. The competing structure consists of seven groupings namely, planning, leadership, process management, people focus, customer focus, business performance and supplier partner focus (National Quality Institute, 2011). Australian Business Excellence Award The Australian business excellence award provides the standards for Australian business excellence awards. It offers a distinguishing chance for the industry leaders within Australia to relate and share ideas. Any company is entitled to this ward and this includes the public and private organization as well as non-profit organizations. To be eligible for participations, all companies are required to do registration by completion of a registration form. Australian business excellence award consist of seven classifications which consist of individuals, strategy and planning, leadership, market and customer focus, knowledge and information, success and sustainability and process management, innovation as well as improvement (Xiong, 2008). Comparison of the Malcom Baldrige National Award and Baldrige Award Topic Malcom Baldrige national award Deming Prize Quality Quality is determined by the customers Quality is determined by the producers Aim To satisfy the customers and the quality statistical quality control Strategy Quality of management Management of quality Function Encourage competitiveness by using total quality management Encourage quality assurance by using statistical practices Kinds of Companies Manufacturing, service as well as small companies Only private or public manufacturing companies Continuous of the award None Japan Quality Control Medal Winners Utmost two per grouping All companies meeting the criteria Scale Only companies in United States Companies from any country Winners Utmost, two companies per grouping All companies that meet the criterion Grading time 6 months Twelve months First Prize 1987 1951 Guarantor National Institutes Standards and Technology Union of Japanese Scientists and Engineers Part B Injazat Company Injazat Processing and Implementing ISO Standard As an aspect of the processing and implementing, Injazat set out a new HP Service management toolset what supported the ISO framework within logging and tracking events in their lifecycle, establishing problems tickets, making sure that the main cause of the problem is established, and that corrective actions are employed to evade comparable future problems. The toolset also makes sure that any changes within IT services are evaluated, prioritized and implemented with least risk to business services (Warren, 2007). Additionally, the company also implemented service-and business-supported performance reporting to help in managing planning and tackling their teams more effectively and successfully and integrated a fundamental Configuration Management Database to offer a holistic outlook of the IT Infrastructure Services. The Configuration Management Database is the most important feature of the ITIL Service Management structure since it offers pertinent information regarding the elements of the information system utilized within a company’s IT service as well as the connection between the configuration item elements. The below features were fundamental to designing the Configuration Management Database: Indentifying the configuration items to be incorporated within the Configuration Management Database. Controlling the data to make sure that the data can merely be changed by the people who are authorized to do so. Maintaining the status, which entails making sure that the existing level of any CI is constantly recorded and updating is maintained. Verifying by using auditing and reviewing the data and relationships, to make sure that it is precise. Internal Audit Program Injazat established an Internal Audit unit which ensures that workers and corporate activities conform to ISO standards. The challenge following certification is to make sure that the aims and gains are not reduced and that Injazat can go on to offer value to its customers within a constant means, supported by the business necessities of the company and driving constant service developments (Warren, 2007). Significance of ISO as a Quality Standard to Injazat The company used integrated ISO 20000 –ISO 27001 Approach and these standards greatly prioritize security management through carrying out an in-depth Risk Assessment, impact analysis in addition to mitigation planning. The ISO standards also command a high level of process control and controlled service delivery. Furthermore, the ISO standards support speedy and more efficient business decisions that are accurately connected to the goals of Injazat Company (Warren, 2007). Implementation Integrated ISO approach Plan Phase Injazat spent about 5 weeks on the planning phase. This is the most significant aspect of the ISO process which is involved in the organization of the work within a planned way and ensuring that project management best practices are employed whereas goals like scope identification, policy writing, setting up of service management and organizing security and development of Information Security Risk Management as well as ITIL Service Management Structure are employed as well (Warren, 2007). Gap Analysis Prior to the certification procedure, Injazat was tackling problems basing on its own internal practices and holding on to the ITIL Service Management structure. After accomplishing certification, Injazat assessed its present security as well as service management observance against ISO best practices, which assisted in the identification of the required improvements and establishing the suitable steps and resources to deliver improvements. Injazat invested a lot of time while updating policies, documentation process and processes to support the ISO standards and improve services more (Warren, 2007). Forums Injazat set up a standard service management and information security management system meeting to follow up ISO certification, talk about and consent on approaches, manage any risks or problems created by the updated processes, and establish the correct solutions (Warren, 2007). Training and Awareness Injazat established modified training for handling the varied backgrounds and varying knowledge height of its workers. The workers had to entirely know regarding the significance of security and service management program to the company. Injazat carried out several awareness conferences suiting the varying goals, undertakings and responsibilities of its various work groups. For instance, the sitting for the service desk group varied from that meant for the network and security groupings. Emails were mailed and security notices regarding passwords, ID cards, internet browsing and malicious email attachments were tactically located within the office localities to attract interest and create awareness regarding information security. An investigation was carried out to target the current perception of IT service to determine an acknowledged and established baseline. Before the implementation of the ISO program, Injazat had invested in conducting a comprehensive ITIL Service Management training and this resulted into certification of several operational and delivery management personal within the company (Seaver, 2001). Expected Achievement after the Implementation of the Quality standard Injazat is a successful organization that targets gaining of Premier IT partner level within the Middle East through expansion of its IT and business procedure services within all zones. Injazat lately implemented ISO standard namely, ISO 2000 for IT Service Management after going through a demanding certification procedure and illustrating its capacity to sustain its corporate vision. This standard has assisted has assisted the company to improve its configuration, procedures, organization as well as security systems to convey reliable and valued services to is customers (William, 2008). While Injazat before now had its own security and service management strategies and processes, the company hoped to align these strategies and processes with worldwide best practices and therefore resolute to implement the ISO standards. Through adaptation of the ISO standards, the company achieves considerable system and process developments and will be in a position to deliver high-quality, client centric Managed IT service (Morris, 2004). Part C Six Sigma Process According to Keller (2009) Six sigma refers to a business management approach that was primarily created by Motorola, USA in 1986 and it is utilized within numerous sectors of industry. Six Sigma is allied to manufacturing and in particular it deals with statistical modeling of manufacturing procedures. The development of a manufacturing procedure is described through a sigma rating illustrating its production or the proportion of defect-free products a given company produces. A six sigma procedure is a process whereby 99.99966% of the products that are manufactured are statistically projected not to have any defect and this implies 3.4 defects in million products. Motorola Company established a target of “six sigma” for all its manufacturing operations and this objective turned out to be an epitome for the management and engineering practices utilized in accomplishing it (Keller, 2009). Relevance of “Six Sigma” to Injazat Six Sigma aims at improving the quality of process outputs through identification and removal of the errors that cause the defects. In addition, it also targets to lower the variability within manufacturing and business procedures. Six Sigma utilizes a set of quality management processes and this consists of statistical procedures and establishes a unique infrastructure of individuals who are professionals in these procedures in a company and in this case Injazat. All Six Sigma project conducted in a company follow a definite series of steps and also have quantified financial goals and this means lowering of the costs of increasing the profit. Therefore, the relevance of Six Sigma” to Injazat will be saving a lot of costs especially in larger companies such as Injazat. Infrastructure of Black Belts that Six Sigma needs and hence big companies have more chance for the types of developments Six Sigma is well-matched to bringing out (Adams, 2003). Implementing a Six Sigma Six Sigma project follow two project processes and the processes comprise five stages and each have the acronyms DMAIC and DMADV. DMAIC is utilized in projects aimed in the improvements of current business procedures. DMADV is utilized in projects aimed at establishing new products as well as process designs (Keller, 2009). DMAIC The DMAIC project process has five stages: 1. The first stage involves defining the problem, the concerns of the clients in addition to the objectives of the project. 2. The second step is to measure the major features of the existing process and gather the relevant information. 3. After collecting the information, it is necessary to examine and authenticate cause-and-effect relationships. The relationships will be determined and hence all factors allied to this should be considered. Look for the main cause of the defect being investigated. 4. Again, it is important to improve the existing process basing on the techniques used in analyzing the data like design of experiments or mistake proof reading as well as standard work to develop an original, future state procedure. Establish pilot runs to set up process capability. 5. The last step entails controlling of the future state procedure to make sure that any variations from the targets are rectified before they cause defects. As a result, control systems like statistical process control, visual workplaces should be implemented and the procedure should be constantly monitored (Keller, 2009). DMADV DMADV project process comprises five stages: 1. The first step is to define the objectives of the design that correspond with the demands of the customers and the strategy of the company. 2. Measure and establish the aspects that are important to quality, capabilities of the product, capacity of the production process along with the risks involved. 3. Analyze to create and design substitutes, develop a design that is high-level and examine the capacity of the design to choose the most effective design. 4. In regard to the details of the design, optimize the design and ensure that there is a plan for verifying the plan of the design. This stage may need stage simulations. 5. Verification of design is necessary and hence establishing pilot runs is appropriate. Implement the production procedure and ensure it reaches the process owners (Keller, 2009). Conclusion Quality management is a fundamental process within business organizations in order to maintain high quality for the products and the services as well. There are several ways of ensuring that the organizations achieve quality management and they include Six Sigma and also total quality management. Organizations implement Six Sigma to improve the quality of process outputs and in turn minimize the defects of the end products which saves costs greatly for the organizations that chose to implement Six Sigma. Accordingly, implementing ISO Standards comes with numerous benefits for a company. For instance, Injazat implemented ISO standards to support speedy and more efficient business decisions that are accurately connected to the goals of Injazat Company. Lastly, in order to encourage organizations to uphold quality management, different countries have come up with various awards for awarding the companies that best uphold quality of both their services and products. References Adams, C. (2003). Six Sigma Deployments. Burlington, MA: Butterworth-Heinemann. Keller, P. (2009). The Six Sigma Handbook. New York, NY: McGraw-Hill National Quality Institute, 2011, Canadian Business Excellence Awards. Retrieved on November 9, 2011 form www.nqi.ca/caeawards/ss Scott, T. (2008). Economic Evaluation of the Baldrige national Quality program. NIST Planning Report. Davies E., (2002). The European Quality Award. Engineering Management Journal, 8(1), 11-16. Financial Express. (2010). Deming Award for Quality Management. . Viewed on 2011-11-15. Seaver, M. (2001). Implementing ISO 9000:2000. New York: Gower Publishing, Ltd. Morris, A. (2004). ISO 14000 environmental management standards: engineering and financial aspects. New York: John Wiley and Sons. Xiong, H. (2008). Encyclopedia of GIS. California: Springer. Warren, J. (2007). Medinfo 2007, Volume 1. New Jersey: IOS Press, 2007 William, L. (2008). Crafting superior environmental enforcement solutions. Sydney; Environmental Law Institute. Read More