How Is the Top Management Responsible for Quality

How Is the Top Management Responsible for Quality

Introduction

How Is the Top Management Responsible for Quality is one of those critical factors on which business success of all organisations hinges. Hence, the top management of a company ought to take a sincere and active interest in setting up, enforcing and fostering a robust QMS or Quality Management System, based on a belief in collaborative efforts and continuous improvement. The ISO 9000  has devoted 15 percent of its standard’s text to pronouncing its expectations from the highest rung on the issue of quality.  It makes it mandatory for the top leadership, which includes the chairman or president and his immediate teammates to play a direct and pivotal role in managing Quality in their organisation.

 

Key Responsibilities of Top Management

The key role and responsibilities of the top management with regard to QMS include:

 

Consistent Commitment

According to clause 5.1 of the ISO 9001 standards, “the top management is required to demonstrate a consistent commitment of making QMS effective through regards communications, establishing a quality policy and quality objectives, management reviews and resource provision.” The management should take into its fold representatives from all sections of the organisation as well all the stakeholders while devising QMS policies and strategies. The needs  be engaged in regular and effective communication to make its staff aware of the QMS.

 

Ensure Customer Satisfaction

According to clause 5.1 of the ISO 9001 standards, “the top management is required to demonstrate a consistent commitment of making QMS effective through regards communications, establishing a quality policy and quality objectives, management reviews and resource provision.” The management should take into its fold representatives from all sections of the organisation as well all the stakeholders while devising QMS policies and strategies.

 

Establishing Effective Communication System & Staff Training

The top management should be engaged in regular and effective communication to make its staff aware of the QMS adopted by it, including its various implications. It is desirable that they expound with clarity how the adoption of the new system would favour the overall growth of the organisation. This communication is needed to have the  more prepared and motivated to accept and work in the newly devised framework of affairs. Additionally, the staff should be provided with the necessary knowledge and trained to develop the requisite skills.

 

Participation in Ongoing Planning

The overriding concern of the QMS is to work towards providing customer-satisfactory output. The endeavour requires the participation of the top bosses in the planning processes, whether they deal with documentation, customer feedback or audits. The top management should ideally invest in a good QMS software which generates quantifiable data to measure product quality and process quality objectives. For the sound growth of the company, it is necessary for the management keeps itself involved in the on-going planning processes.

 

Conduct Regular Reviews

Implementation of the Quality system entails a set of dynamic processes, involving regular modifications, changes or even revision. Through analysis of quantifiable data on quality, managers can track the progression of tasks under operation. The unsatisfactory processes and production defects should be looked into and rectified promptly. It is imperative that the top management remains involved, directly or indirectly in the continual improvement processes.

 

Conclusion

The success of a Quality Management System is not possible without the active participation of the top management. All quality-related operation should be conducted under its close supervision. In increasingly globalised market operations and fierce competition, quality has assumed a critical role in the success of a company. Hence, the top management can ignore QMS only at its business perils.

Capturing your problem is the most important step in QMS

Introduction

Capturing your problem is the most important step in QMS A new QMS or Quality management system in an organization overhauls to enhance its whole array of business activities. Its implementation, undoubtedly, is immensely challenging, while involving a radical shift in employees’ mindset and sprawling new investments. Every company possesses a unique set of quality-related problems which it seeks to address through QMS.  Therefore, it imperative that before implementing the new Quality solution, the top management captures its problems which require redressal. This act is advised to prevent a host of wastages over business time, efforts and resources.

Reasons why problem-capturing is essential

The discussion below attempts to make sense as to why the capturing problem is critical to QMS.

Helps set priorities, plans & goals

A QMS needs a well-defined structure, based on specific objectives, plans, and goals. The problem areas related to quality need to be highlighted so that QMS plans can integrate solutions for solving them. The overarching QMS then assumes a realistic base, while doing away things that are unnecessary. The employees can work with the QMS with more clarity and design result oriented action-plans, entailing processes and physical operations. When the entire workforce reckons the reasons for implementing QMS, their work gains more traction, ensuring quality output from its tasks.

Clarifies QMS operations

Once quality problems are defined, elaborate and effective quality plans and sub-plans can be mapped for a productive implementation of QMS. The vision for workers is thus clarified helping them produce better qualitative and quantitative results. A QMS plan offers solutions to problems by suggesting standard processes and practices. It also helps define processes, process owners, and the necessary tasks to capture data for quality metrics such as – Quality, Efficiency, Compliance, Maintenance, Reducing Production Costs etc.

Helps in continual improvement

When a QMS in part works specifically towards improving the lacking areas, it needs to look out for metrics and reports based on quantifiable data. A QMS software could be of immense help to an organisation to track its progress on various processes at different levels of operations and manufacturing. This, in turn help the management to scale the levels to which their existing problems are being solved, based on which future plans for improvement can be devised. Periodic reviews become an inherent part of QMS contributing to the cause of continual improvement.

Reviews and audits become more focused

An audit is an essential QMS tool to take stock of a company’s progress of its quality related activities. The awareness of the problem, sensitisation of staff over it and solutions-oriented tasks streamline QMS functioning. Hence, audits can be conducted with more clarity, with a special focus on assessing the progress of an organisation in areas where it’s weak – the problem areas. Their analysis helps the staff to see deficiencies in performance, and thereupon take corrective measures.

Gears up QMS towards better customer satisfaction

Any organisation that serves customers quality products and services ought to rise. On the other hand, if it ignores or fails to work upon the problematic quality areas would be unable to win customer trust. Hence, it is essential for a workplace to understand its specific quality weaknesses before the adoption and implementation of QMS. A system streamlined to work towards eradicating inefficient quality-related processes would eventually deliver output for better customer satisfaction.

Conclusion

Ignoring quality related problems or their inefficient handling by the QMS would only result in an inferior-quality yield, thus leaving customers wanting. In contrast, their effective dealing through a QMS would ensure customer satisfaction.  Hence, capturing problems is the most critical step before QMS implementation.

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Lean Six Sigma Improving the Quality of American Healthcare

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In October 2018, three spinal surgeons published an article detailing how they applied the Plan-Do-Study-Act methodology to the surgeries they performed. All three praised the methodology for offering a systematic, straightforward approach to something as complicated as spinal surgery.

The surgeons published a report on their usage of PDSA. The report concluded that while there wasn’t an outright solution to rising American healthcare costs, philosophies like Lean Six Sigma represented a step in the right direction. By focusing on simple efficiencies and small components of the immense healthcare system, the surgeons felt that they could create lasting, meaningful change over time.

That opinion is starting to spread to other sectors of the healthcare industry.

Lean Six Sigma Has Already Proven its Worth in Healthcare

In 2014, the Children’s National Health System ran a test to pioneer a new care pathway for children with adolescent idiopathic scoliosis, who needed spinal fusion surgery.

Matthew Oetgen, M.D. – Children’s National Health System’s Chief of Orthopaedic Surgery and Sports Medicine – wanted to…

  • Shorten the overall length of each patient’s hospital stay
  • Reduce the need for opioid pain medication
  • Deliver coordinated, comprehensive care to every patient

… without increasing costs.

Dr. Oetgen and his team designed the care pathway using Lean Six Sigma principles, and after more than two years of tests, they’ve published their results in the Journal of Bone and Joint Surgery.

Spoilers: it worked.

“Our primary goal was to improve the value of care for children with scoliosis and their families,” Oetgen said in a press release. “Even better, we’ve shown that this model can be used consistently over time to maintain the benefits it delivers to this patient population.”

He’s hoping the success of the model leads to its sector-wide adoption.

“We used proven business models for culture change that were critical to the success of this program,” Oetgen said. “We’re proud of the model we have created and think it would work well in other pediatric hospitals with similar patient populations.”

Results of the Testing

From March 2015 to July 2017, Oetgen’s team tested their Lean Six Sigma-inspired care pathway on 169 patients. Here’s what they found…

  • These patients had lower postoperative pain scores (compared to those patients who didn’t participate in the new pathway)
  • They used far fewer opioids
  • Perioperative transfusion requirements were significantly lower
  • Postoperative lengths of stay were dramatically reduced

The results were consistently sustained for the entire two-and-a-half-year testing process. That means, Oetgen argues, this new care pathway is a sustainable way to improve the wellbeing of patients who are undergoing spinal fusion surgery.

Lean Six Sigma is a Mainstay in Healthcare

Lean Six Sigma isn’t new to healthcare. Those organizations who use it – like Children’s National Health System – have been experiencing its benefits for years.

That’s why, in recent years, we’ve seen healthcare organizations partner with university Lean Six Sigma programs. We’ve even seen healthcare companies like McLaren Greater Lansing train its entire staff on Six Sigma.

The application of process improvement in healthcare doesn’t just lead to efficient care and cost savings. It can lead to better lives for the patients and the staff members who support them.

The post Lean Six Sigma Improving the Quality of American Healthcare appeared first on Six Sigma Daily.

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