Definition
Systematic process that translates quality policy into
measurable objectives and requirements, and lays down a sequence of steps for
realizing them within a specified timeframe.
Companies want to produce quality work that they're happy
with and customers can appreciate. One way to do so is a process known as
quality planning. Come along as we learn what quality planning is, the process,
and what tools are valuable in
the ISO 9001 certification,
Quality Planning Defined
Meet Molly. Molly just found out that she will be the new
leader for an upcoming project. Because this is her first project, she decides
to do some research on how to effectively lead a project. The first place she
starts is by determining the most important aspects of the project;
essentially, she is determining which standards are necessary in order to
successfully complete the project. Molly learns that she needs to identify what
standards are relevant to the project and how she and her team will meet them.
This is known as quality planning and is the focus of this lesson.
Quality planning is the task of determining what factors are
important to a project and figuring out how to meet those factors. Such factors
often include the resources that will be used, the steps needed to complete the
project and any other specifications. So for Molly, this means she needs to
plan what resources the project will need, determine the cost of those
resources, plan a timeline for completing the project, outline the steps she
and her team will take, and she will need to assign the tasks and
responsibilities to each person.
Process
“Quality planning,” as used here, is a structured process
for developing products (both goods and services) that ensures that customer
needs are met by the final result. The tools and methods of quality planning
are incorporated along with the technological tools for the particular product
being developed and delivered. Designing a new automobile requires automotive
engineering and related disciplines, developing an effective care path for
juvenile diabetes will draw on the expert methods of specialized physicians,
and planning a new approach for guest services at a resort will require the
techniques of an experienced hotelier. All three need the process, methods, tools,
and techniques of quality planning to ensure that the final designs for the
automobile, diabetic care, and resort services not only fulfill the best
technical requirements of the relevant disciplines but also meet the needs of
the customers who will purchase and benefit from the products.
The Quality Planning Problem
The quality planning process and its associated methods,
tools, and techniques have been developed Because in the history of modern
society, organizations have rather universally demonstrated a consistent failure
to produce the goods and services that unerringly delight their customers. As a
customer, everyone has been dismayed time and time again when flights are
delayed, radioactive contamination spreads, medical treatment is not consistent
with best practices, a child’s toy fails to function, a new piece of software
is not as fast or user-friendly as anticipated, government responds with
glacial speed (if at all), or a home washing machine with the latest high-tech
gadget delivers at higher cost clothes that are no cleaner than before. These
frequent, large quality gaps are really the compound result of a number of
smaller gaps illustrated in Figure 3.1. The first component of the quality gap
is the understanding gap, that is, lack of understanding of what the customer
needs. Sometimes this gap opens up because the producer simply fails to
consider who the customers are and what they need. More often the gap is there
because the supplying organization has erroneous confidence in its ability to
understand exactly what the customer really needs. The final perception gap in
Figure 3.1 also arises from a failure to understand the customer and the
customer needs. Customers do not experience a new suit of clothes or the
continuity in service from a local utility simply based on the technical merits
of the product. Customers react to how they perceive the good or service
provides them with a benefit.
3.2 SECTION THREE
The second constituent of the quality gap is a design gap.
Even if there were perfect knowledge about customer needs and perceptions, many
organizations would fail to create designs for their goods and services that
are fully consistent with that understanding. Some of this failure arises from the
fact that the people who understand customers and the disciplines they use for
understanding customer needs are often systematically isolated from those who
actually create the designs. In addition, designers—whether they design
sophisticated equipment or delicate human services—often lack the simple tools
that would enable them to combine their technical expertise with an
understanding of the customer needs to create a truly superior product. The
third gap is the process gap. Many splendid designs fail because the process by
which the physical product is created or the service is delivered is not
capable of conforming to the design consistently time after time. This lack of
process capability is one of the most persistent and bedevilling failures in
the total quality gap. The fourth gap is the operations gap. The means by which
the process is operated and controlled may create additional deficiencies in
the delivery of the final good or service. ISO 9001 consultants can provide cost effective guidance and play an
important role in the quality management System
No comments:
Post a Comment