Every great product needs quality assurance. This means all professionals need PPT sample to brief employees about good quality assurance management. Considering this here we are presenting a pre built quality assurance activities and processes slide presentation. With help of PowerPoint presentation slides included in this visual show you can underline various quality assurance methods as well as why is quality assurance is so important. Not only can this, using this PPT presentation you also depict a clear picture of quality assurance vs quality control. Furthermore, this PPT example supports to share insights about qa and qc requirement, policy and how it can be achieved. Moreover, you can also update your employees about the various technical risks in a quality system for total quality management. Apart from this, presentation templates like benefits of customer focus, involvement of people, process approach, system approach to management, dimensions of quality etc. makes our pictorial show even more stunning. In short, our quality assurance process PowerPoint slide deck has everything you need to kick start a quality assurance activities and processes visual communication. Our Quality Assurance Activities And Processes PowerPoint Presentation Slides let you compete with conviction. You become confident of your conclusions.

1. QUALITY ASSURANCE
ACTIVITIES & PROCESSES
Your Company Name

2. Agenda
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01
2

3. Quality Management Definition
3
QUALITY MANAGEMENT
Ensures that an organization, product or
service is consistent. It is the ability of a
product or service to consistently meet or
exceed customers expectations.
Quality

4. Four Main Components Of Quality Management
4
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Quality Assurance
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Quality Control
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Quality Planning
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Quality Improvement
Quality
Management

5. Evolution Of Quality Management
5
1970
1960
1950
1940
1930
1920
Statistical Process
Control Charts
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Statistical Process
Control Charts
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Statistical Process
Control Charts
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Statistical Process
Control Charts
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Statistical Process
Control Charts
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Statistical Process
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6. Quality Control Vs. Quality Assurance
6
Inspection by an
inspection team
Quality Control Usually
Takes Place At End Of
Production Process
Production Process
it’s about Prevention
rather than just
detection
Quality Assurance Focuses On
Prevention Where Samples Of
Part Finished Goods Are
Checked At Different Times In
Production Process
Production Process
Quality Is Seen As
Everyone’s
Job, Not Just A Small
Team Of Inspectors!
Check Quality

7. 8 Principles Of Quality Management
7
Involvement
Of People
Process
Approach
Leadership
Customer-focused
Organization
Factual Approach To
Decision Making
Mutually Beneficial
Supplier Relationships
Continual
Improvement
System Approach To
Management
Principles Of
Quality
Management

8. This Standard Relates To Customer
Needs And Customer Service.
A Business Should Understand Their
Customers And Seek To Meet Their
Requirements.
Where Possible, They Should Aim To
Exceed Customer Expectations.
Customer Focus
8

9. Benefits Of Customer Focus
9
Marking Customer Needs And The Needs Of
Other Stakeholders Understood Throughout
The Organization.
Ensuring That Relevant Goals And Targets
Are Directly Linked To Customer Needs And
Expectations.
Improving The Performance Of The
Organization To Meet Customer Needs.
Ensuring The People Have The Knowledge
And Skills Requires To Satisfy The
Organization's Customer.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include

10. Leadership
10
A Business Should Have Clear
Objectives And Employees Should Be
Actively Involved In Achieving This.
This Standard Relates To The
Direction Of The Organization.

11. Benefits Of Leadership
11
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
Establishing And Communicating A Clear
Vision Of The Organization’ S Future.
Translating The Vision Of The
Organization Into Measurable Goals And
Targets.
Empowered and involved people achieve
the organization's objectives.
Having an empowered, motivated, well
informed and stable workforce.

12. Involvement Of People
12
This Principle Recognizes
That An Organization Is
Nothing Without Its Staff
That Their Abilities Should Be
Used To Full Effect For
Business Success.

13. Benefits Of Involvement Of People
13
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
People effectively contributing to
improvement of the policy and strategies
of the organization.
People sharing ownership of the
organization's goals.
People being involved in appropriate
decisions and process improvements.
People being more satisfied with their jobs
and being active involved in their personal
growth and development for the
organization's benefit.

14. Process
Approach
01
03
04
02
The Process Approach Relates To
Efficiency And The Understanding That
Appropriate Processes Will Speed Up
Activities.
Process Approach
14

15. Benefits Of Process Approach
15
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
Beneficial
Applications Of
The Principle
Include
Utilizing defines processes throughout the
organization will lead to more predictable results
better use of resources shorter cycle times and
lower costs.
Understanding the capability of processes
enables the creation of challenging goals and
targets.
Adopting the process approach for all operation
results in lower costs prevention of errors control
of variation shorter cycle times and more
predictable outputs.

16. System Approach To Management
16
"Identifying, Understanding And Managing
Interrelated Processes As A System
Contributes To The Organization's
Effectiveness And Efficiency In Achieving Its
Objectives.” This Means That Multiple
Processes Are Managed Together As A
System Which Should Lead To Greater
Efficiency.
04
02
01
03
05

17. Benefits Of System Approach To Management
17
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
The creation of comprehensive and
challenging plans that link functional and
process inputs.
The goals and targets of individual processes
are aligned with the organization's key
objective.
A broader overview of the effectiveness of
processes which leads to understanding the
causes of problems and timely improvement
action.
Provides A better understanding of roles and
responsibilities for achieving common
objectives thereby reducing cross functional
barriers and improving.

18. Continual Improvement
18
01
02
This Principle Is Very Straight
Forward: Continual Improvement
Should Be An Active Business
Objective.

19. Benefits Of Continual Improvement
19
Strategies based on relevant data and
information are more realistic and more
likely to be achieved.
Using relevant comparative data and
information to set realistic and challenging
goals and target.
Data and information are the basis for
understanding both process and system
performance to guide improvements and
prevent future problems.
Analysing data and information from
sources such as people surveys
suggestion and focus groups to guide the
formulation of human resource policies.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include

20. Factual Approach To Decision Making
A logical approach, based on data
and analysis, is good business
sense. Unfortunately, in A fact paced
workplace, decisions can often be
made rashly, without proper thought.
The efficiency that will have been
imbued in the organization after the
implementation of prior principles will
allow decisions to be made with
clarity.
20

21. Benefits Of Factual Approach To Decision Making
21
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
Creating and achieving more competitive
business plan through the integration of
continual improvement with strategic and
business planning.
Setting realistic and challenging
improvement goals and providing the
resources to achieve them.
Involving people in the organization in the
continual improvement of processes.
Providing all people the organization with
the tools, opportunities and encouragement
to improve products processes and
systems.

22. Mutually Beneficial Supplier Relations
22
Mutually Beneficial
Supplier Relations
This Principle Relates To Supply Chains
And Acknowledges That The Relationship
Between An Organization And Its Suppliers
Is Interdependent. A Strong Relationship
Between The Two Will Enhance
Productivity And Encourage Seamless
Working Practices.

23. Benefits Of Mutually Beneficial Supplier Relations
23
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
Strategies based on relevant data and
information are more realistic and more
likely to be achieved.
Using relevant comparative data and
information to set realistic and challenging
goals and target.
Data and information are the basis for
understanding both process and system
performance to guide improvements and
prevent future problems.
Analysing data and information from
sources such as people surveys
suggestion and focus groups to guide the
formulation of human resource policies.

24. Dimensions Of Quality
24
04
05
06
02
01
03
07
08
Performance Quality
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Reliability Quality
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Conformance Quality
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Aesthetics Quality
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Features Quality
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Durability Quality
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Serviceability Quality
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Perceived Quality
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25. The Dimensions: Performance And Features
25
Features are additional characteristics that enhance
the appeal of the product or service to the user.
What additional benefits will be added to the
product? Will they be they tangible or non-tangible
benefits. For example this could be after sales
service, or guarantees. Some features will be
present in all products but other features will only be
found in "quality" products. For example all cars
have wheels, steering wheel, gears, windows and
seats but only some cars have heated seats,
assisted parking and bluetooth.
A quality product will perform as expected by the
user and as specified by the manufacturer. If
products do not do as buyers expect, users will be
disappointed and frustrated. Worse still poor
performing products get negative reviews and lose
sales and reputation.
02
01
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26. The Dimensions: Reliability And Durability
26
Durability measures the length of A product’s life.
When the product can be repaired, estimating
durability is more complicated. The item will be used
until it is no longer economical to operate it.
Technically, durability can be defined as the amount of
use one gets from A product before it deteriorates.
The product consistent? Will it perform well over its
expected lifetime and perform consistently? Many
brands have developed trust with customers because
of their reputation for reliability.
02
01
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27. The Dimensions: Service Ability And Aesthetics
27
Aesthetic aspect of A product is comparatively
subjective in nature and refers to its impact on the
human senses such as how it looks, feels, sounds,
tastes and so on, depending upon the type of product.
Automobile companies make sure that in addition to
functional quality, the automobiles are also .
Serviceability refers to the promptness, courtesy,
proficiency and ease in repair when the product breaks
down and is sent for repairs.
02
01
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28. The Dimensions: Conformance And Perceived Quality
28
An equally important dimension of quality is the
perception of the quality of the product in the mind of
the consumer. Honda cars, sony walkman and rolex
watches are perceived to be high quality items by the
consumers.
It is the degree to which the product conforms to pre-
established specifications. All quality products are
expected to precisely meet the set standards.
02
01
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29. Service Gap Model
29
Gap 4
Gap 5
Gap 1
Gap 2
Customer Gap 3
Provider
• World Of Mouth
• Personal Needs
• Post Experience
External
Communication
To Customers
Expected Service
Perceived Service
Translation Of
Perceptions Into
Service Quality
Specifications
Management
Perceptions Of
Consumer
Expectations
Service
Delivery(Including
Per-And Post
Contacts)

30. Five Gaps That Organizations Should Measure Manage And Minimize
30
Is the distance between what customers expect and what managers think they expect - clearly
survey research is A key way to narrow this gap.
Is between management perception and the actual specification of the customer experience -
managers need to make sure the organization is defining the level of service they believe is
needed.
Is from the experience specification to the delivery of the experience - managers need to audit
the customer experience that their organization currently delivers in order to make sure it lives up
to the spec.
Is the gap between the delivery of the customer experience and what is communicated to
customers - all too often organizations exaggerate what will be provided to customers, or discuss
the best case rather than the likely case, raising customer expectations and harming customer
perceptions.
Is the gap between A customer's perception of the experience and the customer's expectation of
the service - customers' expectations have been shaped by word of mouth, their personal needs
and their own past experiences. Routine transactional surveys after delivering the customer
experience are important for an organization to measure customer perceptions of service.
GAP 1
GAP 2
GAP 4
GAP 5
GAP 3

31. Determinants Of Quality
31
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Design
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Ease Of Use
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Conforms To Design
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Service

32. Challenges With Service Quality
32
Customer Expectation
Often Change
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Different Customers Have
Different Expectations
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Each Customer Contact Is A
“ Moment Of Truth”
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Fail-safing Must Be Designed
Into The System
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01
0203
04
Service
Quality

33. Consequences Of Poor Quality
33
Loss Of Business
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Liability
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Costs (Rework, Scrap,
Warranty Cost, Etc.)
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Productivity (Rework, Defective
Output That Must Be Scrapped)
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The
Consequences
Of Poor
Quality
01
02
03
04

34. Responsibility For Quality
34
06
08
05
07
01
03
04
02
Responsibility
For
Quality
Top Management
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Quality Assurance
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Packaging And Shipping
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Marketing And Sales
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Customer Service
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Production / Operations
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Procurement
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Design
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35. Cost For Quality
Prevention Appraisal
Cost Of Good
Quality
Internal
Failure
External
Failure
Cost Of poor
Quality
Total Cost
Of Quality
35

36. Cost For Quality Graph
36
0
5
10
15
20
25
30
External failure
Internal Failure
Prevention
Appraisal
Quality Improvement
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37. Ethics And Quality
37
Substandard Parts And
Materials In The Boxes.
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Poor Designs
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Substandard Service
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Defective Products
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01
02 03
04
Substandard

38. ADDITIONAL
SLIDES
38

39. Our Vision
39
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Values

40. 40
01 02 03
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Our Team

41. About us
JOHN ALBERT
CEO
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42. Our Goal
42
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43. Comparison
43
45%
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55%
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44. Financial
44
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$ 90
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$ 50
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$ 40
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$ 20

45. This slide is 100% editable. Adapt it to your
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Quotes
45

46. Dashboard
46
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0
1
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8
10%
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0
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8
20%
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40%

47. Location
47
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48. 2021
2020
2019
2018
2017
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Timeline
48

49. Post It
49
Text Here Text Here
Text Here Text Here
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50. Puzzle
50
01
02
03
04
05
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51. Target
51
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01
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05

52. Circular
52
01
02
03
0405
06
07
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53. Venn
53
Text HereText Here
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54. Matrix
54
Low High
Supply Risk
ProfitImpact
High
Low
01 02
0304
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55. Silhouettes
55
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Text Here 75%
45%
65%
15%
35%

56. Swimlanes
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Text Here Text Here Text Here Text Here
Text Here Text Here Text Here
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57. Bulb For Idea
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05
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02 This slide is 100% editable. Adapt it to your
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03
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04

58. Magnifying Glass
58
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80%
75%
40%
35%

59. Bar Graph
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20
28
35
40
49 50
25
30
4
5.3
10
5.1
4.6 4.4
5.1
5.6
Text Here Text Here Text Here Text Here Text Here Text Here Text Here Text Here

60. Funnel
60
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61. THANK
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