PRESENTATION

1. ASSAIGNMENT TOPIC:
UNIT 8: MANAGING QUALITY
SUBJECT: Educational Monitoring,
Evaluation And Quality Management
GROUP MEMBERS:
 QAISER - RAFIQ
 MUHAMMAD – SHARAZ
 MUTAHAR - ABBAS
I.

2. MANAGING QUALITY
 Managing quality can be a process must be
properly managed to achieve quality
standards. Quality management is
concerned with controlling activities with
the aim of ensuring that products and
services are fit for their purpose and meets
the specifications

3. APPROACHES TO MANAGING QUALITY
There are two alternative
approaches to managing
quality
Quality control
Quality Assurance

4. WHET IS QUALITY ASSURANCE AND QUALITY
CONTROL
Although QA and QC are closely related
concepts, and are both aspects of quality
management, they are fundamentally
different in their focus:
 Quality Assurance is process oriented
and focuses on defect prevention,
while
 quality control is product oriented and
focuses on defect identification.

5. 1.QUALITY CONTROL
A definition of quality control is:
 The process of inspecting products to
ensure that they meet the required quality
standards
 This method checks the quality of completed
products for faults. Quality inspectors measure
or test every product, samples from each batch,
or random samples – as appropriate to the kind
of product produced.
 The main objective of quality control is to
ensure that the business is achieving the
standards it sets for itself.

6. QUALITY ASSURANCE
A definition of quality assurance is:
 The processes that ensure production quality meets
the requirements of customers
 This is an approach that aims to achieve quality by
organizing every process to get the product ‘right
first time’ and prevent mistakes ever happening. This
is also known as a ‘zero defect’ approach.
 In quality assurance, there is more emphasis on ‘self-
checking’, rather than checking by inspectors.

7. COMPARISON BETWEEN QUALITY ASSURANCE
AND QUALITY CONTROL
Quality Assurance Quality Control
A medium to long-term process; cannot
be implemented quickly
Can be implemented at short-notice
Focus on processes – how things are
made or delivered
Focus on outputs – work-in-progress
and finished goods
Achieved by improving production
processes
Achieved by sampling & checking
(inspection)
Targeted at the whole organisation Targeted at production activities
Emphasises the customer Emphasises required standards

8. UNIVERSAL STANDARDS OF QUALITY
MANAGEMENT
ISO( international organization for standardization) there
are eight principles for a quality management Principle
 Principle 1- Customer focus
 Principle 2 – Leadership
 Principle 3 – Involvement of people
 Principle 4 – Process approach
 Principle 5 – System approach to management
 Principle 6 – Continual improvement
 Principle 7 – Factual approach to decision making
 Principle 8 – Mutually beneficial supplier
relationships

9. WHAT IS ISO
ISO stands for ( international organization for
standardization).
 ISO (International Organization for Standardization) is an
independent, non-governmental membership organization
 The International Organization for Standardization (ISO) is
an international standard-setting body composed of representatives
from various national standards organizations.
 Founded on 23 February 1947, the organization promotes
worldwide proprietary, industrial and commercial standards. It is
headquartered in Geneva, Switzerland, and working in 162
countries.

10. CONT....
ISO has published more than 19 500
International Standards covering almost
every industry, from technology, to food
safety, to agriculture , healthcare and
management . ISO International
Standards impact everyone, everywhere

11. WHAT IS STANDERD?
 A standard is a document that provides
requirements, specifications, guidelines or
characteristics that can be used consistently to
ensure that materials, products, processes and
services are fit for their purpose. We published
over 19 500 International Standards that can
be purchased from the ISO store or from our
members

12. HOW DOES ISO DEVELOP STANDARDS?
 An ISO standard is developed by a panel of experts,
within a technical committee. Once the need for a
standard has been established, these experts meet to
discuss and negotiate a draft standard. As soon as a
draft has been developed it is shared with ISO’s
members who are asked to comment and vote on it. If
a consensus is reached the draft becomes an ISO
standard, if not it goes back to the technical
committee for further edits

13. KEY PRINCIPLES IN STANDARD DEVELOPMENT
 1. ISO standards respond to a need in the
market
 2. ISO standards are based on global expert
opinion
 3. ISO standards are developed through a
multi-stakeholder process
 4. ISO standards are based on a
consensus

14. KEY PRINCIPLES IN STANDARD DEVELOPMENT
1. ISO standards respond to a need in the market
ISO does not decide when to develop a new standard,
but responds to a request from industry or other
stakeholders such as consumer groups. Typically, an
industry sector or group communicates the need for a
standard to its national member who then contacts
ISO.

15. CONTI..
 2. ISO standards are based on global expert opinion
 ISO standards are developed by groups of experts
from all over the world, that are part of larger groups
called technical committees. These experts negotiate
all aspects of the standard, including its scope, key
definitions and content.

16. CONTI..
 3. ISO standards are developed through a multi-
stakeholder process
The technical committees are made up of experts from
the relevant industry, but also from consumer
associations, academia, NGOs and government

17. CONTI. ..
5. ISO standards are based on a consensus
Developing ISO standards is a consensus-
based approach and comments from all
stakeholders are taken into account

18. INTERNATIONAL STANDARDS ARE DEVELOPED
BY ISO TECHNICAL COMMITTEES (TC) AND
SUBCOMMITTEES (SC)
by a six step process:
 Stage 1: Proposal stage
 Stage 2: Preparatory stage
 Stage 3: Committee stage
 Stage 4: Enquiry stage
 Stage 5: Approval stage
 Stage 6: Publication stage

19. STAGE 1: PROPOSAL STAGE

The first step in the development of an International
Standard is to confirm that a particular International
Standard is needed. A new work item proposal (NP) is
submitted for vote by the members of the relevant TC/SC
to determine the inclusion of the work item in the
programme of work.
 The proposal is accepted if a majority of the P-members
of the TC/SC votes in favour and at least five P-members
declare their commitment to participate actively in the
project. At this stage a project leader responsible for the
work item is normally appointed.

20. STAGE 2: PREPARATORY STAGE
Usually, a working group of experts, the chairman
(convener) of which is the project leader, is set up by
the TC/SC for the preparation of a working draft.
Successive working drafts may be considered until
the working group is satisfied that it has developed
the best technical solution to the problem being
addressed. At this stage, the draft is forwarded to the
working group's parent committee for the consensus-
building phase.

21. STAGE 3: COMMITTEE STAGE
As soon as a first committee draft is available, it is
registered by the ISO Central Secretariat. It is distributed
for comments and, if required, voting, by the P-members
of the TC/SC. Successive committee drafts may be
considered until consensus is reached on the technical
content. Once consensus has been attained, the text is
finalized for submission as a draft International Standard
(DIS).

22. STAGE 4: ENQUIRY STAGE
The draft International Standard (DIS) is circulated to all
ISO member bodies by the ISO Central Secretariat for
voting and comment within a period of five months. It is
approved for submission as a final draft International
Standard (FDIS) if a two-thirds majority of the P-
members of the TC/SC are in favour and not more than
one-quarter of the total number of votes cast are negative.
If the approval criteria are not met, the text is returned to
the originating TC/SC for further study and a revised
document will again be circulated for voting and
comment as a draft International Standard

23. STAGE 5: APPROVAL STAGE
The final draft International Standard (FDIS) is circulated to
all ISO member bodies by the ISO Central Secretariat for a
final Yes/No vote within a period of two months. If technical
comments are received during this period, they are no longer
considered at this stage, but registered for consideration
during a future revision of the International Standard. The
text is approved as an International Standard if a two-thirds
majority of the P-members of the TC/SC are in favour and not
more than one-quarter of the total number of votes cast are
negative. If these approval criteria are not met, the standard is
referred back to the originating TC/SC for reconsideration in
the light of the technical reasons submitted in support of the
negative votes received

24. STAGE 6: PUBLICATION STAGE
Once a final draft International Standard has been
approved, only minor editorial changes, if and where
necessary, are introduced into the final text. The final text
is sent to the ISO Central Secretariat which publishes the
International Standard. Review of International
Standards (Confirmation, Revision, Withdrawal) All
International Standards are reviewed at least once every
five years by the responsible TCs/SCs. A majority of the
P-members of the TC/SC decides whether an
International Standard should be confirmed, revised or
withdrawn

25. STANDARDS DETAILS:
ISO( international organization for standardization)
there are eight principles for a quality management
Principle
 Principle 1- Customer focus
 Principle 2 – Leadership
 Principle 3 – Involvement of people
 Principle 4 – Process approach
 Principle 5 – System approach to management
 Principle 6 – Continual improvement
 Principle 7 – Factual approach to decision making
 Principle 8 – Mutually beneficial supplier
relationships

26. PRINCIPLE 1 – CUSTOMER FOCUS
ORGANIZATIONS DEPEND ON THEIR CUSTOMERS AND
THEREFORE SHOULD UNDERSTAND CURRENT AND FUTURE
CUSTOMER NEEDS, SHOULD MEET CUSTOMER REQUIREMENTS
AND STRIVE TO EXCEED CUSTOMER EXPECTATIONS.
KEY BANEFITS:
Increased revenue and market share obtained
through flexible and fast responses to market
opportunities
 Increased effectiveness in the use of the
organization’s resources to enhance customer
satisfaction
Improved customer loyalty leading to repeat
business).

27. APPLYING THE PRINCIPLE OF
CUSTOMER FOCUS TYPICALLY
LEADS TO:
 Researching and understanding customer needs and expectations
 Ensuring that the objectives of the organization are linked to
customer needs and expectations
 Communicating customer needs and expectations throughout the
organization
 Measuring customer satisfaction and acting on the results
 Systematically managing customer relationships
 Ensuring a balanced approach between satisfying customers and
other interested parties (such as owners, employees, suppliers,
financiers, local communities and society as a whole).

28. PRINCIPLE 2 – LEADERSHIP
LEADERS ESTABLISH UNITY OF PURPOSE AND DIRECTION OF THE
ORGANIZATION. THEY SHOULD CREATE AND MAINTAIN THE
INTERNAL ENVIRONMENT IN WHICH PEOPLE CAN BECOME FULLY
INVOLVED IN ACHIEVING THE ORGANIZATION’S OBJECTIVES.
Key benefits
 People will understand and be motivated towards the organization’s
goals and objectives
 Activities are evaluated, aligned and implemented in a unified way
 Miscommunication between levels of an organization will be
minimized.

29. APPLYING THE PRINCIPLE OF
LEADERSHIP TYPICALLY LEADS TO:
 Considering the needs of all interested parties including
customers, owners, employees, suppliers, financiers, local
communities and society as a whole
 Establishing a clear vision of the organization’s future
 Setting challenging goals and targets
 Creating and sustaining shared values, fairness and ethical role
models at all levels of the organization

30. CONT...
 Establishing trust and eliminating fear
 Providing people with the required resources, training
and freedom to act with responsibility and accountability
 Inspiring, encouraging and recognizing people’s
contributions.

31. PRINCIPLE 3 – INVOLVEMENT OF PEOPLE
AT ALL LEVELS ARE THE ESSENCE OF AN ORGANIZATION
AND THEIR FULL INVOLVEMENT ENABLES THEIR ABILITIES
TO BE USED FOR THE ORGANIZATION’S BENEFIT
Key benefits
 Motivated, committed and involved people within
the organization
• Innovation and creativity in furthering the
organization’s objectives
• People being accountable for their own
performance
• People eager to participate in and contribute to
continual improvement.

32. APPLYING THE PRINCIPLE OF INVOLVEMENT
OF PEOPLE TYPICALLY LEADS TO:
 People understanding the importance of their contribution and role
in the organization
 People identifying constraints to their performance
 People accepting ownership of problems and their responsibility
for solving them
 People evaluating their performance against their personal goals
and objectives
 People actively seeking opportunities to enhance their
competence, knowledge and experience
 People freely sharing knowledge and experience
 People openly discussing problems and issues.

33. PRINCIPLE 4 – PROCESS
APPROACH
A DESIRED RESULT IS ACHIEVED MORE
EFFICIENTLY WHEN ACTIVITIES AND RELATED
RESOURCES ARE MANAGED AS A PROCESS.
 Lower costs and shorter cycle times through effective
use of resources
 Improved, consistent and predictable results • Focused
and prioritized improvement opportunities.

34. APPLYING THE PRINCIPLE OF PROCESS
APPROACH TYPICALLY LEADS TO:
 Systematically defining the activities necessary to obtain a desired
result
 Establishing clear responsibility and accountability for managing
key activities
 Analysing and measuring of the capability of key activities
 Identifying the interfaces of key activities within and between the
functions of the organization
 Focusing on the factors – such as resources, methods, and
materials – that will improve key activities of the organization
 Evaluating risks, consequences and impacts of activities on
customers, suppliers and other interested parties.

35. PRINCIPLE 5 – SYSTEM APPROACH
TO MANAGEMENT IDENTIFYING, UNDERSTANDING AND
MANAGING INTERRELATED PROCESSES AS A SYSTEM
CONTRIBUTES TO THE ORGANIZATION’S EFFECTIVENESS
AND EFFICIENCY IN ACHIEVING ITS OBJECTIVES.
Key benefits
 Integration and alignment of the processes that will best achieve the
desired results
 Ability to focus effort on the key processes
 Providing confidence to interested parties as to the consistency,
effectiveness and efficiency of the o organization.

36. APPLYING THE PRINCIPLE OF SYSTEM
APPROACH TO MANAGEMENT
TYPICALLY LEADS TO: Structuring a system to achieve the organization’s objectives in the
most effective and efficient way
 Understanding the interdependencies between the processes of the
system
 Providing a better understanding of the roles and responsibilities
necessary for achieving common objectives and thereby reducing
cross-functional barriers

37. CONT...
 Understanding organizational capabilities and establishing
resource constraints prior to action
 Targeting and defining how specific activities within a system
should operate
 Continually improving the system through measurement and
evaluation.

38. PRINCIPLE 6 – CONTINUAL
IMPROVEMENT
CONTINUAL IMPROVEMENT OF THE ORGANIZATION’S
OVERALL PERFORMANCE SHOULD BE A PERMANENT
OBJECTIVE OF THE ORGANIZATION.
Key benefits:
 Performance advantage through improved organizational
capabilities
 Alignment of improvement activities at all levels to an
organization’s strategic intent
 Flexibility to react quickly to opportunities

39. APPLYING THE PRINCIPLE OF
CONTINUAL IMPROVEMENT
TYPICALLY LEADS TO:
 Employing a consistent organization-wide approach to continual
improvement of the organization’s performance
 Providing people with training in the methods and tools of
continual improvement
 Making continual improvement of products, processes and
systems an objective for every individual in the organization
 Establishing goals to guide, and measures to track, continual
improvement/

40. PRINCIPLE 7 – FACTUALAPPROACH TO
DECISION
MAKING EFFECTIVE DECISIONS ARE BASED ON THE
ANALYSIS OF DATAAND INFORMATION
 Informed decisions
 An increased ability to demonstrate the effectiveness of past
decisions through reference to factual records
 Increased ability to review, challenge and change opinions and
decisions.

41. APPLYING THE PRINCIPLE OF FACTUAL
APPROACH TO DECISION MAKING TYPICALLY
LEADS TO:
 Ensuring that data and information are sufficiently accurate
and reliable
 Making data accessible to those who need it
 Analyzing data and information using valid methods
 Making decisions and taking action based on factual analysis,
balanced with experience and intuition.

42. PRINCIPLE 8 – MUTUALLY BENEFICIAL
SUPPLIER RELATIONSHIPS
AN ORGANIZATION AND ITS SUPPLIERS ARE INTERDEPENDENT
AND A MUTUALLY BENEFICIAL RELATIONSHIP ENHANCES THE
ABILITY OF BOTH TO CREATE VALUE
]Key benefits:
 Increased ability to create value for both parties
 Flexibility and speed of joint responses to changing market or
customer needs and expectations
 Optimization of costs and resources.

43. APPLYING THE PRINCIPLES OF
MUTUALLY BENEFICIAL SUPPLIER
RELATIONSHIPS TYPICALLY LEADS
TO:
 Establishing relationships that balance short-term gains with long-
term considerations
 Pooling of expertise and resources with partners
 Identifying and selecting key suppliers
 Clear and open communication

44. CONTI...
 Sharing information and future plans
 Establishing joint development and improvement activities
 Inspiring, encouraging and recognizing improvements and
achievements by suppliers.

45. ISO AND CERTIFICATION
Certification...
 Certification can be a useful tool to add credibility, by
demonstrating that your product or service meets the
expectations of your customers. For some industries,
certification is a legal or contractual requirement.
 ISO does not perform certification. IT
develop International Standards, not involved in their
certification, and do not issue certificates. This is
performed by external certification bodies, thus a
company or organization cannot be certified by ISO.

46. HOW TO GET ISO CERTIFICATION?
 Looking to get certified?
ISO doesn’t provide certification or conformity
assessment. You’ll need to contact an external
certification body for that. the external bodies
has their own procedure of certification, like
documents analysis, pre testing, testing etc.
International Organization for Standardization
(ISO) does not certify organizations itself.
Numerous certification bodies exist,

47. BENEFITS OF ISO CERTIFICATION
 Benefits of ISO 9001. The ISO 9001 quality
management systems standard offers a wide
variety of benefits to an organization. The
quality standard is applicable to companies
of any size or sector who is seeking to
improve their internal management and
operational processes.

48. ANY QUESTION