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Unit 5: Quality Management

more fundamental or systemic root causes and ways to improve the system. Yet, fear of identifying Notes
problems is often seen as an admission that the current way of doing things is flawed or that
those responsible are poor performers. Managers can make sure that it is understood failures
contribute to improvement and are opportunities for quality improvements.

Quality Improvement is for People at all Levels

Quality Improvement programs need to be adopted by people at all levels. They are the essence
of an organization and their full involvement enables their abilities to be used for the
organization’s benefit. The workforce is the most important component of the organization.
The organization cannot function properly without workers who are proud of their work and
who feel respected as individuals and professionals.
Managers can help workers be successful by making sure that job responsibilities and performance
standards are clearly understood; building strong relationships between management and the
workforce; and providing workers with the best tools, instruments, supplies, and information
possible.

Did u know? What are Improvement Teams?
Improvement teams that include broad representation throughout the organization can
help ensure success of initial efforts and create opportunities for cross-disciplinary dialogue
and information exchange.
Effective quality management programs go beyond emphasizing one or two efforts or
areas to improve performance. Every activity, every process and every job can be improved.
Everyone within the organization can be given an opportunity to understand the quality
improvement program and their individual role within that effort.

Quality Circles

Quality circles (QCs), like many other innovations in quality improvement, were developed in
Japan. QCs are based on the belief that every activity can be improved and this can be done more
effectively if the persons on the job put their mind to it. The QCs are deigned to involve
employees in quality improvement programs.
Participation in a QC is voluntary, but employees are paid while participating during regular
working hours or on overtime. A group leader is selected and trained for the leadership role by
the organization, and mentors the participating group in methods of problem solving, analysis,
and reporting. The group identifies problems, collects and analyzes data, and also recommends
solutions. Those changes that are approved by management are carried out.

Most organizations report cost benefits but more important, it has been found that effective QCs
report higher group cohesion, performance norms, job satisfaction and intrinsic satisfaction,
satisfaction with co-workers, self-monitoring, and organization commitment.

Barriers between Departments

Barriers between organizations or between departments within one organization are obstacles
to effective Quality Improvement. Interdepartmental or intra-organizational friction or lack of
cooperation results in waste, errors, delay, and unnecessary duplication of effort.
A continuous and lasting Quality Improvement program requires teamwork that crosses
traditional organizational lines. It requires that all workforce members, departments, and units

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