Quality Familiarization Package - EGYPTAIR

Quality Familiarization Package

http://training.egyptair.com

EgyptAirTrainingCenter

Last Rev. Date: June 2016

Quality Culture

Presented by : Abdelghaffar Eldela 1


Instructor Introduction

Instructor Introduction

Name:

Company:

Position:

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Introduce yourself

Your Name:

Your company:

Your position:

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Forbidden

Forbidden

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Course Objectives By the end of that course the trainee will able to : 1.Define the quality concept.

2.Differentiate between QA & QC

3.Identify TQM concept.

4.Determine the benefits of ISO Standards.

5.Interpret the importance of quality auditing.

6.Understand what quality culture is.

7.How are organizational cultures created.

8.Differentiate between Quality culture versus traditional culture.

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Course Objectives

By the end of that course the trainee will able to :

9. Recognize the role of leaders to activate culture change.

10.Lay the foundation for quality culture.

11.Counter resistance to culture change.

12.Establish a quality culture.

13.Maintain & promote a quality culture.

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What is Quality?

Fitness for purpose.

Conformance to Requirements.

Zero Defects.

Continuous Improvement.

Meeting the customer's needs in a way that exceeds the customer's expectations.

Customer Satisfaction.

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What is Quality?

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Concept Of Quality

Quality is…

Consistency (Always the same best result)

Removing Guess Work (Documentation)

Promise (Quality Policy)

Delivering the Promise (Customer Satisfaction)

Continuous Improvement (Management Review)

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Concept of Quality

Paradigm Shift

In the past we relied on detection philosophy. Modern quality system are based on prevention.

Detection Philosophy After The Event.

Wasteful Resources.

Unreliable.

Wastage (cost of rejected good at the end of production)

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Concept of Quality

Paradigm Shift

In the past we relied on detection philosophy.

Modern quality system are based on prevention.

Prevention Philosophy Process Driven –Checked at each process.

Before the Event.

Planned and Controlled.

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What is Quality System?


It's the system that an organization uses to manage the quality of

their services or products.

Quality management systems are only one type of management

system; other examples include financial management systems,

safety management systems and environmental management

systems.

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Quality History

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QC Vs QA

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Total Quality Management (TQM)

Describes a management approach to long–term success through customer satisfaction.

In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work.

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Total Quality Management (TQM)

The 8 Primary Elements of TQM:

Customer-focused

Total employee involvement

Process-centered

Integrated system

Strategic and systematic approach

Continual improvement

Fact-based decision making

Communications

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The official definition of a quality system from

ISO is 'the management system used to direct and control an organization with regard to quality'.

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Why do we need Quality?

“It's only when you need to become swift Necessity is the Mother of Invention”.

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Why do we need Quality?

To make order in the disorder

As a compliance monitoring system

For consistently

Environmental changes

Market change

Customer needs shift

As a management feedback mechanism

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What is a standard?

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.

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What is a standard?

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Quality Policy

Manual

Procedures

Work Instruction

Reference Documents

Quality Records

Document Structure


ISO

What is ISO? International Organization for Standardization (ISO), an

organization working on the development of standards,

and this organization includes representatives from

several national organizations standards.

This organization has been found in 02/23/1947 which is

authorized for commercial and industrial standards are

universal.

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ISO The headquarters of the organization in Geneva,

Switzerland.

Although the ISO identify themselves as a non-

governmental organization, but its ability to set standards

that usually turn into laws, make it more powerful than

most non-governmental organizations.

ISO has published over 19500 International Standards

that can be purchased from ISO or its members.

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ISO

What are the benefits of ISO International

Standards?

ISO International Standards ensure that products and

services are safe, reliable and of good quality.

For business, they are strategic tools that reduce costs

by minimizing waste and errors, and increasing

productivity.

They help companies to access new markets, level the

playing field for developing countries and facilitate free

and fair global trade. (http://www.iso.org/iso/home/standards.htm)

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Last Rev. Date: June 2016 25

Quality Auditing


Quality Auditing

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ISO 9000:2005

What Is An Audit?

A systematic, independent and documented process for

obtaining audit evidence and evaluating it objectively to

determine the extent to which audit criteria are fulfilled.


Quality Auditing

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Audit Scope

Extent and boundaries of an audit.

Audit Evidence

Records, Statements of fact or other information, relevant to the audit criteria and which are verifiable.

Audit Criteria (Audit Ref.)

Set of policies, procedures or requirements used as a reference.

Audit Findings

Result(s) of the evaluation of the collected audit evidence against audit criteria. (may be conformity / non- conformity )


Quality Auditing

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Audit Team

The team may be composed of:

Team Leader / Lead Auditor

Auditors,

Expert,

Observers,

When an audit is performed by more than one auditor,

the responsibility is given to the team leader.


Quality Auditing

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- Quality Auditor

Person who is qualified for any tasked with

performing any part of a quality audit.

- Quality Audit Team Leader

Quality Auditor who is qualified for and tasked with

conducting a quality audit.


Quality Auditing

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- Auditor

Person with Competence to conduct Audit.

- Auditee

Organization/ person Being Audited.


Quality Auditing

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Types of Audits


Types of Audits

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Second Party

(External Audit)

Third Party

(Extrinsic Audit)

First Party (Internal

Audit)


Quality Auditing

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Audit Phases


Quality Auditing

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Preparation

Follow-up

Execution

Conclusion


Quality Auditing

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Preparation

Execution

Conclusion

Follow-up

Performed By Auditors

Performing Under the monitoring of QA Directorate


Programme

Analyze

Report Prepare

Notify

Audit

Corrective Action

Follow-up

The Audit Cycle


Quality Auditing

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Auditor Ethics


Quality Auditing

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Rudyard Kipling 1865-1936

I Keep six honest working men they taught

me all I knew, their names are: What, Why,

When, Where, How and Who.


Quality Culture

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Last Rev. Date: Sept. 2015

1.Understanding what quality culture is.

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Before Starting

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Before Starting

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Understanding What Quality Culture Is

Organizational Culture before Quality Culture.

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Slogan “we care about our customer ’’

Valuing the customer is a part of their culture ?

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Understanding what quality culture is

Culture : a way of thinking, behaving, or working that exists in a place or organization. (www.merriam-webster.com)

An organization’s culture : the everyday manifestation of its underlying values and traditions.

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http://www.merriam-webster.com/




Elements of Organizational Culture

Elements of Organizational Culture.

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Organizational values

Cultural role models

Business environment

Organizational rites, rituals, and customs

Cultural transmitters




The business environment is a critical determinant of the organization culture.

Highly competitive business environment develops to a change-oriented culture.

A stable market develops don’t rock the boat.

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Describe what the organization thinks is important.

Adherence to these values is synonymous with success.

Consequently, an organization’s values are the heart and soul of its culture.

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Starbucks Core Values

1. Provide a great work environment and treat

each other with respect and dignity. 2. Embrace diversity as an essential component

in the way we do business. 3. Apply the highest standards of excellence to

the purchasing, roasting and fresh delivery of our coffee.

4. Develop enthusiastically satisfied customers all the time.

5. Contribute positively to our communities and our environment.

6. Recognize that profitability is essential to our future success.



Example #2: Procter & Gamble

Procter & Gamble is one of the

world’s leading makers of consumer products. With billions in sales, P&G has a reputation for

excellence in marketing. It is a company whose leaders have

assured its enduring success by continually reaffirming and

communicating its core values.


People • We attract and recruit the finest people in the world. • We build our organization from within, promoting and rewarding people without regard to any difference unrelated to performance. • We act on the conviction that the men and women of Procter & Gamble will always be our most important asset. Leadership • We are all leaders in our area of responsibility, with a deep commitment to deliver leadership results. • We have a clear vision of where we are going. • We focus our goals to achieve leadership objectives and strategies. Ownership • We accept personal accountability to meet the business needs, improve our systems, and help others improve their effectiveness. • We all act like owners, treating the company’s assets as our own and behaving with the company’s long-term success in mind.

Integrity • We always try to do the right thing. • We are honest and straight-forward with each other. • We operate within the letter and spirit of the law. • We uphold the values and principles of P&G in every action and decision. • We are data-based and intellectually honest in advocating proposals, including recognizing risks. Trust • We are determined to be the best at doing what matters most. • We have a healthy dissatisfaction with the status quo. • We have a compelling desire to improve and to win in the marketplace. Passion for Winning • We respect our P&G colleagues, customers, and consumers and treat them as we want to be treated. • We have confidence in each other’s capabilities and intentions. • We believe that people work best when there is a foundation of trust.





Role Models : employees at any level who personify the organization’s values.

When cultural role models retire or die, they typically become legends in their organizations.

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Organizational rites, rituals, and customs.

Unwritten rules about how things are done.

Rites, rituals, and customs are enforced most effectively by peer pressure.

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The vehicles by which an organization’s culture is passed down through successive generations of employees.

Slogan, policy, symbols etc.

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Elements of Organizational Culture

Elements of Organizational Culture.

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Organizational rites, rituals, and customs



Understanding What Quality Culture Is.

A quality culture : an organizational value system that results in an environment that is conducive to the establishment and continual improvement of quality.

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How are organizational cultures created?

People's Value

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2.How Are Organizational Cultures Created.



How managers treat employees and how employees interact on a personal basis.

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Expectations of employees and managers toward each others.

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Stories passed along from employee to employee.

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The value systems of executive-level decision maker are often reflected in their organizational culture.

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How managers treat employees and how employees interact on a personal basis

Expectations of employees and managers toward each others

Stories passed along from employee to employee

The value systems of executive-level decision maker are often reflected in their organizational culture

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3.Quality Culture Vs. Traditional Culture


Quality Culture Vs. Traditional Culture

Organization with quality culture differs from organization with traditional culture in: Operating philosophy.

Objectives.

Management approach.

Attitude toward customers.

Problem solving approach.

Supplier relationships.

Performance-improvement approach.

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Operating Philosophy

Traditional Culture:

» Short-term profits.

» Return on investment.

» A large turnover at the top(“cut-and-run” )

Quality Culture :

» Customer satisfaction

» what is necessary to exceed the reasonable expectations of customers.

» long-term survival.

» less turnover at the top

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Objectives.


» short-term objectives

» No real vision

Quality Culture :

» Strategic planning (long- term objectives )

» short-term objectives

» Real Vision

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Management Approach.


» Managers think and employees do

» They do what they are told

» “Bosses” who give orders and enforce policies, procedures, and rules

Quality Culture :

» Coaches of the team

» Communicate the vision, mission, and goals;

» Provide resources; remove barriers;

» Seek employee input and feedback;

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Management Approach.

Quality culture :

» Build trust;

» Provide training;

» Reward and recognize performance.

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Attitude toward Customers


» Tend to look inward

» More concerned about their needs than those of customers

» Customer relations might actually be adversarial

Quality Culture :

» Customer-focused

» Customer satisfaction is the highest priority and is the primary motivation driving continual improvement efforts.

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Problem-Solving Approach


» More energy on deflecting or assigning blame.

» “most valuable player (MVP)” syndrome -“heroes’’

» “Waiting game’’.

Quality Culture :

» The focus is on identifying and isolating the root cause.

» A systematic process undertaken by teams.

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Supplier Relationships


» kept at arm’s length in relationships

» Own benefits , even when this drives the supplier out of business.

Quality Culture :

» Suppliers are viewed as partners.

» Work together cooperatively for the good of both.

» Collaborative relationship, based on sharing information ( processes, problems, strength….) to reach mutual benefit.

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Performance-Improvement Approach


» Not systematic.

» Initiated by problem.

Quality Culture :

» Systematic.

» Process of all factors affecting the performance ( people, product, working environment …….)

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Traditional Quality Culture Item #

Short-term profits. customer satisfaction Operating philosophy 1

Short term plan Strategic plan Objectives 2

Boss. Coach. Management approach 3

Inward looking

Customer focus. Attitude toward customers

4

Heroes & Awaiting game Root cause elimination Problem solving approach

5

Adversarial Relationship. Collaborative relationship.

Supplier relationships 6

Initiated by problem Systematic Performance-improvement approach

7

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4.Changing leaders to activate change


Changing Leaders to Activate Change

“An organization is the lengthened shadow of one person.”

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5.Laying The Foundation For Quality Culture


Laying The Foundation

1. Understand. quality is as its heart a cultural concept.

CEO & Executive management commitment and buy-in is the cornerstone.

How to sell the concept to a higher management:

a. Align the concept with organizational goals and help to identify the financial benefits

b. Become the project manager of this change, and then measure and mitigate resistance, inertia and opposition

c. Prepare a brief but powerful presentation that can be made for executive managers.

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2. Assess existing corporate culture as it relates to quality

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3.Plan based on the results of the survey in the previous step 4. Expect

a) Including a corporate value relating to quality in organization’s strategic plan

b) Including quality in the job descriptions of all personnel c) Including quality in all the organization’s team charters d) Talking about quality in all levels in the organization e) Recognizing and awarding quality positive attitudes and

behaviors f) Providing quality-related training for personnel at all levels g) Setting quality-related goals for all teams, units, departments

and divisions in the organization

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5. Model: Management personnel must walk the talk.

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6. Orient “new employee”.

7. Mentor not only job skills but also develop quality-positive attitudes and behaviors.

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8. Train:

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9. Monitor in the direct report continually (correct or reinforce immediately)

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10. Reinforce and maintain quality. should be factors in all decisions about

Raises,

Promotions

Recognition awards.

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1. Understand 2.Assess

3.Plan 4.Expect

5.Model



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6.Orient 7.Mentor

8.Train 9.Monitor

10. Reinforce & Maintain


6. Countering resistance to culture change


Countering Resistance To Culture Change

Change is resisted in any organization.

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Why change is difficult?

Joseph Juran describes organizational change as a “clash between cultures”

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Why change is difficult? Cont.

Advocates focus on the anticipated benefits

Resisters focus on perceived threats to their benefits.

Both are wrong on how they initially approach change

.

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Same Change, Different Perception

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Resisters Advocates Proposed Change

Threat to job security Improved productivity Automate production

Loss of authority More mental, resources focused on continual improvement

Initiate employee involvement & empowerment

Disruption of established purchasing network.

Mutually beneficial business alliances

Establish supplier partnership

Too expensive. More knowledgeable, more highly skilled workforce

Establish an employee education & training program

Competitors taking advantage of what they learn about us.

Enhanced competitiveness shared costs, and shared resources

Join a manufacturing network .



These approaches divide an organization into warring camps that waste energy and time instead of focusing resources on facilitation of change

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How to facilitate change?

Begin with a New Advocacy Paradigm.

Understand the Concerns of Potential Resisters.

Implement Change-Promoting Strategies.

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Different paradigm:

Who will be affected by this change and how?

How will the change be perceived by those it affects?

How can the concerns of those affected be alleviated?

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Implement Change-Promoting Strategies Involve Potential Resisters.

Avoid Surprises.

Move Slowly at First

Start Small and Be Flexible.

Create a Positive Environment.

Incorporate the Change

Provide a Quid Pro Quo.

Respond Quickly and Positively.

Work with Established Leaders.

Treat People with Dignity and Respect.

Be Constructive.

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-98-


7. Establishing A Quality Culture


Establishing A Quality Culture

Phases of emotional transition

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Establishing a quality culture cont.

Steps in the conversion to quality cont.

Put the planned changes in writing

Develop a plan for making the changes.

Understand the emotional transition process

Identify key people and make them advocates

Take a hearts-and-minds approach

Apply courtship strategies

Support, support, support

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8.Maintaining A Quality Culture


Maintaining a quality culture

Establishing a quality culture is a challenging undertaking for any organization, It is more challenging to maintain a quality culture over time.

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Maintaining A Quality Culture

In order to maintain a quality culture, organization must foster the following critical behaviors:

1- maintain an awareness of quality as a key cultural issue.

2- Make sure that there is plenty of evidence of the management's leadership (walking the walk as well as talking the talk).

3- Empower employee and encourage self- development and self-initiative among them.

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Maintaining A Quality Culture

4- keep employees involved.

5- recognize and reward the behaviors that tend to nurture and maintain the quality culture.

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