Quality Management: Propose an effective approach to link Quality Objectives to Continuous Improvement and measuring key process indicators

Listen to customers positively and take the feedback objectively.

Firstly , We should prepare a Quality Plan which contains ITP , NCR , and the Corrective and preventive actions procedures , so we can use the results of the corrective and preventive actions results & its efectiveness and effeciencey - I mean corrective and pereventive actions -  as a tool for continuous improvement , also we can measure the process by conparing the number or the percentage of NCR for the same item all over the project work packages (weekly or monthly or quartely )

At advanced level we can convert all things to monetory values in terms of Time and Cost , ( Cost of nonconfirm ) 

Thanks for the valuble question 

I would first read everything: the staement of work, e-mails, contracts, everything I could find.  From there you can identify Key Performance Indicators and objectives.  Once the processes are documented and checklists are readied then you can schedule audits and carry out audits to improve the processes and products.

With the feedback from the audits the procedures can be re-visited, as well as the checklists.  From there you keep with the process, continuously.

I think it should start with the right setting of the organization's quality objectives. It should be very accurately stated, properly broken down at the different depts. and levels, followed up/audited and when deviations occur, corrective/preventive actions taken and followed up. In parallel, process KPIs should be audited and when deviations occur, corrective/preventive actions taken and followed up. Both feedbacks to be incorborated into the system where applicable and re-start the cycle again and again.

Exactly, this KPI infuencing the continual improvement and quality objectives definitly.

Process Improvement and Management can be introduced by:

·         Monitoring its performance against customer-driven process measures.

·         Certifying the process (ensuring that it meets a set of effectiveness criteria).

·         Appointing a process owner who is responsible on an ongoing basis for process performance

·         Ensuring that the process has a plan and a budget

·         Creating a reward system which encourages process (as opposed to parochially functional) effectiveness.

·         Managing the white space between functions and seeing that their subordinate managers do the same.

Hello,

Nice question, thank you.

In service or manufacturing organization we have to think some issues to link Quality Objectives QO to Continuous Improvement CI and measuring key process indicators KPIs:

a) Quality Objectives must come from internal or external customer claims.

b) Those claims should be connected to Gemba (where the value created). Thus the members of processes aware of problems which are connected to Quality Objectives.

c) There should be some tools to handle and solve those problems. This is mostly Lean. But at least there should be a procedure or system how to cope with those problems and connect those three matters (QO, CI and KPIs).

d) KPIs come at the end. Defining KPIs is generally made at the first phase among those three matters QO, CI and KPIs. No, this is not true. Because we can not know what is important and which problem would add value to our goals. First we define the problems respecting our targets. It is mostly Value Stream Mapping in Lean or Balanced ScoreCard in western culture. After defining majorities we can define KPIs. Thus we connect KPIs to CI and QO.

Best Regards