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Higher National Diploma In

Business

Managing Quality In Business

Week…….Self Assessment

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Self-Assessment

for ContinuousImprovement:

Tools and

Techniques

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Continuous Improvement = making oth in!remental an" strategi! !hanges

to all the fun!tions of an organisation to make it e#!ellent

Self-assessment = a !omprehensi$e% systemati! an" regular re$ie& y the

organisation of its a!ti$ities an" results referen!e" against a mo"el of'#!ellen!e &hi!h allo&s an organisation to "is!ern !learly its strengths an"

areas in &hi!h impro$ements !an e ma"e an" !ulminates in planne"

impro$ement a!tions that are then monitore" for progress

Strategic planning = the plans that an organisation puts in pla!e to enale it

to a!hie$e its mission an" $ision

Definitions

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( )omplian!e against

a stan"ar"

( )an ten" to e

negati$e(!orre!ti$e

a!tion

( *sually "one y an

+outsi"er, or

+spe!ialist,

( -i$es an histori!al

$ie&

( Au"itor is often

looking to fin" fault

( ositioning against a

frame&ork

( *sually positi$e(

strengths an" areas

for impro$ements

( Best "one y yourself%

perhaps fa!ilitate" y

a spe!ialist

( Both histori!al an"

for&ar" looking

( Aim is to e moti$ating

for those in$ol$e"

( Is a !ompetition

( Marketing tool/uli!ity

( Is a &ay of re!ognising

a le$el of a!hie$ement

( In$ol$es a 0u"ging

pro!ess

( -i$es an histori!al

$ie&

( Moti$ating for those

re!ei$ing the a&ar"

Relationship beteen Audit! Self-Assessment and

Aard

Audit Self-assessment

Aard

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1. ro$i"ing a highly stru!ture"% fa!t(ase" te!hni2ue to i"entifying an"

assessing your organisation3s strengths an" areas for impro$ement.

4. Impro$ing the "e$elopment of your usiness plan an" strategy.

5. )reating a !ommon language an" !on!eptual frame&ork for the &ay

you manage an" impro$e your organisation.

6. '"u!ating people in your organisation on the 7un"amental )on!epts

of '#!ellen!e an" ho& they relate to their responsiilities.

Self-assessment - "otential #enefits $ist

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8. In$ol$ing people at all le$els/units in pro!ess impro$ement.

9. I"entifying an" fa!ilitating the sharing of your +-oo" ra!ti!e, &ithinthe organisation.

:. 7a!ilitating !omparisons &ith other organisations.

;. ro$i"ing opportunities to re!ognise oth progress an" outstan"ingle$els of a!hie$ement through internal or e#ternal a&ar"s.

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Self-assessment - "otential #enefits $ist

%cont&d'

11. Helping plan &hat an institution aims to a!hie$e an"% !ru!ially% ho& it &ill

a!hie$e its aims.

14. In!reasing people3s un"erstan"ing of the organisation3s goals an" ringing

people !loser together.

15. >he !ost of 2uality sa$ings ma"e through a!ting upon the results of self(

e$aluation !an e signifi!ant.

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?esults @rientation

)ustomer 7o!us

ea"ership )onstan!y of urpose

Management y ro!esses 7a!ts

eople De$elopment In$ol$ement

)ontinuous earning% Inno$ation Impro$ement

artnership De$elopment

)orporate So!ial ?esponsiility

The (undamental Concepts of )*cellence

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The )(+, )*cellence ,odel:

)uropean (oundation for +ualit ,anagement %EFQM '

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QUESTIONNAIRE

ASSESSMENT WORKSHOP

PRO-FORMA

AWARD SIMULATION

COMBINATIONS

#AS)D ./ 0.1R

D)SIR)D .1TC.,)S

A/D #)/)(ITS! 2.3

3I$$ 0.14

CCollect evidence5data

CDocument

evidence5data

CAssess evidence5dataCDocument results

C"resent results

Self-Assessment Techniques

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+1)STI.//AIR)

ASS)SS,)/T 3.R6S2."

"R.-(.R,A

A3ARD SI,1$ATI./

C.,#I/ATI./S

,A/A7),)/T ,))TI/7 5

)8)/T

CTo consider the S-A

outcomes

CTo prioritise actions

CTo produce improvement

plan

CTo agree hat tocommunicate

CTo recognise the efforts of

others

Self-Assessment - Different Techniques! Same

Destination

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Characteristics:

1.>his te!hni2ue !an e one of the least resour!e intensi$e.

4. An approa!h that is !omplete" $ery 2ui!kly% pro$i"e" an e#isting an"pro$en 2uestionnaire is use".

5. It is an e#!ellent &ay of gathering information on the per!eptions of

people &ithin an organisation.

6. Some organisations use simple yes/no 2uestionnaires% other slightly

more sophisti!ate" $ersions that use a rating s!ale

The +uestionnaire Technique

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Qui!k an" easy to use ( asi! a&areness training eing suffi!ient to getthings starte"

)an rea"ily in$ol$e many people &ithin the organisation

'nales the organisation to re!ei$e fee"a!k &hi!h !an e segmente" yfun!tion an" y le$el

)an e use" in !on0un!tion &ith an Assessment Workshop to pro$i"e a

more alan!e" $ie& of "eployment for the management team

)an e use" to fa!ilitate group "is!ussions et&een teams on theopportunities for impro$ement &ithin their unit

The +uestionnaire Technique -

#enefits

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Characteristics:

9 An Assessment Workshop is an e$ent% typi!ally .8 an" 1.8

"ays that in$ol$es memers of a team in a "is!ussion an"

"e!ision making pro!ess linke" to assessing e$i"en!e an""ata presente" an" rea!hing !onsensus on Strengths an"

Areas for Impro$ement.

4. A se!on" "is!ussion an" "e!ision(making pro!ess &oul" e

use" to prioritise the list of potential impro$ement a!tions%

assign o&nership an" agree times!ales for "eli$ery of theimpro$ements.

5. >he team in$ol$e" !an !onsist of anyone from &ithin the

organisation one of main a"$antages of this self(

assessment metho" is the opportunity to gain the a!ti$e

in$ol$ement of the management team.

The Assessment 3or;shop Technique for Self-

Assessment

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C

The Assessment 3or;shop Technique for Self-

Assessment %cont&d'

Characteristics:

6. >ypi!ally% ea!h memer of the team &ill take responsiility for one

or more )riteria of the '7QM '#!ellen!e Mo"el an" &ill ensure that

"ata an" e$i"en!e rele$ant to his/her area of responsiility isgathere" efore the Assessment Workshop.

8. At the &orkshop team memers present to their peers the "ata an"

e$i"en!e gathere". >his pro$i"es the start point for the team to

"is!uss an" rea!h !onsensus.

9. )onsi"eration nee"s to e gi$en to the or"er in &hi!h the nine

!riteria are a""resse".

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An e#!ellent &ay to get the team to un"erstan" the Mo"el an" gain their !ommitment to

Dis!ussion an" agreement y the team on the strengths an" areas for impro$ement

helps to uil" a !ommon $ie&

@&nership y the team of the out!omes% suse2uent prioritisation an" agreement to

a!tion plans

An opportunity for team uil"ing

An agree" list of strengths an" areas for impro$ement is pro"u!e"

&hi!h &ill "ri$e impro$ement a!tions

The Assessment 3or;shop Technique -

#enefits

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"atha

(eatures:

@nline tool that allo&s you to assess your

organisation3s performan!e straight from your "esktop

)an e applie" to the &hole organisation or to spe!ifi!

"epartments

*ser(frien"ly self(assessment tool that !an e a"apte"

to refle!t the nee"s of your organisation

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'asy to use

'$i"en!e(ase"

)an in$ol$e a range of people in the organisation

@utput rea"ily a!!essile

'nales the organisation to re!ei$e fee"a!k an" s!ores &hi!h !an e segmente" y fun!tion an" y le$el

)an e use" to fa!ilitate group "is!ussions et&een teams on the opportunities for impro$ement &ithin their unit

'nales en!hmarking to take pla!e

"atha - #enefits

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Resourceeffort

6noledgeof ,odel

Trained

Assessors

Site

8isit

Strengths

< A(Is

Accurac

of score

+uestionnaire o&/Me"ium

No No No No o&

Assessment3or;shop

Me"ium Ees Ees

plus

7a!ilitator

No Ees Me"ium

"ro-forma Me"ium/High

Ees Ees @ptional Ees Me"ium

( High

AardSimulation

High Ees Ees @ptional Ees High

Selection Criteria -

Input5.utput Differences

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Supported b

)vidence Aard

Simulation

"ro-forma

+uestionnaire

Assessment

3or;shop 2igh

"rocessRigour

#ased on

.pinion

$o "rocess

Rigour

Selection Criteria -

Rigour < )vidence5.pinion Differences

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C

Selection Criteria - ,aturit5)ffort Differences

,AT1R).R7A/ISATI./

AppropriateQuestionnaire

AssessmentWorkshop

ro(forma supporte"y eer e$aluation

A&ar" Simulationor

A&ar" Appli!ation

./ T2) 3A0 Questionnaire

Workshop

7a!ilitate" Assessment

Workshop

ro(forma

7a!ilitate" Assessment

Workshop

ilot A&ar"

Simulation

STARTI/7 ./ T2)

)C)$$)/C)>.1R/)0

'lementary

Questionnaire

More "etaile"

Questionnaire

)ustomise"

Questionnaire

7a!ilitate" Assessment W/shop

$.3 )((.RT ,)DI1, )((.RT 2I72 )((.RT

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>otal Quality Management

C )ommitment to 2uality throughout organiFation

C rin!iples of >QM

)ustomer(oriente"

ea"ership

Strategi! planning

'mployee responsiility

)ontinuous impro$ement )ooperation

Statisti!al metho"s

>raining an" e"u!ation

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rin!iples of >QM

"artnering a relationship et&een a !ompany an" its

supplier ase" on mutual 2ualitystan"ar"s

Customers system must measure !ustomer

satisfa!tion

Information Technolog

infrastru!ture of har"&are% net&orks% an"soft&are ne!essary to support a 2ualityprogram

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Quality Impro$ement

an" ?ole of 'mployees

C "articipative problem solving employees in$ol$e" in 2uality management

e$ery employee has un"ergo e#tensi$e training to pro$i"e

2uality ser$i!e. to

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"resentation

Implementation,onitoring

Solution"roblem results

"roblem AnalsisCause and effect

Data collection and

analsis

"roblem Identification$ist alternatives

Consensus#rainstorming

Training7roup processes

Data collection"roblem analsis

.rgani?ation@-9 members

Same area

Supervisor5moderator

Quality )ir!le

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rin!iples of >QM in Ser$i!e

)ompanies

C "rinciples of T+, appl equall ell to services andmanufacturing

C Services and manufacturing companies have similarinputs but different processes and outputs

C Services tend to be labour intensive

C Service defects are not alas eas to measurebecause service output is not usuall a tangible item

Documents

Wank i 18062014140856