Seven Steps In Strategic Quality Planning

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What is Quality? Quality can be interpreted as "meeting the stated and implicit needs of the client in full". This is a basic statement from which some salient definitions of quality have been drawn. They include: "The sum of the features and characteristics of the product or service that bear on its ability to meet the stated or implied need" [ISO, 1994]. Definition of Quality: Quality consists of the ability to meet wants (Edwards [1968]). Is the degree to which a particular product meets the desires of a particular consumer (Gilmore [1974]). In the final analysis of the market, the quality of the product depends on how appropriate the patterns of consumer preferences are (Kuehn & Day [1962]). Concept of quality management Quality Management…show more content…
It can be highly effective, allowing the organizations to do the right thing at the right time, every time. There are seven steps to strategic Quality Planning: 1. Discover customer needs The first step is to discover the future needs of customers. Who would they be? Will your client base change? What will they want? How will they want? How will the organization meet and exceed expectations? 2. Customer positioning Then, planners determine where the organization wants to be for customers. Do you want to keep, reduce, or expand the customer base. Products or services with poor quality performance should be targeted to achieve or eliminate a breakthrough. The needs of the Organization to focus its efforts on the areas of excellence. 3. Predict the future Next planners should look at their crystal balls to predict the future conditions that will affect their products or services. Demographic characteristics, economic forecasts, and technical assessments or projections are tools that help to predict the…show more content…
Four experimental conditions were investigated, with dependent variables of appraisal satisfaction, perceived accuracy of the performance appraisal, expectations of performance improvement, and actual performance. The results showed that a process focus appraisal had a more positive impact than an exclusively results-oriented appraisal on rate appraisal satisfaction, perceived appraisal accuracy, and expectations of performance improvement. Subjects receiving process appraisal feedback also showed a greater improvement in actual performance during a subsequent trial compared to subjects that did not receive process feedback. No differences were found between the group- and the individual-based performance appraisal conditions. Implications of these findings for appraisal processes in general, and total quality initiatives in particular, are discussed. 1999 John Wiley & Sons,
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