Presented By :

Aanjanay Yadav
Raghvendra
Chandan Kumar
Jaspreet Singh Saini
Shivanki Choudhary
Nikhil
WHAT IS QUALITY
 Quality means doing the right things right
the first time.
 Quality can be said to be, at least in part,
compliance with standards. Standards are
created when experts are able to
understand what the right things are and
how the right things are best achieved based
on Research and Clinical Evidence.
QUALITY CONTROL
 Quality control is the more traditional way
that businesses have used to manage quality.
Quality control is concerned with checking
and reviewing work that has been done.
 It includes all the activities from the
suppliers, through production, and to the
customers.
 Quality control is a process employed to
ensure a certain level of quality in a product
or service.
 Quality control can cover not just products,
services, and processes, but also people.
QC THROUGHOUT PRODUCTION SYSTEMS
Inputs Conversion Outputs
Raw Materials,
Production Products and
Parts, and
Processes Services
Supplies

Control Charts Control Charts

and Control Charts and
Acceptance Tests Acceptance Tests

Quality of Quality of Quality of

Inputs Partially Completed Outputs
Products
DIMENSIONS OF QUALITY
 Appropriateness
 Availability
 Competency
 Continuity
 Effectiveness
 Efficacy
 Efficiency
 Respect and caring
 Safety
 Timeliness
DIMENSIONS OF QUALITY

 Appropriateness
The degree to which the care/intervention
is relevant to the patient's clinical needs,
given the current state of knowledge.
 Availability
The degree to which appropriate
care/intervention is obtainable to meet the
patient's needs.
 Competency
The practitioner's ability to produce both
the health and satisfaction of customers. The
degree to which the practitioner adheres to
professional and/or organizational standards
of care and practice.
 Continuity
The coordination of needed healthcare
services for a patient or specified population
among all practitioners and across all
involved organizations over time.
 Effectiveness
The degree to which care is provided in
the correct manner, given the current state
of knowledge, to achieve the desired or
projected outcome (s) for the individual.
 Efficacy
The potential, capacity, or capability to
produce the desired effect or outcome, as
already shown, e.g., through scientific
research (evidence-based) findings
 Efficiency
The relationship between the outcomes
(results of care) and the resources used to
deliver care.
 Respect and Caring
The degree to which those providing
services do so with sensitivity for the
individual's needs, expectations, and
individual differences, and the degree to
which the individual or a designee is involved
in his or her own care decisions.
 Safety
The degree to which the risk of an
intervention ... and risk in the care
environment are reduced for a patient and
other persons including health care
practitioners.
 Timeliness
The degree to which needed care and
services are provided to the patient at the
most beneficial or necessary time.
 C y c l e
PD C A
PLAN-DO-CHECK-ACT
Plan to improve your operations first by finding out what things
are going wrong (that is identify the problems faced), and come
up with ideas for solving these problems.
Do changes designed to solve the problems on a small or

experimental scale first. This minimises disruption to routine

activity while testing whether the changes will work or not.
Check whether the small scale or experimental changes are

achieving the desired result or not. Also, continuously Check

nominated key activities (regardless of any experimentation going
on) to ensure that you know what the quality of the output is at
all times to identify any new problems when they crop up.
Act to implement changes on a larger scale if the experiment is

successful. This means making the changes a routine part of your

activity. Also Act to involve other persons (other departments,
suppliers, or customers) affected by the changes and whose
cooperation you need to implement them on a larger scale, or
those who may simply benefit from what you have learned (you
may, of course, already have involved these people in the Do or
trial stage).
THE PDCA CYCLE
SEVEN QUALITY TOOLS
 Fishbone Diagrams
 Histograms
 Pareto Analysis
 Flowcharts
 Scatter Plots
 Run Charts
 Control Charts
Fishbone Diagram
o The fishbone diagram is also called the
Ishikawa diagram or the cause and
effect diagram.
o It is a tool for discovering all the
possible causes for a particular effect.
o The major purpose of this diagram is to
act as a first step in problem solving by
creating a list of possible causes
 CONSTRUCTING A FISHBONE
DIAGRAM
 Step 1 - Identify the Problem
 Step 2 - Draw “spine” and “bones”

Example: High Inventory Shrinkage at local Drug Store

Shrinkage
 CONSTRUCTING A FISHBONE
DIAGRAM
 Step 3 - Identify different areas where problems may
arise from
Ex. : High Inventory Shrinkage at local Drug Store

employees

Shrinkage

shoplifters
 CONSTRUCTING A FISHBONE
DIAGRAM
 Step 4 - Identify what these specific causes could be

Ex. : High Inventory Shrinkage at local Drug Store

Shrinkage
Anti-theft tags poorly
Expensive merchandise designed
out in the open

No security/
surveillance shoplifters
 CONSTRUCTING A FISHBONE
DIAGRAM
 Ex. : High Inventory Shrinkage at local Drug Store
employees
attitude
training
new
trainee benefits practices

Shrinkage
Anti-theft tags poorly designed
Expensive merchandise out in the
open

No security/ surveillance

shoplifters
 CONSTRUCTING A FISHBONE
DIAGRAM
 Step 5 – Use the finished diagram to brainstorm
solutions to the main problems.