SELF-ASSESSMENT, Reporters:

Jenny Keece Raquel

AUDITS AND REVIEWS Jevi Bryan Bilaos

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CHAPTER HIGHLIGHTS:
•Frameworks for self-assessment
•Methodologies for assessment
•Capability Maturity Model Integration (CMMI)
assessments
•Securing prevention by audit and review of the system
•Internal and external quality management system
audits and reviews
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“FRAMEWORK FOR SELF-
ASSESSMENT”
1. Japanese Deming Prize
2. US Baldrige Award
3. EFQM Excellence Model

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JAPANESE DEMING PRIZE
(DEMING’S 14 POINTS)
• Create constancy of purpose towards improvement of • Drive out fear, so that everyone may work effectively for the
1 product and service. 8 company.

• Adopt the new philosophy. • Break down barriers between departments.

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• Eliminate numerical goals, posters and slogans for the
• Cease dependence on mass inspection. 1 workforce asking for new levels of productivity without
3 providing methods.
0
• End the practice of awarding business on the basis of
• Eliminate work standards that prescribe numerical quotas.
4 price tag. 11
• Remove barriers that stand between the hourly worker and his
• Find problems 1
5 right to pride of workmanship.
2
• Institute modern methods of training on the job. 1 • Institute a vigorous programme of education and retraining.
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3
• Institute modern methods of supervision of production • Create a structure in top management that will push every day
workers. 1 on the above thirteen points.
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4

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US BALDRIDGE AWARD

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EUROPEAN FOUNDATION FOR
QUALITY MANAGEMENT

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EFQM CRITERION PARTS:
1. LEADERSHIP – How leaders develop and facilitate the achievement of the vision and
mission, develop values required for long-term success and ensuring that the organization’s
management systems are developed and implemented.
2. STRATEGY – How the organization implements its vision and mission via clear stakeholder
focused strategy, supported by relevant policies, plans, objectives, targets and processes.
3. PEOPLE – How the organization manages, develops and releases the knowledge and full
potential of its people at an individual, team-based and organization- wide level, and plans
these activities in order to support its policy strategy and the effective operation of its
processes.
4. PARTNERSHIPS AND RESOURCES - How the organization plans and manages its external
partnerships and internal resources in order to support its strategy and the effective operation
of its processes.
5. PROCESSES, PRODUCTS AND SERVICES – How the organization designs, manages and
improves its processes, products and services in order to support its strategy and fully satisfy,
and generate increasing value, for its customers and stakeholders.
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RESULTS SCORE SCOPE
No results or anecdotal information. 0% Results address few relevant areas and
activities
Some results show positive trends and/or satisfactory performance. 25% Results address some
Some favourable comparisons with own targets/external organizations. relevant areas and activities.
Some results are caused by approach.
Many results show strongly positive trends and/or sustained good 50% Results address many
performance over the last 3 years. relevant areas and activities.
Favourable comparisons with own targets in many areas.
Some favourable comparison with external organizations.
Many results are caused by approach.
Most results show strong positive trends and/or sustained excellent 75% Results address most
performance over at least 3 years. relevant areas and activities.
Favourable comparisons with own targets in most areas.
Favourable comparisons with external organizations in many areas.
Most results are caused by approach.
Strongly positive trends and/or sustained excellent performance in all 100% Results address all relevant
areas over at least 5 years. areas and facets of the organization.
Excellent comparisons with own targets and external organizations in most
areas.
All results are clearly caused by approach. Positive indication that leading
position will be maintained

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6. CUSTOMER RESULTS - What the organization is achieving in
relation to its external customers.
7. PEOPLE RESULTS - What the organization is achieving in
relation to its people. Self-assessment should demonstrate the
organization’s success in satisfying the needs and expectations of
its people.
8. SOCIETY RESULTS - What the organization is achieving in
relation to local, national and international society as appropriate.
9. KEY PERFORMANCE RESULTS - What the organization is
achieving in relation to its planned performance.

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RESULTS SCORE SCOPE
No results or anecdotal information. 0% Results address few relevant areas and
activities
Some results show positive trends and/or satisfactory performance. 25% Results address some
Some favourable comparisons with own targets/external organizations. relevant areas and activities.
Some results are caused by approach.
Many results show strongly positive trends and/or sustained good 50% Results address many
performance over the last 3 years. relevant areas and activities.
Favourable comparisons with own targets in many areas.
Some favourable comparison with external organizations.
Many results are caused by approach.
Most results show strong positive trends and/or sustained excellent 75% Results address most
performance over at least 3 years. relevant areas and activities.
Favourable comparisons with own targets in most areas.
Favourable comparisons with external organizations in many areas.
Most results are caused by approach.
Strongly positive trends and/or sustained excellent performance in all 100% Results address all relevant
areas over at least 5 years. areas and facets of the organization.
Excellent comparisons with own targets and external organizations in most
areas.
All results are clearly caused by approach. Positive indication that leading
position will be maintained

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SELF-ASSESSMENT AGAINST THE EXCELLENCE
MODEL MAY BE PERFORMED GENERALLY USING
THE SO-CALLED RADAR SYSTEM:

•Results
•Approach
•Deployment
•Assessment
•Review

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THE RADAR SCREEN

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“METHODOLOGIES FOR SELF-
ASSESSMENT”

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GENERAL STEPS INVOLVED IN
UNDERTAKING SELF-
ASSESSMENT

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 “CAPABILITY MATURITY
MODEL INTEGRATION (CMMI)
ASSESSMENTS”

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CMMI
Is an approach which can be used to guide
improvements across a project, a division or an entire
organization and helps to ‘integrate separate
organizational functions, appraise the effectiveness of
current processes and prioritize improvement activity’

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Process Capability level (continuous representation)
to satisfy specified product quality, service quality
and individual process performance objectives
Organizational Maturity level (staged representation)
to support the application and use of a defined set of
capable processes in line with the organization’s
overall business objectives

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“SECURING PREVENTION BY
AUDIT AND REVIEW OF THE
MANAGEMENT SYSTEMS”

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 Error or defect prevention is the process of
removing or controlling error/defect causes in the
management systems. There are two major elements of
this:
Checking the systems
Error/defect investigation and follow-up.

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CHECKING THE SYSTEM
THERE ARE SIX METHODS IN GENERAL USE:
1. Quality Audits and reviews
2. Quality Survey
3. Quality Inspection
4. Quality tour
5. Quality sampling
6. Quality scrutinizes

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ERROR OR DEFECT
INVESTIGATIONS AND
FOLLOW-UP
General method is based on:
Collecting
Checking
Selecting
The results of the analysis are then used to:
•Decide
•Notify
•Record
•Report
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STRUCTURE FOR
INVESTIGATION
QUESTIONNAIRE:
People – duties, information, supervision,
instruction, training, attitudes
Processes – systems, procedures, instructions,
monitoring, control methods
Technology – description, condition, controls,
maintenance, suitability
Environment – climatic, space, humidity, noise.

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 “INTERNAL AND EXTERNAL
MANAGEMENT SYSTEM AUDITS
AND REVIEWS”

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QUALITY AUDITING
STANDARD
1. First party or internal audits
2. Second party audits
3. Third party audits

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STEPS IN AUDITING
•INITIATION
•PREPARATION
•EXECUTION
•REPORT
•COMPLETION

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THANK
YOU
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