2.5 The role of Quality Assurance
So far, we have been generally talking about quality. At this point, we have a fair understanding of what quality is about. The issue now is to outline how this quality can be assured.
Before we go down that track, we need to know who needs this assurance. This might be a good time to reflect upon this question.
Consider this:
Who do you think needs assurance of the quality of the outcomes that are being generated by the processes that are quality assured?
In many places, you will find that quality is "... the ability to satisfy a given need" (e.g. in Moffat et al. 1993, quoting American National Standards Institute). This definition takes the focus of quality to the customer. When applied widely, quality relates to the customer friendliness of the transaction, suitability to need and user friendliness of the product or service. In making this possible, the organisation designs certain criteria that the process of production should follow. To make sure that the process is followed, organisations set up a process of quality control . This process implies that, for any transaction between a customer and supplier, the following elements of the transaction will be agreed upon:
- the fundamentals elements of the transaction;
- how they are to be addressed;
- how the elements of the transaction will be monitored and corrective action will be implemented to address any shortcomings;
- how this process can be guaranteed, i.e. how can the customer be assured of the quality of the process and output?
From these elements we can see that quality control aims at identifying and maintaining the desired level of quality in the organisation's products or services. To be able to realise this aim, the design of quality control must incorporate the aims of the organisation and the role of various departments that jointly develop the product. Extensive consultation and aligning of functions takes place before that quality control system can be articulated. Before it can be implemented, it must involve discussions with customers and suppliers of any external inputs into the organisation that contribute towards the final product. When all this has taken place and the level of operations decided, the process is designed in such a manner that the stated procedures are adhered to and maintained in a demonstrably controlled manner. To demonstrate this, the organisation goes through the four steps listed above
The assuring of quality then follows a regime of establishing procedures and maintaining them. For continued effectiveness, these procedures are continuously monitored for efficiency, relevance and correct application. At regular intervals, the process is checked. These checks are called audits. Audits can be internal - the organisation self-examining what it does and how it does it - or external - by an authorised agency that would normally have the ability to certify or accredit the processes against a recognised standard, for example, ISO 9000.
Quality control methods and procedures are collected and maintained in a controlled form. This collection is called the quality system and normally takes the form of a book called the quality handbook. Depending on the functions of the organisation, the handbook can be quite short and smart or fairly elaborate.
Activity 2.4
In the space below, suggest some conditions under which the quality handbook is likely to be elaborate. Then list some benefits and hazards of having an elaborate quality system.
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