Reducing waste, rework, staff attrition and litigation while increasing customer loyalty –

1.  Reducing waste, rework, staff attrition and litigation while increasing customer loyalty – Vincent A. Ssembatya

2. The Demming Philosophy • William Edwards Deming (October 14, 1900 – December 20, 1993) • (a) When people and organizations focus primarily on quality, defined by the following ratio, Quality = (Results of Work Efforts)/Cost • Quality tends to increase and costs fall over time. • (b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

3. The Appreciation of a system involves understanding how interactions (i.e., feedback) between the elements of a system can result in internal restrictions that force the system to behave as a single organism that automatically seeks a steady state. • It is this steady state that determines the output of the system rather than the individual elements. • Thus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.

4. Variation • The Knowledge of variation involves understanding that everything measured consists of both normal variation due to the flexibility of the system and of special causes that create defects. Quality involves recognizing the difference to eliminate special causes while controlling normal variation. Deming taught that making changes in response to normal variation would only make the system perform worse.

5. Key principles • Deming offered fourteen key principles for management for transforming business effectiveness. The points were first presented in his book Out of the Crisis. Seven of the forteen: • Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs. • Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.

6. Key Points Continued • Institute training on the job. • Drive out fear, so that everyone may work effectively for the University • Break down barriers between departments. • Low quality and low productivity belong to the system and thus lie beyond the power of the work force.

7. Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process.

8. PDCA • Deming advocated for the cycle: Plan-Do-Check-Act

9. What Quality • What Quality? Fitness for purpose (or Fitness of purpose for some institutions). • Inputs: Students (Admissions); Resources (Human, Financial, Infrastructural, Programmes, Teaching Materials, Environment, • Processes: T&L (Including Flexible Modes), Admission, Registration, Orientation, Advisement, Progression, Graduation, Welfare, Research, Knowledge Transfer and Partnerships, Administration, Policies and Frameworks, Enabling Environment, • Outputs: Graduates (Skills, Relevant to job market, Trainable, Correct Aptitudes, Life-long learners, Publications, Innovations, Policy Briefs, Legislative Support, ...

10. Fitness of purpose • Determines whether the related intentions of an organisation are adequate (This University will have no students!) • KPIs for fitness of purpose judgment: Graduation rates, publications, financial stability, employability, ...

11. Fitness for purpose: • If the customer expressly or impliedly makes his/her purpose for the goods known to the service provider, the provider is obliged to make sure the goods provided are fit for that purpose, if it is reasonable for the customer to rely on the provider’s expertise.

12. Quality Assurance • Quality Assurance the mechanisms put in place to ensure that the quality of the product and provisions of an institution are being achieved or improved.

13. The Makerere Situation: • Judged one of the best institutions in the region: An institution with a wonderful Vision and Potential (The Harvard of Africa).

14. The Quality Control methods that were in place leading up to the policy had a lot of limitations with the lack of a central responsible office for making a follow up on issues agreed upon in various reports: Ociti Report, Higenyi Report, McGregor Report, Barya Report (Transcripts and Certificates), ... • Quality is muddled with a conglomerate of issues: • Delayed timetables, Long Cues (Registration, Admissions, Fees Payment), Congestions in Classes, Load Assignments, Duplication (Partly Solved), ITS functionality, Data Repositories, Problematic Feedback, Computer Facilities, Inadequate Policies, Lack of up-to-date labs, Inadequate modern teaching materials and methods, inadequate teaching skills, low pays, ..., Financial Instablitity

15. QA Policy in place – approved three years ago in June 2007: Focuses on Control of Process (Teaching and Learning, Research and Knowledge Transfer). Institutes a Structure: QA Directorate, Committees (UQAC, Unit Committees and the Quality Assurance Administrative Team for non-teaching units) • QA Framework of Makerere University is very elaborate • QA is a partnership: Academia, Students, Support Staff and Administration (85%)

16. What Will be done Short Term: • Retakes (organize re-sits a month into the subsequent semester); • Internal Moderation – exercised in some units • External Examination – examiners to fill a machine gradable evaluation form in addition to furnishing a report (sample provided) • Academic Processes, as redesigned, to take root in February 2011. • Carry student evaluations at the end of the First Semester of this academic year. • Activate Field Attachment Policy (Experiential Learning), Industrial Training, Internships and Community Based Education • Skilling of Academia in Knowledge Delivery • Curriculum Review • Expedition of Academic Appeals and Student Complaints on academic matters – systematic receipt of handling of complaints and FAQs

17. A proportion of 70% of PhD tuition to be paid to the Supervisor • Attain all NCHE quality benchmarks at acceptable level • Assessment of the contribution of Makerere University to key sectors of the Economy in terms of HR supply (Education, Medical, Uganda Parliament, Telecommunications, Hotels and Tourism, Banking, ...) • Attainment of Quality in other cross-cutting issues of Internationalisation and Gender Mainstreaming

18. Medium Term • Start ISO 9000 certification process • International Accreditation of 4 programmes (MBA, Law, BSC Agric, Civil Engineering) • Initiate Performance Contracts for key officers based on redefined processes (URAF) • Curriculum Review (Including Introduction of New Curriculum) • Teaching Excellence Awards • Improve the quality of Funding to Research • Attain all NCHE quality benchmarks at “Good” level • Long Term • Attain ISO certification for the University • Attain 80% of the NCHE at “Very Good” level, 10% at level “Ideal” level • Fitness for purpose, s14(3) 

19. Quotations and concepts • In his later years, Dr. Deming taught many concepts, which he emphasized by key sayings or quotations that he repeated. • "There is no substitute for knowledge." This statement emphasizes the need to know more, about everything in the system. It is considered as a contrast to the old statement, "There is no substitute for hard work" by Thomas Alva Edison (1847–1931). Instead, a small amount of knowledge could save many hours of hard work. • "The most important things cannot be measured." The issues that are most important, long term, cannot be measured in advance. However, they might be among the factors that an organization is measuring, just not understood as most important at the time.

20. "The most important things are unknown or unknowable." The factors that have the greatest impact, long term, can be quite surprising. Analogous to an earthquake that disrupts service, other "earth-shattering" events that most affect an organization will be unknown or unknowable, in advance. Other examples of important things would be: a drastic change in technology, or new investment capital. • "Experience by itself teaches nothing."[26] This statement emphasizes the need to interpret and apply information against a theory or framework of concepts that is the basis for knowledge about a system. It is considered as a contrast to the old statement, "Experience is the best teacher" • Experience, without understanding the underlying system, is just raw data that can be misinterpreted against a flawed theory of reality.

21. The extreme complaints might not represent the attitudes of the whole group. Similarly, measuring or counting data depends on the instrument or method used. Changing the method changes the results. Aim and method are essential. An aim without a method is useless. A method without an aim is dangerous. It leads to action without direction and without constancy of purpose. • Action with Direction: If you tell someone to wash a table, but not the reason for washing it, they cannot do the job properly (will the table be used for chopping food or potting plants?). • "You can expect what you inspect." Dr. Deming emphasized the importance of measuring and testing to predict typical results. If a phase consists of inputs + process + outputs, all 3 are inspected to some extent. Problems with inputs are a major source of trouble, but the process using those inputs can also have problems. By inspecting the inputs and the process more, the outputs can be better predicted, and inspected less. Rather than use mass inspection of every output product, the output can be statistically sampled in a cause-effect relationship through the process.

22. Thank You