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122 Quality Assurance Essay Topic Ideas & Examples

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Quality assurance is an essential aspect of any industry or organization, ensuring that products and services meet the highest standards of excellence. As such, it is crucial for professionals in this field to stay informed about the latest trends and best practices. To help you stay ahead of the curve, we have compiled a list of 122 quality assurance essay topic ideas and examples that you can use for your next research paper or project.

• The importance of quality assurance in the manufacturing industry
• Strategies for implementing a successful quality assurance program
• How to measure the effectiveness of a quality assurance program
• The role of technology in improving quality assurance processes
• Best practices for conducting quality audits
• The impact of quality assurance on customer satisfaction
• The relationship between quality assurance and risk management
• The benefits of implementing a total quality management system
• Quality assurance in the healthcare industry
• Quality assurance in the food industry
• The role of quality assurance in the pharmaceutical industry
• Quality assurance in the automotive industry
• Quality assurance in the aerospace industry
• Quality assurance in the construction industry
• The impact of globalization on quality assurance practices
• The role of quality assurance in ensuring compliance with regulations
• The relationship between quality assurance and continuous improvement
• The challenges of implementing a quality assurance program in a small business
• The role of leadership in promoting a culture of quality assurance
• The impact of quality assurance on employee morale
• The role of training and development in quality assurance
• The role of quality assurance in reducing costs and increasing efficiency
• The impact of quality assurance on brand reputation
• Quality assurance in the service industry
• The impact of quality assurance on supply chain management
• The role of quality assurance in ensuring product safety
• The challenges of implementing a quality assurance program in a global organization
• The impact of quality assurance on product innovation
• The role of quality assurance in new product development
• The relationship between quality assurance and customer loyalty
• The impact of quality assurance on organizational performance
• The role of quality assurance in maintaining competitive advantage
• The challenges of implementing a quality assurance program in a regulated industry
• The role of quality assurance in reducing waste and improving sustainability
• The impact of quality assurance on employee engagement
• The role of quality assurance in fostering a culture of continuous improvement
• The relationship between quality assurance and customer retention
• The impact of quality assurance on organizational resilience
• The role of quality assurance in ensuring product reliability
• The challenges of implementing a quality assurance program in a decentralized organization
• The impact of quality assurance on product differentiation
• The role of quality assurance in ensuring product quality
• The relationship between quality assurance and customer trust
• The impact of quality assurance on cost control
• The role of quality assurance in managing supplier relationships
• The challenges of implementing a quality assurance program in a fast-paced industry
• The impact of quality assurance on organizational culture
• The role of quality assurance in fostering innovation
• The relationship between quality assurance and organizational resilience
• The impact of quality assurance on employee satisfaction
• The role of quality assurance in ensuring product consistency
• The challenges of implementing a quality assurance program in a highly regulated industry
• The impact of quality assurance on product performance
• The role of quality assurance in ensuring customer satisfaction
• The relationship between quality assurance and organizational agility
• The impact of quality assurance on organizational efficiency
• The role of quality assurance in promoting a culture of quality excellence
• The challenges of implementing a quality assurance program in a dynamic industry
• The impact of quality assurance on product competitiveness
• The role of quality assurance in maintaining market leadership
• The relationship between quality assurance and organizational effectiveness
• The impact of quality assurance on product reliability
• The challenges of implementing a quality assurance program in a global supply chain
• The impact of quality assurance on customer loyalty

In conclusion, quality assurance is a critical component of any organization, ensuring that products and services meet the highest standards of excellence. By exploring these 122 quality assurance essay topic ideas and examples, you can gain a deeper understanding of the key issues and trends in this field, enabling you to develop innovative solutions and drive continuous improvement within your organization.

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Quality Assurance Information System-The Case of the TEI of Athens

Systematic assessment of data quality and quality assurance/quality control (qa/qc) of current research on microplastics in biosolids and agricultural soils, sigma metrics in quality control- an innovative tool.

The clinical laboratory in today’s world is a rapidly evolving field which faces a constant pressure to produce quick and reliable results. Sigma metric is a new tool which helps to reduce process variability, quantitate the approximate number of analytical errors, and evaluate and guide for better quality control (QC) practices.To analyze sigma metrics of 16 biochemistry analytes using ERBA XL 200 Biochemistry analyzer, interpret parameter performance, compare analyzer performance with other Middle East studies and modify existing QC practices.This study was undertaken at a clinical laboratory for a period of 12 months from January to December 2020 for the following analytes: albumin (ALB), alanine amino transferase (SGPT), aspartate amino transferase (SGOT), alkaline phosphatase (ALKP), bilirubin total (BIL T), bilirubin direct (BIL D), calcium (CAL), cholesterol (CHOL), creatinine (CREAT), gamma glutamyl transferase (GGT), glucose (GLUC), high density lipoprotein (HDL), triglyceride (TG), total protein (PROT), uric acid (UA) and urea. The Coefficient of variance (CV%) and Bias % were calculated from internal quality control (IQC) and external quality assurance scheme (EQAS) records respectively. Total allowable error (TEa) was obtained using guidelines Clinical Laboratories Improvement Act guidelines (CLIA). Sigma metrics was calculated using CV%, Bias% and TEa for the above parameters. It was found that 5 analytes in level 1 and 8 analytes in level 2 had greater than 6 sigma performance indicating world class quality. Cholesterol, glucose (level 1 and 2) and creatinine level 1 showed >4 sigma performance i.e acceptable performance. Urea (both levels) and GGT (level 1) showed <3 sigma and were therefore identified as the problem analytes. Sigma metrics helps to assess analytic methodologies and can serve as an important self assessment tool for quality assurance in the clinical laboratory. Sigma metric evaluation in this study helped to evaluate the quality of several analytes and also categorize them from high performing to problematic analytes, indicating the utility of this tool. In conclusion, parameters showing lesser than 3 sigma need strict monitoring and modification of quality control procedure with change in method if necessary.

SISTEM PENJAMINAN MUTU INTERNAL (SPMI)

Abstract: The purpose of this research is to look at the educational achievements of students through an internal quality assurance system and as a tool to achieve and maintain school progress. Research, with a quantative approach. The data obtained is obtained through interview techniques, observations, and library studies. The results of the study were analyzed by using data reduction, presentation of data and drawing conclusions. The findings of the meaning of the importance of SPMI are implemented in elementary school educational institutions. The study was conducted at one of SMAN 3 Wajo's schools. The results of this study show that: (1) SPMI which is carried out continuously contributes to the acquisition of superior accreditation ratings. (2) The SPMI cycle that is carried out in its entirety has guided the course of various tasks from school stakeholders. (3) Quality culture can be created through the implementation of SPMI.Keywords: Internal Quality Assurance System; Quality of SMAN 3 Wajo School

Quality assurance for on‐table adaptive magnetic resonance guided radiation therapy: A software tool to complement secondary dose calculation and failure modes discovered in clinical routine

Editorial comment: factors impacting us-lirads visualization scores—optimizing future quality assurance and standards, the association of laryngeal position on videolaryngoscopy and time taken to intubate using spatial point pattern analysis of prospectively collected quality assurance data, the impact of policy changes, dedicated funding and implementation support on early intervention programs for psychosis.

Introduction Early intervention services for psychosis (EIS) are associated with improved clinical and economic outcomes. In Quebec, clinicians led the development of EIS from the late 1980s until 2017 when the provincial government announced EIS-specific funding, implementation support and provincial standards. This provides an interesting context to understand the impacts of policy commitments on EIS. Our primary objective was to describe the implementation of EIS three years after this increased political involvement. Methods This cross-sectional descriptive study was conducted in 2020 through a 161-question online survey, modeled after our team's earlier surveys, on the following themes: program characteristics, accessibility, program operations, clinical services, training/supervision, and quality assurance. Descriptive statistics were performed. When relevant, we compared data on programs founded before and after 2017. Results Twenty-eight of 33 existing EIS completed the survey. Between 2016 and 2020, the proportion of Quebec's population having access to EIS rose from 46% to 88%; >1,300 yearly admissions were reported by surveyed EIS, surpassing governments’ epidemiological estimates. Most programs set accessibility targets; adopted inclusive intake criteria and an open referral policy; engaged in education of referral sources. A wide range of biopsychosocial interventions and assertive outreach were offered by interdisciplinary teams. Administrative/organisational components were less widely implemented, such as clinical/administrative data collection, respecting recommended patient-to-case manager ratios and quality assurance. Conclusion Increased governmental implementation support including dedicated funding led to widespread implementation of good-quality, accessible EIS. Though some differences were found between programs founded before and after 2017, there was no overall discernible impact of year of implementation. Persisting challenges to collecting data may impede monitoring, data-informed decision-making, and quality improvement. Maintaining fidelity and meeting provincial standards may prove challenging as programs mature and adapt to their catchment area's specificities and as caseloads increase. Governmental incidence estimates may need recalculation considering recent epidemiological data.

Current Status of Quality Assurance Scheme in Selected Undergraduate Medical Colleges of Bangladesh

This descriptive cross sectional study was carried out to determine the current status of Quality Assurance Scheme in undergraduate medical colleges of Bangladesh. This study was carried out in eight (four Government and four Non- Government) medical colleges in Bangladesh over a period from July 2015 to June 2016. The present study had an interview schedule with open question for college authority and another interview schedule with open question for head of department of medical college. Study revealed that 87.5% of college had Quality Assurance Scheme (QAS) in their college, 75% of college authority had regular meeting of academic coordination committee in their college, 50% of college had active Medical Education Unit in their college, 87.5% of college authority said positively on publication of journal in their college. In the present study researchers interviewed 53 heads of department with open question about distribution, collection of personal review form, submission with recommendation to the academic co-coordinator, and annual review meeting of faculty development. The researchers revealed from the interviews that there is total absence of this practice which is directed in national guidelines and tools for Quality Assurance Scheme (QAS) for medical colleges of Bangladesh. Bangladesh Journal of Medical Education Vol.13(1) January 2022: 33-39

AN APPLICATION OF CADASTRAL FABRIC SYSTEM IN IMPROVING POSITIONAL ACCURACY OF CADASTRAL DATABASES IN MALAYSIA

Abstract. Cadastral fabric is perceived as a feasible solution to improve the speed, efficiency and quality of the cadastral measurement data to implement Positional Accuracy Improvement (PAI) and to support Coordinated Cadastral System (CCS) and Dynamic Coordinated Cadastral System (DCCS) in Malaysia. In light of this, this study aims to propose a system to upgrade the positional accuracy of the existing cadastral system through the utilisation of the cadastral fabric system. A comprehensive investigation on the capability of the proposed system is carried out. A total of four evaluation aspects is incorporated in the study to investigate the feasibility and capability of the software, viz. performance of geodetic least squares adjustment, quality assurance techniques, supporting functions, and user friendliness. This study utilises secondary data obtained from the Department of Surveying and Mapping Malaysia (DSMM). The test area is coded as Block B21701 which is located in Selangor, Malaysia. Results show that least square adjustment for the entire network is completed in a timely manner. Various quality assurance techniques are implementable, namely error ellipses, magnitude of correction vectors and adjustment trajectory, as well as inspection of adjusted online bearings. In addition, the system supports coordinate versioning, coordinates of various datum or projection. Last but not least, user friendliness of the system is identified through the software interface, interaction and automation functions. With that, it is concluded that the proposed system is highly feasible and capable to create a Cadastral Fabric to improve the positional accuracy of existing cadastral system used in Malaysia.

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Total Quality Management Research Paper Topics

Total quality management research paper topics have grown to become an essential area of study, reflecting the critical role that quality assurance and continuous improvement play in modern organizations. This subject encompasses a wide array of topics, methodologies, and applications, all aimed at enhancing operational efficiency, customer satisfaction, and competitive advantage. The purpose of this text is to provide students, researchers, and practitioners with a comprehensive guide on various aspects of total quality management (TQM). It includes an extensive list of potential research paper topics categorized into ten main sections, a detailed article explaining the principles and practices of TQM, guidelines on how to choose and write on TQM topics, and an introduction to iResearchNet’s custom writing services that cater to this field. This comprehensive resource aims to assist students in navigating the complex landscape of TQM, inspiring insightful research, and offering practical tools and support for academic success.

100 Total Quality Management Research Paper Topics

Total Quality Management (TQM) has evolved to become a strategic approach to continuous improvement and operational excellence. It has applications across various industries, each with its unique challenges and opportunities. Below is an exhaustive list of TQM research paper topics, divided into ten categories, offering a rich source of ideas for students and researchers looking to explore this multifaceted domain.

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Total Quality Management transcends traditional boundaries and integrates concepts from various disciplines. Its goal is to create a culture where quality is at the forefront of every decision and process. The following list presents 100 TQM research topics divided into ten different categories. Each category represents a specific aspect of TQM, providing an extensive foundation for exploring this complex field.

• Historical Development of TQM
• Core Principles of TQM
• TQM and Organizational Culture
• Deming’s 14 Points: A Critical Analysis
• Six Sigma and TQM: A Comparative Study
• TQM in Manufacturing: Case Studies
• TQM and Leadership: Role and Responsibilities
• Customer Focus in TQM
• Employee Involvement in TQM Practices
• Challenges in Implementing TQM
• TQM in Healthcare
• TQM in Education
• TQM in the Automotive Industry
• TQM in the Food and Beverage Industry
• TQM in Information Technology
• TQM in Hospitality
• TQM in the Banking Sector
• TQM in Construction
• TQM in Supply Chain Management
• TQM in Government Services
• Statistical Process Control in TQM
• The 5S Method in Quality Management
• Kaizen and Continuous Improvement
• Root Cause Analysis in TQM
• Quality Function Deployment (QFD)
• The Fishbone Diagram in TQM
• Process Mapping and Quality Improvement
• Benchmarking for Quality Enhancement
• The Role of FMEA in Quality Management
• Design of Experiments (DOE) in TQM
• ISO 9001 and Quality Management
• The Benefits of ISO 14001
• Understanding Six Sigma Certifications
• The Impact of OHSAS 18001 on Safety Management
• Lean Manufacturing and Quality Standards
• Implementation of ISO 22000 in Food Safety
• The Role of ISO/IEC 17025 in Testing Laboratories
• Quality Management in ISO 27001 (Information Security)
• Achieving CE Marking for Product Safety
• The Influence of SA 8000 on Social Accountability
• Measuring Customer Satisfaction in TQM
• The Role of Service Quality in Customer Retention
• Customer Complaints and Quality Improvement
• Building Customer Loyalty Through TQM
• Customer Feedback and Continuous Improvement
• Customer Relationship Management (CRM) and TQM
• Emotional Intelligence and Customer Satisfaction
• The Impact of Branding on Customer Loyalty
• Customer Experience Management in TQM
• Customer Segmentation and Targeting in TQM
• The Role of Training in TQM
• Employee Empowerment in Quality Management
• Motivational Theories and TQM
• Building a Quality Culture Through Employee Engagement
• Employee Recognition and Reward Systems in TQM
• Leadership Styles and Employee Performance in TQM
• Communication and Teamwork in TQM
• Managing Change in TQM Implementation
• Conflict Resolution Strategies in TQM
• Work-Life Balance in a Quality-Oriented Organization
• Key Performance Indicators (KPIs) in TQM
• Balanced Scorecard and Quality Management
• Performance Appraisals in a TQM Environment
• Continuous Monitoring and Evaluation in TQM
• Risk Management in Quality Performance
• Process Auditing and Quality Control
• The Role of Quality Circles in Performance Evaluation
• Value Stream Mapping and Process Optimization
• The Impact of E-business on Quality Performance
• Outsourcing and Quality Assurance
• Environmental Sustainability and TQM
• Social Responsibility and Ethical Practices in TQM
• Green Manufacturing and Environmental Performance
• Corporate Social Responsibility (CSR) Strategies in TQM
• Waste Reduction and Recycling in TQM
• Community Engagement and Social Impact
• Sustainable Development Goals (SDGs) and TQM
• Energy Efficiency and Sustainable Quality Management
• Ethical Sourcing and Supply Chain Responsibility
• Human Rights and Labor Practices in TQM
• TQM Practices in Different Cultures
• The Influence of Globalization on TQM
• Cross-Cultural Communication and Quality Management
• International Regulations and Quality Standards
• TQM in Emerging Economies
• Quality Management in Multinational Corporations
• The Role of WTO in Global Quality Standards
• Outsourcing and Global Supply Chain Quality
• Global Competition and Quality Strategies
• International Collaboration and Quality Innovation
• Technological Innovations and Quality Management
• Big Data and Analytics in TQM
• Quality 4.0 and the Role of IoT
• Artificial Intelligence and Quality Prediction
• The Impact of Social Media on Quality Perception
• Sustainability and Future Quality Management
• Agile Methodologies and Quality Flexibility
• Blockchain Technology and Quality Traceability
• Cybersecurity and Quality Assurance
• The Future Role of Human Resource in Quality Management

The vast array of topics listed above provides a comprehensive insight into the dynamic and multifaceted world of Total Quality Management. From foundational principles to future trends, these topics offer students a diverse range of perspectives to explore, understand, and contribute to the ongoing dialogue in TQM. With proper guidance, dedication, and an open mind, scholars can delve into these subjects to create impactful research papers, case studies, or projects that enrich the existing body of knowledge and drive further innovation in the field. Whether one chooses to focus on a specific industry, a particular tool, or an emerging trend, the possibilities are endless, and the journey towards quality excellence is both challenging and rewarding.

Total Quality Management and the Range of Research Paper Topics

Total Quality Management (TQM) represents a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. This article aims to provide an in-depth exploration of TQM, shedding light on its evolution, its underlying principles, and the vast range of research topics it offers.

Historical Background

Total Quality Management has its roots in the early 20th century, with the development of quality control and inspection processes. However, it wasn’t until the mid-1980s that TQM became a formalized, systematic approach, greatly influenced by management gurus like W. Edwards Deming, Joseph Juran, and Philip Crosby.

• Early Quality Control Era : During the industrial revolution, emphasis on quality control began, primarily focusing on product inspection.
• Post-World War II Era : The concept of quality management grew as the U.S. sought to rebuild Japan’s industry. Deming’s teachings on quality greatly influenced Japanese manufacturing.
• TQM’s Formalization : The integration of quality principles into management practices led to the formalization of TQM, encompassing a holistic approach towards quality improvement.

Principles of Total Quality Management

TQM is underpinned by a set of core principles that guide its implementation and contribute to its success. Understanding these principles is fundamental to any research into TQM.

• Customer Focus : At the heart of TQM is a strong focus on customer satisfaction, aiming to exceed customer expectations.
• Continuous Improvement : TQM promotes a culture of never-ending improvement, addressing small changes that cumulatively lead to substantial improvement over time.
• Employee Engagement : Engaging employees at all levels ensures that everyone feels responsible for achieving quality.
• Process Approach : Focusing on processes allows organizations to optimize performance by understanding how different processes interrelate.
• Data-Driven Decision Making : Utilizing data allows for objective assessment and decision-making.
• Systematic Approach to Management : TQM requires a strategic approach that integrates organizational functions and processes to achieve quality objectives.
• Social Responsibility : Considering societal well-being and environmental sustainability is key in TQM.

Scope and Application

Total Quality Management is applicable across various domains and industries. The following areas showcase the versatility of TQM:

• Manufacturing : Implementing TQM principles in manufacturing ensures efficiency and consistency in production processes.
• Healthcare : TQM in healthcare focuses on patient satisfaction, error reduction, and continuous improvement.
• Education : In educational institutions, TQM can be used to improve the quality of education through better administrative processes and teaching methods.
• Service Industry : Whether in hospitality, banking, or IT, TQM’s principles can enhance service quality and customer satisfaction.
• Public Sector : Governmental bodies and agencies can also employ TQM to enhance public service delivery and satisfaction.

TQM’s multifaceted nature offers a wide range of research paper topics. Some areas of interest include:

• TQM Tools and Techniques : Research on tools like Six Sigma, Kaizen, and statistical process control.
• Quality Standards : Investigating the impact and implementation of ISO standards.
• Industry-Specific Applications : Exploring how TQM is applied and adapted in different industries.
• Challenges and Opportunities : Assessing the difficulties and advantages of implementing TQM in contemporary business environments.
• Emerging Trends : Examining future trends in TQM, such as the integration of technology and sustainability considerations.

Total Quality Management has evolved from a simple focus on product inspection to a strategic approach to continuous improvement that permeates the entire organization. Its application is not confined to manufacturing but has spread across various sectors and industries.

Research in TQM is equally diverse, offering students and scholars a rich and complex field to explore. Whether delving into the historical evolution of TQM, examining its principles, evaluating its application in different sectors, or exploring its myriad tools and techniques, the study of TQM is vibrant and multifaceted.

By undertaking research in Total Quality Management, one not only contributes to the academic body of knowledge but also plays a role in shaping organizational practices that emphasize quality, efficiency, customer satisfaction, and social responsibility. In a global business environment characterized by competitiveness, complexity, and constant change, the principles and practices of TQM remain more relevant than ever.

How to Choose Total Quality Management Research Paper Topics

Choosing the right topic for a research paper in Total Quality Management (TQM) is a crucial step in ensuring that your paper is both engaging and academically relevant. The selection process should align with your interests, the academic requirements, the targeted audience, and the available resources for research. Here is an in-depth guide, including an introductory paragraph, ten essential tips, and a concluding paragraph to help you make an informed choice.

Total Quality Management encompasses a broad spectrum of theories, tools, techniques, and applications across various industries. This richness and diversity offer a plethora of potential research topics. However, selecting the perfect one can be daunting. The following tips are designed to guide students in choosing a research topic that resonates with their interests and the current trends in TQM.

• Identify Your Area of Interest : TQM has many facets, such as principles, tools, applications, challenges, and trends. Pinpointing the area that piques your interest will help in narrowing down your topic.
• Consider Academic Relevance : Your chosen topic should align with your course objectives and academic guidelines. Consult your professor or academic advisor to ensure that the topic fits the scope of your course.
• Research Current Trends : Stay up-to-date with the latest developments in TQM by reading scholarly articles, attending conferences, or following industry leaders. Current trends may inspire a relevant and timely topic.
• Evaluate Available Resources : Make sure that your chosen topic has enough existing literature, data, and resources to support your research.
• Assess the Scope : A too broad topic might be overwhelming, while a too narrow one might lack content. Balance the scope to ensure depth without over-extending.
• Consider Practical Implications : If possible, choose a topic that has real-world applications. Connecting theory to practice makes your research more impactful.
• Check Originality : Aim for a topic that offers a new perspective or builds on existing research in a unique way. Your contribution to the field should be clear and valuable.
• Evaluate Your Expertise : Choose a topic that matches your level of expertise. Overly complex subjects might lead to difficulties, while overly simple ones might not challenge you enough.
• Consider the Target Audience : Think about who will be reading your research paper. Tailoring your topic to the interests and expectations of your readers can make your paper more engaging.
• Conduct a Preliminary Research : Before finalizing your topic, conduct some preliminary research to ensure there’s enough material to work with and that the topic is feasible within the given timeframe.

Selecting the right topic for a Total Quality Management research paper is a thoughtful and multifaceted process. It requires considering personal interests, academic requirements, current industry trends, available resources, and practical implications.

By following the guidelines provided, students can align their research with both personal and academic objectives, paving the way for a successful research experience. The ideal topic is one that not only aligns with the ever-evolving field of TQM but also resonates with the researcher’s passion and curiosity, laying the foundation for a meaningful and insightful investigation into the dynamic world of Total Quality Management.

How to Write a Total Quality Management Research Paper

Writing a Total Quality Management (TQM) research paper is a valuable endeavor that requires a clear understanding of the subject, strong analytical skills, and a methodical approach to research and writing. This guide outlines how to write an impressive research paper on TQM, including an introductory paragraph, ten actionable tips, and a concluding paragraph.

Total Quality Management is a comprehensive approach that emphasizes continuous improvement, customer satisfaction, employee involvement, and integrated management systems. Writing a research paper on TQM is not just an academic exercise; it is an exploration into the principles and practices that drive quality in organizations. The following detailed guidance aims to equip you with the necessary knowledge and skills to compose a compelling TQM research paper.

• Understand the Basics of TQM : Start by immersing yourself in the foundational principles of TQM, including its history, methodologies, and various applications across industries. A deep understanding will form the basis of your research.
• Choose a Specific Topic : As outlined in the previous section, select a specific and relevant topic that aligns with your interest and the current trends in the field of TQM.
• Conduct Comprehensive Research : Use reputable sources such as academic journals, books, industry reports, and expert opinions to gather information. Always critically evaluate the reliability and relevance of your sources.
• Create a Thesis Statement : Your thesis statement is the guiding force of your paper. It should be clear, concise, and articulate your main argument or focus.
• Develop an Outline : Organize your research into a logical structure. An outline will guide you in presenting your ideas coherently and ensuring that you cover all essential points.
• Write the Introduction : Introduce the topic, provide background information, and present the thesis statement. Make sure to engage the reader and provide a roadmap for the paper.
• Compose the Body : Divide the body into sections and subsections that explore different aspects of your topic. Use evidence, examples, and logical reasoning to support your arguments.
• Incorporate Case Studies and Examples : If applicable, include real-world examples or case studies that demonstrate the application of TQM principles in a practical context.
• Write the Conclusion : Summarize the key findings, restate the thesis, and provide insights into the implications of your research. A strong conclusion leaves a lasting impression.
• Revise and Edit : Pay attention to both content and form. Check for logical flow, coherence, grammar, and formatting. Consider seeking feedback from peers or professionals.

Writing a research paper on Total Quality Management is a complex but rewarding task. By understanding the fundamentals of TQM, selecting a precise topic, conducting thorough research, and following a structured writing process, students can produce a paper that not only meets academic standards but also contributes to the understanding of quality management in the modern world.

Emphasizing critical thinking, analytical prowess, and attention to detail, the journey of writing a TQM research paper enriches the student’s academic experience and provides valuable insights into the field that continues to shape organizations globally.

The strategies and tips provided in this guide serve as a roadmap for aspiring researchers, helping them navigate the challenges and triumphs of academic writing in the realm of Total Quality Management. With dedication, creativity, and adherence to scholarly standards, the result can be a meaningful and enlightening piece that resonates with both academics and practitioners alike.

iResearchNet Writing Services

For custom total quality management research paper.

Total Quality Management (TQM) research papers require a specialized approach, encompassing a wide array of methodologies, tools, and applications. iResearchNet, as a leading academic writing service provider, is committed to assisting students in crafting top-notch custom Total Quality Management research papers. Here’s a detailed look at the 13 standout features that make iResearchNet the ideal choice for your TQM research paper needs:

• Expert Degree-Holding Writers : Our team of highly qualified writers possesses advanced degrees in management, business, and related disciplines, ensuring authoritative and insightful content tailored to Total Quality Management.
• Custom Written Works : Every research paper we undertake is customized to your specific requirements, providing unique, plagiarism-free content that aligns with your academic objectives.
• In-Depth Research : Equipped with access to vast academic and industry resources, our writers conduct comprehensive research, delivering TQM papers replete with the latest findings, theories, and applications.
• Custom Formatting (APA, MLA, Chicago/Turabian, Harvard) : We adhere to your institution’s specific formatting guidelines, including the prevalent APA, MLA, Chicago/Turabian, and Harvard styles.
• Top Quality : iResearchNet’s commitment to excellence ensures that each TQM research paper passes through stringent quality control, offering you not only well-crafted content but insightful and compelling perspectives.
• Customized Solutions : We understand that every student’s needs are unique, and our services are designed to be flexible enough to cater to individual requirements, whether partial or end-to-end support.
• Flexible Pricing : Our pricing structure is both competitive and transparent, reflecting the complexity, length, and urgency of your project without compromising on quality.
• Short Deadlines up to 3 Hours : Even the most urgent projects with deadlines as short as 3 hours are manageable by our adept team.
• Timely Delivery : Understanding the importance of punctuality, we ensure that every project is delivered within the agreed timeframe.
• 24/7 Support : Our around-the-clock support team is always available to assist you, answer queries, and provide project updates.
• Absolute Privacy : We prioritize your privacy, handling all personal and payment details with utmost confidentiality, ensuring that your information is never shared or resold.
• Easy Order Tracking : Our user-friendly platform enables you to effortlessly track your order’s progress, maintaining control and direct communication with the writer.
• Money Back Guarantee : Standing firmly behind the quality of our work, we offer a money-back guarantee, promising to make things right or refund your money if the delivered TQM research paper doesn’t meet the agreed standards.

iResearchNet takes pride in delivering excellence in custom Total Quality Management research paper writing. By combining the expertise of seasoned writers, comprehensive research capabilities, and a student-focused approach, we aim to facilitate academic success. Our carefully curated features provide a reliable, quality-driven solution to TQM research paper writing. Let iResearchNet guide you in creating exceptional, engaging, and authoritative papers in the realm of Total Quality Management.

Unleash Your Academic Potential with iResearchNet

At iResearchNet, we understand the complexity and nuance of crafting an impeccable Total Quality Management (TQM) research paper. As you explore the fascinating world of quality management principles, methodologies, and applications, our seasoned professionals are here to ensure that your academic pursuits reach new heights. Here’s why iResearchNet is your go-to partner for top-tier TQM research papers:

• Tailored to Your Needs : From topic selection to final submission, our custom writing services are fine-tuned to meet your unique requirements. With a dedicated focus on Total Quality Management, our experts provide insightful, relevant, and comprehensive research that not only fulfills academic criteria but also fuels intellectual curiosity.
• Quality You Can Trust : Quality isn’t just a subject we write about; it’s what defines us. Our commitment to academic excellence is evident in every paper we craft. Supported by thorough research, critical thinking, and precise alignment with your specifications, iResearchNet ensures a product that stands out in your academic journey.
• Support at Every Step : We know that writing a TQM research paper is a process filled with questions and uncertainties. That’s why our team is available around the clock to support you. From understanding your assignment to addressing revisions, our 24/7 customer service provides peace of mind.
• Invest in Your Success : With flexible pricing options, a robust money-back guarantee, and a seamless ordering process, iResearchNet makes it simple and risk-free to secure professional assistance for your Total Quality Management research paper. Embrace the opportunity to showcase your understanding of TQM principles through a well-articulated, compelling research paper.

Don’t let the challenges of writing a Total Quality Management research paper hold you back. Tap into the expertise and resources of iResearchNet, where we transform your academic goals into reality. Your perfect Total Quality Management research paper is just a click away!

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Guideline-based quality assurance: a conceptual framework for the definition of key elements

Elena parmelli.

1 European Commission, Joint Research Centre (JRC), Via E. Fermi 2749 – TP 127, I-21027 Ispra, Italy

Miranda Langendam

2 Department of Epidemiology and Data Science, Amsterdam UMC, Amsterdam Public Health institute, University of Amsterdam, Amsterdam, Netherlands

Thomas Piggott

3 Department of Health Research Methods, Evidence, and Impact McMaster University Health Sciences Centre, Room 2C16, 1280 Main Street, West Hamilton, ON L8N 4K1 Canada

Jan Adolfsson

4 Swedish Agency for Health Technology Assessment and Assessment of Social Services, Sweden & The Department of Clinical Science, Intervention and Technology, Karolinska Institutet, Stockholm, Sweden

Elie A. Akl

5 American University of Beirut, Beirut, Lebanon

David Armstrong

6 Farncombe Family Digestive Health Research Institute, McMaster University, Hamilton, Canada

7 Department of Medicine, McMaster University, Hamilton, ON Canada

Jeffrey Braithwaite

8 Australian Institute of Health Innovation, Macquarie University, Sydney, Australia

Romina Brignardello-Petersen

Markus follmann.

9 German Cancer Society, Berlin, Germany

Zbigniew Leś

10 Evidence Prime, Kraków, Poland

Joerg J. Meerpohl

11 Institute for Evidence in Medicine, Medical Center – University of Freiburg, Faculty of Medicine, University of Freiburg, Freiburg, Germany

12 Cochrane Germany, Cochrane Germany Foundation, Freiburg, Germany

Luciana Neamtiu

Amir qaseem.

13 American College of Physicians, Philadelphia, PA USA

Paolo Giorgi Rossi

14 Epidemiology Unit, Azienda USL - IRCCS di Reggio Emilia, Reggio Emilia, Italy

Zuleika Saz-Parkinson

Philip j. van der wees.

15 Department of Rehabilitation and IQ Healthcare, Radboud University Medical Center, Radboud Institute for Health Sciences, Nijmegen, Netherlands

Holger J. Schünemann

Associated data.

Not applicable.

In 2017, the European Commission’s Joint Research Centre (JRC) started developing a methodological framework for a guideline-based quality assurance (QA) scheme to improve cancer quality of care. During the first phase of the work, inconsistency emerged about the use of terminology for the definition, the conceptual underpinnings and the way QA relates to health questions that are answered in guidelines.

The objective of this final of three articles is to propose a conceptual framework for an integrated approach to guideline and QA development and clarify terms and definitions for key elements. This work will inform the upcoming European Commission Initiative on Colorectal Cancer (ECICC).

A multidisciplinary group of 23 experts from key organizations in the fields of guideline development, performance measurement and quality assurance participated in a mixed method approach including face-to-face dialogue and several rounds of virtual meetings. Informed by results of a systematic literature review that indicated absence of an existing framework and practical examples, we first identified the relations of key elements in guideline-based QA and then developed appropriate concepts and terminology to provide guidance.

Our framework connects the three key concepts of quality indicators, performance measures and performance indicators integrated with guideline development. Quality indicators are constructs used as a guide to monitor, evaluate, and improve the quality of the structure, process and outcomes of healthcare services; performance measures are tools that quantify or describe measurable elements of practice performance; and performance indicators are quantifiable and measurable units or scores of practice, which should be guided by guideline recommendations.

Conclusions

The inconsistency in the way key terms of QA are used and defined has confused the field. Our conceptual framework defines the role, meaning and interactions of the key elements for improving quality in healthcare. It directly builds on the questions asked in guidelines and answered through recommendations. These findings will be applied in the forthcoming ECICC and for the future updates of ECIBC. These are large-scale integrated projects aimed at improving healthcare quality across Europe through the development of guideline-based QA schemes; this will help in implementing and improving our approach.

In its effort to improve cancer care, the European Commission Joint Research Centre (JRC) has been responsible for the scientific and technical coordination of the European Commission Initiative on Breast Cancer (ECIBC - https://healthcare-quality.jrc.ec.europa.eu/ ). ECIBC is a person-centred initiative, involving 35 participating countries. The two main objectives of the project are: 1. the development of evidence-based breast cancer guidelines on screening and diagnosis; and 2. the development of a quality assurance (QA) scheme for breast cancer services [ 1 , 2 ]. The JRC involved two multidisciplinary and independent panels working simultaneously on the ECIBC guidelines and on the corresponding Quality Assurance (QA) scheme.

In ECIBC, QA is defined as the part of quality management which is directed at the creation of trust that quality requirements are satisfied (ISO 9000:2015 Quality management systems — Fundamentals and vocabulary https://www.iso.org/standard/45481.html ). Quality indicators are used to benchmark the fulfilment of a requirement using a clearly defined numerator and denominator. Quality indicators are therefore always linked to a requirement and are a key part of a QA Scheme. In the ECIBC, integration of guideline development and QA proved challenging.

Thus, in 2017, the JRC started developing a methodological framework that integrates guideline recommendations and QA schemes. This framework will inform the new European Commission Initiative on Colorectal Cancer – ECICC) aimed at improving colorectal cancer quality of care.

The JRC invited a group of experts to develop this approach that required arriving at clear concepts and terminology for the QA field. This work begun with the updating of an existing systematic review (SR) on methods for guideline-based development of quality indicators [ 3 ]. The SR suggested that there is inconsistency in the way terminology and definitions are used in QA [ 3 ].

For example, a study by Becker et al. acknowledged that “there is no clear-cut definition of a quality indicator” [ 4 ]. According to Lawrence and Frede, a quality indicator is a “measurable element of practice performance for which there is evidence or consensus that it can be used to assess the quality, and hence change in the quality, of care provided” [ 5 ]. However, the same definition was used by Braithwaite et al. to describe performance indicators (PIs) [ 6 ]. In a review conducted in 2003 by the International Society for Quality in Health Care (ISQua) under contract to the World Health Organization describing structures and activities at national and international levels around the world to promote quality in health care, the terms “performance indicators”, “clinical indicators”, “indicators of quality of care”, “quality indicators” are reported as part of the various initiatives in different countries as measures for quality in healthcare [ 7 ]. The OECD defines its Health Care Quality Indicators (HCQI) as measures of health care quality that make use of readily available national hospital inpatient administrative data and other data sources [ 8 ]. The structure of the indicators based on hospital administrative data generally consists of definitions based on ICD-9-CM and ICD-10-WHO diagnosis and procedure codes. The National Institute for Health and Care Excellence (NICE) indicators generally measure outcomes that reflect the quality of care or processes linked by evidence to improved outcomes [ 9 ]. Outcomes are ideally, but not always, related to NICE quality standards that are used to focus on developing outcome measures that represent the overall quality of care in an area. The National Quality Forum refers to measurement systems as to how measures are used to achieve a goal [ 10 ]. Measurement systems vary by context, setting, and intended use. Measurement systems combine these aspects to make inferences about performance of a provider or a policy: the objective of the measurement system (cost or quality issue the system is trying to improve), the incentive mechanism the system will use to drive improvement, the risk-adjustment approach to standardize the population being measured in the system. A healthcare performance measure provides a way to calculate whether and how often the healthcare system does what it should. The specifications of a healthcare performance measure generally include the following key components: measure name and title; description (numerator and denominator definitions); target population; key terms, data elements, codes, and code systems used to define the target population; calculation algorithm; timing and time intervals; unit of accountability; data source(s); sampling and stratification method; risk adjustment method or exclusions. The Centers for Medicare and Medicaid define quality measures as tools that help us measure or quantify healthcare processes, outcomes, patient perceptions, and organizational structure and/or systems that are associated with the ability to provide high-quality health care and/or that relate to one or more quality goals for health care ( https://www.cms.gov/medicare/quality-initiatives-patient-assessment-instruments/qualitymeasures/index.html ). These goals include: effective, safe, efficient, patient-centered, equitable, and timely care. Measurement is a step in improving health care quality, and quality measures help drive that improvement through a consistent and accountable approach.

Our systematic review suggests that there is no comprehensive, well-defined conceptual framework for the integration of guideline development and QA [ 11 ]. For example, we found that there is no clearly accepted linkage of the QA terms and dimensions to the health questions that are answered by guidelines’ recommendations. The elements of a health question include population, interventions and comparisons, and the outcomes (PICO) that are the target of QA. However, none of the included studies evaluated the impact of guideline integrated quality indicator development on health outcomes [ 11 ]. The original systematic review included 14 method articles and 32 topic articles, the updated one (2010–2019) includes 17 new method articles and twice as many topic papers [ 3 , 11 ]. This suggests that, although quality indicator development is a topic of high interest, there is minimal methodological advancement and the connection with guideline development methods is very limited.

Thus, the objective of this work is to propose a conceptual framework for guideline-based QA schemes building on clear definitions and questions asked in guidelines. This is the third in a series of three articles focusing on the topic at hand. The first article describes the approach to the work in general and the second article the updated systematic review [ 3 , 11 ].

The JRC convened a multidisciplinary group of 23 experts from key organizations representing the fields of guideline and QA development to identify potential challenges and propose solutions for an integrated methodological framework. The activity of the group was coordinated by a steering group composed of four researchers (HJS, TP, ML, EP), one from JRC and three from other organisations.

The work of the multidisciplinary group started with approximately 8 months of preparation for a workshop organised by the JRC in Ispra, Italy in June 2018. A description of the workshop methods, outcomes and expert participants is provided elsewhere [ 12 ]. This work was assessed in December 2017 by the Hamilton Integrated Research Ethics Board (HIREB) as a quality improvement study and exempt from full research ethics review. Participants provided verbal consent to participate in this workshop and surveys in accordance with the HIREB exemption review.

We carried out a mixed method approach to develop a conceptual framework relating health questions to QA through the use of consistent terminology. For each step we recorded the discussions and at least two participants took minutes; we also prepared summary documents of the discussions and circulated them to the whole group for further comments.

We utilized the results of the updated systematic review on methods for the guideline-based development of quality indicators [ 11 ] and we scanned the literature to identify terms and definitions used in this field. We prepared a first proposal for a 3-level conceptual framework applying existing terms for defining the underpinnings of quality indicators in relation to guideline PICO questions.

Participants

A multidisciplinary group of experts in guideline or QA scheme methodology and development, or both, (including quality indicator and performance measures development) took part in the workshop and in subsequent virtual discussions. The group was composed by guideline and QA methodologists, IT technology specialists, epidemiologists, clinicians and a citizen advocate. In addition, the four members of the steering group and two JRC staff members participated. Twelve of these participants are in the ECIBC project [ 1 ].

Mixed method approach

During the June 2018 workshop, the steering group presented the conceptual structure and drafts of definitions that were discussed both in small and large group sessions with the participants. We then compiled the outputs of the June 2018 workshop and circulated them to the entire group. We created a document with the terms and concepts and presented the revised conceptual framework during subsequent virtual meetings. Twenty-two members of the multidisciplinary group took part in the workshop, while one participated in the virtual meetings only.

Final agreement

The comments and concerns collected during the workshop discussion were summarised and integrated in documents that were then circulated by email. Following the workshop, we held several rounds of discussion through email exchange and three teleconferences with the authors’ group, focused on the refinements of details and better presentation of the format of the framework. This part involved more informal discussions and final agreements. The steering group met regularly to iteratively integrate written comments and feedback from participants. We then obtained their final approval for the 3-level conceptual framework through email.

We created a 3-level conceptual framework for the definition of key elements for QA that linked them to the outcomes in the PICO health question approach for guidelines. To reduce confusion in the field, the framework requires common definitions of three key elements for QA: 1. quality indicators; 2. performance measures; 3. performance indicators.

Given the desired need for flexibility, we propose alternative terms for them that can be used interchangeably. Table ​ Table1 1 describes the definitions and concepts we developed.

Definition of terms

During the three teleconferences following the workshop, we identified the need for refining the graphical presentation that connects the key elements and the PICO question as fundamental underpinnings to the framework (Fig.  1 a). The quality indicators are typically directly linked to the health outcomes of a PICO question, hence of a recommendation, and the definition of performance measure is close to measuring outcomes. If structure or process indicators, as surrogates for health outcomes, are needed they should be supported by valid evidence that relates these indicators to the health outcomes of interest. Table  2 presents practical examples of application of the conceptual framework developed to health outcomes (Fig.  1 b and c). Given the novelty of the approach, it is challenging to identify examples that could highlight the main features and possible challenges of our framework. However, the examples shown are those proposed during the teleconferences and through email exchanges. They are related to the direct experience of the group in guidelines development and QA methodology and exemplify alternative scenarios and applications of the framework.

a describes the interconnectivity between the key elements and the PICO question as fundamental underpinning to the framework. The quality indicators should be directly linked to the health outcomes of a PICO question and the outcomes considered to generate a recommendation. b and c describe the three-layer approach from construct to tools or instruments to units of measurement based on two examples: quality of life and complications of therapy, leakage of an anastomosis, as health status indicators, respectively

Examples of quality indicators, performance measures and performance indicators for different health questions. ( Note that the thresholds provided under performance indicator were contrived by the group for the purpose of these examples and not intended to represent an actual appropriate performance indicator for the topic)

1 https://www.rand.org/health-care/surveys_tools/mos/36-item-short-form.html

2 German Guideline Program in Oncology (GGPO): Evidence-based guideline for colorectal cancer. Version 2.1 – January 2019

The three-layer approach from construct to tools or instruments to units of measurement is highlighted in these examples and allows for a bidirectional conceptualization that focuses on outcomes that matter to people.

In the examples, we distinguish between structure, process and outcome (from now on called “health status” to avoid confusion with the outcomes that are the starting point of our conceptual framework) indicators as proposed by the Donabedian model [ 13 ]. The health status indicators are directly linked to people important outcomes and refer to the effect of healthcare on the health status of the population. The process indicators refer to the delivery of care and the structure indicators refer to the context in which healthcare is delivered [ 13 ]. Process and structure indicators are usually linked to surrogate outcomes.

Quality indicators, classified as process, structure, outcome/health status, can be used to monitor, evaluate, and improve the quality of care; they can be measured though specific tools (performance measure), using defined thresholds (performance indicator).

We developed a conceptual framework that explains the role, meaning and interactions of the key elements when evaluating quality in healthcare, building on the questions asked in guidelines and answered through recommendations. In the context of developing an integrated guideline and QA framework for the European Commission, this work was triggered by inconsistency about the use of terms and definitions for key elements in QA.

We agreed on a 3-level structure connecting three key elements of QA: 1. quality indicators are constructs used as a guide to monitor, evaluate, and improve the quality of services; 2. performance measures are tools that quantify or describe measurable elements of practice performance; and 3. performance indicators are quantifiable and measurable units or scores of practice.

While finalizing the conceptual framework, we discussed the identification of quality indicators within an integrated methodology for guidelines and QA schemes. We agreed that identification should be based on a systematic and transparent approach [ 14 ]. Also, quality indicators that are not directly derived from specific guideline recommendations require special consideration and transparent reporting on the rationale for selecting.

In addition, quality indicators should satisfy important attributes that include being scientifically sound, based on evidence and strongly correlated with the quality of care provided [ 4 ]. Quality indicators should also be relevant to the selected problem and the field of application, feasible to identify and measure, and not susceptible to manipulation. We also suggested that quality indicators should be sensitive to change that means they should be able to capture possible changes in healthcare delivery [ 12 ].

Our work provides important advances in this field by clearly laying out the relation of the health question and the outcomes of interest to QA, its conceptual underpinnings and clarifying the terms used. Specifically, the contributions of this work to the literature include the identification of key elements in guideline-based QA and our examination of their relations and the development of a 3-level conceptual framework for their definition that linked them to the outcomes in the PICO health question approach for guidelines. Our conceptual framework contributes to bring clarity and consistency when referring to measuring quality in healthcare.

Strengths and limitations

Strengths of this work are the involvement of a multidisciplinary group of experts in the field of guideline development and quality assurance and the structured process used to arrive to the final decision.

Table  1 shows that the conceptual framework proposed is suitable for different types of quality indicators related to different parts of the healthcare pathway like clinical, structural or process aspects. The graphical representation describes three key elements and how they are interconnected visually. This presentation should facilitate the uptake by others developing guideline-based quality indicators.

The group of experts participating in this process were selected, as a convenient sample, based on their expertise in guideline or QA scheme development, or both (including quality indicator and performance measures development), and in particular covering these relevant profiles: guideline and QA methodologists, IT technology specialists, epidemiologists, clinicians and a citizen advocate [ 12 ]. The experts involved are mainly coming from Europe and North America, but they are members of international organisations/networks (i.e. GRADE Working Group; Guidelines International Network; International Society for Quality in Health Care), so we think that their expertise and vision go beyond their places of origin/work. Since the work was related to the ECICC, the perspective taken was mainly linked to the European context, but we think and hope that the results of this work will go beyond Europe through processes of implementation and adaptation to different contexts.

One limitation of this work may be the lack of a systematic review specific to the terminology used to define quality indicators. However, our systematic review and the scoping work we did, supplemented by input from experts, made clear that there is confusing and overlapping definitions and concepts, requiring a consensus process to agree on terminology.

The possibility exists that other groups of experts working on the same topic may develop another approach. We believe, however, that the process we followed, including the previous experience with ECIBC, evaluation of existing methods and the involvement of a multidisciplinary group of experts, should increase generalisability and acceptance of our approach and reduce the likelihood of entirely different frameworks.

Formal application of the conceptual framework to guideline questions will be critical for future developments. The examples presented in Table ​ Table2 2 are related to the direct experience of the group in guidelines development and QA methodology. Furthermore, in the absence of any other validated framework, as shown in our systematic review, we will apply and evaluate our framework in the ECICC [ 7 ].

This and other future practical applications of the framework from different groups in different contexts may refine it based on its strengths and potential weaknesses.

Implication for practice

The dissemination and implementation of the conceptual framework represents an opportunity to build on common concepts when evaluating quality in healthcare. The explicit interconnection between the health questions and the key elements of QA should facilitate and encourage the collaboration between groups involved in the development of evidence-based guidelines and QA schemes.

Implication for research

Future application of this conceptual framework in different contexts by different groups involved in QA is key to strengthening the proposed framework, and to refining the definitions as well as the graphical representation. They should be evaluated for their utility and ability to provide clarity and to help in the development of guideline-based QA schemes.

Our conceptual framework provides clarity and consistency when referring to measuring quality in healthcare, through an evidence review and consensus approach by experts in this field.

Together with the key themes identified in the consultation process with experts [ 12 ], it will be a roadmap to inform the future work on the development of a methodological framework for a guideline-based QA scheme and, in the meantime, it serves as considerations for practical guideline and QA development groups.

These findings will be applied in the forthcoming ECICC and for the future updates of ECIBC. These are large-scale integrated projects aimed at improving healthcare quality across Europe through the development of guideline-based QA schemes; this will help in implementing and improving our approach.

Acknowledgements

Thank you to Jolanta Gore-Booth, Jan Brozek, Susan Norris, Monika Nothacker and Mariano Tomatis for their contributions to the discussion, and to Giulia Bocchi for the development of Fig.  1 . This work has been presented GIN and JBI Conference, Adelaide Australia, 2019, and published as an abstract of the conference proceedings.

Abbreviations

Authors’ contributions.

EP, HS, ML, TP were responsible for the conception of the work, proposed a first draft of the conceptual framework and drafted the first version of the paper. All authors contributed to the discussion, interpretation, reporting of the results and evolution of the conceptual framework; they provided comments on subsequent versions of the article. All authors read and approved the final manuscript prior submission.

The project was funded by the European Commission under the umbrella of the European Commission Initiatives on Breast and Colorectal Cancer (ECIBC and ECICC).

Availability of data and materials

Ethics approval and consent to participate.

This work was assessed in December 2017 by the Hamilton Integrated Research Ethics Board (HIREB) as a quality improvement study and exempt from full research ethics review. Participants provided verbal consent to participate in this workshop and surveys in accordance with the HIREB exemption review.

Consent for publication

Competing interests.

The authors declare that they have no competing interests.

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Contributor Information

Elena Parmelli, Email: [email protected] .

Holger J. Schünemann, Email: ac.retsamcm@henuhcs .

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What is Quality Assurance?

Quality Assurance is like the GPS for businesses, guiding them towards excellence in their products and services. In this guide, we’ll break down QA into simple terms, showing why it’s crucial for businesses of all kinds. Whether it’s a simple or complex product, QA ensures your products are top-notch and your customers are happy. 

We’ll explore how QA differs from Quality Control (QC) and how it’s applied in real-life situations, making it easier for you to understand and implement in your business. 

So, let’s dive in and discover how QA can be your secret weapon for success!

Table of Contents

What is Quality Assurance

Importance of quality assurance, methods used in quality assurance, quality assurance vs quality control, qa standards, qa in software, qa vs testing, use of qa in industry, example of quality assurance.

Quality Assurance (QA) is like the foundation of a business’s efforts to maintain product quality and meet industry standards. It involves a series of organized steps to ensure products consistently meet certain quality standards. 

Essentially, QA is about always finding ways to improve products. By implementing QA processes, businesses can detect problems early on, saving time and resources while maintaining a strong reputation for quality and reliability.

For many businesses, QA is more than just a checklist of tasks; It’s a commitment to their team and customers. It’s a promise to deliver excellent products that meet expectations and create a great experience for users. 

When companies make QA a priority, they show they’re serious about providing top-notch quality and are dedicated to always improving their products and services.

Businesses must understand that QA isn’t a one-time task but an ongoing process deeply ingrained in their operations. By embracing QA as a fundamental aspect of their business strategy, companies can bring a culture of quality consciousness and continuous improvement. 

Companies can build strong brand loyalty and differentiate themselves from competitors by consistently delivering superior products that meet or exceed customer expectations. 

QA isn’t just about meeting standards; It’s about exceeding them and setting new benchmarks for quality and innovation in the industry.

Quality Assurance (QA) is immensely important across industries for several reasons. First, it ensures that products or services meet predefined quality standards, thus enhancing customer satisfaction and loyalty. 

By consistently delivering high-quality products, businesses can build trust with their customers and maintain a competitive edge in the market.

Moreover, QA helps minimize risks and costs associated with defects or errors in products or processes. By identifying and addressing issues early on, companies can avoid costly recalls, rework, and customer complaints, significantly saving time and resources.

Additionally, QA promotes continuous improvement within organizations. By establishing systematic procedures for monitoring and evaluating quality, businesses can identify areas for enhancement and implement corrective actions to optimize their processes and enhance overall efficiency.

Overall, quality assurance is essential for ensuring product integrity, maintaining customer trust, reducing costs, and driving continuous improvement, making it a successful business operation.

Software Development Methodologies Waterfall, Agile , and Scrum offer insight into three prominent approaches to software development. Each methodology offers different frameworks and strategies for managing the software development process. 

Through concise analysis, this exploration provides a comprehensive understanding of these methodologies and their implications for modern software development projects.

• Quality Planning: Involves defining quality objectives, processes, and criteria necessary to meet customer requirements. It includes creating quality plans, establishing quality metrics, and setting targets for performance and reliability.
• Quality Control (QC): QC involves executing planned activities to verify that products or services meet quality requirements. This may include inspections, testing, and sampling to identify defects or deviations from specifications.
• Process Improvement: Continuous process improvement methodologies such as Lean, Six Sigma, and Total Quality Management (TQM) are often used in QA to identify inefficiencies, reduce waste, and enhance overall quality and productivity.
• Statistical Analysis: Statistical methods such as statistical process control (SPC), hypothesis testing, and regression analysis are employed to analyze data and monitor process performance over time, helping to identify trends, patterns, and areas for improvement.
• Root Cause Analysis (RCA): Root Cause Analysis is a systematic approach to identify the underlying causes of problems or defects and develop corrective actions to prevent recurrence. Techniques such as Fishbone diagrams , 5 Whys, and Pareto analysis are commonly used in RCA.
• Quality Audits: Regular audits assess compliance with quality standards, procedures, and regulations. Audits may be internal or external and help identify non-conformities and opportunities for improvement.
• Documentation and Standardization: Proper documentation of processes, procedures, and standards ensures consistency and transparency in quality assurance activities. Standardization helps streamline operations and facilitates continuous improvement efforts.
• Training and Education: Providing employees with training and education on quality principles, procedures, and tools is essential for building a culture of quality and ensuring that everyone understands their role in maintaining product integrity and customer satisfaction.

The Quality Control team conducts tests post-product development to identify errors and bugs before the product reaches customers, focusing on rectifying issues.

Conversely, the Quality Assurance team is actively involved throughout the development process, ensuring that every part of the product aligns with quality standards and striving to deliver a satisfactory customer experience. 

By working collaboratively, both teams contribute to ensuring that the end product meets or exceeds customer expectations in terms of quality and functionality.

QA methodologies have evolved to adapt to changing businesses as with QA standards. The most recent iteration, ISO 9001:2015, reflects a heightened emphasis on customer-centric approaches, top management’s pivotal role in organizational transformation, and the integration of continuous improvement practices. 

In addition to enhancing the overall framework of ISO 9001 , the 2015 version introduces structural refinements. 

It provides comprehensive guidelines for risk-based decision-making, ensuring that companies remain agile and responsive to evolving market dynamics.

Software Quality Assurance (SQA) aims to systematically identify patterns and necessary actions to enhance development cycles in software projects. Addressing coding errors can sometimes lead to unintended consequences, potentially breaking other features or functionalities in the process.

As developers increasingly prioritize proactively avoiding errors, SQA has become crucial, saving time and expenses in the development process. Despite the implementation of SQA processes, software updates can still introduce defects, commonly called bugs.

Various strategies exist within the domain of SQA. For instance, the Capability Maturity Model Integration (CMMI) focuses on performance improvement by assessing maturity levels across organizational areas and suggesting enhancements, ranging from disorganization to optimal efficiency.

Software development methodologies, including Waterfall, Agile, and Scrum, have evolved to incorporate SQA practices. 

• Waterfall follows a linear progression from requirements gathering to release, often criticized for its perceived slowness, prompting the emergence of alternative methodologies.
• Agile, a team-centric approach, treats each step as a sprint, offering adaptability but reduced predictability due to potential changes in project scope. 
• Scrum combines aspects of both methodologies, dividing developers into teams for specific tasks, with each task segmented into multiple sprints.

To implement an effective QA system, it is essential to establish standardized goals, considering the benefits and drawbacks of each approach, such as maximizing efficiency, reducing costs, or minimizing errors.

Management commitment to process changes and collaborative efforts to support and uphold quality standards are essential to successful QA implementation.

Quality involves a collaborative effort by various professionals who play distinct yet interrelated roles within the quality assurance and testing stream. Let’s take a closer look at the key individuals involved in this process and their unique contributions to ensure the delivery of high-quality software products.

Here are some key roles commonly found in a QA team!

• QA Engineers/Testers: They execute test cases, identify defects, and ensure the software meets quality standards.
• QA Managers/Leads: They oversee the QA process, coordinate testing activities, and ensure testing objectives are met. QA Managers may also create test plans and manage the QA team.
• Automation Engineers: They develop and maintain automated testing scripts to streamline the testing process and improve efficiency.
• Performance Engineers: They focus on testing the performance, scalability, and reliability of software applications under different conditions, such as heavy loads or high traffic.
• UX/UI Testers: They evaluate the software’s user experience and interface design to ensure that it is user-friendly and meets user expectations.
• DevOps Engineers: DevOps Engineers collaborate with developers and QA team members to integrate testing into the software development lifecycle and automate deployment processes.
• Product Owners/Managers: Product Owners provide input on quality requirements, prioritize features, and collaborate with the QA team to ensure the software meets user needs and business objectives.
• Customer Support/Feedback Analysts: They gather feedback from customers and end-users, identify issues or areas for improvement, and communicate these findings to the QA team for further investigation and resolution.

Quality Assurance and Software Testing are crucial for delivering high-quality products in software development. QA focuses on establishing standards and processes to optimize development, while Testing evaluates functionality to identify defects. Understanding their distinctions is key to implementing effective quality strategies.

Quality Assurance (QA):

• QA is a comprehensive process that ensures the software development process is efficient and effective in delivering a high-quality product.
• It involves defining and implementing processes, standards, and methodologies to ensure that the software development life cycle is well-managed and that quality is built into the product.
• QA encompasses establishing quality standards, defining processes, conducting audits, and ensuring compliance with standards and best practices.
• It is a proactive approach aimed at preventing defects and ensuring that the development process itself can produce high-quality software.

Software Testing:

• Software testing is a subset of QA that verifies the software behaves as expected and meets the defined requirements.
• Testing involves executing the software with the intent of finding defects or errors. This includes validating functionality, performance, security, usability, and other quality attributes.
• Testing can be manual or automated and involves techniques such as unit testing, integration testing, system testing, acceptance testing, and regression testing.
• While QA concerns the entire software development process, testing is primarily concerned with evaluating the product itself to identify and address defects.

Quality assurance is a cornerstone across diverse industries, ensuring products and services meet strict standards and regulations. From manufacturing to healthcare, software development to construction, QA processes safeguard quality, reliability, and compliance, ultimately enhancing customer satisfaction and industry reputation.

• Manufacturing: QA ensures that products meet quality standards throughout production, reducing defects and enhancing reliability.
• Healthcare: QA processes ensure compliance with regulations, accuracy in diagnosis, and safety in patient care, ultimately improving healthcare outcomes.
• Software Development: QA verifies that software meets requirements, functions correctly, and is user-friendly, enhancing user satisfaction and reducing errors.
• Construction: QA ensures adherence to building codes and standards, resulting in safe and durable structures.
• Food Industry: QA ensures food safety, hygiene standards, and compliance with regulations, safeguarding consumer health.
• Automotive Industry: QA verifies the safety, performance, and reliability of vehicles, enhancing customer satisfaction and brand reputation.

Quality Assurance demonstrates the multifaceted role of quality assurance across industries, highlighting its key function in ensuring product and service excellence. From monitoring manufacturing processes to optimizing customer service and regulatory compliance, QA plays a critical role in identifying and rectifying issues before they escalate. 

Through collaborative efforts and proactive measures, QA teams uphold standards, enhance operational efficiency, and bring trust among stakeholders, ultimately contributing to organizational success and customer satisfaction.

Customer Service Enhancement

In businesses providing customer service, quality assurance ensures customer interactions meet high standards and resolve issues effectively. 

For instance, if a telecommunications company notices a rise in customer complaints about billing errors, the quality assurance team will investigate the root cause. Upon finding that a recent software update led to billing contrasts, they would collaborate with the IT department to rectify the issue promptly. 

Additionally, they recommend implementing new training protocols for customer service representatives to handle billing inquiries better, ensuring a smoother customer experience and preventing further complaints.

Product Development Optimization

Quality assurance extends to product development processes to ensure that products meet customer needs and expectations. Consider a software development company releasing a new mobile application. 

If user feedback indicates frequent crashes and performance issues, the quality assurance team would analyze user reports and conduct descriptive testing to identify bugs and usability issues. 

Subsequently, they would collaborate with developers to prioritize and address these issues, ensuring that subsequent updates enhance the application’s functionality and user experience. 

Through continuous monitoring and improvement, the quality assurance team helps optimize product development processes and deliver superior products.

Regulatory Compliance Assurance

In industries subject to strict regulations, such as finance or healthcare, quality assurance is crucial in ensuring compliance with regulatory requirements. 

For example, a pharmaceutical company receiving reports of adverse effects from a newly launched medication would prompt the quality assurance team to investigate. 

Upon discovering discrepancies in manufacturing processes leading to dosage variations, they would initiate corrective actions to rectify the issue and ensure compliance with regulatory standards. 

Additionally, they would implement enhanced monitoring procedures to prevent similar deviations in the future, safeguarding both patient safety and regulatory compliance.

Data Integrity and Privacy Protection

Maintaining data integrity and protecting user privacy are paramount concerns for businesses in the digital age. Quality assurance teams collaborate closely with IT departments to safeguard data against breaches and ensure compliance with data protection regulations. 

Suppose an e-commerce platform detects unauthorized access to customer payment information. In that case, the quality assurance team would promptly investigate the security breach, assess the extent of the damage, and implement measures to enhance cybersecurity protocols. 

By conducting thorough audits and implementing encryption technologies, they mitigate risks and reinforce data integrity, fostering customer trust and preserving the company’s reputation.

Understanding what quality assurance is essential for businesses striving to deliver exceptional products and services. Through meticulous planning, implementation of standards, and continuous improvement, It ensures that organizations meet customer expectations, comply with regulations, and maintain competitive advantages in their respective industries. 

By recognizing the importance of quality assurance, embracing appropriate methods and standards, and distinguishing it from quality control, businesses can foster a culture of quality excellence. From software development to manufacturing, quality assurance in every aspect of the industry, safeguarding reputation and driving success.

Take your understanding of Quality Management Courses to the next level by enrolling in quality management certification courses offered by Invensis Learning. Gain valuable insights, enhance your skills, and become a certified quality management professional to lead your organization towards excellence in quality assurance. Join us today to embark on your journey towards mastering quality management principles and practices.

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Dissertations / Theses on the topic 'Quality assurance; Total Quality Management'

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Graham, R. Ian. "A study into large companies' quality management systems and their registration against ISO 9000 with third party registration bodies." Thesis, Cranfield University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309657.

Lilly, John. "The complex relationship between quality assurance interventions and effective school improvement." Thesis, University of Oxford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365541.

Mak, On-kei Angel. "A study of total quality management, quality assurance system, the 5-S practice and its influence in the management of residential estates in Hong Kong /." View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B36438649.

Lee, Kam-hung. "Implementation of ISO 9000 in electrical & mechanical services Department /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983769.

Mak, On-kei Angel, and 麥安琪. "A study of total quality management, quality assurance system, the 5-Spractice and its influence in the management of residential estates inHong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B4500867X.

James, Raymond Oscar. "Die bestuur van die geintegreerde gehaltebestuurstelsel." Thesis, Nelson Mandela Metropolitan University, 2007. http://hdl.handle.net/10948/682.

Al-Quraini, Naima. "Quality assurance in higher education : a case study of Kuwait University experience with total quality management approach : a panacea or a placebo?" Thesis, University College London (University of London), 1999. http://discovery.ucl.ac.uk/10019783/.

Brito, Alirio Cavalcanti de. "Metodo de implementação de sistema de gestão da qualidade para o setor espacial." [s.n.], 2005. http://repositorio.unicamp.br/jspui/handle/REPOSIP/263944.

Dase, Bonginkosi. "Impact of ISO 9000 certification on quality management practices among SMEs in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2383.

Ng, Piu Lawrence. "The development and implementation of ISO 9000 in the LPM branch, civil engineering department /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18835892.

Blignaut, Bevan Hyron. "Factors that influence warranty costs at Volkswagen South Africa." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1013088.

Petersson, Petter, and Adam Andersson. "Faktorer för ökad kvalitet i byggbranschen." Thesis, Linnéuniversitetet, Institutionen för byggteknik (BY), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-97255.

Ly, Huong Q. "Medical Laboratory Managers Success with Preanalytical Errors." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3498.

Smith, Richard Angus. "Measuring quality management system performance using quantitative analyses." Thesis, Cape Peninsula University of Technology, 2013. http://hdl.handle.net/20.500.11838/1234.

Ferreira, Marie. "A framework for continuous improvement in the South African Higher Education Sector." Thesis, Pretoria : [s.n.], 2003. http://upetd.up.ac.za/thesis/available/etd-07062004-084502.

Tobedza, Asalepele. "Quality management strategies for technical and vocational education and training institutions in Botswana." Thesis, Cape Peninsula University of Technology, 2011. http://hdl.handle.net/20.500.11838/2223.

Isacsson, Johannes, and William Ryan. "Total Kvalitetsstyrning inom Non-Big X Revisionsbyråer : Praktiskt arbete med ISQC 1." Thesis, Linköpings universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-139363.

Mathekga, Abbey Mokwape. "The impact of in-service training a reassessment of the cascade model /." Diss., Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-03172005-115737/.

Bejjaj-Ardouni, Bouchra. "Pilotage et dispositifs d'évaluation de l'assurance qualité éducative : Etude des systèmes de management de la qualité des centres universitaires de français langue étrangère non labellisés et labellisés Qualité FLE." Thesis, Université Côte d'Azur, 2020. http://www.theses.fr/2020COAZ2026.

Kwong, Sau-yee Cecilia. "A study of the applicability of service quality for casework counselling in Hong Kong : myth or reality? /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17507819.

Bárbara, Ana Catarina Bernardo. "Orientações estratégicas para o desenvolvimento de um modelo de gestão da qualidade numa unidade de mamografia de um serviço hospitalar." Master's thesis, Universidade de Évora, 2012. http://hdl.handle.net/10174/15540.

Teixeira, Jose Jeronimo. "Como os conceitos da gestão da qualidade total podem ser aplicados na prevenção da poluição." [s.n.], 2006. http://repositorio.unicamp.br/jspui/handle/REPOSIP/264829.

Svensson, Anna-Lena. "Lokalbedövning : ett förbättringsprojekt på Hallands sjukhus Varberg." Thesis, Högskolan på Gotland, Institutionen för humaniora och samhällsvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hgo:diva-1267.

Louise, Kindström. "Kvalitetssäkring av den interna kommunikationsprocessen vid Åbymässan AB : En studie utförd med hjälp av kvalitetstekniska arbetssätt." Thesis, Uppsala universitet, Institutionen för teknikvetenskaper, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-385825.

Alves, Nelson Aparecido. "Implementação de mecanismos para implantação da ferramenta "boas praticas de fabricação (BPF)" na produção de alimentos para cães e gatos." [s.n.], 2006. http://repositorio.unicamp.br/jspui/handle/REPOSIP/257091.

Camargo, Ricardo dos Santos. "Aplicação do Analytical Quality Assurance Cycle no desenvolvimento de método para análise de compostos voláteis e semivoláteis pelo acoplamento das técnicas Refrigerated Sorptive Extraction e Gas Chromatography (RSE/GC)." Universidade de São Paulo, 2016. http://www.teses.usp.br/teses/disponiveis/75/75135/tde-17022017-142251/.

Ntshewula, Nombulelo. "Teacher's and principal's perceptions of the integrated quality management system (IQMS) in three Butterworth District schools." Thesis, University of Fort Hare, 2012. http://hdl.handle.net/10353/d1007301.

Kwong, Sau-yee Cecilia, and 鄺鏽儀. "A study of the applicability of service quality for casework counselling in Hong Kong: myth or reality?" Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31964941.

Lee, Kam-hung, and 李錦鴻. "Implementation of ISO 9000 in electrical & mechanical services Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267373.

Mbulawa, Zukiswa. "Evaluation of the impact of the Integrated Quality Management System (IQMS) in the Province of the Eastern Cape: the case of selected schools in the Mdantsane area (2008 to 2011)." Thesis, University of Fort Hare, 2012. http://hdl.handle.net/10353/560.

Nascimento, Fabio Redin do. "AVALIAÇÃO INSTITUCIONAL DE IES: REFLEXÕES SOBRE COMPATIBILIDADE DE TRÊS MODELOS DE AUTO AVALIAÇÃO SINAES, FNQ e CAF." Universidade Federal de Santa Maria, 2013. http://repositorio.ufsm.br/handle/1/8277.

吳偉倫 and Wai-lun James Ng. "Total Quality Management in China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268250.

Muskat, Birgit. "Total Quality Management im Tourismus." Wiesbaden : Dt. Univ.-Verl, 2007. http://dx.doi.org/10.1007/978-3-8350-5413-4.

Lundahl, Carl Gustav. "Total quality management in sawmills /." Luleå : Division of Wood Science and Technology, LTU Skellefteå, Luleå University of Technology, 2009. http://pure.ltu.se/ws/fbspretrieve/3018479.

Ng, Wai-lun James. "Total Quality Management in China /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18831217.

Kettunen, J. (Juha). "Essays on strategic management and quality assurance." Doctoral thesis, University of Oulu, 2009. http://urn.fi/urn:isbn:9789514291784.

Beckwith, Paul D. "Total Quality Management a management philosophy for providing high quality construction /." Thesis, Baltimore, Maryland : University of Maryland, 1992. http://handle.dtic.mil/100.2/ADA252743.

Mendes, Maria Elizabete. "Avaliação da Implantação de um Sistema da Qualidade em um Laboratório Clínico Público." Universidade de São Paulo, 1998. http://www.teses.usp.br/teses/disponiveis/5/5144/tde-05062006-154725/.

Farrell, Bridget. "Quality assurance and learnerships : the evaluation of a quality assurance instrument for learnerships in the Serviceseta." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/50634.

Waddington, Michael E. "Total Quality Management : the development, application and analysis of a Total Quality Management paradigm in healthcare." Thesis, University of Huddersfield, 1995. http://eprints.hud.ac.uk/id/eprint/4875/.

Underwood, Scott. "Exploring Organizations' Software Quality Assurance Strategies." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2899.

Wang, Xu. "An integrated total quality management framework." Thesis, University of Sussex, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489031.

Choisne, Franck R. (Franck Remi Didier) Carleton University Dissertation Management Studies. ""Performance measurement for total quality management."." Ottawa, 1994.

Wong, Shiu Ho. "Total quality of supply chain management." Thesis, Sheffield Hallam University, 2000. http://shura.shu.ac.uk/20560/.

DeFazio, Mary Beth. "Total Quality Management and the Malcolm Baldridge National Quality Award /." Online version of thesis, 1993. http://hdl.handle.net/1850/11577.

Mallur, Kavya. "A Quality Assurance Framework for Business Process Management." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32273.

Cheong, Shu-keung Frankie, and 張樹強. "Implementing total quality management in estate management company." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31968557.

Cheong, Shu-keung Frankie. "Implementing total quality management in estate management company." Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22360049.

Alazemi, Waleed. "Total quality management within the construction industry of Kuwait : the role of Total Quality Management and its usage." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12654.

Savage, Barbara Maria. "An investigation into the applications of database techniques to the quality assurance of manufacture." Thesis, University of the West of England, Bristol, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.387327.

Difference Between Quality Control and Quality Assurance Term Paper

Executive summary, introduction to the topic, analysis and interpretation, recommendations, conclusions, works cited.

Quality management involves planning, QA/QC and quality improvement. It emphasizes on product or service quality and the manner in which to attain it. It applies QA and QC processes to give consistent quality. Quality management integrates the principles of management, which are embraced by top managerial teams to guide the organization for enhanced performance. Any organization is client-oriented and keeps on researching about their apparent needs, future needs and even goes beyond their prospects.

Customer focus is achieved if there is a way to meet their quality to ensure their satisfaction. The internal environment has to be controlled by every employee to attain the overall goal of the company. Their potential is crucial for the performance of the company and this is only attained when the tasks are managed as a process. Tasks in the organization becomes of high quality by running the process as a single system through analyzing data and information.

In the competitive global marketplace, organizations have to offer products and services of high quality, and yet maintain a competitive edge in the business. Strategic and systematic processes in manufacturing give confidence to suit the product with the intended need, for better business performance (Webber & Wallace 22). QA and QC procedures are therefore, essential to ensure that the products comply with given regulations.

The QA and QC have undergone several redefinitions by quality experts. The definition also depends with the industry. According to the American National Standard (ANSI/ASQC A8402-1994) QC is “all the planned and systematic activities implemented within the quality system, and demonstrated as needed, to provide adequate confidence that an entity will fulfill requirements for quality” (TQAS pr. 2).

According to American Society for quality (ASQ), Quality assurance is “the planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled” (TQAS pr. 2).

This definition infers that QA are procedures and tasks undertaken prior to production or delivery of a product, to guarantee quality to clients, which comprise of a proactive approach. QC is embraced as a universal managerial process to undertake tasks and ensure steadiness (TQAS pr. 3).

This paper shall give a distinction between QA and QC, how they are applied in the organizations and propose the recommendations of how to incorporate them in business.

Overview of QA/QC

Remarkable differences exist between QA and QC. QA is a set of precautionary undertakings that adhere to processes while QC is a detection activity that identifies the defectiveness of a product, following its manufacturing (Webber & Wallace 11).

QA describes the standard to be adhered to, in order to keep up to clients’ needs while QC guarantees the set standards that are followed to the latter through carrying out several checks & tests. QC formulates systematic reports, for input to QA department that reviews them and comes up with remedial and preventive measures needed for the processes (TQAS pr. 4).

Irrespective of the definition differences for QA and QC, the concepts have frequently been applied interchangeably. However, their importance cannot be underestimated, since QA department establishes the planning methods and procedures, which are aimed at ensuring that the manufactured products or service delivery by an industry have high quality.

However, certain process parameters are beyond control, thus calling for the services of QC. These evaluate the products or even services to determine flaws, which occur as a result of the parameters and eventually assist QC to achieve the overall goal of provision of flaw-free product /service to the clients (Besterfield 78).

QA and QC are interdependent. The QA department is reliant on the feedback given by QC. For instance, when there is a persistent problem with product quality, QC department gives feedback to QA personnel, which in turn evaluate the core cause and define alterations of the process to solve future quality problems. Likewise, the QC department adheres to the strategies as well as standard set by QA department, to determine if deliverables are in accordance to quality standards.

Therefore, the two departments are equally important for sustenance of quality. Even though QA and QC are not similar, they have are highly interdependent. Evaluating their differences is rather difficult since a slim line separates the two concepts. In addition, some businesses take a single department to serve the role of both QA and QC, which further enhance the confusion between them.

Specific Differences between QA and QC

Quality control (qc).

Quality Control (QC) is a system of routine technical actions to quantify performance process and regulate inventory quality in accordance to a given standard. Activities of QC help to assess an established work product and emphasize on determining defects of a product to improve it.

Therefore, it emphasizes on detecting and includes testing, which certifies that all quality standards are met. It is an inspection function and comprises of activities like calibration as well as analyzing check samples, in determining bias or precision related to sample outcomes.

It includes a procedure of routine testing of samples to determine whether they are reliable, accurate as well as precise in a test system. QC gives routine as well as regular checks to enable data integrity, comprehensiveness and accuracy. In addition, it helps to recognize and handle errors and omissions. QC assists to document as well as store inventories and records for the undertaken tasks (Mangino 8.4). It entails accuracy checks to implement standards for given measurements, calculations among others.

Quality assurance (QA)

QA is a process, which enables to enhance laboratory’s consistency, competence and quality. It is defined by USEPA as “the overall system of technical activities that measures the attributes and performance of a process, item or service against defined standards to verify that they meet the stated requirements established by the customer” (MASSDEP pr.2). It focuses on technical activities. For instance, in analytical laboratories, QC entails a comparison of empirical evidence required by QA, to preset acceptance procedure.

It includes activities to warrant adequacy in process development and upkeep, for attainment of the appropriate goals. Therefore, it involves evaluation of a process to identify defects and enhance it. It focuses on preventing and includes training, audits, facilitation and reviews, which shows that a given entity is in accordance to quality standards. It is an audit function. It is identified by USEPA as

an integrated system of management activities involving planning, training, quality control, assessment, data review, reporting, and quality improvement to ensure that a process, item or service is of the type and quality needed and expected by the user. QA is a management function that deals with setting policy and running an administrative system of controls to ensure the usability of the product (e.g., data) (MASSDEP pr.5).

The definition is flexible and important to entities with different QA requirements. It could also be a written procedure that document information ranging from plan to processing and ultimate acceptance. Another party unfamiliar with the process can use it since procedures are outlined to predetermine quality.

It incorporates three procedures which include pre analytical, analytical & post analytical to determine efficacy of a laboratory guidelines and procedures (Webber & Wallace 14). Besides, it is essential in identifying problems in order to solve them and enhance accuracy in performance as well as tests reports. QA entails a procedural review plan, which is handled by individuals who have no direct link to compiling or developing inventory.

Third parties are often involved and evaluate the product inventory as a result of following QC procedures. The reviews evaluate the extent to which data quality was met. It also facilitates precise representation of inventories with regard to scientific skills and data in place. QA also helps in the efficiency of QC programme (Mangino 8.4).

QA/QC practice facilitates confidence in the data produced and applied by the department to enhance credibility for concerned parties as well as staff competence (Webber & Wallace 33). Both QA and QC are essential processes to ensure accuracy and consistency of laboratory testing.

The concepts have a close relationship although they vary to an extent. QA is a process approach for effective development, to ensure good quality. On the other hand, QC is a product approach, to determine if certain aspects are in accordance with quality standards where the right steps are undertaken following the outcome.

Before executing both QA and QC tasks, it is essential to identify the techniques to be applied. The choice of this should not only be practical but also technical. Practical considerations put into focus the national situation, which includes resource availability as well as expertise and specific traits of the inventory. QA/QC tasks have to be in line with methods applied to approximate figures for certain groups. The resources have to be streamlined on precedence areas.

However, QC reviews every factor of production and focus on controls work, processes management, potential and integrity standards as well as records specifications. Moreover, competence is a key component of the process and entails acquaintance, expertise, experience and credentials.

QC pays attention to soft elements, which involve integrity, self-assurance, organization culture, enthusiasm and teamwork as well as quality dealings. The overall performance of the organization is compromised when these aspects are ignored. QC focuses on product testing to reveal defects. It also reports the flaws to the managerial team, who decide whether to permit or refute their release.

QA on the other hand, tries to progress a steady production and the connected processes, to limit problems which would compromise the quality. QC has the leading role in the renewal of government contracts with certain agencies. For project management, QC prompts the project manager and his team to scrutinize the attained work to facilitate its compliance with project standards. Projects ideally possess dedicated QC team that emphasize on the area (Besterfield 54).

QC encompasses various actions undertaken by a business to ensure quality in line with certain specifications. QC tests a process, product or service with regard to theses specifications and failure to comply with the production could be temporarily or even permanently ceased depending on the extent of the issue. People can also be covered by QC.

Employees are part of running the business and if they lack the necessary skills, cannot understand policies or have misinformation, quality could be compromised. Therefore, QC in relation to the employees emphasize on issues that can be corrected. QC is product oriented while QA is processes oriented and such a clear distinction is often confused by many people (Besterfield 35). Conversely, QA improves confidence since the process can be identified for flaws. QA is characterized by great paperwork, which consumes time.

It is often related to analytical laboratories. QA/QC is crucial in controlling permit submissions, creating fiscal documents and information implementation. For instance, agencies which control documentations on permits application require QA management plan to facilitate their reliable processing. A record manual recognize the documents needed for submission, the guidelines and filing needed to give consistency for people in the program specifications (Owen & Maidment 8).

Quality Management

This guarantees total quality in the business to award maximum customer satisfaction. It requires knowhow, dedication and efforts to pursue quality. The approach is essential to design, develop, manufacture, install or service as quality outcomes that would fulfill the client. The process of managing the stated tasks in various business departments is regarded as QC management. Many businesses have dedicated managerial teams as well as QA staff to manage the whole process.

Various reputed companies contain a good basis of management techniques that go a long way in facilitating business performance. The procedures have taken time to evolve to come up with planning measures in a specific time period, following a number of review processes. Applying the procedures aids the business to undertake a constant growing phase towards its ultimate success. Emerging businesses have as well assimilated the policies to sustain them in the competitive marketplace.

An effective QA management process requires planning quality policies by the quality department. It should identify these policies to sustain QC through documenting them and being distributed in the entire organization for employees to be aware of the range of performance. They should adhere to the stated policies for better performance and maintain ultimate quality within the business (TQAS pr. 3).

Nevertheless, this could be impeded when some employees fails to appreciate the policies and ignore to implement them in their duties. QA management personnel have to warrant uniform understanding for employees prior to the quality process. As a result, the business could see a need in upgrading apparent infrastructure when they have no potential to implement the policies.

Besides, there could be a need to train some of the employees to allow them to keep up to the stipulated quality standards. Following this, the business should engage in checks and audits of the quality policies to enable their implementation. The presentation of the quality policies has to be considered up to when the expected outcomes are reached.

The QA management personnel identify the policies, which fail to perform to either modify or correct them. Hence, periodic audits have to be performed to track the checks outcomes. The managerial teams should stipulate goals for the organization to pursue them. These goals have to be realistic in order to be attained. They should be flexible and modified as time goes by in order to strive towards perfection in quality (TQAS pr. 4).

QA/QC International Bodies

The international organization for standardization (iso).

The International Organization for standardization (ISO) set the Quality Management System (QMS) standards since nineteen eighty seven to a series dubbed ISO 9000:1987. They are applied in various organizations with regard to processes and tasks like design, manufacturing and service provision.

These standards are reviewed annually by ISO to draft other standards series such as the one drafted in nineteen ninety four, dubbed ISO 9000:1994 (Owen & Maidment 5). Another review of the standard was carried out in two thousand and eight and was dubbed the ISO 9000:2000 series, while the latest one is the ISO 9000:2009, which contain guidelines to enhance performance through quality management.

QMS stipulated by ISO has covered various industries as food and automotive to facilitate quality management. ISO series program offer standards to enable data documentation as well as audits for QMS. They ensure quality inventories and related agencies could find them timely to develop QA/QC plan (Mangino 8.7).

ISO 9004-1 contain guidelines on implementing a quality system while ISO 9004-4 directs on how to implement steady quality enhancement in an organization by applying techniques reliant on data gathering and analysis. ISO 100005 guides on preparation quality plans to control certain projects while ISO 10011-1 gives guidelines on how to audit a quality system.

Moreover, ISO 10011-2 guides on the requirement procedures for quality system auditors and ISO 10011-3 contain a guide on how to manage quality system audit programmes. ISO 10012 has a guide on calibrating systems as well as statistical controls to facilitate accurate measurements while ISO 10013 has guideline to develop quality manuals to encounter certain requirements (Mangino 8.7).

SGS Industrial services for instance pursue the needs of clients by awarding QA/QC inspection within the SGS Supply Chain Services. Its QA/QC focuses on quality for clients in relation to particular standards specifications. QC emphasize on real measurements, testing or supervision of producer Product by sample tests or inspection of each unit.

SGS QA/QC confirms materials, portions as well as finished product by conducting checks, audits, spectating and inspection. Material inspection follows QA procedures with regard to certain materials, operations and dealer’s QC system. The QA/QC is conducted entirely independent of the manufacturer and consumer (Webber & Wallace 47).

ANSI and JCAHO

A private nonprofit agency called The American National Standards Institute (ANSI) rules and supervises voluntary standardization and conformity evaluation system for every industry in the US. Currently, ANSI initiated the U.S ISO representative and stipulates international standards (Webber & Wallace 25).

Another international QA/QC body is the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), which assess as well participate in the accreditation of hospitals as well as other healthcare bodies in the U.S. It is an independent nonprofit company, which emphasize on quality improvement and health safety, which is acquired from the healthcare facilities (Webber & Wallace 25).

Quality Control: Peer Review

Expert peer review entails calculations and assumptions review, a procedure attained by reviewing documents related to the techniques and results. It does not involve data certification which normal audits entails. The peer review enables that inventory outcomes, assumptions as well as methods are rational in accordance to the judgment of experts in the field.

Peer review process could entail technical intellectuals and incase a nation possess official stakeholder and public review machinery, it could complement rather than substitute expert peer review. Expert peer review lacks given standard tools and therefore, should be put into consideration in each case. Increased uncertainty linked to figure estimate, experts reviewing could give information to develop the estimate or have an improved measure of the uncertainty.

Expert peer review could track the entire source category to award their industrial expertise even when they are not directly being linked to the project. An efficient peer review entails recognizing as well as communicating to main industrial trade organizations linked with particular source category. Essentially, the expert input has to be pursued timely during inventory advance process for them to contribute from the beginning.

Therefore, relevant experts have to be involved to develop and review approaches as well as data acquisition. Their recommendations are essential in determining the extensive acceptance of the eventual inventory. The expert’s reviews have to be properly documented in a report format, which portrays the results and recommendations for further upgrading (Mangino 8.16).

Quality Assurance: Audits

Audits are important to determine the effectiveness of the inventory agencies in accordance to QC standards stated in the QC plan. The auditor has to be liberated of the inventory agency in order to give an impartial evaluation of the processes and data assessed. Audits are carried out when the inventory is being prepared, on prior inventory or after its preparation.

They help when new methods are embraced or when the existing ones have been altered considerably. Inventory agency has to come up with a plan of audits at a particular time during the inventory progress. Audits linked to first data, quantities, transcription, calculation and records has to be carried out. It helps to certify implementation of QC steps and that certain procedures have been adhered to in accordance to the QC plan (Mangino 8.16).

QC and QA is a necessity for organizations that produce medical apparatus, pharmaceuticals, food industry such as the coca cola company, cosmetic industries among others. QC software is essential since it enhance compliance and steadiness of organization’s processes. QA and QC are put as software for approval of documents.

Introducing actual QC process in a business requires several procedures. It is necessary to market approval of the program from crucial stakeholders. Besides communication influence could be essential for a sponsor to articulate necessity for change and one with political control to attain compliance if necessary. Moreover, communicating the motive for change and the benefit it would fetch to the entire organization would be important.

Training employees for organization change would help them to embark on accurate and consistent tasks. QC should be hosted bit by bit, which could be achieved by establishing a pilot project that enables small changes to a portion of the process for determining the impact. When the outcomes are fascinating, they could be implemented for entire organization change. If otherwise the damage impacted is minimal and can be ignored (Webber & Wallace 11).

Therefore it is necessary to plan on improving processes in the business by evaluating the issues which undermine the quality of the products. Consequently, improvements should be made through enforcing minute changes to lessen disturbance of the process.

The production should then be checked for the outcome, to determine if a change was done and therefore, act on in the whole process. Inspecting production as part of QC ensures its conformity to customers’ needs in accordance to their specifications through comparison of the two. The process could however, be expensive particularly for high volume and less valuable products such as shirt buttons (Webber & Wallace 12).

Managing quality in a given project requires an understanding of given expectations of the clients. This is followed by having a proactive plan to rhyme with the expectations. This proactive plan is characterized by undertaking elements regarded as Quality control and quality assurance.

These concepts are very essential but they are vaguely understood by managers. QC focuses on the establishment of project deliverables. It is applied in the verifications of the deliverables to ensure that their quality is satisfactory, complete as well as correct. Peer reviews and testing comprises the QC tasks (Webber & Wallace 9).

Quality assurance focuses on procedures to form variables, which managers, clients or a third party could undertake. Project audits as well as checklists are some of the deliverables that QA entails. Auditing a project helps to evaluate the acceptance of its content (QC). The auditor is able to determine the acceptability with regard to the applied process on its creation (QA).

This is the reason as to why project auditors conduct QA review, even with no information on the particulars being delivered; I.e. they have no awareness of the project but are able to evaluate on its goodness. QC therefore, pays attention to the deliverable while QA on the process to form it. The two techniques are equally important and have to be carried out to make sure the deliverables are in line with clients’ needs (Besterfield 23).

Besterfield, Dale. Quality Control . Upper Saddle River, New Jersey: Pearson/Prentice Hall, 2009. Print.

Mangino, Joe. “Quality Assurance and Quality Control.” Good Practice Guidance, nd . Web. < https://www.ipcc-nggip.iges.or.jp/public/gp/english/8_QA-QC.pdf >

Massachusetts Department of Environmental Protection (MASSDEP). Quality Assurance/Quality Control Project . Boston, Massachusetts: Department of Environmental Protection, 2011. Web.

Owen, Fred, and Maidment Derek. Quality Assurance: A Guide to the Application of ISO 9001 to Process Plant Projects . Rugby, UK: Institution of Chemical Engineers, 1996. Print.

Total Quality Assurance Service (TQAS). Quality Control and Quality Assurance . 2011. Web.

Webber, Larry, and Wallace Michael. Quality Control for Dummies . Hoboken, NJ: Wiley Publishing Inc., 2006. Print.

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IvyPanda. (2018, October 10). Difference Between Quality Control and Quality Assurance. https://ivypanda.com/essays/difference-between-quality-control-and-quality-assurance/

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IvyPanda . 2018. "Difference Between Quality Control and Quality Assurance." October 10, 2018. https://ivypanda.com/essays/difference-between-quality-control-and-quality-assurance/.

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IvyPanda . "Difference Between Quality Control and Quality Assurance." October 10, 2018. https://ivypanda.com/essays/difference-between-quality-control-and-quality-assurance/.