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Quality management and systems
List of literature:
1.Kaplan R., Norton D. (2008) Mastering the Management System, Harvard Business Review, January, pp.63. -77. 2.Bergman, B., Klefsjö, B. Quality: From Customer Needs to Customer Satisfaction. – Lund: Studentlitteratur AB, 2010. – 658 p. 3.Juran J.M., De Feo J. A. Juran’s Quality Handbook. The complete guide to excellence. 6th edition. – New York .2010. – 1113 p. 4.LVS EN ISO 9000:2007 Kvalitātes pārvaldības sistēmas. Pamatprincipi un terminu vārdnīca (Quality management systems.
Terminology and vocabulary (ISO 9000: 2005) 5.Bernardo, M., Casadesus, M., Karapetrovic, S., Heras, I. (2009) „How integrated are environmental, quality and other
standardized management systems? An empirical study”, Journal of Cleaner Production, Vol.17, pp.742-750. 6.Beckmerhagen,I., Berg, H., Karapetrovic, S., Willborn W. (2003) Integration of management systems: focus on safety in the
nuclear industry, International Journal of Quality&Reliability Management, Vol.20, issue 2, pp.209.-227. 7.Garvin, D. (1991) How the Baldridge award really works. Harvard Business Review, 69 (9),pp.80-93. 8.EA Guidance on the application of ISO/IEC 17021:2006 for combined audits (Oct.2008), p.5 9.Bryman, A., Bell E. Business research methods. Second edition. – United Kingdom: Oxford Univeristy Press, 2007. – 786 p. 10.Ab Wahid R., Corner J. (2009), Critical success factors and problems in ISO 9000 maintenance, International Journal of
Quality&Reliability Management, Vol.26, Issue 9, pp.881.-893 11.Poksinska, B., Eklund, J.A.E., Dahlgaard J.J. (2006a). ISO 9001:2000 in small organizations: Lost opportunities, benefits and
influencing factors. International Journal of Quality &Reliability Management, Vol.23, issue 5, pp.490-512. 12.Zaramdini, W, (2007). An empirical study of the motives and benefits of ISO 9000 certification:the UAE experience.
International Journal of Quality&Reliability Management. Vol.24,issue 5, pp.472-491. 42 13.Dominguez J. (2009) Concepts and ideas for a future revision of ISO 9001. ISO Management Systems, Vol.9., No.4, July-August,
p.8. 14. Pildavs, Kvalitātes vadīšanas teorijas pamati ISBN 9984-636-06-6 Rīga, 2002.gads Grāmatu vairumtirdzniecība. 56 lp.15. http://www.iso.org.
What is quality?
• In manufacturing, a measure of excellence or a state of being free from defects, deficiencies and significant variations. It is brought about by strict and consistent commitment to certain standards that achieve uniformity of a product in order to satisfy specific customer or user requirements.
• If an automobile company finds a defect in one of their cars and makes a product recall, customer reliability and therefore production will decrease because trust will be lost in the car's quality
What is quality?
Quality is defined as the summation of the affective evaluations by each customer of each attitude object that creates customer satisfaction.
Impacts of quality:•Customer satisfaction•Market share•Brand value•Efficiency•Security•Costs•Traditions (customer behavior)•Service (post production, warranty)•Health (i.e. In food industry, healthcare)
Quality management system:
•Quality management system is a ”set of interrelated or interacting elements to establish policy and objectives and to achieve those objectives to direct and control an organization with regard to quality” [ISO9000].•Management discipline focused on quality issues to deliver products and services according to the defined requirements.•Quality management is not just checking measurable characteristics of produced goods and materials.
Quality management
The term quality management has a specific meaning within many business sectors. This specific definition, which does not aim to assure 'good quality' by the more general definition, but rather to ensure that an organization or product is consistent, can be considered to have four main components: quality planning, quality control, quality assurance and quality improvement.
Terracotta Army
Japanese gardens
http://www.youtube.com
/watch?feature=player_
profilepage&v=a6cNdh
OKwi0
Quality costs
Concept of quality
Quality characteristics
...measured
...depends on customer taste
Porter Henry created itself in the five pillars as the five dimensions of our
quality training. These five dimensions include many factors.
Quality levels
Modern quality concepts
Supplier-customer relationship examples
Supplier Customer Product or Service
Automobile manufacturer Individual customers Cars
Automobile manufacturer Car dealer Sales literature, etc.
Bank Checking account holders Secure check handling
High school Students and parents Education
County recorder Residents of county Maintenance of records
Hospital Patients Healthcare
Hospital Insurance company Data on patients
Insurance company Hospital Payment for services
Steel cutting department Punch press department Steel sheets
Punch press department Spot weld department Shaped parts
All departments Payroll department Data on hours worked, etc.
Supplier-customer relationship Examples:
QUALITY ASSURANCE TOOLS
Certification
Project-focused company
Quality assurance
tools: Quality policy
Process management
Data processing
Corporate social responsibility
TQM principles:(Total Quality Management)
• Senior management interest in achievement of the required quality level;
• Focusing on business activities for the outside and domestic customers;
• Conscious participation of the staff in quality improvement and continuous improvement;
• Staff training;
• Approach to processes - process control based on the operating facts;
• Fact-based decision making.
Nowdays...
Motto of TQM philosophy: "Before we start to make things, we build people"
Edvard Deming
Classwork:
You are planning to open wine bar and have
secured the necessary capital. Your aim is to
attract both regular customers and passing
trade. Discuss the key implications of this for
the management of the business.
INTERCONNECTION WITH OTHER MANAGEMENT DISCIPLINES
Personnelmanagement
Qualitymanagement
Procurementand suply
management
Financialmanagement
Brandmanagement
Productionand service provision
management
Customerrelationshipma
nagement
STAKEHOLDERS
Quality
Customers
Shareholders
Other socialgroups
Employees
•Financial measures
•Characteristics of product (service)
•Price and availability
•Salaries
•Individual achieviements
•Succesful carriers
•..
•Social impacts
•...
THE “QUALITY GEAR”
Willing , commitment, ethics
Knowledge, experience,
skills
Tools, machines andenvironment
Resources
Leadership
Education, training
Process management
Tools and Techniques
TOP Tools and Techniques
• Checklists (inspection or validation checklists)
TOP Tools and Techniques
• Flowcharts (process modeling)
TOP Tools and Techniques
• Histograms
TOP Tools and Techniques
• Graphs
TOP Tools and Techniques
• Pareto Analysis
TOP Tools and Techniques
• Cause and Effect Diagrams
TOP Tools and Techniques
• Brainstorming
TOP Tools and Techniques
• SIX Sigma
TOP Tools and Techniques
• Lean thinking
TOP Tools and Techniques
Your Tools in business?
Classwork
Share in pairs, fold and write:
Instructions “The Box folding instruction"
ISO 9001:2008 standard
• Formal internationally recognized
• Certification process
• Preparing for external audit
• Supported by ISO (International Organization for Standardization – www.iso.ch )
ISO Certification scheme
Accreditation body(national
standartization bodies)
Certification bodyISO 17021
OrganizationISO 9001
* Performs certification audit
* Issue certificates
* Apply for certification
* Assess certification body
Certification process
Implement QMS; perform at least 1
internal auditApplication
Evaluate applicationand prepare audit
plan
Certificationaudit (Stage 1
and 2)NCR?
Correctiveactions,
evidence
Verify evidence
Issuecertificate
Org
an
iza
tio
nC
ert
ific
ati
on
bo
dy
No
Yes
Accreditationbody sign
Dates
Logo ofcertification
body
Scope
Certificate maintenance cycle
• Stage 1
• Stage 2Initial audit
• 2..3 in 3 year periodSurveillance
audits
• Repeats Initial auditRecertification
audit
Audit types
• 1st party audit
– Internal audit -is carried by the company itself
• 2nd party audit
– External audit usually carried by customer
• 3rd party audit
– Certification audit
Internal audit Documentation
Audit programmeAudit schedule
Audit plan
Execution of auditChecklists
Auditor notes
Non-conformity records
Audit report
Follow-up audits
Audit programme
• Usually prepared and approved for 1-year period
• Indicates
– auditable areas/ units
– audit criteria and extent
– planned timeframe
Unit Standardref.
Auditdays
When
1. Managementoperations
1 Jan-2013
2. Sales and marketing 7.2, 8.2.1 3 Mar-2013
3.Production 7.1, 7.4 7 Jul-2013
... ... ... ...
Example:
Audit plan
• Precise audit plan for specific unit(s)/location(s)
• Specifies:
– Functions to be audited
– Auditees
– Auditors
– Audit criteria
– Time and length
Audit plan - example
Audit notes (Audit trails)
Checklists
Non-conformity REPORT (NCR) forms
NCRs(2)
NCR(3)
Audit report
• Indicates areas that are audited
• Audit dates, standard and doc.referances, auditors
• Gives summary of findings
• Conslusions and recommendations
top related