Quality management and systems

Transcription

1 Quality management and systems

2 List of literature: 1.Kaplan R., Norton D. (2008) Mastering the Management System, Harvard Business Review, January, pp Bergman, B., Klefsjö, B. Quality: From Customer Needs to Customer Satisfaction. Lund: Studentlitteratur AB, p. 3.Juran J.M., De Feo J. A. Juran s Quality Handbook. The complete guide to excellence. 6th edition. New York 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 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 Garvin, D. (1991) How the Baldridge award really works. Harvard Business Review, 69 (9),pp 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, 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 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 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 Dominguez J. (2009) Concepts and ideas for a future revision of ISO ISO Management Systems, Vol.9., No.4, July-August, p Pildavs, Kvalitātes vadīšanas teorijas pamati ISBN Rīga, 2002.gads Grāmatu vairumtirdzniecība. 56 lp

3 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

4 What is quality? Quality is defined as the summation of the affective evaluations by each customer of each attitude object that creates customer satisfaction.

5 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)

6 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.

7 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.

8 Terracotta Army

9 Japanese gardens

10 /watch?feature=player_ profilepage&v=a6cndh OKwi0 Quality costs

11 Concept of quality

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13 Quality characteristics...measured...depends on customer taste

14 Porter Henry created itself in the five pillars as the five dimensions of our quality training. These five dimensions include many factors.

15 Quality levels

16 Modern quality concepts

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18 Supplier-customer relationship Examples: 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.

19 QUALITY ASSURANCE TOOLS Certification Project-focused company Quality assurance tools: Quality policy Process management Data processing Corporate social responsibility

20 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.

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22 Nowdays...

23 Motto of TQM philosophy: "Before we start to make things, we build people"

24 Edvard Deming

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27 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.

28 INTERCONNECTION WITH OTHER MANAGEMENT DISCIPLINES Customer relationshipma nagement Production and service provision management Quality management Procurement and suply management Brand management Financial management Personnel management

29 STAKEHOLDERS Characteristics of product (service) Price and availability Salaries Individual achieviements Succesful carriers.. Employees Customers Quality Shareholders Financial measures Other social groups Social impacts...

30 THE QUALITY GEAR Resources Tools, machines and environment Education, training Knowledge, experience, skills Willing, commitment, ethics Leadership

31 Process management Tools and Techniques

32 TOP Tools and Techniques Checklists (inspection or validation checklists)

33 TOP Tools and Techniques Flowcharts (process modeling)

34 TOP Tools and Techniques Histograms

35 Graphs TOP Tools and Techniques

36 TOP Tools and Techniques Pareto Analysis

37 TOP Tools and Techniques Cause and Effect Diagrams

38 TOP Tools and Techniques Brainstorming

39 SIX Sigma TOP Tools and Techniques

40 TOP Tools and Techniques Lean thinking

41 TOP Tools and Techniques

42 Your Tools in business?

43 Classwork Share in pairs, fold and write: Instructions The Box folding instruction"

44 ISO 9001:2008 standard Formal internationally recognized Certification process Preparing for external audit Supported by ISO (International Organization for Standardization )

45 ISO Certification scheme Accreditation body (national standartization bodies) * Assess certification body Certification body ISO * Performs certification audit * Issue certificates Organization ISO 9001 * Apply for certification

46 Certification body Organization Certification process Implement QMS; perform at least 1 internal audit Application Corrective actions, evidence Yes Verify evidence Evaluate application and prepare audit plan Certification audit (Stage 1 and 2) NCR? No Issue certificate

47 Accreditation body sign Dates Logo of certification body Scope

48 Certificate maintenance cycle Initial audit Surveillance audits Recertification audit Stage 1 Stage in 3 year period Repeats Initial audit

49 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

50 Internal audit Documentation Audit programme Audit schedule Audit plan Execution of audit Checklists Auditor notes Non-conformity records Audit report Follow-up audits

51 Audit programme Usually prepared and approved for 1-year period Indicates auditable areas/ units audit criteria and extent planned timeframe Example: Unit 1. Management operations Standard ref. Audit days When 1 Jan Sales and marketing 7.2, Mar Production 7.1, Jul

52 Audit plan Precise audit plan for specific unit(s)/location(s) Specifies: Functions to be audited Auditees Auditors Audit criteria Time and length

53 Audit plan - example

54 Audit notes (Audit trails)

55 Checklists

56 Non-conformity REPORT (NCR) forms

57 NCRs(2)

58 NCR(3)

59 Audit report Indicates areas that are audited Audit dates, standard and doc.referances, auditors Gives summary of findings Conslusions and recommendations

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