Академический Документы
Профессиональный Документы
Культура Документы
SYSTEM
14/01/2020 1
Meaning of Quality?
14/01/2020 2
Meaning of Quality
3-3
Meaning of Quality
Webster’s Dictionary
degree of excellence of a thing
14/01/2020 3-4
Who defines quality?
So, which person, or group of people defines
whether an organisation delivers quality, or not?
5
KANO MODEL
“When you meet customer requirements,
you do not gain customer loyalty. You need
to WOW them to have customers for life.”
The Kano Model is a pictorial way to look at
customer levels of dissatisfaction and
satisfaction to define how they relate to the
different product characteristics.
1/14/2020 9
DIMENSIONS OF QUALITY
14/01/2020 10
Dimensions of Quality
Manufactured Products
Performance
basic operating characteristics of a product; how well a
car is handled or its gas mileage
Features
“extra” items added to basic features, such as a stereo
CD or a leather interior in a car
Reliability
probability that a product will operate properly within
an expected time frame; that is, a TV will work without
repair for about seven years
14/01/2020 3-11
Dimensions of Quality
Manufactured Products (cont.)
Conformance
degree to which a product meets pre–established
standards
Durability
how long product lasts before replacement
Serviceability
ease of getting repairs, speed of repairs, courtesy and
competence of repair person
14/01/2020 3-12
Dimensions of Quality
Manufactured Products (cont.)
Aesthetics
how a product looks, feels, sounds, smells, or
tastes
Safety
assurance that customer will not suffer injury
or harm from a product; an especially important
consideration for automobiles
Perceptions
subjective perceptions based on brand name,
advertising, and the like
14/01/2020 3-13
Dimensions of Quality
Service
Time and Timeliness
How long must a customer wait for service, and is it
completed on time?
Is an overnight package delivered overnight?
Completeness:
Is everything customer asked for provided?
Is a mail order from a catalogue company complete when
delivered?
14/01/2020 3-14
Dimensions of Quality
Service
Courtesy:
How are customers treated by employees?
Are catalogue phone operators nice and are their voices
pleasant?
Consistency
Is the same level of service provided to each customer
each time?
Is your newspaper delivered on time every morning?
14/01/2020 3-15
Dimensions of Quality
Service
Accessibility and convenience
How easy is it to obtain service?
Does a service representative answer you calls quickly?
Accuracy
Is the service performed right every time?
Is your bank or credit card statement correct every month?
Responsiveness
How well does the company react to various situations?
How well is a telephone operator able to respond to a customer’s
questions?
14/01/2020 3-16
•Leading authors have recognized the
inextricable synergy between
organizational excellence and quality
14/01/2020 17
Evolution of Quality Field
Performance Excellence
Strategic
Craftsmanship
• At first Japan had a widely held reputation for shoddy exports, and their goods
were shunned by international markets.
• This led Japanese organizations to explore new ways of thinking about quality.
“If Japan Can… Why Can’t We?”
• The Baldrige National Quality Program and Malcolm Baldrige National Quality Award
were established by the U.S. Congress the same year. American companies were at first
slow to adopt the standards but eventually came on board.
The major rationale behind establishment of this law was intense foreign competition
especially from Japan.
The award has set a national standard for quality, and hundreds of major corporations
used the criteria in application form as a basic management guide for quality
improvement programs.
ISO 9001:2015
QUALITY MANAGEMENT
SYSTEM
1
BACKGROUND
What is ISO 9000?
ISO 9000
ISO 9000:87
ISO 9000:94
ISO 9001:2000
ISO 9001:2008
ISO 9001:2015
BS5750
1979
AQAP1
(NATO)
1970’s
MIL-STD-9858
(1940’s)
Application of ISO 9000
• ISO 9000:2015
• Quality management systems Fundamentals and vocabulary
• ISO 9001:2015
• Quality management systems Requirements
• ISO 9004:2018
• Quality management Quality of an organization Guidance to achieve
sustained success
• ISO 19011:2018
• Guidelines for auditing management systems
• Say what you will do -
• Do what you said -
• Recognize any differences in what you planned and what you
did -
• Act on those differences -
• Ensure action was effective -
• Prove it with documentation.
Process Approach –
Continual Improvements of All Processes
Understanding &
Meeting the Requirements
PLAN
Continual Improvements
Processes in terms
of Processes Based on
Of Added Value PDCA Cycle
Objective Measurements
DO
ACTION
A new version of the standard, ISO 9001:2015, has just been launched,
replacing the previous version (ISO 9001:2008).
What is a quality management system?
• Put your customers first, making sure you consistently meet their needs
and enhance their satisfaction. This can lead to repeat custom, new
clients and increased business for your organization.
ISO 9001: benefits
• Work in a more efficient way as all your processes will be aligned and
understood by everyone in the business or organization. This increases
productivity and efficiency, bringing internal costs down.
• Expand into new markets, as some sectors and clients require ISO 9001
before doing business.
• ISO 9001 has been updated to take into account the different challenges that
businesses now face.
• For example, increased globalization has changed the way we do business and
organizations often operate more complex supply chains, and there are
increased expectations from customers.
The new version of the standard brings the user a number of benefits.
ISO 9001:2015:
• Puts greater emphasis on leadership engagement
• ISO does not perform certification. For more information about the
certification process, see www.iso.org and the publication ISO
9001:2015 – How to use it.
How do I get started with ISO 9001:2015?
Key tips
Tip 1 – Define your objectives. Why do you want to implement the standard?
Tip 3 – Identify your organization’s key processes for meeting your objectives
and customers’ needs. Within each of these processes, ensure you understand
your customers’ requirements and can guarantee that these are met. This will
form the basis of your quality management system.
Examples of success with ISO 9001
ISO 9001 is used successfully all over the world. In 2013 alone, over one
million certificates to the standard were issued across 187 countries, and
many other companies and organizations have used the standard without
seeking certification.
Success with ISO 9001 can take many forms. For some enterprises, it is all about
attracting new clients, while others see it as the blueprint for internal
efficiency.
TRUTHS & MYTHS ABOUT
ISO-9000
54
OTHER MISCONCEPTIONS ARE AS FOLLOWS:
55
ISO-9000 IS ONLY REQUIRED BY BIG COMPANIES.
Not true. The size of company is not relevant as the
company could be producing quality items which
either are used independently or become a
component of a more sophisticated item. Of course
the ISO-9000 implementation and system could vary.
56
ISO-9000 IS ONLY FOR MANUFACTURING
ORGANIZATION
Not true. It is applicable to all sectors including
services like hospital, railway, hotel etc.
57
THE SYSTEM IS BEURACRATIC AND RESULTS IN
INCREASED PAPER WORK
Not true. It can only prove bureaucratic if wrongly
understood and wrongly implemented. In fact it
brings together different departments but maintains
the necessary checks and balances. A company
usually has purchase orders, drawings and other
records. The ISO-9000 simply bring them together in
an organized way.
Continued 58
In some cases it is actually reduces red tape and paper
work written procedure/work instruction specifying
working methodologies are helpful as it may tell you
that staff is not doing as per your requirement. The
greater the training and skill of the manpower, lower
would become the needs for written instructions.
59
THE SYSTEM REQUIRES EXTRA STAFF
Not true. In fact a systematic working reduces rework,
error, results in lowering number of staff. In some
case a small firm need not employ a quality manager.
It may just give this work to an existing employee on
part time basis. In case of audit, one department can
audit another department. The system built up is, of
course important. It should be slim-line and
manpower well trained.
60
ISO-9000 SETS A SPECIFIC LEVEL OF QUALITY
Not true. One must differentiate between grade and
quality. The quality standards are set by the
requirements of the customers. ISO-9000 require the
maintenance of system that ensures consistent quality
at pre-determined level.
61
ONCE ISO-9000 CERTIFICATION IS ACHIEVED &
ORGANIZATION CAN RELAX ITS QUALITY SYSTEM
Not true. As certification companies carries out a six
monthly surveillance which is a part of three years
contract and an organization can lose its certificate in
case during surveillance it is discovered that a
company is not adhering to the ISO-system.
62
EXPLAINING SOME POINTS OF
CRITICISM
ABOUT ISO-9000
63
THE CO/ORGANIZATION HAS BEEN PRODUCING
QUALITY GOOD FOR MANY YEARS. WHY SHOULD IT
NEED AN ISO-9000 CERTIFICATE?
It is true that old-established companies/ organization
having loyal and regular customers with dedicated
workers feel cornered / cheated when new businesses
having ISO-9000 certification takes over their
business. One should really look at the relevance of
benefits of the ISO-9000 and then decide.
Continued 64
The standards are getting higher and competition
stiffer. Moreover, the ISO certification can prove to
the customer that an organization produces consistent
result. In any case if an organization has good system
it takes very little to fall in line with ISO-9000 and thus
achieve universality with international practices.
65
AN ORGANIZATION CAN PRODUCE POOR QUALITY
PRODUCTS DESPITE ATTAINING ISO-9000
It is not possible in practice to have good planning,
quality control, inspection, resting and other quality
system of ISO 9000 and still produce substandard low
grade products.
The ISO system assists you in producing a consistent
product with minimum chances of fault/defective
products. Despite ISO-9000 if there are defective
products it can lead to change in process or
machinery.
66
THE ORGANIZATION HAS GOOD SYSTEMS OF
WORKING-WHAT IS THE NEED OF CERTIFICATION?
It is true for such companies to feel that they do not
need to pay a certification body to prove their systems
quality. But checking by an external independent
agency is bound to be more rigorous than ones own
checking.
Continued 67
The system of independent verification is common
practice. For instance, one can not drive a car without
being assessed and certified. Moreover, external
auditor, have wide experience of scrutinizing a large
number of companies all over the world and have the
knowledge in avoiding quality problems. Their advice
could improve the business.
68
CERTIFICATION COSTS ARE HIGH
This criticism mostly comes from smaller
companies/organizations. It is true that costs in the
first year could be high. But it is possible to negotiate
spreading the payment over three years. Smaller and
similar companies can form cluster can get the
certification company representative to do their work
during their one visit. This is specially applicable to
Pakistan where the surveyors come from foreign
countries.
69
ADVANTAGES OF
ISO-9000
70
For your employees:
1. Staff gets a better understanding of their role and
objectives, by having a documented management system.
2. They benefit from reduced stress levels, because they are
using an efficient management system and because they
know what is expected of them.
3. They get increased morale and a sense of pride through
achieving the goals of registration and customer
satisfaction.
4. New staff can immediately learn their job, because the
details are in writing.
71
For your organization:
1. Your products will be of a more consistent quality, and
you will produce fewer rejects.
2. You gain cost savings, because your production will be
more efficient. There are economies in production
(because your systems are controlled from start to finish),
and economies in time that was formerly spend re-doing
work.
3. You can improve the quality of your raw materials by
requiring your suppliers to have a ISO 9000 system.
4. Export marketing is easier, because some foreign buyers
recognize ISO 9000 (BS 5750).
Continued 72
5. You can expect preferential treatment from potential
customers who have ISO 9000 certification. This means
an increase in new business.
6. You secure greater customer loyalty, because you
continuously satisfy their needs and give them no cause
to seek another supplier. That means you suffer fewer
customer losses.
7. You can use ISO 9000 in your publicity to win more sales.
8. ISO 9000 helps in minimize the risk of producing unsafe
products. It may also give you some protection law
against product liability claims.
9. Being first in your area or industry may put you ahead of
your rivals by 18 months to two years.
73
For your customers:
1. Your customers get a known level of quality that is
independently audited.
2. They get a means of choosing between competing
suppliers.
3. They can have more confidence in your goods.
4. They can assess your quality system, and thus check your
ability to produce satisfactory goods and services.
74
Quality
Management Principles
14/01/2020 75
Eight Quality Management Principles
1 Customer Focused Organization
EXPECTATIONS
ORGANIZATION
2 Leadership
• Leaders establish unity of purpose and direction of the organization.
They should create and maintain the internal environment in which
people can become fully involved in achieving the organization’s
objectives
3 Involvement of People
• People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization’s benefit.
Involvement is participation.
4 Process Approach
• A desired result is achieved more efficiently when related resources
and activities are managed as a process
Resources
Transformation
Inputs Outputs
EXERCISE
Describe any Process?
E.g. - Purchasing Process
Inputs Purchasing Outputs
• Required item / Procedure • Receipt of Materials
quantity / date on right conditions
• Applicable specs • Right Quality, Right
• Supplier source Quantity
• Suppliers capability Interactions to • Right Time.
to meet our •Storage
requirements •Inspection and Testing
•Manufacturing
•Finance
Performance Measurements
•Delivery status – On-time, On spec, etc
•Supplier evaluation
5. System approach
Controls
(e.g.procedure)
(e.g.procedure)
Process Process
A C
Input Process Output
Activities
+ Process Process
Resources
B D
28
CONTINUAL IMPROVEMENT
Deming’s wheel
(P.D.C.A.)
PLAN DO
ISO
9000
Factual Approach to Decision Making
Data Data
Decision
Collection Analysis
8 Mutually Beneficial Supplier
Relationships
• An organization and its suppliers are interdependent, and a
mutually beneficial relationship enhances the ability of both
to create value