CHAPTER IV

DEFINING TQM:
The Systems PRESENTED BY:
GEMMA CANTILLANA
ANN JENNETH V. ORTIZ
MARY JOY REYES
RONALD GLENN C.ROSADA
CARLOTA C. TUTOR
  THE MEANING OF QUALITY  THE ISO 9000 QUALITY
SYSTEM SYSTEM
 WHY ARE QUALITY  BRITISH STANDARD BS5759 /
ASSURANCE NEEDED? ISO 9000
DEFINING  THE ROLE OF QUALITY
STANDARDS
 REGISTRATION AND
ACCREDITATION IN QUALITY
TQM:  THE DIFFERENT STAGES OF A SYSTEM
The Systems QUALITY ASSURANCE
SYSTEM
 THE IMPLEMENTATION OF
QUALITY SYSTEMS
  Quality systems can be perceived as the part which converts
statements of objectives into real outcomes.
 It is the means by which customer-supplier chains are created,
The Meaning strengthened and maintained.

of Quality
Systems
 Quality systems = Creating customer supplier chains.
 The implementation of TQM has to start with clearly
defined objectives based on an accurate assessment of companies’
strengths and weakness and the desired competitive gains. This
approach should also define the role of TQM as a means I achieving
the desired objective.
Before proceeding in the implementation of a TQM plan, it
becomes necessary therefore to communicate the strategic
The Meaning intentions of the organization to all the employees. This has to be in
of Quality a participative - consultative way with the possibility of reviewing
the plans. TQM will be worthless if it does not carry commitment
Systems from everyone inside the organization. This is why communication is
a crucial stage and has to be conducted with a lot of care and
devotion.
Quality systems therefore are intended to implement the desired
objectives and make quality part of every activity within the
business and everyone’s responsibility.
 Quality systems are about ASSURANCE and
making sure that organizations reach their intended
destination safely. If one takes the analogy of a vehicle,
quality assurance form the part of the engine
The Meaning (OPERATIONS). Quality planning/strategy represents all
the CONTROLS in the car and quality improvement can
of Quality be represented by the progress of the car. A sound TQM
Systems strategy therefore depends on a healthy engine to drive
it and the former two depend in turn on good wheels to
make the necessary progress towards the intended
destiny.
 Definitions given to Quality Management Systems:

 “ A Quality Assurance System entails interrelated procedures

directed towards accomplishing predetermined goals. The
The Meaning purpose and goal of a quality management are to ensure and
attain the desired and specified quality of products and services “
of Quality
 Quality assurance is a structured approach to business
Systems management and control, which embraces the ability to
consistently provide products and services to specification,
programme and cost.
The Meaning
of Quality
Systems
WHY ARE
QUALITY
ASSURANCE
NEEDED? Figure 4.3 illustrates the point on the relevance of the quality
assurance systems accurately. A vehicle without an engine is
useless since the control for the destination cannot function
without it and the wheels are unable to turn. Similarly, a
quality policy is meaningless if it is not accompanied by a
quality system which in turns needs to rely on continuous
improvement for the realization of set objectives.
 Major Justification for having Quality Systems

 If Zero Defects, Zero Risk, Zero Breakdown and Zero Defections

WHY ARE are the goal, then quality systems are the means by which
compliance to customer requirements and the achievements of
QUALITY customer satisfaction can be obtained by linking the internal part
ASSURANCE of the chain to the external part
 Modern competitiveness relies more and more on a TQM driving
NEEDED? force to achieve a mix that the customer desires. It is therefore by
NECESSITY that quality systems are implemented
 Quality Management is its CONTROL. To control company wide,
there has to be an implemented quality system
 Major Justification for having Quality Systems
 Quality systems are necessary for auditing and measurement
purposes;
WHY ARE  More and more customers are demanding that their suppliers
have quality systems implemented. There is therefore no excuse
QUALITY or justification in not having them;
ASSURANCE  The existence of various international standards and various
government help offered to facilitate their implementation,
NEEDED? makes it once again difficult for any organization to avoid;
 Widely published benefits resulting from the introduction of
quality assurance systems makes them quite attractive to
implement
 Major Justification for having Quality Systems

 There is more and more evidence to suggest that TQM leads to

WHY ARE organizational growth. It is therefore important for organizations
to have mechanisms by which waste is identified and removed
QUALITY and errors are detected and eliminated before they can
propagate;
ASSURANCE
NEEDED?  TQM is people related. Company growth can only take place via
continuous improvement and the encouragement of problem
solving activity. Quality systems are the ‘torch’ which enables
 Quality standards are not mandatory
requirements and are issued as guidelines to be
THE ROLE OF implemented by any organization. They are therefore
generic models which can be applied by the smallest
QUALITY organization to a multinational one.
STANDARDS
Most standards are multi-stage processes and
follow the procedure of SORTING - VERIFYING -
REACTING - PREVENTING.
 The most widely used model for the implementation
of quality assurance systems is the ISO 9000 series developed
by the International Standards Organization. This model
contains the following parts:
THE ROLE OF  ISO/9000 Quality management and Quality assurance
QUALITY standards and guidelines;
 ISO/9001-3 Quality systems ( three models ); assurance
STANDARDS models encompassing design, development, production,
installation and servicing capabilities;
 ISO 9004 Guidelines.
 ISO 9004 contains the most widely used guidelines
internationally,
 A sound quality assurance system has to scrutinize
dynamically each and every aspect of organizations activities so that
conformance to establish standards is prevalent all the time. A good
THE quality assurance program should contain the following stages:
DIFFERENT
STAGES OF A  Evaluation
QUALITY This stage should be intended to evaluate specifically the
adequacy of existing plans, procedures, guidelines, and standards.
ASSURANCE
 Measurement:
SYSTEM
A good quality assurance system should be able to measure
performance and output levels at each stage of each process to
make sure that operations are being run efficiently, economically
and with conformance to customers requirements;
THE  Reporting:
It is vital that a quality system has a reporting stage so that action
DIFFERENT can take place. The reporting stage becomes the responsibility of those
STAGES OF A people who would take direct action to correct the identified problem and
monitor the progress of the implemented solutions;
QUALITY
ASSURANCE  Reviewing:
SYSTEM A good quality systems is one which questions the viability of
solutions all the time, the logical approach of doing things the value of
each function to each organizational effectiveness and whether
procedures are in line with recent changes and additions to the
organizational productive systems.
 The role of any quality assurance system is in fact the
provision of information to the right levels so decisions are made. The
THE role is also in making sure that implemented solutions are not
forgotten, but become themselves sources for the provision of data
DIFFERENT which are investigated to provide information and the cycle goes on
STAGES OF A
QUALITY
ASSURANCE
SYSTEM
 OVERALL RESPONSIBILITY FOR THE QUALITY SYSTEM PROGRAM

 A good quality assurance system has to have the full backing and
THE support of the company chairman, CEO or whoever is in charge.
IMPLEMENTATION  There has to be commitment towards ensuring that the proposed
OF QUALITY program succeeds and this should be demonstrated by the allocation of
the right resources and by the preparation of the right climate for this
SYSTEMS to happen.
 There has to be clear conviction that a quality system is the means by
which company should operate for it to achieve the desired levels of
performance in the market place.
 I. WHAT ARE THE OBJECTIVES IN MIND?

THE  An organization exists in a variety of ways:

 By providing goods and services which the customer
IMPLEMENTATION demands and is willing to pay the right price for it.
OF QUALITY  A good organization is one which dynamically tries to improve
SYSTEMS in its various aspects to become more and more effective in
serving its customers and therefore gaining a competitive edge.
 There has to be link between organizational effectiveness and
the role of quality systems.
 II. WHAT IS THE COST OF QUALITY?

THE
IMPLEMENTATION
OF QUALITY
SYSTEMS
 III. WHO IS RESPONSIBLE FOR EACH STAGE?

THE  The responsibility of implementing a quality system has to be

distributed throughout the organization to include various
IMPLEMENTATION management layers and all the workers to be accountable for
OF QUALITY their tasks and activities.
SYSTEMS
 “Information providers” and “Lower Management Layers
 IV. HOW SHOULD THE QUALITY SYSTEM PLAN BE
COMMUNICATED?

THE
 This stage should not be treated in a cavalier manner, since a
IMPLEMENTATION quality system will only succeed if it carries the support and
OF QUALITY commitment of all the employees and managers.
SYSTEMS
 “A quality system with overall commitment is unlikely to fail.”
 IV. HOW SHOULD THE QUALITY SYSTEM PLAN BE
COMMUNICATED?

THE
 This stage should not be treated in a cavalier manner, since a
IMPLEMENTATION quality system will only succeed if it carries the support and
OF QUALITY commitment of all the employees and managers.
SYSTEMS
 “A quality system with overall commitment is unlikely to fail.”
 QUALITY MANUAL

I. DESCRIBE THE TASK

THE A quality manual is the “proof of the pudding” as far as quality
systems are concerned. It is a transformation of the policy statement into
IMPLEMENTATION procedures and guidelines for all the activities within the organization.
OF QUALITY
SYSTEMS II. MANAGEMENT DECISION-MAKING TOOL
The quality manual, at any time, can provide management with
information on various aspects of the organization’s intention to improve
the quality in order to meet customer requirements. This information is
therefore vital for making accurate and effective decision
 QUALITY MANUAL

III. PRODUCTIVE WORKFORCE

One of the main advantages of having a quality manual. Each
THE worker is provided with guidelines on how to perform their jobs and also
given standards which the company is confident that they can achieve.
IMPLEMENTATION This therefore reduces the learning curve, increases morale and
OF QUALITY motivates the employees to increase productivity levels

SYSTEMS
IV. ENHANCES COMPANY IMAGE
In the eyes of customers, a quality manual illustrates how
determined and serious the supplying organization is about quality and
how it is striving to achieve better performance levels for the benefit of
the customer. It is also a powerful tool for making suppliers follow the
example and conform to the standards of the customers
 QUALITY MANUAL

V. OBJECTIVE PERFORMANCE
A quality manual provides information based on facts and
THE figures and therefore organizations no longer have to depend on
subjective input. Bottlenecks are more easily identified and action is
IMPLEMENTATION taken much more quickly as a result
OF QUALITY
SYSTEMS VI. POWERFUL TRAINING TOOL
A quality manual does not rely on any particular individual’s
contribution in the implementation of a training program. In addition, a
quality manual, because it is kept up to date all the time, enables
organization to carry out training program which are relevant, with up to
date practices and which rely on current principles and techniques.
THE The quality manual has to be concise and
kept simple as possible. A document of intent and
IMPLEMENTATION therefore should only reflect the broad approach the
OF QUALITY organization is taking in relation to the
SYSTEMS implementation of quality systems.
 PROCEDURES

THE  The hard evidence that quality systems are a reality.

IMPLEMENTATION
OF QUALITY
 Each activity within the organization has therefore got to
SYSTEMS be fully documented to reflect the various stages
involved and the information obtained has to reflect
existing procedures
 PROCEDURES
APPROACH:
 Review current practice
 Analyze current practice
THE
 Develop a draft procedure
IMPLEMENTATION
 Release draft for comment
OF QUALITY
SYSTEMS  Review comments
 Revise and issue procedure for acceptance
 Obtain approval
 Issue for use
 Implement
 Monitor and review
 PROCEDURES
THE
IMPLEMENTATION  Procedures have to have some degree of uniformity
OF QUALITY  Format should cover purpose, scope, references,
definitions, actions and documentation.
SYSTEMS
 Has to be written with maximum clarity to be effective in
giving guidelines to the end user.
 It is suggested that procedure development should follow the approach
below:

THE
 Review current practice Obtain approval
IMPLEMENTATION
 Analyze current practice Issue for use
OF QUALITY
 Develop a draft procedure Implement
SYSTEMS
 Release draft for comment Monitor and review
 Review comments
 Revise and issue procedure for acceptance
 THE ISO 9000 QUALITY SYSTEM

THE ISO 9000  The ISO 9000 family of quality management systems standards is
QUALITY designed to help organizations ensure that they meet the needs of
customers and other stakeholders while meeting statutory and
SYSTEM regulatory requirements related to a product or program.
 ISO 9000 deals with the fundamentals of quality management systems
including the eight management principles upon which the family of
standards is based.
 Most of the organizations applying for registration under the
ISO 9000 standard, are doing so to comply with customer and third party
requirements. To achieve a climate of competitiveness under total quality
management however, businesses will have to implement the guidelines
THE ISO 9000 of the total IS0 9000 standard.
QUALITY
SYSTEM  Technical input using the guidelines of IS0 9000, introducing SPC, using
the Just In Time (JIT) philosophy, introducing problem-solving activities
an measurements
 Introducing a quality policy which is widely communicated to all
workers, and which can be implemented, by providing back up and
support and allocating the right resources for its success
  Management must lead attitude changes by example. Their
commitment must be unquestionable, and they have to foster a climate
THE ISO 9000 of openness, trust, cooperation and employee care and loyalty

QUALITY  Progress in competitiveness can be achieved if the implementation of

the IS0 9000 standard is followed up by regular auditing exercises to
SYSTEM ensure compliance
 TQM is often defined as the establishment of a customer-supplier
chain. The IS0 9000 standard is an important tool which can be used to
develop links with suppliers and establish long term partnerships
THE ISO 9000
QUALITY
SYSTEM
THE ISO 9000
QUALITY
SYSTEM
THE ISO 9000
QUALITY
SYSTEM
 ORIGIN OF THE STANDARDS

BS 5750 (1979) originated in the 1970s from the AQAP’s

standards (Allied Quality Assurance Publication) for the defense
procurement and from their subsequent modification to standards MOD
05-21, 05-29 series. It was following requests from the Confederation of
BRITISH British Industry (CBI) that guidelines were published in 1974 to have
STANDARD standard BS 5179 parts 1, 2 and 3. The Warner report in 1977 called for the
establishment of a common standard in view of the fact that various
BS5759 / ISO 9000 industries started to develop their own guidelines and standards.
BS 5750 (1979) had some shortcomings however, and as a result
of pressures applied from the Society of Motor Manufacturers and
Traders led by Ford Motor Company in particular, an International
Standards Organization (ISO) was formed and this led to the introduction
of the IS0 9000 series in 1983-84. The reasons for this were that for world
class competitiveness there has to be one common standard
internationally. BS 575O/ISO 9000 was introduced in July 1987.
  Registration
- the action or process of registering or of being registered.

REGISTRATION  Accreditation
AND - an acknowledgment of a person's responsibility for or
achievement of something.
ACCREDITATION
 Certification
IN QUALITY
- an official document attesting to a status or level of
SYSTEM achievement.
- Compliance to standards.
  Registration
- the action or process of registering or of being registered.

REGISTRATION  Accreditation
AND - an acknowledgment of a person's responsibility for or
achievement of something.
ACCREDITATION
 Certification
IN QUALITY
- an official document attesting to a status or level of
SYSTEM achievement.
- Compliance to standards.
 BSI (British Standards Institution) conducts quality systems
certification and the assessment leads to any of the following
outcomes:

REGISTRATION
 Unqualified registration
AND
 Qualified registration
ACCREDITATION
 Non-registration
IN QUALITY
SYSTEM
Firms which have been qualified are
allowed to use the BSI registered firm symbol.
 Some of the major organisations which deal with product
approval:
 The British Board of Agreement(BBA)
 The Associated Office of Technical Committee(AOTC)
REGISTRATION
 The British Electrotechnical Approvals Board for Household
AND Equipment(BEAB)
ACCREDITATION  The International Wool Secretariat
IN QUALITY  The Design Council
SYSTEM  BSI Quality Assurance Services
 Pressure Vessels Quality Assurance Board
 Lloyds Register Quality Assurance Ltd(LRQA)
 Civil Aviation Authority(CAA)