Operations Management and TQM Past Paper PDF - CBM 112

OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) MATERIAL REQUIREMENT PLANNING Material requirement planning (MRP) is a MASTER PRODUCTION SCHEDULE (MPS) computer-based inventory management system - Convent...

OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) MATERIAL REQUIREMENT PLANNING Material requirement planning (MRP) is a MASTER PRODUCTION SCHEDULE (MPS) computer-based inventory management system - Conventional Inventory System designed to help and assist the production in - ABC Classification scheduling and placing orders dependent demand - Reorder Models items. - Safety Stock Dependent demand items are component of finished - EOQ goods such as raw material, component parts and MRP CONCEPT subassemblies. In which need to inventory the quantity of level of depends on the level of - Independent and dependent demand production of the final product. - Lumpy demand - Lead times Is used to break down the demand - Common use items requirement for each finished good into its lower-level components requirements. MRP Process- determines gross material Identifies a higher-level demand into all its requirement, then subtract out the lower-level demand components their inventory on hand and adds back in the safety stock quantities and timing requirements level in order to compute the net Continue this breakdown of components requirement quantities and time needs until the source MRP Inputs- system are master production of each lower-level components is supplied schedule, the product structure records, by an external source and the inventory status records file. MRP ATTEMPTS TO SOLVE TWO PROBLEMS: MRP Outputs- system take the master schedule for end items and determines the gross quantities of components required from the product structures. 1. Setting up scheduling for all the components WHERE TO USE MRP 2. Provide an effective means for controlling Useful scheduling technique for many industries the scheduled requirement for each engaged in fabricating and assembling products like department items. automobile, tractor-trailer equipments, rail coaches. MRP I – stand for Material Requirement Planning Dependent demand means the demand for items is directly related to or the result of demand for MRP II – stands for manufacturing resources higher level items. The key features in the system planning are in the phasing requirement, generation of level requirements, planned order release and rescheduling capability. ERP Model - Enterprise Resource Planning is an information system model that enables an organization to automate and integrate its key Benefits of MRP business processes 1. System offers a number of potential benefits to manufacturing firms. 2. Helping company to minimize the inventory level. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) FUNCTIONS MRP MRP is part of ERP that deals specifically with the control and management of manufacturing inventories and the products produced by those inventories. 3 FUNCTIONS OF MRP 1. Forecasting - one of the primary functions of MRP. This requires manufacturing activities such as: 1. Inventory 2. Production schedule BILL OF MATERIAL (BOM) 3. Customer demand Then the level forecast at which inventory The bill of materials, a kind of master requisition, is a should be purchased and manufactured. printed or duplicated form the lists all the materials and parts necessary for a typical job or production 2. Reducing waste – reducing the number of run. unused materials or products. The system combines data from current production levels and The key to a successful manufacturing software customer demand. implementation begins with the Bill of Material To determine the optimum level of (BOM) defines the product structure in term of materials and finished products materials and provides an optional connection to plant 3. Floor control and scheduling- the same resources such as machinery, tooling, and labor data used by MRP forecast materials and defined by bill of routing. reduce waste. Can also be used to manage and BOM SOLUTIONS CAPABILITIES maintain shop floor control and manufacturing scheduling If adjustments need to be made the Support for single, complete BOM MRP system can automatically make definition those changes BOM audit and analysis capabilities Product configuration management MRP SYSTEM STRUCTURE Context Management Extended lifecycle support Open application and system integration BOM SOLUTIONS BENEFITS BOM SOLUTION BENEFITS 1. Reduces complexity by eliminating the need for multiple BOM system ensure accuracy and completeness for all stakeholders. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) 2. Provide clarity to every stakeholder with D. Product structure record accurate information and BOM analysis capabilities. 3. These are referring to conventional 3. Improve product success by handling inventory system EXCEPT. more options without additional effort, A. Record models offering more product variety, being B. Safety stock more flexible to customer needs, and C. Common use item quickly refreshing product. D. ABC classification 4. Cut development costs with tailored visibility to clear, current, and accurate 4. Which come first on the MRP processing? BOM information. A. Add back in the safety stock 5. Reduces errors and rework by bridging B. Subtract out the inventory on hand the gap between design and delivery. C. Multiply the previous inventory 6. Cut warranty and claims cost with as- D. Determining gross material built capabilities. requirements 7. Reduce time and error by coordinating 5. It is used to store information on the essential BOM information with other status of each item by time period. key business process A. Inventory records B. Master schedule BOM CHARACTERISTICS C. Bill of materials Part Numbering D. Inventory supply Parent and child relationship Bill of Material levels 6. It is a production planning and inventory Phantom Bills control system used to manage manufacturing processes. WEEK 6 Q&A SIM A. Bill of materials B. Material requirement planning C. Material management procedures 1. It is computer-based inventory D. Materials requirements scheduling management system designed to assist 7. Which of the following are conventional production managers in scheduling and inventory systems? placing orders. A. Economic Order Quantity A. MPS B. Reorder models B. ERP C. Safety stock C. BOM D. All of the choices D. MRP 8. These are MRP based on concept EXCEPT. A. Lumpy demand 2. Which one is NOT belong to the three B. Lead times major inputs of MRP system? C. Common use items A. Inventory status records D. ABC classification B. Schedule over time 9. ____ issues associated with manufacturing C. Master production schedule increase the total cost of manufacturing, OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) but are hard extremely hard to track. A. Carrying cost B. Ordering cost C. Hidden cost D. Inventory cost 10. The IT system is modular in construction. A. MRP I B. ERP C. MRP II D. All of the choices QUALITY ASSURANCE AND CONTROL Quality Assurance (QA) and Quality Control QUALITY ASSURANCE (QC) are two terms that are often used interchangeably. Although similar, there are Quality assurance can be defined as "part of quality distinct differences between the two concepts. management focused on providing confidence that This page will explain the differences between quality requirements will be fulfilled." The confidence quality control and quality management, and provided by quality assurance is twofold— internally provide definitions and examples of each. to management and externally to customers, government agencies, regulators, certifiers, and Differences between QA and QC third parties. An alternate definition is "all the planned and systematic activities implemented within the quality system that can be demonstrated to provide Quality assurance and quality control are two confidence that a product or service will fulfill aspects of quality management. While some requirements for quality." quality assurance and quality control activities Is broad practice used for assuring the are interrelated, the two are defined quality of product or services. There are differently. many differences between quality control and quality assurance. Typically, QA activities and responsibilities Constant effort is made to enhance the cover virtually all of the quality system in one quality practices in the organization. fashion or another, while QC is a subset of the Continuous improvement is expected in QA activities. Also, elements in the quality quality functions in the company system might not be specifically covered by Quality team of the organization has many QA/QC activities and responsibilities but may responsibility involve QA and QC. – Define process for achieving – Improving quality OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) It is used to streamline supply chain QUALITY CONTROL management, improve customer service, and Quality control can be defined as "part of quality ensure that employees are trained. management focused on fulfilling quality The focus is to improve the quality of an requirements." While quality assurance relates to organization’s outputs, including goods and how a process is performed or how a product is services, through the continual made, quality control is more the inspection aspect improvement of internal practices. of quality management. An alternate definition is Total quality management aims to hold all "the operational techniques and activities used to fulfill parties involved in the production process requirements for quality. accountable for the overall quality of the final product or service. DIAGRAM BETWEEN QA & QC a comprehensive, organization-wide effort to improve the quality of products and services, applicable to all organizations CONCEPT OF QUALITY What is quality? Standard of something as measured against other things of a similar kind, the degree of WHAT IS CUSTOMER? excellence of something Anyone who is impacted by the product or Improvement in product quality process delivered by an organization. Dictionary has many definitions: “Essential 2 TYPES OF CUSTOMER characteristic,” “Superior,” etc 1. External customer: The end user as Some definitions that are accepted in various well as intermediate processors. Other organizations: external customers may not be – “Quality is customer satisfaction,” purchasers but may have some – “Quality is Fitness for Use connection with the product. 2. Internal customer: Other divisions of TOTAL QUALITY MANAGEMENT (TQM) the company that receive the processed Total quality management (TQM) is an ongoing product process of detecting and reducing or eliminating errors. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) WHAT IS A PRODUCT? Relatively simpler approaches to quality product inspection for quality control and incorporation The output of the process carried out by the of internal cost of poor quality into the selling organization. It may be goods (e.g., automobiles, price, might not work for today’s complex computer), software (e.g., a computer code, a market environment report) or service (e.g., banking, insurance) HOW IS CUSTOMER SATISFACTION ACHIEVED? QUALITY PERSPECTIVE Two dimensions: Product features and Freedom from deficiencies Everyone defines Quality based on their own perspective of it. Typical responses about the 1. Product features – Refers to quality of definition of quality would include: design. 1. Perfection Examples in manufacturing industry: 2. Consistency Performance, Reliability, Durability, Ease of 3. Eliminating waste use, Esthetics etc. 4. Speed of delivery Examples in service industry: Accuracy, 5. Compliance with policies and procedures Timeliness, Friendliness and courtesy, 6. Doing it right the first time Knowledge of server etc. 7. Delighting or pleasing customers 8. Total customer satisfaction and service 2. Freedom from deficiencies – Refers to quality of conformance. Higher conformance means fewer complaints QUALITY LEVELS and increased customer satisfaction. (This is Points to remember at Quality level when asking related to free from defects.) questions: Which products and services meet your REASONS FOR QUALITY BECOMING A expectations? CARDINAL PRIORITY FOR MOST Which products and services you need that ORGANIZATIONS: you are not currently receiving? Competition – Today’s market demand high At process level, we need to ask the following quality products at low cost. Having `high What products and services are most quality’ reputation is not enough. Internal cost important to the external customer? of maintaining the reputation should be less. What processes produce those products Changing customer – The new customer is not and services? only commanding priority based on volume but What are the key inputs to those processes? is more demanding about the “quality system. Which processes have most significant Changing product mix – The shift from low effects on the organization’s performance volume, high price to high volume, low price has standards? resulted in a need to reduce the internal cost of poor quality. Additional Views of Quality in Services Product complexity – As systems have become more complex, the reliability requirements for Technical Quality versus Functional quality suppliers of components have become more Technical quality- the core element of the stringent. good service. Higher levels of customer satisfaction – Functional quality- customer perception of Higher customers’ expectations are getting how the good functions or the service is spawned by increasing competition. delivered. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) Expectations and Perceptions c. Deming’s 14-Point Program for Improving Quality Customer prior expectations specifically the service experiences and their perception of the service performance affect their satisfaction with the service. Satisfaction = (Perception of Performance) – (Expectation) HISTORICAL PHILOSOPHIES OF QUALITY Individuals who have been identified as making a d. THE DEMING PHILOSOPHY significant contribution to improving the quality of goods and services. 1. WALTER A. SHEWHART a. Developed statistical control process methods to distinguish between random and nonrandom variation in industrial processes to keep processes under control. b. Developed the “plan-do-check-act” (PDCA) cycle that emphasizes the 14 points for management need for continuous improvement. 1. Create and publish to all employees a statement of the aims and purposes of the company. The management must 2. EDWARDS DEMING demonstrate their commitment to this a. Advocated Statistical Process statement. Control (SPC) 2. Learn the new philosophy. i. Methods which signal shifts in a 3. Understand the purpose of inspection – to process that will likely lead to reduce the cost and improve the processes. products and/or services not 4. End the practice of awarding business on the meeting customer requirements. basis of price tag alone. (Minimal total cost) ii. Emphasized an overall (loyalty and trust) supplier long-term organizational approach to relationship. managing quality. 5. Improve constantly and forever the system of iii. Demonstrated that quality production and service. products are less costly than 6. Institute training poor quality products. 7. Teach and institute leadership. iv. Identified 14 points critical for 8. Drive out fear. Create an environment of improving quality innovation b. The Deming Prize 9. Optimize the team efforts towards the aims i. Highest award for industrial and purposes of the company. excellence in Japan 10. Eliminate exhortations for the workforce. 11. Eliminate numerical quotas for production. 12. Remove the barriers that rob pride of workmanship. 13. Encourage learning and self-improvement. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) 14. Take action to accomplish the transformation Quality should be talked about in a language senior management understands: money “A System of Profound Knowledge” (cost of poor quality). 1. Appreciation for a system - A system is a set of At operational level, focus should be on functions or activities within an organization that conformance to specifications through work together to achieve organizational goals. elimination of defects- use of statistical Management’s job is to optimize the system. (Not methods. parts of system, but the whole). System requires co- operation. QUALITY TRILOGY 2. Psychology – The designers and implementers of decisions are people. Hence understanding their psychology is important. 3. Understanding process variation – A production process contains many sources of variation. Reduction in variation improves quality. Two types of variations- common causes and special causes. Focus on the special causes. Common causes can be reduced only by change of technology. 4. Theory of knowledge – Management decisions 1. Quality planning: Process of preparing to should be driven by facts, data and justifiable meet quality goals. Involves understanding theories. Don’t follow the management’s fads customer needs and developing product features. 3. JOSEPH M. JURAN 2. Quality control: Process of meeting quality a. Emphasized the importance of goals during operations. Control producing quality products through an parameters. Measuring the deviation and approach focused on quality planning, taking action. control, and improvement. 3. Quality improvement: Process for b. Defined product quality as “fitness breaking through to unprecedented levels for use” as viewed by the customer of performance. Identify areas of in: improvement and get the right people to Quality of design bring about the change Quality of conformance Availability Safety 4. ARMAND FEIGENBAUM Field of use Proposed the concept of “total quality c. Categorized the cost of quality as: control,” making quality everyone’s Cost of prevention responsibility. Cost of detection/appraisal o Stressed interdepartmental Cost of failure communication. d. The Juran philosophy o Emphasized careful measurement i. The mission of the firm as a and report of quality cost whole is to achieve high product quality. ii. The mission of each individual department is to achieve high production quality OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) 5. PHILIP CROSBY 6. Genichi Taguchi Preached that “quality is free.” a. Emphasized the minimization of Believed that an organization can reduce variation. overall costs by improving the overall quality Concerned with the cost of quality of its processes. to society. Absolutes of Management Extended Juran’s concept of o Quality means conformance to external failure. requirements not elegance. 7. Kaoru Ishikawa o There is no such thing as quality – Developed problem-solving tools such as problem. the cause-and-effect (fishbone) diagram. o There is no such thing as economics – Called the father of quality circles. of quality: it is always cheaper to do the job right the first time. DEFINING THE DIMENSIONS OF QUALITY o The only performance measurement is the cost of quality: the cost of non- conformance Quality in goods Basic Elements of Improvement Performance Features Determination (commitment by the top Reliability management) Durability Education (of the employees towards Zero Conformance Defects (ZD) Serviceability Implementation (of the organizational Aesthetics processes towards ZD Perceived quality History of Quality Management Quality in Service Next 20 odd years, when top managers in Reliability USA focused on marketing, production Tangibles quantity and financial performance, Responsiveness Japanese managers improved quality at an Assurance unprecedented rate. Empathy Market started preferring Japanese products and American companies suffered immensely. COST OF QUALITY America woke up to the quality revolution in Framework for identifying quality components that early 1980s. Ford Motor Company consulted are related to producing both high quality products Dr. Deming to help transform its operations. and low-quality components, with the goal of (By then, 80-year-old Deming was virtually minimizing the total cost of quality. unknown in USA. Whereas Japanese – Costs of poor quality: government had instituted The Deming Detection/appraisal costs Prize for Quality in 1950.) Internal failure costs Managers started to realize that “quality of External failure costs management” is more important than “management of quality.” Birth of the term Total Quality Management (TQM). TQM – Integration of quality principles into organization’s management systems. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) E: External Failure Costs I: Internal Failure Costs A: Appraisal Costs P: Prevention Costs S: Sales TYPICAL QUALITY COST RATIO JURANS’S MODEL (COST CATEGORY) 1. Cost of Prevention- Costs associated with the development of programs to prevent defectives from occurring in the first place 2. Cost of detective/ appraisal- Cost – The equation “Cost of Quality“ (COQ) associated with the test and inspection of allows to quantify the impact of POOR subassemblies and products after they have quality. been made – It is used as a monitoring tool to track costs 3. Cost of Failure for inspection, internal errors, external a. Costs associated with the failure of a errors, and prevention. As the prevention defective products. efforts are increased, the costs for i. Internal failure costs- inspection, internal failures and external producing defective products that are identified before failures drop. shipment ii. External failure costs- producing defective products that are delivered to the customer. OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) TQM KEY ELEMENTS CUSTOMER SATISFACTION Foundation: Integrity, Ethics, Trust Service Recovery – How quickly a firm rectifies a service mistake has a Building Bricks: Leadership, Teamwork, strong effect on establishing customer loyalty and Training creating customer satisfaction. Service Guarantees Roof: Recognition (Motivation) – Provide customer feedback on service operations Binding Mortar: Communication – Effective guarantees Unconditional HOSHIN PLANNING Easy to understand Hoshin Kanri: Japanese for management cycle Meaningful build around Plan, Do, Check, Act. Easy and painless to invoke Elements of this cycle include – Easy and quick to collect on ✓ Quality policies ✓ Quality goals ELEMENTS OF TQM & IMPLEMENTATION ✓ Deployment of goals 1. Leadership ✓ Plans to meet goals – Top management vision, planning and ✓ Organizational structure support ✓ Resources 2. Employee involvement ✓ Measurement feedback – All employees assume responsibility for ✓ Review of progress inspecting the quality of their work. ✓ Training 3. Product/Process Excellence – Involves product design quality and PROCESS MANAGEMENT – STATISTICAL monitoring the process for continuous PROCESS CONTROL (SPC) improvement. Planning and administrating the activities a. Poka-yokes are devices that prevent necessary to achieve high quality in business defects from being processes; and also identifying opportunities for produced. improving quality and operational performance 4. Successful Implementation of TQM – ultimately, customer satisfaction. – Requires total integration of TQM into day- Process simplification reduces opportunities for to-day operations. errors and rework. Processes are of two types – 5. Causes of TQM Implementation Failures value-added processes and support processes. – Lack of focus on strategic planning and o Value-added processes – those essential core competencies. for running the business and achieving – Obsolete, outdated organizational cultures and maintaining competitive advantage. (Design process, Production/Delivery SUCCESSFUL TQM IMPLEMENTATION process) Integrity o Support processes – Those that are Ethics important to an organization’s value- Trust creation processes, employees and daily Training operations. Teamwork Value creation processes are driven by Communication external customer needs while support Recognition processes are driven by internal needs. Leadership OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) To apply the techniques of process - To continuously improve value creation management, a process must be ability, a business must continuously repeatable and measurable. improve its value creation processes. Process owners are responsible for process - Continuous process improvement is an old performance and should have authority to management concept dating back to 1895. manage the process. Owners could range from However, those approaches were mainly high-level executive to workers who run a cell. productivity related. Assigning owners ensures accountability. - More recently (1951) Toyota implemented Just-In-Time which relies on zero defects and PROCESS CONTROL hence continuous improvement Control is the activity of ensuring the conformance to the requirements and taking corrective action when necessary. QUALITY MANAGEMENT SYSTEM (QMS) INTERNATIONAL ORGANIZATION FOR 1. Process control methods are the basis of effective STANDARDIZATION 9000 (ISO) daily management of processes. o Defines and establishes an organization’s 2. Long-term improvements cannot be made to a quality policy and objectives process unless the process is first brought under o It also allows an organization to document and control. implement the producer needed to -Short-term corrective action should be attain these goals taken by the process owners. o A properly implemented QMS ensure that producers are carried out consistently, that -Long-term remedial action should be the problems can be identified and resolved, and responsibility of the management. that the organization can continuously review Effective quality control systems include and improve its procedures, product and 1. Documented procedures for all key processes services o It is a mechanism for maintaining and improving 2. A clear understanding of the appropriate the quality of products or services so that they equipment and working environment consistently meet or exceed the customer’s implied or stated needs and fulfill their quality 3. Methods of monitoring and controlling critical objectives quality characteristics o ISO 9000 family of standards is related to quality 4. Approval processes for equipment management system and designed to help organizations ensure that they meet the needs 5. Criteria for workmanship: written standards, of customers and other stakeholders while samples etc. meeting statutory and regulatory requirements. 6. Maintenance activities o ISO 9000 deals with the fundamentals of quality management system, including the eight Process improvement management principles on which the family of - Customer loyalty is driven by delivered standards is based. value. o International Standards promote international - Delivered value is created by business trade by providing one consistent set of processes. requirements recognized around the world - Sustained success in competitive markets o ISO 9000 can help a company satisfy its require a business to continuously customers, meet regulatory requirement improve delivered value. and achieve continual improvement. It provides OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) the base level of a quality system, IS0 9002 – model for quality assurance in the not a complete guarantee of quality. production and installation of manufacturing o Originally published in 1987 by the International systems. Organization for Standardization (ISO) a ISO 9003- quality assurance in final inspection and specialized international agency for testing standardization composed of the ISO 9004 – guidelines for the applications of national standards bodies of 90 countries. standards in quality management and quality system. EIGHT QUALITY MANAGEMENT PRINCIPLE ISO 9000 and ISO 9004 are guidelines standards. They describe what is necessary to accomplish the requirements outlined in standards 9001, 9002 0r 9003 ADVANTAGES Quality is maintained ISO registration also has a significant bearing on market credibility as well Opportunity to compete with large companies More time spent on customer focus Confirmation that your company is committed to quality May facilitate trade and increased market opportunities ISO 9000 SERIES Can Increase customer confidence and satisfaction ISO 9000 CLAUSES - explain fundamental quality concepts and CLAUSE 4- Quality Management System provides guidelines for the selection and General requirements application of each standard. Documentation requirement - is defined as a set of Quality manual international standards on quality Control of records and documents management and quality assurance developed to help companies effectively CLAUSE 5 - Management Responsibility document the quality Customer focus Quality objective ISO 9001 Quality policy – model for quality assurance in design, Quality management system planning development, production, installation, and Management representative servicing. Internal communication – Organizations use the standard to CLAUSE 6 – Resource Management demonstrate the ability to consistently Competence, awareness and training provide products and services that meet Infrastructure customer and regulatory requirements. Work environment OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM) CLAUSE 7- Product Realization Planning of product realization Customer related process Customer communication CLAUSE 8 – Measurement, Analysis and Improvement General requirements Monitoring and measurement Customer satisfaction Internal audit Analysis of data Continual improvement ISO 14000 – is a family standard related to environmental management that exists to help organization. Similar to ISO 9000 quality management in the both pertain to the process of how a product is produced, rather than to the product itself ISO 14000 is defined as a series of international environmental management standards, guides, and technical reports. What are the ISO 14001 requirements? Scope of the Environmental Management System. Environmental Policy. Evaluation of Environmental Risks and Opportunities. Evaluation of Environmental Aspects Environmental Objectives and plans for achieving them. Operational Control Procedures OPERATIONS MANAGEMENT AND TQM CODE: 600 (CBM 112) PROF: RESTIE TORRES 3rd Exam Reviewer (PPT Based/ SIM)