Quality Management System PDF

QUALITY MANAGEMENT SYSTEM World War II caused a dramatic increase in emphasis on quality control. The US...

QUALITY MANAGEMENT SYSTEM World War II caused a dramatic increase in emphasis on quality control. The US Army refined sampling techniques for dealing with large shipments of arms MODULE 1: QUALITY from many suppliers. During 1950s, the quality movement evolved into quality assurance. During 1960s, the concepts of “zero defects” gained favor A QUALITY PREFERENCES In the 1970s, quality assurance methods gained increasing emphasis in services including government operations, health care, banking, and travel industry. The evolution of quality took a dramatic shift from quality assurance to strategic QUALITY - In traditional thinking, quality is conference to specifications approach to quality in the late 1970s. Up until that time, the main emphasis had been on finding and correcting defective products before they reached the The standard of something as measured against other things of a similar kind market Degree of excellence of something Distinctive Attribute or characteristic possessed by someone or something A3 HISTORY OF QUALITY MOVEMENT (JAPANESE REV.) The totality of features a characteristic of a product or service That bears its ability to satisfy stated or implied needs Standard Workers focused on defect prevention rather than inspection Quality becomes everyone’s responsibility All levels were trained on quality initiatives A1 QUALITY DEFINITIONS (GARVIN’S) Statistical method-controlled quality, but did not determine it Employees participated in quality circles and other feedback programs Because of this, Japanese increased their market share over the next 20 years 1. Manufacturing Based Definition - The product conforms to design specifications 2. Value-Based Definition - The product is providing good value for the price 3. User-Based Definition - If the customer is satisfied, the product has good A4 QUALITY DIMENSIONS quality 4. Product-Based Definition - Quality is found in the components and attributes of a product 1. Performance - Efficiency of a product to achieve the intended purpose 5. Transcendent Definition - Quality is something understood but nearly 2. Features - Attributes of a product that supplement a product’s basic impossible to communicate such as love or beauty performance 3. Reliability - Property of a product to perform consistently over its useful design life 4. Conformance - Numerical dimensions for a product’s performance such as A2 HISTORY OF QUALITY MOVEMENT (INDUSTRIAL REV.) capacity, speed, size and color 5. Durability - The degree to which the product tolerates stress or trauma without failing Quality was determined who developed the process 6. Serviceability - Refers to characteristics of product related to ease of repair Workers were judged by how much they can produce, not on the quality 7. Aesthetics - Subjective sensory characteristics such as taste, feel, sound, look Division of labor accompanied the Industrial revolution; each worker was then and smell responsible for only a small portion of each product 8. Perceived Quality - Based on customer opinion. Customers products and Frederick Winslow Taylor, “Father of Scientific Management”, gave new services with their understanding of their goodness emphasis to quality by including product inspection and gauging in his list of fundamental areas of manufacturing management. In 1924, Bell Telephone Laboratories introduced statistical control charts that could be used to monitor production.  QUALITY MANAGEMENT SYSTEM A5 QUALITY GURUS MODULE 2: COST OF QUALITY AND QMS 1. Walter Shewhart (1920s – 30s) - Father of Statistical Quality Control Contributed to understand the process of variability A QUALITY MANAGEMENT SYSTEMS Developed concept of Statistical Control Charts QUALITY MANAGEMENT SYSTEM (QMS) - is a formalized system that documents 2. W. Edwards Deming (1940s – 50s) processes, procedures and responsibilities for achieving quality policies and objectives Developed “14 points” to guide companies in quality improvement - Helps to coordinate and direct an organization’s activities to meet customer and 15% - quality problem due to worker error regulatory requirements and improve its effectiveness and efficiency on a continuous 85% - quality problem due to systems error basis 3. Joseph M. Juran (1950s) Defined quality as “fitness for use” Developed concept of cost of quality A1 PURPOSE OF QMS Originated Quality Trilogy: Planning, Control, Improvement 4. Armand V. Feigenbaum (1960s) Instrumental in advancing the “cost of Improving processes nonconformance” approach as a reason for Facilitating and identifying training opportunities management to commit to quality Engaging staff 5. Philip B. Crosby (1970s) Coined phrase “Quality is free” A2 BENEFITS OF QMS Introduced concept of zero defects Developed the phrase “Do it right the first time” 6. Kaoru Ishikawa Affect organization’s performance Developed Cause & Effect Diagrams Meet customer’s requirements Identified concept of Internal Customer Meet the organization’s requirements Introduced the concept of “Quality Circles” 7. Genichi Taguchi Focused on product design quality A3 ELEMENTS OF QMS Developed Taguchi loss function 8. Taiichi Ono and Shigeo Shingo Drivers Both developed the philosophy and methods of “Kaizen” Enablers Result Q – Quest for Excellence U – Understanding Customer needs A – Action to achieve customers appreciation A4 STEPS IN IMPLEMENTING QMS L – Leadership determination to be leader 1. DESIGN AND BUILD - development of the structure of QMS, its processes and I – Involving all people plans for implementation. Responsibility of the senior management to ensure T – Team spirit to work for common goal the needs of the organization. Y – Yard stick measure progress 2. DEPLOY - it is best served in a granular fashion. Breaking each process down Quality means staying in business into sub processes. Educating staff on documentation, metrics and training tools. 3. CONTROL AND MEASURE - largely accomplished through routine systematic audits of QMS  QUALITY MANAGEMENT SYSTEM 4. REVIEW AND IMPROVE - deal with how the results of an audit are handled. MODULE 3: TOTAL QUALITY MANAGEMENT Aims to determine the effectiveness and efficiency of each process towards its objectives and to develop new practices and processes based on audit Total Quality Management (TQM) - art of managing the whole to achieve excellence - Means that the organization supports the attainment of customer satisfaction B COST OF QUALITY through integrated system of tools or techniques Total - made up of whole COST OF QUALITY - it is the term that is widely used and widely misunderstood. It is not Quality - degree of excellence of product the price of creating a quality product or service. It’s the cost of NOT creating a quality Management - manner of planning/controlling product or service. - This allows an organization to determine the potential savings to be gained by implementing process improvement initiatives. A1 CONCEPTS OF TQM This includes: Rework, Re-building of tool, Re-testing, Correction of bank statement PREVENTION COST - are associated with design, implementation, maintenance and Produce quality work the first time planning prior to actual operation, in order to avoid defects from happening. The motto is Focus on the customer “Prevention rather than Appraisal” Have a strategic approach to improvement Improve continuously Encourage mutual respect and teamwork It includes: Market research, quality training programs, design review, prevention check and maintenance, supplier evaluation QUALITY ELEMENT TRADITIONAL APPROACH TQM APPRAISAL COST - spent to detect defects to assure conformance to quality standards. Sum up the “cost of checking if things are correct”. Focuses on discovery of defects rather DEFINITION Product-based Customer-based than prevention of defects. DECISION Short-term Long-term Activities involved: Prototype testing, Vendor surveillance, Incoming material inspection, Final inspection, Laboratory testing, Quality audits EMPHASIS Detection Prevention INTERNAL FAILURE COST - costs that occur when results of work fail to reach designated ERRORS Operations Systems quality standards and are detected before transfer to customer. This cost might disappear if no defect is found in the product before dispatching. RESPONSIBILITY Quality control Everyone Activities involved: Cost of rework, scrap, defectives, Re-inspection, re-test to verify PROBLEM SOLVING Managers Teams analysis, Changing of process to correct deficiencies, Lost production MANAGER’S ROLE Plan, assign, control, and Delegate, coach, facilitate, EXTERNAL FAILURE COST - costs that occur when the product or service from a process enforce and mentor fails to reach designated standards, and is not detected until after transfer to the customer. Activities involved: Investigation of customer complaint, Repair/replacement of sold goods, Warranty claims, Loss of customer goodwill and sales  QUALITY MANAGEMENT SYSTEM Getting customer feedback includes comment cards, customer questionnaire, customer visit, employee feedback A2 ASPECTS OF TQM 8. Leadership - leaders should establish unity of purpose and direction to 1. Counting - tools, techniques and training in their use for analyzing, organization understanding, and solving quality problems - Create and maintain the internal environment in which people can 2. Customers - quality for customers as a driving force and central concern become fully involved in achieving the organization’s objectives 3. Culture - shared values and beliefs, expressed by leaders that define and support quality A3 PRINCIPLES OF TQM 1. Supplier Partnership - ensure that the supplier can provide good quality products or services - Better supplier’s quality = better product’s quality 2. Process Approach - processes ensure that the proper steps are taken at the right time to ensure consistency and speed up production 3. Factual approach to design making - decision must be based on facts, such as records or data, not on feelings 4. People Involvement - ensure that all employees will give their total commitment to the company - They must be trained and given proper resources to complete their tasks. - All employees must be given the opportunity to speak up and be heard Some examples are: suggestion box, safety committee, ideas campaign, peer picking program 5. Continual improvement - should be a permanent objective of the organization. Means bringing perfection in all organization function and process. 6. System approach to management - a system is set of interrelated but separate parts working towards a common purpose. The arrangement must be orderly and there must be proper communication. - There should be proper process and communication 7. Customer Focus External Customer - one who purchases or uses the product or service, or one who influences the sale of the product or service Internal Customer - every person in a production process is considered a customer operation