Quality Management System

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Quality Management System Total Quality
Management

• EVEA standardisation seminar -
• 20/09/2005
• By Karine Iffour

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(No Transcript)
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Quality What for ?

• Quality conformity often means supplier selection
• Competing with large companies
• Elimination of defect products

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Large company versus SME

• The tougher, the economic environment will be,
• The more, large companies hunting territories
  will be the same as SME ones,
• The more SME will have to struggle for life,
• So the more, SME will need to adopt an efficient
  QMS and focus their activity on Quality

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Two approaches

• QUALITY MANAGEMENT SYSTEMS
• Represented mainly by the ISO 9000 standard
  family
• TOTAL QUALITY MANAGEMENT
• Represented by Excellence Prizes
• as the Deming Prize and the Malcolm Baldrige
  Award

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TQM PRINCIPLES The Deming Cycle -PDCA
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EFQM Model
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Malcolm Baldrige Assessment

• Organizations must submit details showing their
  achievements and improvements in seven key areas
  
• leadership,
• strategic planning,
• customer and market focus,
• information and analysis,
• human resource focus,
• process management,
• results

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The 14 DEMING POINTS

• 1 Keep the course of your mission by constantly
  improving the products and the services
• 2 Adopt the new philosophy of management and lead
  the change of a firm hand
• 3 Do in a manner that the product quality asks
  for only a minimum of controls. Integrate quality
  from the design
• 4 Give up the low price purchase rule. Rather
  seek to reduce the total cost. To reduce to a
  minimum the number of suppliers per article, by
  establishing with them long-term relations of
  honesty and confidence

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• 5 Improve constantly all processes of planning,
  production and service, which will involve a
  reduction of the costs
• 6 Institute a continuing education for all the
  personnel of the company
• 7 Institute a modern form of authority
  (leadership) having for goal to facilitate the
  work of the men and the machines
• 8 Made fear disappeared, so that each one can
  contribute to the success of the company
• 9 Reverse the barriers between services. The team
  work will avoid problems which can appear during
  the development and the product use

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• 10 Remove exhortations, slogans and objectives
  which require from the employees to reach the
  "zero defect" and to increase the productivity
• 11 Remove quotas of production, the method known
  as "management by objectives" (DPO) and any form
  of management by figures
• 12 Remove obstacles which prevent the employees,
  the engineers and the executives from being proud
  of their work
• 13 Institute a vigorous program of education and
  personal improvement
• 14 Make work all forces of the company
  to achieve the transformation

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QUALITY MANAGEMENT MEANING

• Quality is a concept as subjective as beauty
• The standardized definition refers to all those
  features of a product or a service which are
  required by the customer.
• Quality Management means what the organisation
  does to ensure that its products conform to the
  customers requirements.

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WHY GIVING UP ISO 90001994 FOR ISO 90002000

• Two of the most important objectives in the
  revision of the ISO 9000 series of standards have
  been
• to develop a simplified set of standards that
  will be equally applicable to small as well as
  medium and large organizations, and
• for the amount and detail of documentation
  required to be more relevant to the desired
  results of the organizations process activities.
  

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Problems occurred
A lot of company did not have already upgraded
their ISO 90001994 into an ISO 90012000 end
2003 Because MOST OF THEM WERE NOT AWARE THEY
WOULD NOT BE ACCREDITADED ISO AFTER THE
15/12/2003. 2000 COMPUTER BUG SYNDROME
EVERYBODY WANTED TO BE CERTIFIED ISO 9000 2000
EARLY DECEMBER 2003 CERFICATION BODIES DO STILL
DELIVER ISO90001994 until the last minute . In
September 2002, AFAQ delivered about 150 ISO 9000
certifications and almost 50 of them were
year1994.
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Organizations wishing to adapt an existing QMS

• NO NEED TO REWRITE ALL OF IT
• IF NO PROCESS APPROACH USED IN THE PAST, SPECIAL
  ATTENTION SHOULD BE PAID
• SIMPLIFY ITS QMS.

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Demonstrating conformity with ISO 90012000

• Organizations may be able to demonstrate
  conformity without the need for extensive
  documentation.
• Organization has to be able to provide objective
  evidence of the effectiveness of its processes
  and its quality management system.
• Objective evidence does not necessarily depend on
  the existence of documented procedures, records
  or other documents, except where specifically
  mentioned in ISO 90012000.
• Where the organization has no specific internal
  procedure for a particular activity, and this is
  not required by the standard, it is acceptable
  for this activity to be conducted using as a
  basis the relevant clause of ISO 90012000.

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The 8 ISO 90012000 QUALITY MANAGEMENT PRINCIPLES

• Customer focus
• Leadership
• Involvement of people
• Process approach
• System approach to management
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relationships

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Principle 1 Customer focusOrganizations
depend on their customers and therefore should
understand current and future customer needs,
should meet customer requirements and strive to
exceed customer expectations.

• Key benefits
• Increased revenue and market share obtained
  through flexible and fast responses to market
  opportunities.
• Increased effectiveness in the use of the
  organization's resources to enhance customer
  satisfaction.
• Improved customer loyalty leading to repeat
  business.

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Principle 2 LeadershipLeaders 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 organizations
objectives.

• Key benefits 
• People will understand and be motivated towards
  the organizations goals and objectives.
• Activities are evaluated, aligned and implemented
  in a unified way.
• Miscommunication between levels of an
  organization will be minimized.

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Principle 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.

• Key benefits 
• Motivated, committed and involved people within
  the organization.
• Innovation and creativity in furthering the
  organization's objectives.
• People being accountable for their own
  performance.
• People eager to participate in and contribute to
  continual improvement.

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Principle 4 Process approachA desired result
is achieved more efficiently when activities and
related resources are managed as a process.

• Key benefits
• Increased revenue and market share obtained
  through flexible and fast responses to market
  opportunities.
• Increased effectiveness in the use of the
  organization's resources to enhance customer
  satisfaction.
• Improved customer loyalty leading to repeat
  business.

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Principle 5 System approach to
managementIdentifying, understanding and
managing interrelated processes as a system
contributes to the organization's effectiveness
and efficiency in achieving its objectives.

• Key benefits
• Integration and alignment of the processes that
  will best achieve the desired results.
• Ability to focus effort on the key processes.
• Providing confidence to interested parties as to
  the consistency, effectiveness and efficiency of
  the organization

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Principle 6 Continual improvementContinual
improvement of the organization's overall
performance should be a permanent objective of
the organization.
Key benefits 

• Performance advantage through improved
  organizational capabilities.
• Alignment of improvement activities at all levels
  to an organization's strategic intent.
• Flexibility to react quickly to opportunities.

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Principle 7 Factual approach to decision
makingEffective decisions are based on the
analysis of data and information

• Key benefits 
• Informed decisions.
• An increased ability to demonstrate the
  effectiveness of past decisions through reference
  to factual records.
• Increased ability to review, challenge and change
  opinions and decisions.

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Principle 8 Mutually beneficial supplier
relationshipsAn organization and its suppliers
are interdependent and a mutually beneficial
relationship enhances the ability of both to
create value

• Key benefits 
• Increased ability to create value for both
  parties.
• Flexibility and speed of joint responses to
  changing market or customer needs and
  expectations.
• Optimization of costs and resources.

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Implementing your ISO 90012000 Quality
Management system

• Identify the goals you want to achieve
• Identify what others expect of you
• Obtain information about the ISO 9000 family
• Apply the ISO 9000 family of standards in your
  management system.
• Obtain guidance on specific topics within the QMS
• Establish your current status, determine the gaps
  between your QMS and the requirements of ISO
  90012000

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7) Determine the processes that are needed to
supply products to your customers 8) Develop a
plan to close the gaps in step 6 and develop the
processes in step 7 9) Carry out your plan 10)
Undergo periodic internal assessment 11) Do you
need to demonstrate conformance ? If yes, step
12. If No, Step 13 12) Undergo independent
audit 13) Continue to improve your business.
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SME have real problems in implementing QMS

• Lack of specialized expertise,
• Cost is high for small companies / employee,
• Small companies underestimate the impact of
  Standarisation,
• They need therefore help and education, to close
  the gap of expertise

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Low cost Solutions are possible

• 4 Positive examples have been presented in
  Lisbon
• ZVEH Electrical Installation Manual
• Deserti Mecanica Quality Vademecum
• CGAD Food hygiene Guide of Good Practice
• UK Dental technicians ISO 9001 approach
• This expertise should be made available to SMEs
  organised collectively within their associations
  all around the EEA.

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TOTAL QUALITY MANAGEMENT FOR SMALL ENTITIES
SUCESSFUL IMPLEMENTATION OF A TQM Police
station in Madison, Wisconsin Taxi company in
Erie, Pennsylvania School in Alaska SME
REWARDED BY THE MALCOM BALDRIGE
AWARD Branch-Smith Printing Division Fort
Worth, Texas Pals Sudden Service Kingsport,
Tenn. Los Alamos National Bank Los Alamos, N.M.
Sunny Fresh Foods, Monticello, Minn.
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QMS CYCLE
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BENEFITS OF IMPLEMENTING QMS

• Commercial
• Financial
• Legal
• Image

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IN SHORT WHY SME should implement QMS

• Might be costly but it exists ways to avoid it by
  working together
• More efficient management system
• Better quality products No cost for return of
  defect products
• Legal protection . Obey European Directives
• More market shares
• Image benefit
• Strategic tool leading to sustainable development.

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Questions Answers_____Thank you for your
attention

• Normapme
• www.normapme.com info_at_normapme.com
• Tel [phone] Fax [phone]