...Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems – Fundamentals and vocabulary, and in ISO 9004:2009, Managing for the sustained success of an organization – A quality management approach. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO 9004:2009. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations’ performance. Contents : Principle 1 – Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplier relationships The next step Principle 1 – Customer...
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...ISO 9000 or TQM Since its birth in 1987, ISO 9000 has been successfully providing quality standards throughout the world, constantly changing and improving in-keeping with the ever-evolving business environment. ISO 9000 as a whole is comprised of 3 major components or sub-systems, which are all responsible for different task groups of quality management: ISO 900:2000 is a guidance document that is designed to standardize terminology and make it easier to conduct business on the global scale. ISO 9001:2000 sets the quality requirement for quality management systems in a wide range of venues and enterprises. ISO 9004:2000 provides guidelines for continuous performance and quality improvement of an already mature business system. Even though ISO 9000 and all of its comonents are heavily intertwined within each other, they are still considered separate systems, or rather, TQM is a much more basic and quite a bit older system that served as a predecessor to the internationally accepted ISO 9000. In many cases TQM serves as the base for the implementation of ISO 9000, which makes for a much smoother transition to its rigorous quality requirements. One component of ISO 9000 quality system, which I believe most closely derived from TQM is 9004:2000, taking even its most basic principle of continuous quality improvement into consideration, it seeks to emphasize the Total Quality Management principle when dealing with the aspects of quality that involve people. Even though this...
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...someone that worked for a company that had good policies. Certification is another way to join the ranks of standardization. ISO 9000 is one of these certifications that can help companies reach great standards. The point of ISO 9000 is embedding a quality management system into a company that will help increase productivity, reduce unnecessary costs and ensure quality processes and products (What is ISO 9000?, 2012). Companies have been able to use this standardization to help them become better. ISO certification is flexible certification that can be used with many different types of companies. It is not set for just one particular field. The whole point of ISO certification is to establish, maintain and improve a company’s quality management system (What is ISO 9000?, 2012). By looking at the big picture within a company they are able to set goals for improvement and work towards the greater good. ISO has three parts of audits. The first type of audit is the adaption of standards on a company basis. Internal auditing takes places at the company level using setup standards. The next level of auditing allows consumers to evaluate the performance of a company. The consumer is able to rate the company on its processes. While most companies that go to the 2nd level of auditing, they usualy push on towards the 3rd audit, which is ISO certification. This is when an independent company comes in to...
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...The benefits of ISO 9000 adoption and implementation are varied and many, some of these benefits are: 1. Dedication to quality in every procedure and work processes in the organization, every process has to be documented, this allows the organization to know the processes and how to strive for continuous improvement in all processes in the organization. Also, the abovementioned documented process help the employees to know the exact work required, thus, reducing variations that can happen in a process. With the reduction in variation, process efficacy will be improved, thus, less quality costs for the organization. 2. Recognition of quality, as an organization gets certified for ISO 9000, it is recognized by competitors and customers as having proof of the high quality process the organization employs. 3. Increased customer satisfaction, as ISO 9000 is dictated to improving product quality, its implementation results in less malfunctioning products, more efficiency and a longer product life cycle. Increased customer satisfaction also means more loyal customers every day. 4. Reduced waste, e.g. time and materials. • Strengths of ISO 9000 adoption in academic institutions: 1. ISO 9000 standards are designed for the whole organization, it requires every employee and department in the organization to be dedicated to continuous improvement, and thus, the whole academic institution will enhance its services, e.g. the library and registration departments. 2. Improved communication...
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...CQI Process/ISO 9000 Improvements Discuss how CQI Process or ISO 9000 could be significantly improved. Provide examples. The Continuous Quality Improvement (CQI) is defined as continuously making small incremental improvements in the processes that generate the company’s products and services. The majority of these improvements are generated from associates’ ideas and process thinking. The process stems with the information going to management. Then being reviewed by management and disseminated to determine the root cause or best approach for implementation. Thirdly a plan of action is developed and activated by a team and lastly progress is measured periodically for improvement. “CQI and outcomes assessment are two interrelated concepts. The products of outcomes assessment form the basis for CQI. Once you have assessed the outcomes of a program or a professional practice, you then strive to continuously improve the quality of those outcomes to better serve the clientele” The process could be significantly improved by seeking the advice of those with hands on experience, regularly and in a timely fashion. Front desk workers are usually the ones who inadvertently receive suggestions or comments from consumers during their check in or out . The consumers are more willing to advise them because they appear defenseless and seem more concerned with pleasing them. One customer may comment on having wifi in the room and instead of just the lobby. The CQI...
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...Experiences of ISO 9000 with small firms in building services M.A. Atherton and P. Austin The authors M.A. Atherton is based at the School of Engineering Systems and Design, South Bank University, London, UK. P. Austin is with Austin Hall Management Consultants Ltd, Woking, UK. Introduction Small firms In the context of quality systems a small firm has been defined[1] as one run by a single manager who is the owner, or in close touch with the owner, and who knows the proce- dures which everyone in the firm should be following. Recognizing that definitions vary, more than 85 per cent of UK firms are classi- fied by Manchester Business School[2] as small. There is usually little formal manage- ment structure in a small firm, the manager effectively acts as a quality manager by fre- quently checking all the firm’s activities and so assurance of quality depends more on staff competence than documentation. Small firms often feel that they provide a better quality service than many larger firms which have the standard; thus if the client insists on the stan- dard they risk losing a good service. However, small firms often do not fully appreciate that as they grow these hands-on management Abstract Describes an approach for overcoming some of the barriers to achieving ISO 9000 faced by small firms in the building services sector. Draws on the experiences of several firms to illustrate the importance of partnerships in overcoming some...
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...While ISO 9001 contains the basics of a good quality system the challenges of implementing across a large organisation with many business units can be many. Some specific issues Sears may have had to face could have included: * The tendency for people to prioritise compliance over quality * Hostility from the frontline workforce * Less than full engagement from management From the case study it is clear that Sears has paid careful attention to implementation of the ISO 9000:2000 Quality management principles due to the nature of the success of the program. Some specific examples in the text include: Principle 5 – Systems approach to management. Leadership of the program structured it so that they would achieve registration of the carry in service centres and then turn to the in home service side. Most likely lessons learned from the implementation in one side of the business were used to avoid the same issues on the other. Principle 4 – Process approach. The increase in output of the Chattanooga facility shows that processes for repair of lawn mowers was standardised and documented. A doubling of output would not be possible without such measures in place to ensure everyone was following the same steps in the same way. Principle 6 – continuous improvement could then be utilised to refine the processes as necessary. Principle 6 – Continuous improvement. The reduction of the frequency of recall rate shows application of continuous improvement in their processes...
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...adopting ISO standards are as follows:- Significance ISO standards contribute more to a company's economic sustainability than ever before. An increasing number of manufacturers and business customers will not even do business with a supplier that is not ISO certified. According to www.indianindustry.com, ISO certification is now effectively a requirement of doing business in the European Union, even though it is not a legal mandate. Efficiency The process of becoming ISO certified forces you to objectively analyze your current internal processes, and can result in the implementation of more efficient and cost-effective production processes. ISO-certified production processes reduce waste, redundancies and safety hazards while ensuring that your business is environmentally friendly. These facts taken together not only reduce direct operating costs, but can also prevent financially damaging legal actions against your company. International Business Reliability and trust in international business relationships is an ever-present concern. With so much distance between companies on opposite sides of the world, it is difficult to truly ascertain whether your suppliers are following safe, humane and responsible business practices. ISO certification is a way to ensure your international business partners that your company adheres to international standards, and by the same token can reassure you that your foreign suppliers are credible and reliable as well. Marketing ISO certification...
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...SECTION B New Product development is a crucial part of business. A company needs continuous innovation in order to protect its market share and support growth. It also has a great impact on operations, since it determines the specifications for the product. Likewise, operations can constrain a firm’s ability to develop new products and make them more costly to produce. As a result, operations should be deeply involved in new-product development. THE NPD process is often specified as having three phases: Concept development, Product Design and Pilot Production/Testing. Products should be designed from the start for manufacturability. This is done by considering design of the production process as part of product design and utilizing a concurrent engineering approach. Concurrent engineering, uses overlapping phases for product design rather than a sequential approach. This will work well if an NPD team is formed with representation from all major functions (marketing, engineering, operations, and finance&accounting) to ensure cross functional integration. Concurrent engineering also works best if paired with a design oriented NPD strategy. This type of strategy as illustrated below builds on the consumer’s needs – a competitive advantage by means of staying ahead of competitors because the customer’s needs are accurately read and acted upon through the creation of new products. Inventory management is a key operations responsibility because it greatly affects...
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...ISO'9000 1. Is your company ISO 9000 certified?---No' it is not. 2. In your opinion, what are the benefits of being ISO 9000 certified (you should be able to list,and discuss at least 5 benefits)?----As'you knowo the ISO was started in 1947 when 25 countries met in London to define industry-wide standardization for the manufacture and supply of products, testing/analysis and coflrmon terminology used in these fields, that begins a foundation of the trade and transfer of technology. A) While leveling the playing field so countries can easily trade overseas easier, companies are free to compete in more worldwide markets. This allows companies access to territories previously adrnonished for political reasons (American companies doing business in Vietnam, for example), while bridging the needs of business into the new millennium. B) At its core the ISO in conjunction with organizations the WTO, promotes a global trading systern strength. The WTO instituted the Technical Barriers to Trade (TBT)' which includes a Code of Good practice for the Preparation, Adoption and Application of Standards: simply-put, the Code recognizes the efficient improvement of production in international trade AND, encourages standardizing bodies to use ihem for the standards they develop. C) Another advantage is product reliability from other countries. Think about it, in terms of quality and safety you can rest easier knowing that the product quality will be the same or better than a competing US...
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...CHAPTER IV STATISTICAL PROCESS CONTROL * This chapter covers two topics that are increasingly important in business organizations: quality control and continuous improvement. * Quality control focuses on the conversion of inputs into outputs. * The purpose of quality control is to assure that processes are performing in an acceptable manner. * This is accomplished by monitoring process output using statistical techniques. * If the results are acceptable, no further action is required; unacceptable results call for corrective action. * In the best companies, the emphasis is on designing quality into the process, thereby greatly reducing the need for inspection or control efforts. -As you might expect, different business organizations are in different stages of this revolutionary process: * The least progressive rely heavily on inspection. * Many occupy a middle ground that involves some inspection and a great deal of process control. And the most progressive have achieved an inherent level of quality that is high enough that they are able to avoid wholesale inspection activities as well as process control activities. That is the ultimate goal. Figure 4-1 illustrates these phases of quality assurance. Figure 4-1 Phases of quality assurance Acceptance Sampling Inspection before/after production Corrective action during production Quality built into the process process Acceptance Sampling ...
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...Introduction – Quality Producing and deliver high quality goods or service is a must for any businesses. No consumers would buy poor quality goods or pay to experience poor quality service. However most consumers have a difficult time defining quality. For examples every consumers have different opinion on the quality of the sports outfit of Nike. Some may said Nike quality is better than Reebok and others may disagree. So till today quality does not have any single universal definition (Reid & Sanders, 2005). Some may view quality as performance to standards while others view it as meeting the customer’s needs or satisfying the customer (Reid & Sanders, 2005). In common, there are a series of characteristic to define quality which are (1) conformance to specifications, (2) fitness for use, (3) value for price paid, (4) support services and (5) psychological criteria. (1) Conformance to specifications measures how well the product or service meets the targets and tolerances determined by its designers (Reid & Sanders, 2005). For example if a Nike said that their sport shoes are made in light blue color but turnout navy blue then it would not consider in good quality. (2) Fitness for use focuses on how well the product performs its intended function or use (Reid & Sanders, 2005). For example if Nike watches claim to be waterproofs for 5m but turnout the real watches malfunction in 1m then it would not consider in good quality. (3) Value for price paid is a definition of quality...
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...being: • Communication • Belief in ISO • Consistency The study presents statements on these as practical hurdles and is supported by references responding to each. Following this, the Quality Management Principles engaged during are Sears experience are presented and shown to have been instrumental in resolving the challenges listed above. This also is supported by references from a various sources. Case Study ISO9000 and Sears’ Quality Management System Key Issue #1 What issues do you think that a large company such as Sears had to face in implementing ISO9000 across its vast organisation? Due to Sears’ size and geographical expanse, the changes of implementing ISO presents a number of challenges. These will have included such issues as: Communication With a workforce in excess of 201,000 people, spread across North America and Canada, effective, accurate and consistent communication is vital. ISO9000 was traditionally considered to provide for manufacturing and therefore to implement it in a retail/service business required tremendous communication with a degree of negotiation and salesmanship. Belief in ISO Successful QMS and ISO9000 relies heavily on workforce acceptance. Sears needed to build internal trust and belief in ISO9000: “In the beginning, the workforce saw ISO 9001 as just another task or more work. But as QMS education demonstrated how consistent processes could make a difference on the front lines, ISO 9001 became a "way of life rather...
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...Date: 10th March 2014 Lecturer: Paul Tracey | | | | Table of Content Item Page Introduction 2 What is ISO 9001 - Quality management system........................................2 ISO 9001:2008…………………………………………….........................2 The Concept of Quality Management……………..…………………...….3 The major clauses and sub-clause are:…....………….…………………....4 Quality Management Principles:…………………………………………..5 Audits, reviews and assessments…………………………………………..6 Single-Loop Learning Model……………………………………………...6 Double-Loop Leaning Model………………………………………….......7 References………………………………………………………………....8 Appendix…………………………………………………………………..8 Assess how a quality management system standard is supposed to work to aid the relationship or relationships between a buying organisation and its supplying organisations. Introduction Any organisation can benefit from implementing an effective quality management system. The foundation of a quality organisation is the concept of the customer and supplier working together for their own benefit of receiving the end product in the way in which they want the product to be. For this to be effective, the customer-supplier interfaces must extend internally and externally in the organisation. What is ISO 9001 - Quality management system? The ISO 9001 addresses certain aspects of quality management and contains some of ISO’s standards. The standards provide guidance and tools for companies and organizations...
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...ISO 9000 Most businesspeople have heard of the ISO 9000 standard series. However, many don't know its origins or requirements. The International Organization for Standardization's Technical Committee (TC 176) produces the international quality management and quality assurance standards known as the ISO 9000 series of standards. Although relatively new, ISO 9000's roots can be traced back to the founding of ISO in 1946. The Geneva, Switzerland-based ISO establishes common sets of manufacturing, trade and communication standards. ISO is not an acronym. It is derived from the Greek work iso’s, meaning equal. ISO does not lend its name to advertisements, and it is not in the registration business. ISO is only responsible for creating and publishing international standards. These standards facilitate international exchange of goods and services. More than 100 countries participate in ISO. This includes full-voting-privilege members, correspondent members (observers) and subscribers (documentation). ISO consists of 182 active technical committees, 630 subcommittees, 1,918 working groups and 24 ad hoc study groups. While ISO 9000 is the best-known standard in North America, the ISO publishes thousands of standards. ISO/TC 176 held its inaugural meeting in 1980 in Ottawa, with 21 participating member countries. The committee consists of a main technical committee, three subcommittees and associated working groups. ISO holds TC 176 responsible for overall management of the standardization...
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