...of a Quality Management System Organizational Structure Responsibilities Methods Data Management Processes Resources Customer Satisfaction Continuous Improvement Product Quality [edit] Concept of quality - historical background The concept of quality as we think of it now first emerged out of the Industrial Revolution. Previously goods had been made from start to finish by the same person or team of people, with handcrafting and tweaking the product to meet 'quality criteria'. Mass production brought huge teams of people together to work on specific stages of production where one person would not necessarily complete a product from start to finish. In the late 19th century pioneers such as Frederick Winslow Taylor and Henry Ford recognized the limitations of the methods being used in mass production at the time and the subsequent varying quality of output. Birland established Quality Departments to oversee the quality of production and rectifying of errors, and Ford emphasized standardization of design and component standards to ensure a standard product was produced. Management of quality was the responsibility of the Quality department and was implemented by Inspection of product output to 'catch' defects. Application of statistical control came later as a result of World War production methods. Quality management systems are the outgrowth of work done by W. Edwards Deming, a statistician, after whom the Deming Prize for quality is named. Quality, as...
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...Quality is a concept. It consists of meeting expectations of consumers. A quality product is able to satisfy most of people. The concept of quality can be illustrated by a lot of material characteristics in a product: design, material components, easy to use, technological … But, others elements must be noticed, generally, immaterial things such as durability, price (value for money), after-sales services, and image … Quality is something subjective and objective in the same time. Some elements are objective and can be appreciated in the same way by everybody (material components, high technology for example). In the other hand, some elements can be appreciated in a personal way (peculiar to personal values, to personal point of view …). The Quality Management System (QMS) is based on the quality concept. It’s a system organized by companies to reach quality objectives. The QMS aims to improve results and performance of a company. This system is made by values and standards specific to the company or not. For example, ISO 9000 standards must be included in the QMS of companies. The QMS concerns all company’s departments but each department has generally the control of its QMS. This system belongs to the global company strategy. The two main goals of the QMS are: guarantee quality product and satisfy the customers. The execution of a good QMS corresponds to five simple actions: planning, doing, checking and adjusting. The interest of a good QMS is : to ameliorate the turnover...
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...Management Systems and Quality Management Systems L'Oreal Quality is a concept. It consists of meeting expectations of consumers. A quality product is able to satisfy most of people. The concept of quality can be illustrated by a lot of material characteristics in a product: design, material components, easy to use, technological … But, others elements must be noticed, generally, immaterial things such as durability, price (value for money), after-sales services, and image … Quality is something subjective and objective in the same time. Some elements are objective and can be appreciated in the same way by everybody (material components, high technology for example). In the other hand, some elements can be appreciated in a personal way (peculiar to personal values, to personal point of view …). The Quality Management System (QMS) is based on the quality concept. It’s a system organized by companies to reach quality objectives. The QMS aims to improve results and performance of a company. This system is made by values and standards specific to the company or not. For example, ISO 9000 standards must be included in the QMS of companies. The QMS concerns all company’s departments but each department has generally the control of its QMS. This system belongs to the global company strategy. The two main goals of the QMS are: guarantee quality product and satisfy the customers. The execution of a good QMS corresponds to five simple actions: planning, doing, checking and adjusting...
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...operating procedure is to define the requirements for the creation, review, approval, distribution, use and revision of OCPL quality management system documents. SCOPE This SOP covers the control of documents that demonstrate the effective operation of the quality management system and the achievement of product or service quality. REFERENCES ISO 9001 Clause 7.5.3 Control of documented information RESPONSIBILITIES All OCPL personnel involved in the Quality management system shall be responsible to process, update and maintain the documents originated from their respective department/section. TERMS AND DEFINITIONS This section describes the way in which all documents and data relating...
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...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 than additional tasks," according to Sears officials. "Trust the system" was the basic message to all employees.” - (Parry, 2006) ...
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...requested that a business report be prepared in order to analyse and evaluate the quality management system currently in place in the organisation and give professional advice for enhancing their system going forward. Therefore, this report aims to look into detail at the current systems that Dawn Meats have in place and pinpoint any areas where there is opportunity for improvement or addition. Organisational Overview Dawn Meats was formed in 1980 and are one of the largest food processing companies and suppliers of beef, pork and lamb in Europe. They are also part of the Queally Group which is Ireland’s largest privately owned agri-business. Dawn Meats process over half a million cattle and one million lamb annually thus producing tonnes of meat products being delivered daily to hundreds of Europe’s leading retail outlets. Dawn Meats deem product integrity to begin on the farm and therefore already have many quality systems in place. First and foremost, Dawn Meats only accept quality assured livestock and ensure this by only working with farmers through the accredited farm assurance schemes and by independently auditing the selected farms regularly and therefore achieving their ‘Gate to Plate’ Policy though batch coding in which every piece of meat can be traced back to where it was farmed. The Dawn Meats products are manufactured under the principles of good manufacturing practice. Their quality assurance is ensured to be maintained by using the procedures agreed by EFSIS...
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...Quality Management and Lean Systems In Quality Management there are five concepts. The third is Six Sigma which is a route for the development and allocation of close to perfect products. It is a level of how much a process differs from exactness (Russell & Taylor, 2013). The goal for Six Sigma is equal to or less than 3.4 defects (anything outside of a customer’s specifications) per million opportunities (Russell & Taylor, 2013). Six Sigma has two sub-methodologies (practices, procedures and rules) DMAIC (define, measure, analyze, improve, control) which is a system for improvement of existing processes which fall below standards and looks for improvement, and DMADV (define, measure, analyze, design, verify) which is used to develop new products or procedures at the most highest quality levels (Russell & Taylor, 2013). Both of these processes are achieved by project team members (green belts) and project leaders (black belts) and overseen by supervisors (mater black belts). In Lean Systems there are five concepts. The fifth is Poka-yoke, in short it is the prevention of defects from occurring, also known as “fool-proofing” (Russell & Taylor, 2015, Chap. 16). Poka-yokes create correct conditions prior to executing step, preventing defects from happening in the first place. Any item, action, or worker involved in production can have a defect causing failure of a product, so it is vital to reach a defect free zone. There are two methods for prevention based poka-yokes...
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...Subject Name: Quality & Operations Management Systems Subject Number: 49306 Subject Mode: Standard Assignment Number: 1 Date Submitted: 12 MAY 2014 Student Last Name: WU Student First Name: WENKUN Student ID: 11790401 1 Quality Management System (QMS) ISO 9001:200 The following tasks were completed using the example of NAB bank in Australia 1.1 Write a Quality Policy for the company in accordance with the ISO9001:2008 requirements National Australia Bank which is short for NAB is one of the four largest financial institutions in Australia NAB aims to: 1 built world class customers relationship around Australia to provide our customers with quality products and services, fair fees and charges 2 Give the best investment advice and guidance to customers to help them build up career and also help Asian active customers to achieve efficient investment. 3 deliver satisfactory and continuable financial returns to over 500,000 shareholders. 4 strengthen banking service for superannuation and the ageing people NAB will ensure the objectives mentioned above achieved by providing any required services and resources and do its best to achieve the action below: We will make our business more simple and digitized We will build up strong relationships between class customers around the world We will increase and strengthen the banking services for the superannuation and the population of older people. We will expand banking services...
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...JANE M. SAMPLE 123 Main Street | Arlington, VA 12345 | 877.875.7706 | info@greatresumesfast.com Versatile and motivated bilingual professional with expertise in finance, translation and marketing including stock market analysis, English and Korean translation and event coordination. Numerous skills and comprehensive knowledge readily support a variety of professional undertakings. Displays dedication and determination in all endeavors with diligent attention to detail for optimal end results. Core Skills & Knowledge: Marketing Product Promotion Event Coordination Translation Client Relations Market Analysis Team Leadership Support Services Finance Management PROFESSIONAL DEVELOPMENT ACCOUNTANT INTERNSHIP June – July 2008 Hana Financial Group Seoul, Korea Established in 1971, Hana Financial Group is the 3rd largest commercial banking group in South Korea whose subsidiaries are involved in banking, securities, and investment. Executed stock market research and analysis and designed the World’s currency chart on a daily basis. Created PowerPoint presentations to present the analysis of global financial issues to team members. Provided support for numerous duties including collating reports, filing information, faxing and organizing data. TRANSLATOR March – April 2007 Seoul, Korea Edu-People Academic Institution Designed sample TOEFL questions and English vocabulary for junior high school students. Translated English writing into Korean, and Korean...
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...A Software Quality Assurance and Management System Er.Ashish Kumar Tripathi, Er. Sachin Kumar Dhar Dwivedi, Mr. Saurabh Upadhyay Abstract- Software quality objectives covers a variety of techniques and measurements, including gathering code metrics, enforcing coding rules, and proving the absence of run-time errors. The guide also takes into account the origin of the code, its stage in the software life cycle, and the safety aspects of the application. The guide explains how to gradually adapt the code verification process to achieve targeted quality objectives Index Terms- Application and System S/W, System efficiency, testing and good designing tools. -------------------------------------------------------- 1-Introduction Quality assurance for automotive systems can require different types of verification activities throughout the development process. Early verification focuses on evaluating intermediate software builds and removing defects at coding time. This represents an emerging trend because performing verification early in the process can improve overall quality and reduce development time. Post-production verification focuses on evaluating final build quality or finding defect root causes after the product is complete. This is the most common approach to automotive system verification. 3-About Software ProductsSoftware products may be • Custom - developed for a particular customer, according to its specifications Generic (“package”) - developed for...
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...A influência da Cultura Organizacional na implementação de Sistemas de Gestão de Qualidade nas Organizações Prior, Ana Renataª ªUniversidade Lusófona do Porto Rua Augusto Rosa, 24, 4000 - Porto ana.prior@gmail.com Teixeira, Magalieª ªUniversidade Lusófona do Porto Rua Augusto Rosa, 24, 4000 - Porto mt_magalie@portugalmail.pt RESUMO O fenómeno da globalização acarretou consigo tremendas exigências que se impuseram, aos poucos, às organizações, exigências essas que obrigaram a que as mesmas dessem largas ao seu espirito criativo e empreendedor, levando-as a criar e a adotar mecanismos que lhes permitissem tanto destacar, como ser mais eficientes e produtivas, os seus objetivos deixaram de ser apenas a obtenção de lucro para passarem a ser os meios (processos e intervenientes) utilizados para a obtenção desse lucro, para isso, as organizações viram-se diante de exigências impostas tanto ao nível dos seus procedimentos como das suas políticas e embora a implementação de sistemas de gestão de qualidade (SGQ) não seja uma invenção recente, o fato é que apenas lhe foi atribuída maioritária importância nas últimas décadas, com a crescente exigência dos mercados, tornou-se imprescindível ser mais e melhor, apostando na inovação e no conhecimento, e como isto só se consegue através da conjugação dos diferentes recursos de uma organização, é nesse sentido que no surge este artigo, consideramos vital falar do papel do seu recurso mais importante, o recurso humano (RH), procurando...
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...Chapter 3: Philosophies and Framework * Deming Chain Reaction – focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service process. * Deming’s System of Profound Knowledge 1. Appreciation for a system 2. Understanding variation 3. Theory of Knowledge 4. Psychology * Systems * most are cross-functional * work together * have a purpose * aim is for everyone to benefit over the long term * Variation * excessive variation = product failures, unhappy customers, unnecessary costs * statistical methods can be used to identify and quantify variation * Theory of Knowledge * experience only describes theory not establishes * theory shows cause and effect relationships that can be used for prediction * Psychology * people are motivated intrinsically (most powerful) and extrinsically * fear is demotivating * Deming’s 14 Points 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas...
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...( we need to link this topics to practical example as a half part of our presentation) PRODUCT QUALITY What is quality? If a product fulfills the customer’s expectations, the customer will be pleased and consider that the product is of acceptable or even high quality. If his or her expectations are not fulfilled, the customer will consider that the product is of low quality. This means that the quality of a product may be defined as “its ability to fulfill the customer’s needs and expectations”. Quality needs to be defined firstly in terms of parameters or characteristics, which vary from product to product. For example, for a mechanical or electronic product these are performance, reliability, safety and appearance. For pharmaceutical products, parameters such as physical and chemical characteristics, medicinal effect, toxicity, taste and shelf life may be important. For a food product they will include taste, nutritional properties, texture, and shelf life and so on. "Time was when a man could order a pair of shoes directly from the cobbler. By measuring the foot himself and personally handling all aspects of manufacturing, the cobbler could assure the customer would be satisfied," lamented Dr. Yoji Akao, one of the founders of QFD, in his private lectures. Quality Function Deployment (QFD) was developed to bring this personal interface to modern manufacturing and business. In today's industrial society, where the growing distance between producers and users is a concern...
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...Implementation of Quality Information Systems for E-Learning Applications Abstract: Quality information systems (QIS) are providing all the quality-relevant information during the whole life cycle of a product to all the people involved. With regard to e-learning applications this means that a QIS should provide quality-relevant information to the authors of e-learning materials as well as to the instructors and the learners using them. In this work it is described how such a QIS can be implemented in the context of e-learning applications. In this connection a prototypic system design and strategies for the integration of a QIS into the information system infrastructure of e-learning providers are presented. 1 Introduction Many concepts of quality management are not only applicable during the production and usage of material products, but also in the context of immaterial ones - like for example e-learning applications. Nevertheless quality management concepts are hardly used in this regard today. As a basis for quality management so-called quality information systems (QIS) can be used. They are providing all the quality-relevant information during the whole life cycle of a product to all the people involved. In the context of e-learning this means that a quality information system should provide all the quality-relevant information to the authors of e-learning materials, to the instructors and tutors, and also to the learners. In this work after a look on the State of...
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...QUALITY MANAGEMENT Running Head: QUALITY MANAGEMENT QUALITY MANAGEMENT In APA style 2008 Quality Management I. Introduction I.1 Quality Management Managing quality could be somewhat of a difficult business. Although the quality management theory have already stated that quality cost is the cost that is created from preventing or fixing poor quality in the production process, instead of the cost required to increase quality of the products, there are still quite many people who perceive quality management as ‘extra work’ for them. The truth is quite the opposite; quality management is the activity to prevent ‘extra work’ from becoming necessary. Having the perspective that quality management is an extra work, workers and managers can be reluctant in responding to quality management initiatives, which could give the manager of the quality assurance department quite a headache. In this paper, I am observing a case study to identify existing quality problems and determine all the causes that contributes to the quality problems. In the final chapter there will be short recommendations on how to deal with the quality assurance issues. I.2 Corporate Background Figure 1 Process at Hank Kolb Office The above figure represents the process/supply chain along the company where Hank Kolb works for. The company deals with the manufacturing of low-viscosity Greasex since six months ago. II. Situational...
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