basics for iso 9001 qms lead auditor course
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ISO 9001 QMS LEAD AUDITER COURSE BASICS
Prepared By .
Nithin V Joseph
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Deming cycle/shewart chart
Plan, Do, Check & Act
In 6sigma PDCA known as DMAIC
PDCA was made popular by Dr W. Edwards
Deming, who is considered by many to be the
father of modern quality control; however,
he always referred to it as the "Shewhart
cycle". Later in Deming's career, he modified
PDCA to "Plan, Do, Study, Act" (PDSA)
because he felt that "check" emphasized
inspection over analysis
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Establish the objectives and processes
necessary to deliver results in accordance
with the expected output (the target or
goals).
By establishing output expectations, the
completeness and accuracy of the spec is
also a part of the targeted improvement.
When possible start on a small scale to test
possible effects.
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Implement the plan.
execute the process.
make the product.
Collect data for charting and analysis in the
following "CHECK" and "ACT" steps.
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Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences
Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, i.e., “DO”
Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information. Information is what you need for the next step "ACT".
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Request corrective actions on significant differences between actual and planned results. Analyze the differences to determine their root causes.
Determine where to apply changes that will include improvement of the process or product.
When a pass through these four steps does not result in the need to improve, the scope to which PDCA is applied may be refined to plan and improve with more detail in the next iteration of the cycle, or attention needs to be placed in a different stage of the process.
Note: Some modern trainers now also refer to the "A" as "Adjust". This helps trainees to understand that the 4th step is more about adjusting/correcting the difference between the current state and the planned state instead of thinking that the "A" is all about action and implementation (which actually happens in the second ("D") stage).
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2. RELATIONSHIP B/W
QUALITY MANAGEMENT &
CUSTOMER
SATISFACTION
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2.1Customer Satisfaction
Customer satisfaction is a term frequently used in marketing.
It is a measure of how products and services supplied by a company meet or surpass customer expectation.
Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals.
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CUSTOMER SATISFACTION-
Why, How? Within organizations, customer
satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers' expectations. Furthermore, when these ratings dip, they warn of problems that can affect sales and profitability.
Therefore, it is essential for businesses to effectively manage customer satisfaction.
To be able do this, firms need reliable and representative measures of satisfaction.
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QUALITY MANAGEMENT
SYSTEM A collection of business processes
focused on achieving quality policy
and quality objectives to meet
customer requirements. It is
expressed as the organizational
structure, policies, procedures,
processes and resources needed to
implement quality management.
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Quality Management System
process
A QMS process is an element of an
organizational QMS.
The ISO9001:2000 standard requires
organizations
seeking compliance or certification to define the
processes which form the QMS and the
sequence and interaction of these processes.
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ISO 9000 & ISO 9001
ISO 9001 deals with the requirements thatorganizations wishing to meet the standardmust fulfil.
ISO 9000 family of quality managementsystems standards is designed to helporganizations ensure that they meet theneeds of customers and other stakeholderswhile meeting statutory and regulatoryrequirements related to a product. ISO 9000deals with the fundamentals of qualitymanagement systems, including the eightmanagement principles upon which the familyof standards is based
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Difference b/w ISO 9000 & ISO
9001 ISO 9000
ISO 9000 is a family ofstandards focused onquality management, puttogether through input from awide spectrum oforganisations and expertsboth in the public and privatesectors. The ISO 9000 suiteis intended to helporganisations, no matterwhat size or industry, tobecome better managed,more efficient and morecustomer-focused.
ISO 9000 is based aroundeight Quality ManagementPrinciples:
ISO 9001
ISO 9001 isthe only standard within theISO 9000 family that anorganisation can becomecertified against, because itis the standard thatdefines the requirementsof having a QualityManagement System.
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8 Quality Management
Principles
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8 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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QUALITY MANAGEMENT
TERMS