THE PRINCIPLES OF QUALITY
MANAGEMENT
DEFINING QUALITY
Good Appearance? High Price? The Best? Particular Specification?
Not necessarily, but always:
Fitness for Purpose Meets Customer
Requirements
THE NATURE OF QUALITY
Meeting Customers’ and the Organisation’s Needs
Integral Part of the Business
Assuring Quality Systematically
Prevention Culture Right First Time Continuous Improvement
QUALITY TERMINOLOGY
Quality Control = Correction
Quality Assurance = Prevention
Quality Management = Enhance Customer Satisfaction and Continual Improvement
THE REQUIREMENTS OF
ISO 9001: 2000
An International Standard for Quality Management Systems
Covers the planning, the management and operation of any Organisation
Assures Customers of your reliability and competence to deliver what you promise
THE PRINCIPLES OF ISO 9001: 2000
Customer Focused Organisation
Leadership Involvement of People Process Approach System Approach to
Management Continual Improvement Factual Approach to
Decision Making Mutually Beneficial
Supplier Relationships
ISO 9001: 2000FIVE CHAPTERS
Quality Management System
Management Responsibility
Resource Management Product Realization Measurement, Analysis
and Improvement
ISO 9001: 2000THE KEY THEMES
Knowing your Customers Continual Improvement Planning Communications
QUALITY POLICY
Set by the Organisation’s Directors
Controlled and Updated Establishes Principles Identifies Corporate
Responsibilities
ORGANISATION
Designated Quality Manager
Defined Employee Responsibilities
Clear Lines of Authority and Accountability
Shows Trained Staff
DOCUMENTATION
Written Policies, Process Maps and Training Documents
Standard Methods of Best Practice
Process Approach Authorisation and Control Evidence of Compliance
REASONS FOR DOCUMENTING
PROCESSES
Defines clearly which staff are responsible
Assures work is done in a consistent way
Assures work is done to the same high standard
Useful for training new personnel
DOCUMENT HIERARCHY
Quality Manual- Policies, Organisation, ISO
9001
Process Maps- Why, Who by, How
Reference Documents- Training Documents, Forms
MUST BE KEPT CURRENT
PROCESS MAPS
Scope - What it is about
Objective - Why you do it
Responsibilities - Who does it
Documentation - Forms, records
Process Method - How to do it
CUSTOMER REQUIREMENTS
Clear understanding of your Customer’s Needs
Defining the Service Amending Requirements Customer
Communication Customer Satisfaction Customer Complaints
ROLE OF YOUR SUPPLIERS
Approval of Suppliers Evaluation and Re-
evaluation Clear Specification Performance Monitoring
PROCESS APPROACH
Defining the Core Processes that add value
Agreeing Best Practice Checking Performance
Measures Checking Internal and
External Standards Monitoring Status
CONTINUOUS IMPROVEMENT
Record Mistakes and Problems
Immediate Corrective Action
Preventive Action on Causes
Analyse Trends Monitor Effectiveness of
Changes
MAINTAINING THE SYSTEM
Internal Quality Audits Management Review Independent Certification
and Surveillance
ISO 9000COMMON
CRITICISMS
Failure to address Customers
Excessive and constraining Bureaucracy
Too much unnecessary Paperwork
Unsuited to Small Companies
Only for Manufacturing Extra Costs and Staffing
NOT IF YOU GET IT RIGHT
BENEFITS OF ISO 9000
EXTERNAL
Internationally Recognised Standard
Approved Supplier Status Competitive Advantage Clear Demonstration of
your Commitment to Quality
BENEFITS OFISO 9000
INTERNAL
Less Waste of Time and Effort
Improved Efficiency and Effectiveness
Fewer Complaints Culture of Problem
Prevention and Continuous Improvement
Focus on Customer Service and Business Results
ISO 9000 RESULTS
A Survey of 2317 Firms found that after Certification:
89% Gained Operational Efficiency
48% Improved Profitability
76% Improved Marketing 26% Improved Export
Sales
STEPS TO ISO 9000CERTIFICATION
Initial Audit and Review Gain Management
Commitment Management Steering Group QA Awareness for all staff Write Quality Manual Map Core Processes Train QMR and Auditors Implement and Test Internal Audits Management Review External Accreditation