understanding enterprise quality management systems (eqms)
DESCRIPTION
The quality software landscape has progressed to become enterprise-level solutions, whose integrated systems enable organizations to implement automated quality processes tailored to align with each of their specific products and business practices. This presentation from Sparta Systems explains the concept of Enterprise Quality Management Systems (EQMS).TRANSCRIPT
Mohan PonnuduraiIndustry Solution Director
Sparta Systems, Inc.
Do More with Less Using EQMSThe Benefits of Enterprise Quality Management
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Agenda
Industry Issues/Challenges Quality Management Framework Business Pains Current State of Systems What should be Considered Value, Benefits and Considerations Summary and Q&A
Key Takeaways Quality in the C-Suite Collaboration Power of One Visibility/Analytics COPQ Reduction Improved OE
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Your Ideas and Concepts
Business Critical Functions Specialized Systems Localized Processes Point Solutions Internally ‘jigged’ systems Custom/Manual Operations Integrated Platforms
Heavy investments made it best of breed solutions
4
Today’s Manufacturing Business Issues
Globalization
Product Life Cycle (PLC)
Mergers and Acquisitions
Compliance
Economic Cycle
Supply Chain Disaggregation
5
Industry Pressures
Cost Pressure Margin Pressure Customer Satisfaction/Retention Risk Management Supply Chain/Supplier Management
Recent Developments
Insolvency of Manganese Bronze Holding (London TaxiCab manufacturer)
Apple quality issues Foxconn employee concerns (overwork, underage) Elpida Memory (biggest Japanese BK and
liquidation) Sony (cutting production, shrinking business, selling
buildings/facilities) AMD cutting 30% of workforce Quality issues at Ranbaxy Safety recalls at Food processing plants
Solutions• Outsource
• Cut Personnel• Consolidate• Improve OE• Cut Costs
Sales / Marketing / PlanningLogistical Information Flow
ERP
Defining Quality Management Scope
Innovation Management
Portfolio Management
New Product Development
Manufacturing & Quality
Operations
Product Field Performance
Sales & Marketing
Production Planning
Sourcing / Supply Chain
Delivery Logistics
After Sales Service
Innovation Lifecycle
Value Chain
R&D / EngineeringProduct Information Flow
PLM
SourcingSupplier Information Flow
SCM
Distribution & Field UseField Information Flow
CRM
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Business Pains
Invested Technologies Pillars are Islands Siloed other data Untimely detection or resolution NVA Activities Visibility Lessons Learned
A Day in the Life Of… A Scenario
Supplier Rec.
Record event on supplier history
Insert inspection and material details
Follow inspection criteria instructions
Record results
Receiving Inspection
Inspection results in
a non- conforming
material
NCR
Trend Detection Correction Root Cause Determination
CAPA Determination
Materials Received at the Dock
A Day in the Life Of… A Scenario
CAPA
Collect all data Investigate and record root
cause FMEA Implement corrections
NCR Investigation
reveals aSystematic
issue
EffectivenessCheck
Document Change
Change Plan Risk Assessment Design Change Execution
Check Plan Check Execution Approvals
Need tocontinuously
verify effectiveness
of CAPA actions
SOP changeis required to
equipmentmaintenance
procedure
Supplier Audit
Schedule and plan audit Execute audit on-line/off-line Record findings
Supplier record Shows 5 relatedQuality events
In the lastmonth
Supplier CAR
Schedule and plan audit Execute audit on-line/off-line Record findings
Revision to equipment
maintenanceprocedure
triggersCAPA process
What should be done?
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Pressures Cost Control Competition Collaboration Margin Value (SH, Brand)
Ideal Outcome Be competitive Be responsive Be profitable Manage Risk Improve visibility Single platform
Reality Check
True Cost of Poor Quality
(COPQ *)
Replacement Cost ScrapSupport Effort
Warranty Cost
Recall
* COPQ is 15-25% of total costSource: ASQ
Data collectionProductivity LossUser Dissatisfaction
Re-Work
Inventory Costs
Customer Retention
Brand/Image
Adverse Social Media Chatter
Additional Advertising
Customer Satisfaction
Internal Training
Investigation
Overtime costs
FRACAS/CAPA
Opportunity Costs Fix / Workaround
Impact on other Programs
Documentation
Customer Goodwill
Supplier / Logistics
TestingCertification
Product LiabilityCosts
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Current State
• Pressures of cost control, risk management, better supplier network, etc.
• Demands of increased PLC, broader value chain, shareholder value, reputation, etc.
• Pillar systems and many point solutionsERP
MES
PLM
Other
$$$
• Innovation Lifecycle• Value Chain• Brand• SH Value
PP P
PP
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Ideal State
• Pillar systems do not manage quality processes well; reason for point solutions
• Multiple data islands• Integrated solution with quality
pillar• Completeness of Quality vision
ERPMES
PLMOther
PP P
PP
ERP PLM
MES Other
EQMS
CURRENT STATE
IDEAL STATE
Survival – Value and Benefits
Centralized Harmonized Transparency Empowered
Stakeholders Collaborative Risk Accessibility to
Information
Top reasons for Quality Management System
Source: Aberdeen Research
The Balancing Act
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Tools,
Systems,
Platforms, &
Architecture
Best UseExecution
The Balancing Act
ProcessCapability
Technology Capability
Improve
Execute efficientlyAdapt & improvise effectively
Institutionalize & measure accountability
Quality Management Processes
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Lab IssuesDeviations & Incidents
AuditManagement
Supplier Quality Management
Training Management
Investigations
Risk Evaluation
Root Cause Analysis
Effectivity Analysis
Customer/Field Issues
CAPA
Change ControlBatch / IT / Process / Document
Material / Equipment
Identifying the benefits from efficient execution,
thoughtful improvement & effective tools & technology
Effective Quality Management Framework
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Enterprise Quality
Management
Identify
Analyze
Correct
Contain
Prevent
Reporting
Analysis
What benefits are delivered?
Functional Benefits Scalability of the system Visibility and transparency into critical issues
throughout the entire organization Ease of data entry and transfer across the organization Faster issue resolution, reduced non-value add
activity, reduced costs Ability to manage enterprise auditing from the
executive suites to the shop floor and suppliers within one centralized repository – this creates visibility and saves $ by sharing information between various audit groups
Suppliers
HQ
Shop Floor and Labs
Quality
Plant Management
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Supplier Quality Management
Key part of the value chain
Broad supply chain Collaboration Methods
- Audit- CAR- Scorecard- Faster Resolution- Effective supplier
network
Managing Suppliers as part of the Quality Framework
Source: Aberdeen Research
Values and Benefits
ROI
Value – Now and recurring benefits How does this provide rapid ROI What can you do as ongoing leverage of initial investment –
constant benefits Adjacent Functions
Success Factors
Give Quality a seat in the C-suite- Visibility of KPIs- Decision making capability
Make Quality a team sport - Top to bottom culture
Increase Collaboration- Internal cross functional and external (suppliers)- Accessibility of Information through Dashboard and Analytics
Link Quality to Risk – Cost, OE, Brand, SH Value- Shift to leading indicators instead of focusing on event based activities
Power of One – Values of a single system One size does not fit all
- Standardization- Variability in Work flows based on business rules
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Sparta SystemsWe Help Protect Millions of Lives Everyday
www.spartasystems.com609-807-5100