QOS_ISO/ TS_2002 1

BSCBalanced ScoreCard

QOSQuality Operating System

QOS_ISO/ TS_2002 2

0 Introduction

0.2 Process Approach• For an organisation to function effectively and

efficiently, it has to identify and manage numerous linked activities.

• An activity using resources, and managed in order to enable the transformation of inputs into outputs, is considered as a process.

QOS_ISO/ TS_2002 3

Continual Improvement of the QMS

Require-ments

Interestedparties

Interestedparties Satisfaction

Measurementanalysis andimprovement

ResourceManagement

ManagementResponsibility

Productrealization

Input Output

Product

QOS_ISO/ TS_2002 4

5 Management Responsibility

5.1 Management Commitment• supported by

• establishing quality policy

• ensuring quality objectives are established

• conducting Management Reviews

> BSC - BOS - MOS - QOS <• ensuring the avalability of resources

QOS_ISO/ TS_2002 5

5 Management Responsibility

5.3 Quality Policy• appropriate to the purpose of the organization• commitment to comply with requirements • continually improve the effectiveness of QMS• provides a framework for establishing and reviewing

quality objectives• is communicated and understood in the organization• reviewed for continuing suitability

QOS_ISO/ TS_2002 6

5 Management Responsibility

5.4 Planning

5.4.1 Quality Objectives• established at relevant functions and levels of the

organization• relevant for meeting product requirements• quality objectives must be measurable

Supplement:• objectives and evaluation criteria part of business plan

QOS_ISO/ TS_2002 7

5 Management Responsibility

5.6 Management Review

5.6.1 General• review QMS at planned intervals• ensure continuing suitability, adequacy and

effectiveness• assess opportunities for improvement and the need

for changes:• Quality Management System• Quality Policy and Quality Objectives

QOS_ISO/ TS_2002 8

5 Management Responsibility

5.6.1.1 Quality Management System Performance• include all requirements of the QMS• review performance trends as an essential part of

continual improvement process• monitor quality objectives• evaluate cost of poor quality• record achievements against business plan (minimum)

• quality objectives• customer satisfaction with product supplied

QOS_ISO/ TS_2002 9

5 Management Responsibility

5.6.2 Review Input• results of audits• customer feedback• process performance and product conformity• status of preventive and corrective actions• follow-up actions from previous Management Reviews• changes that could effect QMS• recommendations for improvement

QOS_ISO/ TS_2002 10

5 Management Responsibility

5.6.3 Review Output• decisions and actions related to

• improvement of effectiveness of QMS and its processes

• improvement of product related to customer requirements

• resource needed

QOS_ISO/ TS_2002 11

8 Measuring, Analysis and Improvement

8.2. Monitoring and Measurement

8.2.1 Customer Satisfaction• informationen relating to customer perception as to

whether customer requirements are met• seen as performance of the QMS

8.2.1.1 Customer Satisfaction - Supplemental• delivered part: quality performance in plant or field• delivery schedule performance, premium freight

QOS_ISO/ TS_2002 12

8 Measuring, Analysis and Improvement

8.4.1 Analysis and Use of Data• trends in quality and operational performance shall

be compared with progress towards objectives and lead to action to support the following:

• development of priorities for prompt solutions to customer-related problems

• determination of trends for key-customers

• information system on product arising from usage

• data compared with customers/ appropriate benchmarks

QOS_ISO/ TS_2002 13

Quality Operating System

QOS-TeamsConstant Empoyee

Awareness

Measurablesfor Key Internal

Processes

Predict DownstreamPerformance

InternalKey Prozesses and

Events

Quality PolicyCustomer Expectations

Strategic Goals

Trends ofMeasurables

Continuous Improvement

QOS_ISO/ TS_2002 14

* Implementing QOS *11 Steps

Steering Committee

1. Establish Quality Management System

2. Select and train QOS Teams

3. Identify and rank customer expectations

4. Incorporate goals into business plan

QOS_ISO/ TS_2002 15

4. Business Plan- External Orientation -

Quality PolicyMission Statement

CompetitiveBenchmarks

CustomerExpectations

Business PlanStrategic Imperatives

QOS_ISO/ TS_2002 16

* Implementing QOS *11 Steps

Improvement Team

5. identify internal key processes

6. select measurables for internal key processes

7. log trends for internal key processes

8. develop and execute action plans

QOS_ISO/ TS_2002 17

* External Orientation *

Business PlanStrategic Imperatives

* Internal Goals *

QOS_ISO/ TS_2002 18

* Internal Goals *Business Plan

Strategic Imperatives

Short Term Goals, Events

Action Plan (CIP)

Measurables

Key Processes

Action Plan (CIP)

Measurables

Key Processes

Management Review

Internal Processes

Company Level Data

Continuous Improvement

QOS_ISO/ TS_2002 19

* Implementing QOS *11 Steps

Steering Committee & Improvement Team

9. predict downstream performance

10. use Data Management

11. schedule regular QOS Meetings (QM Review)

QOS_ISO/ TS_2002 20

10. Data Management

Ursachen-AnalyseAuswertung der letzten 3 Monate

0

2

4

6

8

10

12

14

16

18

1. Teilenummer 2. Maschinenkap. 3. Rüstzeiten 4. T ransport/ Logistik

Schlüsselprozesse/ Schlüsselereignisse

Verlu

sts

tun

den

Ersatzteil-LieferungVerspätungen

0

20

40

60

80

100

120

140

1 2 3 4 5 6 7 8 9 10 11 12

Monat

Stunden

Warte-/ Verlust-Std

Ziel bis Jahresende

Thema Maßnahmen Verantwortlich Soll IstTeilenummer1.1 Indexliste mit aktuellem Zeichnungsstand im Intranet Konstruktion/ AV Mai/ Juni 97 Mai 19971.2 Versand/ Anbringung von Typenschildern für/ an Anlagen der letzten 5 J. Verkauf Juli 1997 Juli 19971.3 Reduzierung der Ersatzteile/ bessere Austauschbarkeit/ Adapter Konstruktion/ Verkauf September 1997 Sept. 1997

Maschinenkapazität2.1.1 Training von zusätzlichen Einrichtern Personalabteilung Mai 1997 Juni 1997

Produktion Mai 1997 Juni 19972.1.2 Überarbeitung des Instandhaltungsplans/ Prioritäten/ Umsetzung Instandhaltung Mai 1997 Juni 19972.1.3 Flexiblere Arbeitszeiten, einschließlich Samstag GL/ Personalabteilung Juli 1997 Aug. 19972.2 Erweiterte Lagerhaltung bei Vorprodukten Konstruktion/ Contr. September 1997 Sept. 1997

Rüstzeit3.1 Überarbeitung der Werkzeugsätze Werkzeugbau/ Konstr. März 1997 April 19973.1.1 Reparaturen kurzfristig abarbeiten Werkzeugbau April 1997 Mai 19973.1.2 Vereinfachungen der Werkzeuge Konstruktion Mai 1997 Mai 19973.2 Kapazitätsplan aufstellen Produktion/ AV August 1997 Aug. 19973.3 Einarbeiten der neuen Einrichter Produktion September 1997 Ende Aug. ´973.4 Einführung von FTPM Q-Planung/ GF Oktober 1997 Oktober 1997

Transport/ Logistik4.1 Zusammenarbeit mit neuer Spedition Logistik April 1997 April 19974.2 Einrichtung von Depots in 3 weiteren Regionen Verkauf/ Contr. August 1997 Aug. 1997

Verspätungen

Nr. UrsacheJan Feb Mrz Apr Mai Jun Jul Aug Sep Oct Nov Dec

1 Teilenummer 48 43 44 45 41 35 34 26 26 19 18 17

2 Maschinenkap. 36 39 41 41 40 39 29 29 30 18 15 10

3 Rüstzeiten 26 23 24 21 25 17 13 13 9 9 6 6

4 Transport/ Logistik 20 19 18 19 11 10 11 9 9 6 5 4

Warte-/ Verlust-Std 130 124 127 126 117 101 87 77 74 52 44 37

Ziel bis Jahresende 48 48 48 48 48 48 48 48 48 48 48 48

QOS_ISO/ TS_2002 21

* QOS Assessment *

• Communication

• Teamwork

• Management Review

• Measurables

• Quantifying Tools

• Continual Improvement

• Dynamic Process