QS 9000 Quality Matters Employee Handbook

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Employee Handbook

Quality Matters

An Introduction to ISO 9001:2000An Introduction to QS 9000


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J u

l y 2 0 0 3

About this Booklet:This booklet is produced by Bywater in order to assist organizations in thecommunication of key Quality messages to employees. The messages includedare designed to provide staff with the answers to the most commonly askedquestions regarding the individual's role in an organization's Quality initiativeand to 'de-mystify' the terminology and jargon used in pursuit of its Qualityobjectives. Since first being published in 1994, Quality Matters booklets havesold over 150,000 copies.

About Bywater:Bywater is one of the world's leading providers of Quality Managementconsulting and training services. Since 1982 Bywater has undertaken over 2000Management System consulting projects and assisted with over 1000registrations to ISO 9001 and 9002. Bywater has delivered Quality Skillstraining to tens of thousands of delegates worldwide, including over 25,000auditors on IRCA/IATCA/IEMA approved auditor training courses.

Clients Include:AMEC, BAE Systems, BT, Kellogg, Brown & Root, Cincinnati Bell, Dow Corning,GlaxoSmithKline, ICI, ICL, Kodak, Kraft Foods, MOD including divisions withinthe Army, Navy and Royal Air Force, Philips, Pitney Bowes, Novartis, Shell andUnited Utilities.

Consulting and Training ServicesFor further information on Bywater and its range of consulting and trainingservices, please contact any of the offices listed on the inside back cover ofthis publication, or visit any of the following websites:

In Europe: www.bywatertraining.co.ukIn North America: www.bywater-consulting.com

In the Asia Pacific: www.bywater.com.au


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CONTENTSPage

Introduction 4

What is “Quality”?

Why does it matter?

Who are our customers?

What do they want?

The Needs of Interested Parties 6

What happens when we don’t get it right? 8

What are we doing about Quality? 9

What is a Quality Management System? 11

What is QS-9000 ? 12

Where will our QS-9000 System be documented? 14

What is a Quality System audit? 16

What does QS-9000 require us to do? 17

How can you help? 26


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INTRODUCTION

I n today’s competitive world, one of the most important things whichseparates leading companies from their followers is QUALITY.

Even companies who already have a reputation for producing Qualitygoods or services must work at improving everything they do in order tostay ahead. It’s called QUALITY MANAGEMENT.

This booklet has been produced to explain what WE are doing to bringQuality Management into our organization.

We have decided to develop and introduce a Quality Management System(QMS) based on the QS-9000 standard developed by Ford, Chryslerand General Motors. QS-9000 uses the International Standard ISO9001:1994 Section 4 as its basis.

The following pages should help you understand what’s involved and whatit will mean for us all.

$


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$

XYZ Inc

EMPLOYEES

SHAREHOLDERS

EXTERNAL CUSTOMERS

So... What is "QUALITY"?..

Quality is meeting agreed requirements. It’s all those things that pleaseour customers and keep them coming back.

... and Why does it matter?..

Without customers, we have no business!

Who are our customers?..

They are one in a group of FIVE Stakeholders or Interested Parties.

and What do they want?..

SOCIETY

SUPPLIERS


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These are some examples - you'll be able to think of many more. It isimportant we meet the requirements of ALL Interested Parties.

But to do this we all need to work together - each one of us contributingtowards doing the right things -

"RIGHT FIRST TIME - EVERY TIME" .

THE NEEDS OF THESE "INTERESTED PARTIES"

Value For Money

Requirements Met

Profit

Long Term Business

Job Security

Fair Pay

Legal RequirementsAdhered to

To be ApprovedBusiness Partners

Long TermSupply Contracts

Good Business Ethics

EXTERNAL CUSTOMERSwant:

EMPLOYEESwant:

SHAREHOLDERSwant:

SOCIETYwants:

SUPPLIERSwant:


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To understand how we can do this, think of our company as a series of

steps.

The path from the firststep through to the finalstep is called ourBUSINESS PROCESS .

Each step has anINTERNAL CUSTOMERand an INTERNALSUPPLIER.

We need to recognize all the internal customer/supplier relationshipslinking every step of our Business Process.

It only takes one of us, as an internal supplier

to fail to meet the requirements of our internal customersfor the whole chain to fall apart, resulting in something we don't want:

DISSATISFIED CUSTOMERS.

BUSINESS

PROC

ESS


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WHAT HAPPENS WHEN WE DON’T GET IT RIGHT?..

In the past we have sometimes failed to supply what our EXTERNALCUSTOMERS wanted because the INTERNAL CUSTOMER/SUPPLIERlinks broke down somewhere.

Our INTERNAL failures create an image to our EXTERNAL CUSTOMERS.This image may make us seem as if we are:

By not doing things right first time we:

• waste time• cause hassle to others• stress ourselves• waste money and materials• introduce low morale• cause our customers to look elsewhere.

We need a way to make sure that each and every link is strong - and does not fail - ALL OF THE TIME.

LACKINGUNDERSTANDING

EXPENSIVE

CARELESS

UNRESPONSIVE UNRELIABLE

INCONSISTENT

UNHELPFUL


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AND IS TOO LATE,because the damage will alreadyhave been done...

"Preventing Fires" is QUALITY MANAGEMENT

WHAT ARE WE DOING ABOUT QUALITY?..

We’re used to checking jobs, information etc., and we often try to fixmistakes or do the job again. But if the failure has already reached thecustomer, it may be too late.

QUALITY is NOT something which can be guaranteed by checkingothers people's work and detecting their errors.

PREVENTING errors from ever happening is the key.

Problems and errors are like fires -

...they cause a lot of disruption, they take a lot of time and effort tostop, and they cause an awful lot of damage.

Don’t be a Firefighter...“Fighting Fires” is COSTLY -

PREVENT FIRES STARTING!


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QUALITY MANAGEMENT focuses on PREVENTING FAULTS by

ensuring the job is done right in the first place.

This means all individuals in the process are responsible for their ownQuality.

To do this they need to:

• know what to do• know how to do it• measure how well they do it• take corrective action• have the resources to do it• want to do a good job.

It will mean THINKING about everything we do!

QUALITY IS ACHIEVED BY INTENT, NOT BY ACCIDENT.

We will have formal systems which ensure that we meet our customers'requirements effectively and efficiently by:

• determining the best way to do things, writing it down and sticking

to it

• providing clear and accurate written instructions so that, if we areunsure or forget, we can look it up

• keeping records to show we are in control

If things DO go wrong, we must put them rightand find a way to prevent the same things happening again.

This is called a 'CORRECTIVE ACTION'

JOHN, WOULDN’T IT BE EASIER TO TAKE THE OIL CAN TO THE DRUM?

I NEVER THOUGHT OF THAT. WE’V E ALWAYS

DONE IT THIS WAY!


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WITH FEWER PROBLEMS

I CAN BE FAR

MORE CREATIVE

INCONS IS

TENC Y

HASSLE M I S T A K E S

W A S T E FIREFIGH

TING

S TRESS

YOU CAN

KEEP THE

PAST!

SO...WHAT IS A QUALITY MANAGEMENT SYSTEM?...

A QUALITY MANAGEMENT SYSTEM includes everything we do, ordon’t do, which can affect the Quality of the product or service weprovide to our customers.

We are developing OUR QMS by examining what we presently do andthen writing down what we agree is the best way for us to ensure our

customers get what they expect.

In addition, we need to identify WHERE all the inputs come from andwhere they all go.

By doing this we will increase our understanding of how we work, whichmeans we will be able to control it better. Also we will increase our

understanding of where potential problems arise so that we canprevent them. We will all benefit because there will be:

• improved consistency• fewer mistakes• less misuse of resources• less hassle• less stress

• less firefighting• improved teamwork• more satisfied customers• more customers wanting to do business with us.

We will need to identify:

WHY is it necessary to do it?WHO is responsible for it?WHAT is required to be done?WHEN is it to be done?WHERE is it to be done?and HOW is it to be done?


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Customer Specific Requirements

S u p p l e

m e n t a

r y R e q u i r e m

e n t s S e c t o r S p e c f i c R

e q u i r e m e n t s

ISO9000

Q S - 9 0

0 0

Q S

- 9 0 0 0

Q S - 9 0 0 0 Q S - 9 0 0 0

Q S -

9

0 0 0

Q S - 9 0 0 0

The standard comprises 3 sections:

Section 1 ISO 9000 and supplementary requirements andinterpretations. The ISO 9000 Series of Quality SystemStandards is internationally recognized as the basis foreffective Quality Management Systems.

Section II Sector specific requirements not included within SectionI, but required by Chrysler, Ford, General Motors and theTruck Manufacturers.

Section III Customer specific requirements to meet the individualneeds of either Chrysler, Ford, General Motors or theTruck Manufacturers.


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WHERE WILL OUR QS-9000 SYSTEMBE DOCUMENTED?..

It will also refer us to a number of Customer Reference Manualswhere relevant for:

• Advanced Product Quality Planning (APQP) and Control Plan• Failure Mode and Effects Analysis (FMEA)• Measurement Systems Analysis (MSA)

• Fundamental Statistical Process Control (SPC)• Production Part Approval Process (PPAP)• Quality System Assessment (QSA)

QUALITYMANUAL

TheOrganization

and its Policies

PROCEDURESFor groups of people

JOB/WORK INSTRUCTIONSFor individuals

RECORDS/REFERENCESObjective evidence that we are doing what we say we will do.

InvoiceTrainingRecord Delivery

Note

Log Sheet Sales OrderQC

MaintenanceCheck


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We’ll need to:• PLAN carefully• INVOLVE everyone in what’s happening

• AUDIT our System to check everything’s OK• CONTINUOUSLY look for ways to improve (AUDITING is one way

of achieving this)

Won’t that involve lots of extra work for everyone?

Not at all! It’s simply applying common sense -workingSMARTER, not HARDER!

All this won't happen overnight or by accident.


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An AUDIT is a simple way of monitoring our QMS . It’s a check that weare actually doing what we say in our procedures and work instructions -that is, our AGREED way of working. It also evaluates that we aremeeting our objectives by following these procedures.

Wherever we are failing to follow our agreed way of working and/or

objectives are not being met, it will be highlighted in an objective“NO BLAME” way.

The important point to remember is that theAudit checks the QUALITY MANAGEMENT SYSTEM and not the people.

BUT the QUALITY MANAGEMENT SYSTEMneeds us all to be committed to making it work.

We want to be sure that our QMS is effective, reliable and easy tooperate. Our QMS will be measured against the requirements ofQS-9000 .

It details requirements for areas of our business which may be auditedby an external organization to see how well we measure-up.

If we can demonstrate that we meet all the requirements of QS-9000 toan independant third party Registrar, we can become a RegisteredCompany.

We can then show our customers that we are committed to meetingTHEIR requirements and that we also have a means of continually makingimprovements through our QMS, which would reduce the needfor our customers to carry out their own audits.

WHAT IS A QUALITY MANAGEMENT SYSTEM AUDIT?..


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SO... WHAT DOES QS-9000 REQUIRE US TO DO?...

MANAGEMENT RESPONSIBILITY

! Our most senior executives will be expected to:

• produce a Quality Policy clearly statingobjectives and commitment to Quality ANDmake sure everyone in the organizationunderstands it

• allocate enough resources and trainedpersonnel for performing the work

• select a management representative toco-ordinate the QMS

• regularly review the QMS to make sure it isstill suitable and effective

• develop Business Plans which are regularlyreviewed and communicated throughout theorganization

• measure customer trends and levels ofsatisfaction.

1

Section I - ISO 9000 Based Requirements


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QUALITYSYSTEM

2

CONTRACT REVIEW

DESIGNCONTROL

3

4

! Our System must:

• be fully documented

• satisfy our customers' requirements andexpectations

• reflect the needs of our organization

• define how the requirements for Quality willbe met

• demonstrate, through planning, that we doand will meet requirements.

! When we bid for business or receive

an order or contract, we must check that we:• completely understand each customer order

• are able to meet it exactly at the requiredtime

! We must:• control the way we organize, carry out,

review and check what we design

• have qualified, authorized personnel to dothat work.

Please note that this element applies to designresponsible suppliers only.


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PURCHASING

6

CONTROL OFCUSTOMERSUPPLIEDPRODUCT

7

! We must ensure that all documents and

data which form part of our Quality System,and reference documents supplied by ourcustomers are CONTROLLED, AUTHORIZEDand that:

• the latest issues are available where theyare needed

• changes are recorded and issued in writing

• old/obsolete issues are removed fromcirculation, to avoid confusion

• any special product characteristics areidentified on documents.

! When purchasing materials or services key toour processes and products, we must:

• select our suppliers carefully, then only usethose on our approved lists or those approvedby our customers

• monitor how well they meet our needs usingQS-9000 as the basis

• always specify exactly what we require andprovide technical leadership to our suppliers.

! If we have materials or products on "FreeIssue" from our customers, we must:

• ensure we can easily identify them

• handle and store them as carefully as we

would our own materials• report any damage/shortages or defects

back to the customer.

DOCUMENT ANDDATA CONTROL

5


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CONTROL OFINSPECTION,

MEASURING ANDTEST EQUIPMENT

11

INSPECTIONAND TEST

STATUS

12

! We must ensure that any control equipment

is calibrated e.g. scales, gauges, time/temperature controls.

They must be on a controlled list and we must:

• be able to measure to the accuracy werequire

• protect so that they remain reliable

• maintain to ensure continuing accuracy

• mark with a unique identification markand with next check date

• calibrate by trained personnel to setmethods.

! We need a way of identifying the test orinspection status of the product throughoutdesign, production, storage and delivery.It should be easy to see:

• whether the product has been inspected/tested

• whether or not it is acceptable

• who is authorized to make decisions aboutits release to the customer.


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CORRECTIVE ANDPREVENTIVE

ACTION

14

HANDLING,

STORAGE,PACKAGING,PRESERVATIONAND DELIVERY

15

! If a product does fail, we must make sure that:

• it is segregated from good stock to avoidbeing used by mistake

• only authorized decisions are taken aboutwhether to reprocess or reject it

• we plan to reduce the level of non-conformingproduct.

! Whenever a problem occurs or we can see itmight occur, we must:

• correct it immediately (if that is possible)

• formally investigate the cause

• take action to prevent it happening again

• document and check that the actions havebeen effective

• analyze processes to determine potentialproblems.

! At all stages of our process we must handle,

store, package and label our materials/productsin such a way as to encourage good stock rotationand prevent:

• damage

• contamination

• deterioration

• misuse

! Our goal is 100% on time delivery.

13

CONTROL OF

NON-CONFORMINGPRODUCT


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CONTROL OFQUALITYRECORDS

16

INTERNALQUALITYAUDITS

17

18TRAINING

! Records which demonstrate that we are doing

what we say we are, must be:• identified

• legible

• accurate

• filed to keep them safe

• easily retrieved

• retained for the period of time we specify orby agreement with our customers.

! Our internal audit process will ensure that we:

• examine the activities we perform againstwhat we have planned to do

• control the Planning, Performance,Reporting and Follow-up of the audit

• have suitably trained, independentpersonnel to carry out the audits.

! To make sure we have the right people for theright jobs we will need to:

• identify people’s training needs

• provide that training in the mostappropriate way

• keep records of that training

• ensure activities affecting Quality are onlyassigned to people with the appropriateknowledge and skills

• evaluate the effectiveness of training provided.


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STATISTICALTECHNIQUES

20

SERVICING

19

Section II - SECTOR SPECIFIC REQUIREMENTS

! Where servicing is carried out as part of our

normal business contract, we must control:• the design and use of equipment used

• the use of trained and qualified personnel

• stocks of spare parts and their availability

• working methods.

! Wherever we use sampling methods or applyanalysis, we should base them on establishedstatistical techniques.

! Before going into full scale production of apart/component, it is normally necessary to

submit a sample to our customer. In addition,we also need to provide supporting data which:

• shows that the part/component meets ourcustomer's requirements

• is properly recorded and filed

• confirms that the relevant materials usedhave been purchased from approved sources.

PRODUCTION PART APPROVAL PROCESS

1


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Section III - CUSTOMER SPECIFIC REQUIREMENTS

CONTINUOUSIMPROVEMENT

2

MANUFACTURINGCAPABILITIES

3

! Continuous Improvement is important.

We must:• develop specific and measurable

improvement projects

• provide evidence that we are continuallyimproving our processes in the short,medium and long term.

! In order to demonstrate that we possess thenecessary manufacturing capabilities, we mustshow that:

• when planning facilities, equipment andprocesses, input from cross-functionalteams is considered

• the layout of our plant is designed tomanufacture products in an efficient andeffective manner

• we have production processes or built-indesign features which prevent themanufacture of non-conforming product

• all tooling and gauges used meet design

specifications and are properly managed.

In addition to the above, there is a need for us tomeet any customer specific requirementsrequested by Chrysler/Ford/General Motors orTruck Manufacturers. These requirementsnormally advise us of additional controls we need

to implement in order to satisfy our customers'needs and ensure we get it right first time - everytime!


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IT’S GOT TO BE RIGHT

BECAUSE I HELPED

TO PRODUCE IT

SO... HOW CAN YOU HELP?..

You can help in a number of different ways.

So that we take into consideration what we presently do and how we doit, we need to involve all of our people.

Your input will be important when we begin to:

• examine our processes• develop our QMS• implement the documentation• review and audit the QMS

When we audit the QMSwe are only fooling ourselvesif we are not open and honest.

We will write the documents ourselvesto ensure that they are accurate. Thatway the QMS will be based on whatwe do, not what we think we do.

YOU CAN HELP US DO THIS.

YOU COULD BE INVOLVED AS AN AUDITOR OR AN AUDITEE


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OF COURSE I

BELIEVE IN QUALITY

- I CAUSE IT!

REMEMBER.....WE ARE ALL INVOLVED IN QUALITY.

IT’S YOUR QMS TO HELP MEET

YOUR CUSTOMERS’ REQUIREMENTS.

YOU CAN HELP TO BRING ABOUT IMPROVEMENT IN THE QUALITY OF OUR SERVICE ANDENCOURAGE OTHERS TO DO THE SAME.

WE TALK ABOUT QUALITY ALL THE

TIME - EVEN AT LUNCH


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P r o d u c t Q u

a l i t y

E f f e c t i v e

n e s s

a n d E f f i

c i e n c y

I n c r e a s

e d

C u s t o m

e r B e n e

f i t s

R e s p o n

s e t o C h

a n g i n g

M a r k e t

N e e d s

R e d u c e

d C o s t s

OUR QUALITY MANAGEMENT SYSTEM WILL ENSURETHAT WE NEVER “SLIP BACK”.

OUR AIM ISCONTINUAL IMPROVEMENT!

WE NEED THE COMMITMENT OF EVERYEMPLOYEE OF THE COMPANY TO MAKE OUR QMS WORK

PEOPLE CAN SUGGEST IDEAS...

MEASUREMENT WILL GIVE US IMPROVEMENT OPPORTUNITIES...

AUDIT WILL GIVE US IMPROVEMENT IDEAS...


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This booklet was prepared by Bywater

for use in conjunction with in-company

Quality Awareness and Education

programs.

© Bywater Ltd. 2003

The copyright of the material herein is

vested in Bywater Ltd. Neither the

whole nor any part of this document

may be disclosed to any third party or

be reproduced, stored in any retrieval

system or transmitted in any form by

any means (electronic, mechanical,

reprographic, recording or otherwise)

without the prior consent of the

copyright owner.

Europe

AxonCentr eChurch RoadEghamSurrey TW20 9QBEnglandTel: (+44) (0)1784 480 800Fax: (+44) (0)1784 480 900

America

Two Stamford Landing68 Southfield AvenueStamfordCT 06902U.S.A.Tel : (+1) 203 973 0344Fax: (+1) 203 973 0345

Middle East

Suite 1601BCity Tower 2P.O. Box 28966DubaiUnited Arab EmiratesTel: (+971) 4 332 1418Fax: (+971) 4 332 1367

Asia Pacific

Level 67, MLC CentreCnr King/CastlereaghSydney NSW 2000

Au st ra li a

Tel : (+61) 2 9238 6869Fax: (+61) 2 9870 8456


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Documents

QS 9000 Quality Matters Employee Handbook