summary (includes) ISO .pdf

8/10/2019 summary (includes) ISO .pdf

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Quality and quality improvements

!Innovative and systematic way of working with quality!lower internal

costs and shorter design and development phase of new products

!Japanese wonderfocus on customer needs/ expectations

1.1. Quality

1.1.1Definitions

!quality!qualitas!of what

Deming quality should be aimed at the needs of the customer, present

and future.

Juran fitness for use

Shewhart: ..two common aspects of qualityobjective side of quality

(existence of man)subjective side (feel, sense)

ISO 9000- characteristics fulfills the requirements, i.e. needs or

expectations that are stated, generally implied or obligatory.

The qualityof a product is its ability to satisfy, or preferably exceed, the

needs and expectations of the customers.

Garvins five perspectives of quality

1) Transcendent: quality is identified when experienced!cannot be

defined exactly

2) Product-based view: quality is measurable->precise characteristics the

user cant judge3) User-based *more Deming: quality is judged by customers!needs and

expectations fulfillment

Swartsboth based

4) Manufacturing-based *more Crosby

5) Value-based: cost/price relation!"different approaches are needed in

different parts of organization

Needs and expectations

We dont expect them to be fulfilled often we dont realize owr ownneeds (personal needs; social needs)

Includes elements that we dont need

1.1.2. Costumer concept

Who is the customer?

Those we want o create value for

-find who

-find out needs and expectations

-fulfill/exceed needs or expectations

1.1.3. Products &their quality dimensions


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!quality dimensions for goods

Quality dimensions of an article Quality dimensions of a service

1) Reliability (how often problems occur)

2) Performance (speed, capacity, size)

3)

Maintainability (how easy to findproblem)

4) Environmental impact (effect onenvironment (pollution))

5) Appearance (astatic, design)

6) Flawlessness

7) Safety

8) Durability (used, phased, transported

without breaking)

1) Reliability (punctuality, doing what you

promised)

2)

Credibility (trust of the supplier)3) Access (contact the supplier website

availability, etc.)4) Communication (understand each other)

5) Responsiveness (willingness to help cost)

6) Courtesy (supplier behavior, politeness,

kindness)

7) Empathy (understand cost, situation)

8) Tangibles (physical environment of wher

the service is given)Quality dimensions for services:

Services vs goods:

-not tangible hard to specify and measure

-customer is active in creating the service

-consumed while learning created

-customer is not owner after delivery-cannot be tested or tried before

moment of truth - meeting between suppliers (customer!not turning

back)

Commercial experiences!attractions parks!memorable!high

costumer value

Note: importance of each dimensions depends of the product

Each product/service meet its own costumer requirements

Ingredients of TQM


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You always focus on the customer- the ideal. Customers always want a good service.It doesn't always happen, that.s what we expire

The customer is the one who said: yes it is good/no, it's bad You need to focus on

processes.

1. focus on processes: The highest process is cash to cash. Any business stars with

cash: they get customers, they sell smth and then get cash We need to look how do.

Advertise, recruit new customers, answers and so on, all of those processes.

2. Improve continuously: never have the place to say: we did everything, we aredone. There is always an opportunity to be better. Car industry: The quality of cars

changed a lot, this is a feature-part of the quality. Suspension has been gone; safety

etc.

3. Base decisions on facts: They are still a lot of managers who make decisions. All

decisions has to be based on facts

4. Let everybody be committed: If all employees are involved-quality organization.(Cazy method)Committed leadership- you need to have leaders who are really belief, not only

taking the money.

The Quality Chains(pic.2)

Most of the people in the company don't deal with the customers. We only

have the sales team who contact with customers. But you still need

everybody to be concerned with the customer.

External customers/suppliers - a sells to company b and they supply company c.Company a still has to care about company c to fulfill their needs and ensure quality


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Internal customers

900 from 100 | they should all understand

How much time is spent doing the right things right? (pic.3)

Do this right at first time.The thing we do vs the way we do them Know what to do and do them the right way

Definitions. Environment

Three legged tools of total quality

Customer focus

Measures People Processes

SPC

BenchmarkingQuality tools

Quality is build in

Quality is expected, notinspected

Employees are

empowered

Continual improvement

Good enough is neverenough

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Bergman&klefsj's definition: The quality of a product is its ability to satisfy, and

preferably exceed, the needs and expectations of the customers.

Quality dimensions of an article Quality dimensions of a service9) Reliability10) Performance

11) Maintainability

12) Environmental impact

13) Appearance

14) Flawlessness

15) Safety

16) Durability

9) Reliability10) Credibility

11) Access

12) Communication

13) Responsiveness

14) Courtesy

15) Empathy

16) Tangibles


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Plato/adam smith : the key to increase productivity is specialization

The Juran Trilogy.

-Q Planning

-Q Control

-Q Improvement

Joseph M.Juran 1951 Quality control Handbook

Deming: Plan/Do/Check/Act

Every time you reduce something

Crosby Quality is free. Zero defects.

Zaibatsu the privileged few

EOQC European organization for quality

QC=quality control

Kaoru Ishikawa the seven QC tools

Ohno Taiichi: Kanban; JIT; Lean production techniques

Concept of CWQC company wide quality control

Shewhart: statistics in science

The seven management tools

All the Seven mmanagement tools exept the matrix data analysis are intended for

structuring verbal information.

1. Affinity diagram: KJ-method, is a facility for organizing large amounts of

verbal data, such as ideas, customer desires or opinions in groups, according to

some form of natural affinity. The diagram lustrates associations rather than

logical connections


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2. Tree diagram provides a systematic way of breaking down an essential

problem, central idea or a need from the customers into its constituents at

different levels. Goal-oriented tool

3. Matrix diagram

4.

Interrelationship diagraph (relation diagram)5. Matrix data analysis6. Process decision program chart

7. Activity network diagram

Managers vs leader (p381 or 398)o

Whats the difference?o

Company examples?

What are a leaders most important tasks when it comes to quality?

Managers Leaders

Assigned

Organizational

Role given by lo level

Inspiration

Concerned about the final result Care about people

I-directed We should do it

Plan and organize Motivate

Clear vision

What do leaders and managers do for quality?Based on someones model or whatever what does bla-bla-bla

Aristotles 3 models of persuasion that need to be fulfilled if you are to be convincing

ethos, logos, pathoso

Ethosrefers to the character of the speaker.o

Pathosis about evoking feelings in your listener by mental pictures which give

associations to the listener. The emotional or motivational appeals; vivid language;o

Logos:the speech, rational. the logic used to support a claim (induction and

deduction); can also be the facts and statistics used to help support the argument). [It

deals with what words are used and how these words are put together into sentences,

building chains with logical contexts and plausible arguments.]

Communication happens when you have all of these.

17. 4.1. the concept

!continuous improvement!to become natural, not only adopting new demands

from

14 Demings points

3-Cease dependence on inspection to achieve quality. Be more worried about quality safe money. Quality comes from improvement of the process so that defects arent

produced in the first place.


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5-Improve constantly and forever the system of production and service, to improve

quality and productivity, and thus constantly decrease costs. improve continuously

and forever- youre never done! Lower cost of operation is everything we do.

7-Adopt and institute leadership. The leaders should focus on the process and help

people to do a better job. Leadership is required not supervision.8 Drive out fear so that everyone may work effectively for the company. peopleneed to feel secure, confident. Employees should not be afraid of saying that

something is wrong in the company.

9-Breack down barriers between departments, build a system. People from different

areas as research, design, sales, technology and production should work as a team to

foresee a production problems and potential product or service issues. Everybody

wins if the system wins.

13-Institute a vigorous program of education and encourage self improvement for

everyone. Organizations need employees who constantly go on developing,improving and broadening their knowledge. Management should support, initiate and

stimulate education and personal development.

http://leanandkanban.wordpress.com/2011/07/15/demings-14-points/

Demings profound knowledge

Profound knowledge is based on the four elements:

Appreciation for a system (system thinking) without an aim there is no system.

The management must know the system. System a network of interdependent

components trying to fulfill an aim. For ex. - orchestra

Knowledge about variation: the range and causes of variation in quality, and use

of statistical sampling in measurements;

Theory of knowledge: Deming emphasizes that management is largely a matter of

prediction. We must understand what will be the consequence of different actions

(have to predict). Information doesnt constitute knowledge without a theory (for ex.

English dictionary). The concepts explaining knowledge and the limits of what can

be known.

Psychology: concepts of human nature. We need it to understand what motivates

people and to understand the interaction between people; their behavior and realize

how people learn

Senges Learning Organization.

We need to look at the company as a system. Everything connected it each other. We

have to question all assumptions.

Personal mastery:personal growth and learning. Pm is a matter of knowledge and

skills

Mental model:driving. Autopilot because we know how the traffic works for

example. Its part of your mental model.

It means we are in the world


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We have to ask ourselves why am I thinking what Im seeing. The way we look at the

world influences how do we see our company/your problem.

Team learning: we need to assimilate the ability of learning together better. The

importance of dialogue and group discussion. For a team to learn, they must be in

sync and reach agreement.Shared visions: A learning organization's employees all share a common vision.Personal goals must be in sync with the goals and vision of the organization.

Systems thinking: Organizations are a system of interrelationships. To become

more successful we need to analyze these relationships and find the problems in

them. This will allow an organization to eliminate the obstacles to learning.

Advantage of learning organizations

Systematic problem solving

Experimentation with new approachesLearning from own experience and past story

Learning from the experiences and best practices of others.

Transferring knowledge throwing the organization

17.4.2.single-loop and double-loop

single no change in present system rules/strategics can be changed but not the

organization/framework

Double-loop radical changes!cultural reflection, structure/ knowledge!

understanding of experiences, attitudes.

Triple-loop!learning about learning!the change continuous learning process.

If I make a mistake I would change it and do something else next time /do it

differently

Change the rules of the game. Why dont you call me when you go out next time?

Regulate again and again the battery, but it is still too hot, suddenly someone

understood that there is might be something with the way it works.

Change the way temperature regulated principles

I fundamentally change the way I look at smth.

17.7. Total quality management possibilities and difficulties.

Agrias 5 always1) Always give a little bit more to exceed the customers expectations

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2) Always look for opportunities to move forwards

3) Always improve to work in a preventive way

4) Always act professionally to achieve long-term profitability

5) Always act with confidence and respect to create a goo working environment

Kaplan &Norton introduced the balanced scorecards.The idea is to focus not just on short-term financial performance measures, but also

to control and follow up the business activities with more long-term performance.

Four perspectives:

1) the financial perspective

2) the external customer perspective (dealing with customer value and customer

satisfaction);

3) the internal business process perspective (focusing on efficiency in the

organizations processes but also on employee satisfaction);4) the innovation, learning and growth perspective (focusing on a long-term

perspective of the organizations development), which can be regarded as a measure

of efficiency.

19. Processes and process management

19.1. Processes

Process a network of activities that are repeated in time, whose objective is to

create value to external or internal customers.

A process has a first activity and a final activity, a customer (a principal), and a

supplier (an agent);

If consist of a network of activities, produces a value-adding result; and is repeated

time and again.Processes are often differentiated into the following three categories(egnell;rentzhog) :

1) main processes task to fulfill the needs of the external customers and to refine

the product provided by the organization. 1-3 main processes

2) support process-whose mission is to provide resources for the main processes.

The support processes have primarily internal customers.

3) management processin which the task is to make decisions on the targets and

strategies of the organization and to implement improvements in the otherorganizational processes. (primarily internal customers)


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!identify the suppliers to the process!

!better chances of achieving a shared vision

!everything is not a process (confusion between the process and process

orientation concepts)

19.2.1. The process management methodology

Organize for improvement. Appoint process owners and a process

improvement team.

Understand the process.

Define the inter-faces and investigate who the customers and suppliers are.

Map the process

Observe the process. Establish control points and implement regular

measurements

Improve the process consciously. Use and analyze the feedback from themeasurements to improve the process.!a central factor is to holistic view of

the organization + improve in the process: quality (capability to satisfy the c

needs and expectations; efficiency )how well the process are utilizing the

resources in the organization to produce results; adaptability (how well the

process can be adapted to changed prerequisites)

#important step in productivity and quality simplification

In process management there are three important roles, namely:

process owner (responsible for the strategic decisions concerning the

process);

process manager (has the operative responsibility);

competence supplier (the role is to supply the processes and functions in

the organization with the competence that is needed and to dimension he

manning in relation to the demand for competence)

The role concept

Roles describe the competence, not connected to specific activities

The role is associated with authority and responsibility


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19.4. Benchmarking

Camp (1989)-the search for best practices that will lead to superior

performance

Different types of benchmarking, depending on where the comparison

process is foundInternal benchmarking (comparing site to site, department to d, country to cwithin the organization)

Competitor bm (-//-our own performance to that of out direct competitors)

Functional bm (-//-ourselves against competitors, best organizations)

Generic bm (-//-ourselves against the best from all industry groups)

The benchmarking process according to Xerox: plan#[do] search,-> observe,-

> analyze,#[study] adapt,#improve

19.5. Process innovationThe choice between improving an existing process and creating a ompletely new

one must be made by balancing the cost, the needs of improvement, and the risk

of failure.

19.6. The capability maturity model

Level 1.Initial

Lvl2.Managed

Lvl3.Defined

Lvl4.Quantitively managed

Lvl5.Optimizing

22..1. aff

23. Improvement programs

23.1.Quality control circles and improvement teamsOne way to get all employees actively involved in improvement work is to form

small groups discussing different problems and come up with suggestions for

improvement. This activity is usually referred to as QC circles.

Using simple statistical tools, such as the seven improvement tools, people work

in QC circle discussing, analyzing and solving different problems, often aimed at

costs, safety, or productivity.-management must take an interest in the activities

23.4.1. 6 sigma as improvement programme.

-provides a systematic methodology to achieve the necessary improvements. The

core is a sequence of operations for the improvement work: define the problem;

measure; analyze; improve and control (DMAIC).IDDOV cycle:


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Identify opportunities in relation to customer and business needs

Define customer requirements and product characteristics critical to quality

(CTQ)

Develop concepts satisfying customer needs and requirements on the CTQ

Optimize (create, using parameter design, solutions which are robust againstnoise factor variation)Verify and validate (test the product against customer requirements under

realistic noise factor environments)

Sure ways to succeed Sure ways to fail

Start in a critical area where you have a

good chance to succeed

Choose a proper project where good results

are neededTrain key personnel

Lead and complete the activities you initiateGenerate and communicate only verified

results

Participate and lead the change on the

floor

Customize the training with your own up-to-

date examples

Focus on the cost reduction that is generatedby the quality improvement

Integrate six sigma in the ordinary business

Train key personnel who can supervise the

change

Educate the top management so that they

understand how to work with 6 sigma, not

just why

Start in many areas, or with your

most difficult problems, that no

one has managed to solve before

Choose projects that are notimportant, where results are not top

prioritySelect staff who have time on their

hands

Initiate several activities at once

Focus only on activities, such as

training or projects

Stay in the office and refine your

pre-defined planMake 6 sigma into a campaign

Train everyone in a fair order of

priority

Inform the top management how

excellent 6 sigma is.

Eliminate waste

OverproductionWaiting

Unnecessary transportation or conveyanceOver-processing or incorrect processing

Excess inventory

Unnecessary movement

Defects

Unused employee creativity

The five SSeiry (tidiness, sorting)


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Seiton (to arrange)

Seiso (cleaning)

Seiketsu (standardizing)

Shitsuke (discipline)

Kanban

Could be considered as a system for production control built on the idea that later

processes in the chain signal a need for more material. New material is not

produced until it is needed.

-effective way to support the running of the production system as a whole

The Toyota Way

the principles discussed in Liker (2004)

The long-term philosophy

The right process will produce the right resultsAdd value to the organization by developing your people and partners

Continuously solving root problems drives the organizational learning

Andon manufacturing term referring to a system that notifies management,

maintenance, and other workers of a quality or process problem.

The three core values of the Swedish truck manufacturer Scania1) Customer first

2) Respect for the individual

3)

Quality

Scanias production system (SPS)

Why do we need standards?

Standards ensure desirable characteristics of products and services such as:

Quality

Environmental friendliness

SafetyReliability

Efficiency and interchangeability

And at an economical costWhen products, systems, machinery and devices work well and safety, it is often

because they meet standards

When standards are absent, we soon notice. We care when products turn out to

be of poor quality, do not fit, are incompatible with equipment that we already

have, are unreliable or dangerous.

International organization for standardization (ISO). Isos (greek. equal)


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Words largest developer and publisher of international standards

Network of the national standards institutes of 160 countries, one member

per country

Non-governmental organization that forms a bridge between he public and

private sectors Enables a consensus to be reached on solutions that meet booth the

requirements oxf business and the broader needs of society

Quality management system -is a man.sys.to direct and control an

organization with regards to quality

ISO 9000: Quality Mgmt &Assurance

Does not set any specifications for quality

Sets broad requirements for the assurance of quality

Emphasis is on prevention rather than inspection and rework (in

design and production) ISO 9000 is made up of 3 standards

o ISO 9000: 2000 QMS Fundamentals and vocabulary

o ISO 9001:2008 QMS Requirements

o ISO 9004: 2000 QMS Guidelines for performance

ImprovementsQuality management principles of ISO 9000:2005

Quality management system -is a man.sys.to direct and control anorganization with regards to quality

1)

Customer focus! Understanding customers needs

! Striving to exceed their expectations

2) Leadership

! Establishing direction, unity of purpose, and a supportive work

environment3) Involvement of people

! Ensuring that all employees at all levels are able to fully use their

abilities for the organizations benefit

4)

Process approach! Recognizing that all work is done through processes and managing them

accordingly

5) System approach to management

! Expanding on the previous principle is that achieving any objectiverequires a system of interrelated processes

6) Continual improvements

! As a permanent org objective, recognizing and acting on the fact that no

process is so good that further improvement is possible

7) Factual approach to decision making


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! Acknowledging that sound decisions must be based on analysis of

factual data and information

8) Mutually beneficial supplier relationship

! Taking advantage of synergies

ISO 9001: 2000 Registration Is a product/service conformity model for guaranteeing equity in the

marketplace

Concentrates on fixing quality system defects and product/service Why implement ISO 9000

Desire to continually improve all aspects of an organization

-operations

-the consistence of quality-customer satisfaction

-competitive posture to improve or create a quality management systems

to conform to the requirements of customers

ISO 900: 2005 standard concepts and terms

Quality set of characteristics fulfill requirements

Customer person who receives a product purchaser

Process interrelated/interacting activities, which transforms inputs into

outputs

Project unique process,!set of activities

Quality management!

quality planning/ assurance /control/improvement

20.1.4. ISO 900: 2008 Quality management system Requirement

To implement a system an organization should:

-identify process

-determine the sequence/interaction

-determine criteria and methods required

-ensure the availability of resources and info necessary

-measure, monitor, analyze

Types of documentation

Quality manuals

Quality plans

Q specifications

Document provide info about how to perform

Records

Management responsibility

-management commitment

customer focus


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Quality policy

Planning

Responsibility, authority and communication

Management review

Resource managementProvision of resources

Human resources

Infrastructure

Work environment

Product realization

Planning of product realization

Customer-related processesDesign and development

Purchasing

Production and service provision

Control of monitoring and measuring equipment

Measurement, analysis and improvement

GeneralMonitoring and measurement

Control of non-conforming productsAnalysis of data

Improvement

Third party certification - (ISO 9001) means that a third independent

party evaluates the quality management system of a company and judges towhat extent it complies with the standard.

JUSE Union of Japanese scientists and engineers

Documents

summary (includes) ISO .pdf