Iso and tqm

Total Quality Management(TQM)

Sat

urda

y, A

pril

1, 2

017

1

TOTAL QUALITY MANAGEMENT

Total Quality Management

Waqar JanCONM 423

PROCEDURESWrite the manufacturing process

PROCEDURESWrite the manufacturing process

Get it INSPECTED by InspectorsGet it INSPECTED by Inspectors

Manufacturer/SupplierOf Ammunition

Manufacturer/SupplierOf Ammunition

Quality History

Sat

urda

y, A

pril

1, 2

017


2

WWII


3

Sat

urda

y, A

pril

1, 2

017

Quality is Control & Inspection

“Quality” became associated with “conformance” rather than

“improvement” and “quality assurance” meant that

“conformance is assured” through inspection.

Quality History


4

Sat

urda

y, A

pril

1, 2

017

TQM is an enhancement to the traditional way of doing things.

TQM is defined as both philosophy and set of guiding principles that represent the foundation of a continuously improving organization. It is application of quantitative methods & human resources to improve all the processes within an organization and customers.

1) Long Term planning.2) Focus on the Customer Satisfaction, both internally & externally.3) Involvement of the entire work force.4) Continuous improvement of business and production process.5) Treating suppliers & Vendors as partners.6) Establishing the performance measures.


5

Sat

urda

y, A

pril

1, 2

017

Total: Made up of the whole (indicates everyone).

Quality: Degree of excellence of a product or service provides

Management: Act/ Art, Manner of handling, controlling & directing it.


6

Sat

urda

y, A

pril

1, 2

017

Early 1950’s Americans who took the messages of quality to Japan

(Deming & Juran)

Late 1950’s Japanese who developed new concepts in response to the Americans.

(Ishikawa)

1970’s-1980’s Western gurus who followed the Japanese industrial success

(Crosby)

TQM History


7

Sat

urda

y, A

pril

1, 2

017

Walter A Shewhart W. Edwards Deming Joseph M Juran

Armand V Feigenbaum Kaoru Ishikawa Philip B Crosby

Genichi Taguchi

TQM History

GURU means a teacher !!

Walte A Shewhart created a method for quality control

for production using Statistical Process Controlfirst proposed in

1924.

TQM GURU’S


8

Sat

urda

y, A

pril

1, 2

017

W. Edwards Deming

1. Create a constant purpose toward improvement.2. Adopt the new philosophy.3. Stop depending on inspections.4. Use a single supplier for any one item.5. Improve constantly and forever.6. Use training on the job.7. Implement leadership.8. Eliminate fear.9. Break down barriers between departments.10. Get rid of unclear slogans.11. Eliminate management by objectives.12. Remove barriers to pride of workmanship.13. Implement education and self-improvement.14. Make "transformation" everyone's job.

Deming's 14-Point Philosophy

Key Message

1- Eliminate Waste2- Customer Awareness

3- Continual Improvement


9

Sat

urda

y, A

pril

1, 2

017

The Wheel of Continuous Improvement

W. Edwards Deming

PDCA Cycle is an approach to process analysis and improvements in four logical steps.


10

Sat

urda

y, A

pril

1, 2

017

W. Edwards Deming

Fish Tail Diagram

“People in the System Must Cooperate With One Another”


11

Sat

urda

y, A

pril

1, 2

017

• show us a way of working together for improvement,

• provides tool box for improvement,

• establishes an approach that would break down barriers,

• encourage people to support each other

so TQM are guidelines that…


12

Sat

urda

y, A

pril

1, 2

017

the questions are ???:

• How to structure an organization with TQM?• Are there any requirements given in TQM?• Does it cover all the processes in the organization? • Can TQM be used for standardization?• Does TQM lead to ISO certification?

NO


13

Sat

urda

y, A

pril

1, 2

017

BS 5780 +

MIL SPECS

ISO 9000In the year 1987, the BS 5780 was adopted by

International Organization for Standardization as bases of ISO 9000 to facilitate world trade.

• Explains fundamental quality concepts and provides guidelines for the selection and application of each standard

ISO 9000 • Model for quality assurance in design, development,

production, installation and servicing.ISO 9001 • Model for quality assurance in the production and

installation of manufacturing systemsISO 9002 • Quality assurance in final inspection and

testing. ISO 9003 • Guidelines for the applications of standards in

quality management and quality systems. ISO 9004 ISO 9000 and ISO 9004 are guidance standards. They describe what is necessary to accomplish the requirements outlined in standards 9001.

ISO 9000:1987

ISO 9000:1994

ISO 9000:2000

ISO 9001:2008

Quality Management System

QUALITY MANAGEMENNT SYSTEM


14

Sat

urda

y, A

pril

1, 2

017

EIGHT Quality Management System PRINCIPLES

8 QMS Principles TQM Principles as per ASQ

1. Customer Focus2. Leadership3. Involvement of People4. Process Approach5. System Approach to Management6. Continual Improvement7. Factual Approach to Decision Making8. Mutual Beneficial Suppliers relation.

1) Customer-focused2) Total employee involvement3) Process-centered4) Integrated system5) Strategic and systematic approach6) Continual improvement7) Fact-based decision making8)Communications


15

Sat

urda

y, A

pril

1, 2

017

» ISO stands for International Organization for Standardization.

» It is derived from the Greek isos, meaning “equal”, which is the root of the prefix “iso”.

» Founded in 1947, ISO is a network made up of the National Standards Institutes of 162 countries - on the basis of one member per country - with a Central Secretariat in Geneva, Switzerland that co-ordinates the system.

» ISO has developed over 19 500 International Standards.

WHAT IS ISO?ISO – International Organization for Standardization

ISO 9000 2000-ANSI

ISO 9000 2005 -BSI


16

Sat

urda

y, A

pril

1, 2

017

ISO 9001 : 2008

QMS

ISO 18001 : 2007

OHSAS

ISO 14001 : 2004

EMS

ISO – International Organization for Standardization

ISO Registration has significant bearing on market Credibility Global Recognition Forces a Customer Focus throughout the organization Competition - Qualify to compete in International Markets World-wide Benchmarks for Improvement


17

Sat

urda

y, A

pril

1, 2

017

Model of a Process-Based Quality Management System

Aims to enhance Customer Satisfaction by focusing on the following:

» Quality management systemPut structure in what you do

» Management responsibilityPut someone in charge

» Resource managementProvide the resources to achieve goals

» Product realizationDesign and perform to requirements

» Measurement, analysis and improvementKnow where you are and get better

A quality management system (QMS) is a collection of business processes focused on achieving your quality policy and quality objectives — i.e. what your customer wants and needs. It is expressed as the organizational structure, policies, procedures, processes and resources needed to implement quality management.

QMS states the set of requirements


QMS Model Structure


18

Sat

urda

y, A

pril

1, 2

017

MANAGEMENT RESPONSIBILITY- Management Commitment- Policies, Objectives- Customer Satisfaction- Management Review- Quality Planning- Communication of Responsibility/Authority

RESOURCE MANAGEMENT- Identification of Resources- Management Approvals- Implementation / Provision of Resources- Competence, Awareness & Training of Personnel- Infrastructure & Facilities of Works

PRODUCT REALIZATION- Project Requirements- Tender Reviews- Establishment of Processes/Procedures- Mobilization of Resources- Procurement of Materials- Execution Methods- Control of Resources and Products (Projects)- Control of Measuring & Testing Equipment.

MEASUREMENT, ANALYSIS AND IMPROVEMENT

- Client Feedbacks, Complaints- Client Satisfaction Surveys- Information about Competitors- Process & Product Non conformances- Internal Audits- Financial Assessments- Corrective & Preventive Actions.

Continual Improvement of Quality Management System

Product/Service

[Completed Projects]

Output

Customers

Requirements Satisfaction

Customers

Input

Model of a Process-Based Quality Management System

MANAGEMENT RESPONSIBILITY

MEASUREMENT, ANALYSIS AND IMPROVEMENT

RESOURCE MANAGEMENT


19

Sat

urda

y, A

pril

1, 2

017

PRODUCT REALIZATION

Does QMS covers Whole Organization ??

Human Development

Finance

Business Development

Tendering & Estimating

Commercial & Procurement

Project Operations

CEO

COO

Management Committee

QA/QC


IT

Design & Technical Health & Safety

Environmental

Anyone Missing???

HR & Admin

CONQUAS

Audits

Surveys & Feedbacks


20

Sat

urda

y, A

pril

1, 2

017

Quality

Health & Safety

Environmental

CUSTOMER SATISFACTION


ISO 9001 : 2008

ISO 18001 : 2007

ISO 14001 : 2004

QMS

OHSAS

EMS

INTEGRATED MANAGEMENT SYSTEM


21

Sat

urda

y, A

pril

1, 2

017

INSPECTION &TESTINGS

MSM- ISO 9001:2008- ISO 14001:2004- OHSAS - 18001:2007

SUAE01A

EXTERNALDOCUMENTS/REFERENCES

QPMHSEPM

SUAE02ASUAE03A

PQ PlanOHSE Plan

SUAE-PPP-YYXXR

Internal Document

- HR Manual (SUAE04R)- Administration Manual (SUAE05R) - Finance Manual (SUAE06R)- IT Manual (SUAE07R)

PPP – Project numberYY – Year of generationXX – Document numberR – Revision status of document

- Customer Documents- Code of Practice- Legislation and Regulation

INTERNALDOCUMENTS/REFERENCES

SUAEXXR

Project # 1

EXTERNALDOCUMENTS/REFERENCES

QHSEPolicy Statement

Project # 2 Project # 3

WORKS STATEMENT

RECORDS, CHECKLIST & FORMS

PROJECT SPECIFIC PROCEDURE

Note:

Project Document structure will usually vary for each project to suit project requirements.

Document Structure

Level 1 - Documents

Level 2 - Documents

Level 3 - Documents


22

Sat

urda

y, A

pril

1, 2

017

Quality KPIs - (2008)

• Meeting 100% on time project delivery

• The targeted defects liability period cost (% of project contract sums inclusive of variation orders) for each project should not exceed 0.5% of the project contract sums

• Meeting customer satisfaction score >7.2 points

• Meeting vendor survey score >7.5 points

KEY PERFORMANCE INDICATORS

OHS KPIs – (2008)

• Compliance of OH&S legislation and regulations

• Zero Accident Frequency Rate

• Zero Accident Severity Rate

• Achieve minimum average safety audit score of 75% for projects above S$10 million

Environmental KPIs – (2008)

Electricity• Not exceeding 30,000 kWh/month for HQ• Not exceeding 11 kwh/m3 cast for PrecastWater• Not exceeding 0.60 m3/m3 cast for Precast project• Not exceeding 800m3/S$mil sales for Building &

Infrastructure project• Not exceeding 500m3/S$mil sales for Utilities project

Diesel • Not exceeding 4,000 l/mth for Precast project• Not exceeding 4,000 l/S$mil sales for Building &

Infrastructure project• Not exceeding 2,000 l/S$mil sales for Utilities project• Not exceeding 20% of lean concrete wastage for all

construction projects• Not exceeding 1.3% of concrete wastage for Precast and 5%

of concrete wastage for all construction projects• Not exceeding 8% of wire mesh wastage for projects• Not exceeding 2.8% of steel bar wastage for Precast and 8%

of steel bar wastage for all construction projects


23

Sat

urda

y, A

pril

1, 2

017

TRAININGS

• Executive – E3 to E4

• Executive – E5 to M2

• Manager• Non-Executive• Technical/ Functional• Workers

Hit c h h ik e r s

G u id e t o

C o n ti n u o u s

Im p r o v e m e n t

Continuous improvement..... a never ending journey in the pursuit of excellence

Soft Skills and Hard Skill


24

Sat

urda

y, A

pril

1, 2

017

TQM fails because:

» Top management sees no reason for change.

» Top management is not concerned for its staff.

» Top management is not committed to the TQM programme.

» The company loses interest in the programme after six months.

» The workforce and the management do not agree on what needs to happen.

» Urgent problems intervene.

» TQM is imposed on the workforce, which does not inwardly accept it.

» No performance measure or targets are set, so progress cannot be measured.

» Processes are not analyzed, systems are weak and procedures are not written down.

Reasons for FAILURE

Iso and tqm

Engineering

Transcript of Iso and tqm