MGMT 19105

GeoffHigginsMGMT 19105Quality Management

MGMT 19105MGMT 19105

Quality Quality Management Management

GeoffHigginsMGMT 19105Quality Management 22

Week 6: Empowerment – Definitions Week 6: Empowerment – Definitions

““Empowered employees are given ownership Empowered employees are given ownership of the processes they are responsible for, of the processes they are responsible for, and the products or services generated by and the products or services generated by those processes.”those processes.”(Goetsch & Davis 2006)(Goetsch & Davis 2006)

““Empowerment requires individuals to make Empowerment requires individuals to make appropriate and reasonable decisions that appropriate and reasonable decisions that result in an improved process or product.”result in an improved process or product.”(Scarnati & Scarnati 2002)(Scarnati & Scarnati 2002)


Week 6: How to Empower? Week 6: How to Empower? (1)(1)

Assess ‘workforce readiness’:Assess ‘workforce readiness’:Critical thinkingCritical thinkingKnowledge of decision making processesKnowledge of decision making processes ‘‘Big picture’ knowledge of the organisationBig picture’ knowledge of the organisation

Do the basics:Do the basics: Involve employees.Involve employees.Give ownership of success or failure.Give ownership of success or failure.Allow employees to make decisions.Allow employees to make decisions.Encourage initiative and risk-taking.Encourage initiative and risk-taking.

Goetsch & Davis (2006)Goetsch & Davis (2006)


Week 6: How to Empower? Week 6: How to Empower? (2)(2)

Create a supportive environment:Create a supportive environment: Management must suspend their egos.Management must suspend their egos. Handover access to knowledge.Handover access to knowledge. Have ‘people oriented’ managers.Have ‘people oriented’ managers. De-layer the organisation.De-layer the organisation.

Use vehicles such as:Use vehicles such as: MBWA (Management by Walking/Wandering Around)MBWA (Management by Walking/Wandering Around) BrainstormingBrainstorming Quality Circles (or similar, eg Six Sigma Projects)Quality Circles (or similar, eg Six Sigma Projects)



Week 6: Teamwork – Definition Week 6: Teamwork – Definition

Working together with others to achieve a Working together with others to achieve a shared goal.shared goal.

According to Goetsch & Davis (2006), According to Goetsch & Davis (2006), a team exists when:a team exists when:Agreement exists as to the team’s mission.Agreement exists as to the team’s mission.Members adhere to team ground rules.Members adhere to team ground rules.Responsibility and authority are fairly Responsibility and authority are fairly

distributed.distributed.People adapt to change.People adapt to change.


Week 6: Creating a Team Week 6: Creating a Team (1)(1)

1.1. The best way for a new team (or new members of an The best way for a new team (or new members of an existing team) to learn to work together is to work existing team) to learn to work together is to work together. Team-building exercises and events, although together. Team-building exercises and events, although they have some "getting to know you" value, do not build they have some "getting to know you" value, do not build the level of trust needed for high performance.the level of trust needed for high performance.

2.2. Focus first on the "what" before you worry about the Focus first on the "what" before you worry about the "how." If you allow time for the group to arrive at a "how." If you allow time for the group to arrive at a shared vision, the supporting processes will develop shared vision, the supporting processes will develop relatively quickly.relatively quickly.

3.3. Commit time and resources to structured continuing Commit time and resources to structured continuing education and cross-training. This investment will pay off education and cross-training. This investment will pay off in the team's improved ability to function despite in the team's improved ability to function despite changes in leadership and membership.changes in leadership and membership.

(Gregg 2005, page unknown)(Gregg 2005, page unknown)


Week 6: Creating a Team Week 6: Creating a Team (2)(2)

4.4. As soon as possible, get the team up to speed on As soon as possible, get the team up to speed on strategic alignment and measurement. These are difficult strategic alignment and measurement. These are difficult concepts, especially for knowledge workers. The sooner concepts, especially for knowledge workers. The sooner they learn how to identify and measure key performance they learn how to identify and measure key performance indicators, the sooner you can demonstrate value to the indicators, the sooner you can demonstrate value to the organization no matter who is on the team.organization no matter who is on the team.

5.5. Stay the course in the face of distractions and conflict. It Stay the course in the face of distractions and conflict. It helps to have one or more skilled facilitators on the helps to have one or more skilled facilitators on the team.team.

6.6. Insist that everyone at any given time either lead, follow, Insist that everyone at any given time either lead, follow, or get out of the way. To maintain high performance in a or get out of the way. To maintain high performance in a constantly changing environment, team members need constantly changing environment, team members need role clarity-even as their roles shift from day to day or role clarity-even as their roles shift from day to day or project to project.project to project.

(Gregg 2005, page unknown)(Gregg 2005, page unknown)

GeoffHigginsMGMT 19105Quality Management

Week 7Week 7

Quality Through Quality Through ISO9000ISO9000


Module ObjectivesModule Objectives1.1. Describe the purpose of ISO9000;Describe the purpose of ISO9000;

2.2. Name the three standards that comprise Name the three standards that comprise ISO9000;ISO9000;

3.3. Describe the potential benefits of ISO9000;Describe the potential benefits of ISO9000;

4.4. Describe the relationship between ISO9000 Describe the relationship between ISO9000 and total quality management; andand total quality management; and

5.5. Critically examine the value of ISO9000 in the Critically examine the value of ISO9000 in the pursuit of total quality.pursuit of total quality.


ReadingsReadingsStudy GuideStudy Guide Module 7 Module 7

TextbookTextbook Goetsch & Davis (2006)Goetsch & Davis (2006) Chapter 14. ISO9000 and Total Quality: Chapter 14. ISO9000 and Total Quality: The RelationshipThe Relationship

Electronic journal articlesElectronic journal articles Scott, J 2005 ‘ISO 9000 in service: the good, the bad and the Scott, J 2005 ‘ISO 9000 in service: the good, the bad and the

ugly’. (About: Personal experience in a Medicare claims ugly’. (About: Personal experience in a Medicare claims processing organisation.)processing organisation.)

Dalgleish, S 2002, ‘ISO 9000: More hindrance than help’. (About: Dalgleish, S 2002, ‘ISO 9000: More hindrance than help’. (About: Pass/fail standard & paperwork – disincentive to continuous Pass/fail standard & paperwork – disincentive to continuous improv’t.)improv’t.)

Douglas, A, Coleman, S and Oddy, R 2003, ‘The case for ISO Douglas, A, Coleman, S and Oddy, R 2003, ‘The case for ISO 9000’. (About: European survey - advantages and disadvantages.)9000’. (About: European survey - advantages and disadvantages.)

(Available on Proquest)(Available on Proquest)


Reading ISO 9001Reading ISO 9001CQU Library provides access to ISO 9001.CQU Library provides access to ISO 9001.To get there:To get there:1.1. Go to SearchSMART website.Go to SearchSMART website.

(accessible from CQU Library Homepage)(accessible from CQU Library Homepage)2.2. ‘‘Select Specific Databases’Select Specific Databases’3.3. Choose Standards AustraliaChoose Standards Australia

(near the bottom of the list)(near the bottom of the list)4.4. Enter e.rolment details.Enter e.rolment details.5.5. Type 9001 in the search box.Type 9001 in the search box.6.6. Beside ‘AS/NZS ISO 9001:2000’, Beside ‘AS/NZS ISO 9001:2000’,

press ‘View Document’.press ‘View Document’.7.7. Press ‘Open Document’.Press ‘Open Document’.


Purpose Purpose Small GroupSmall Group

From your experience in this course so far, From your experience in this course so far, answer the following questions:answer the following questions:

What benefit could an organisation get What benefit could an organisation get from being externally accredited as a from being externally accredited as a ‘quality organisation’?‘quality organisation’?

How does ‘external accreditation’ fit in How does ‘external accreditation’ fit in with what you have learnt about TQM?with what you have learnt about TQM?


Why Have External Accreditation?Why Have External Accreditation?

According to ISO 9001, the benefits of ISO 9001 According to ISO 9001, the benefits of ISO 9001 are not external accreditation, but come from are not external accreditation, but come from having a ‘process approach’, emphasising:having a ‘process approach’, emphasising:

a) understanding and meeting requirements,a) understanding and meeting requirements,

b) the need to consider processes in terms of b) the need to consider processes in terms of added value,added value,

c) obtaining results of process performance and c) obtaining results of process performance and effectiveness, andeffectiveness, and

d) continual improvement of processes based on d) continual improvement of processes based on objective measurement.objective measurement.



According to Scott (2005), management like ISO9001 According to Scott (2005), management like ISO9001 because:because:

They know everyone will produce a consistent product if They know everyone will produce a consistent product if he or she is following the work instructions.he or she is following the work instructions.

They have one central place to make process changes They have one central place to make process changes and corrections.and corrections.

They understand their processes much better because They understand their processes much better because they are responsible for documenting, maintaining and they are responsible for documenting, maintaining and improving them.improving them.

That understanding of the process helps managers know That understanding of the process helps managers know what to measure, which is the basis for all improvement.what to measure, which is the basis for all improvement.

[And] our customers are impressed with the ease with [And] our customers are impressed with the ease with which we can provide information and data for their which we can provide information and data for their numerous auditing requirementsnumerous auditing requirements



Remember – we can have all of this without Remember – we can have all of this without external accreditation!external accreditation!

Why have external accreditation?Why have external accreditation? It keeps us honest with ourselves.It keeps us honest with ourselves. Out clients expect/demand it.Out clients expect/demand it. It seemed a logical extension of TQM.It seemed a logical extension of TQM.


What is ISO 9000?What is ISO 9000?Small GroupSmall GroupNow you know why it exists, dive into your Now you know why it exists, dive into your

textbook and answer the following questions:textbook and answer the following questions:

1.1. What is ISO?What is ISO?

2.2. What is ISO 9000?What is ISO 9000?

3.3. What is ISO 9000:2000?What is ISO 9000:2000?



6.6. What are the five documents in a What are the five documents in a quality management system?quality management system?


What is ISO 9000? What is ISO 9000?

A ‘family of international quality standards’.A ‘family of international quality standards’.

3 main standards (& lots of derivative standards)3 main standards (& lots of derivative standards)

3 main standards: ISO9000:2005, ISO9001:2000 3 main standards: ISO9000:2005, ISO9001:2000 and ISO9004:2000. and ISO9004:2000.

(ISO9000:2005 is referred to under its old code of (ISO9000:2005 is referred to under its old code of ISO9000:2000 in Goetsch and Davis, 2006)ISO9000:2000 in Goetsch and Davis, 2006)

(Source: International Organization (Source: International Organization for Standardization).for Standardization).


ISO 9000 Quality PrinciplesISO 9000 Quality Principles

Principle 1 Customer focusPrinciple 1 Customer focus

Principle 2 LeadershipPrinciple 2 Leadership

Principle 3 Involvement of peoplePrinciple 3 Involvement of people

Principle 4 Process approachPrinciple 4 Process approach

Principle 5 System approach to managementPrinciple 5 System approach to management

Principle 6 Continual improvementPrinciple 6 Continual improvement

Principle 7 Factual approach to decision makingPrinciple 7 Factual approach to decision making

Principle 8 Mutually beneficial supplier relationshipsPrinciple 8 Mutually beneficial supplier relationships

From:www.iso.org



Principle 1 Customer focusPrinciple 1 Customer focus

Organizations depend on their customers and therefore Organizations depend on their customers and therefore should understand current and future customer needs, should understand current and future customer needs, should meet customer requirements and strive to exceed should meet customer requirements and strive to exceed customer expectations.customer expectations.

[A sample of] Applying the principle of customer focus [A sample of] Applying the principle of customer focus typically leads to:typically leads to: Researching and understanding customer needs and Researching and understanding customer needs and

expectations.expectations. Communicating customer needs and expectations throughout Communicating customer needs and expectations throughout

the organization.the organization. Measuring customer satisfaction and acting on the results.Measuring customer satisfaction and acting on the results.

From:www.iso.org



Principle 2 LeadershipPrinciple 2 Leadership

Leaders establish unity of purpose and direction of the Leaders establish unity of purpose and direction of the organization. They should create and maintain the organization. They should create and maintain the internal environment in which people can become fully internal environment in which people can become fully involved in achieving the organization's objectives.involved in achieving the organization's objectives.

[A sample of] Applying the principle of leadership typically [A sample of] Applying the principle of leadership typically leads to:leads to: Establishing a clear vision of the organization's future.Establishing a clear vision of the organization's future. Setting challenging goals and targets.Setting challenging goals and targets. Establishing trust and eliminating fear.Establishing trust and eliminating fear.

From:www.iso.org



Principle 3 Involvement of peoplePrinciple 3 Involvement of people

People at all levels are the essence of an organization and People at all levels are the essence of an organization and their full involvement enables their abilities to be used for their full involvement enables their abilities to be used for the organization's benefit.the organization's benefit.

[A sample of] Applying the principle of involvement of [A sample of] Applying the principle of involvement of people typically leads to:people typically leads to: People accepting ownership of problems and their responsibility People accepting ownership of problems and their responsibility

for solving them.for solving them. People evaluating their performance against their personal goals People evaluating their performance against their personal goals

and objectives.and objectives. People openly discussing problems and issues.People openly discussing problems and issues.

From:www.iso.org



Principle 4 Process approachPrinciple 4 Process approach

A desired result is achieved more efficiently when activities A desired result is achieved more efficiently when activities and related resources are managed as a process.and related resources are managed as a process.

[A sample of] Applying the principle of process approach [A sample of] Applying the principle of process approach typically leads to:typically leads to: Systematically defining the activities necessary to obtain a Systematically defining the activities necessary to obtain a

desired result.desired result. Establishing clear responsibility and accountability for managing Establishing clear responsibility and accountability for managing

key activities.key activities. Evaluating risks, consequences and impacts of activities on Evaluating risks, consequences and impacts of activities on

customers, suppliers and other interested parties.customers, suppliers and other interested parties.

From:www.iso.org



Principle 5 System approach to managementPrinciple 5 System approach to management

Identifying, understanding and managing interrelated Identifying, understanding and managing interrelated processes as a system contributes to the organization's processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.effectiveness and efficiency in achieving its objectives.

[A sample of] Applying the principle of system approach to [A sample of] Applying the principle of system approach to management typically leads to:management typically leads to: Structuring a system to achieve the organization's objectives in Structuring a system to achieve the organization's objectives in

the most effective and efficient way.the most effective and efficient way. Understanding the interdependencies between the processes of Understanding the interdependencies between the processes of

the system.the system. Continually improving the system through measurement and Continually improving the system through measurement and

evaluation.evaluation.

From:www.iso.org



Principle 6 Continual improvementPrinciple 6 Continual improvement

Continual improvement of the organization's overall Continual improvement of the organization's overall performance should be a permanent objective of the performance should be a permanent objective of the organization.organization.

[A sample of] Applying the principle of continual [A sample of] Applying the principle of continual improvement typically leads to:improvement typically leads to: Employing a consistent organization-wide approach to continual Employing a consistent organization-wide approach to continual

improvement of the organization's performance.improvement of the organization's performance. Providing people with training in the methods and tools of Providing people with training in the methods and tools of

continual improvement.continual improvement. Establishing goals to guide, and measures to track, continual Establishing goals to guide, and measures to track, continual

improvement.improvement.

From:www.iso.org



Principle 7 Factual approach to decision makingPrinciple 7 Factual approach to decision making

Effective decisions are based on the analysis of data and Effective decisions are based on the analysis of data and informationinformation

[A sample of] Applying the principle of factual approach to [A sample of] Applying the principle of factual approach to decision making typically leads to:decision making typically leads to: Ensuring that data and information are sufficiently accurate and Ensuring that data and information are sufficiently accurate and

reliable.reliable. Making data accessible to those who need it.Making data accessible to those who need it. Making decisions and taking action based on factual analysis, Making decisions and taking action based on factual analysis,

balanced with experience and intuition.balanced with experience and intuition.

From:www.iso.org



Principle 8 Mutually beneficial supplier relationshipsPrinciple 8 Mutually beneficial supplier relationships

An organization and its suppliers are interdependent and a An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of mutually beneficial relationship enhances the ability of both to create value.both to create value.

[A sample of] Applying the principles of mutually beneficial [A sample of] Applying the principles of mutually beneficial supplier relationships typically leads to:supplier relationships typically leads to: Establishing relationships that balance short-term gains with Establishing relationships that balance short-term gains with

long-term considerations.long-term considerations. Identifying and selecting key suppliers.Identifying and selecting key suppliers. Establishing joint development and improvement activities.Establishing joint development and improvement activities.

From:www.iso.org


Quality Management SystemQuality Management System

Five (5) Documents:Five (5) Documents:

1.1. A quality policy.A quality policy.

2.2. A quality manual.A quality manual.

3.3. Quality objectives.Quality objectives.

4.4. Quality procedures.Quality procedures.

5.5. Forms, records, etc.Forms, records, etc.

Goetsch & Davis (2006, pages 469-470)Goetsch & Davis (2006, pages 469-470)


Quality Management SystemQuality Management System

Small GroupSmall Group

Going a little further:Going a little further:

Describe each of the five (5) Describe each of the five (5) documents in a Quality documents in a Quality Management System.Management System.

Goetsch & Davis (2006, pages 469-470)Goetsch & Davis (2006, pages 469-470)


Clinivation (at www.clinivation.com) Clinivation (at www.clinivation.com)

Productivity software and solutions for Productivity software and solutions for [organisations involved in] medical [organisations involved in] medical devices, pharmaceuticals, and devices, pharmaceuticals, and diagnostics.diagnostics.

Including a template for a quality manual Including a template for a quality manual that is downloadable from the site by that is downloadable from the site by becoming a member (for free).becoming a member (for free).


Clinivation Quality Manual Clinivation Quality Manual 1.01.0 PurposePurpose2.02.0 ScopeScope

2.12.1 IntroductionIntroduction2.22.2 Company Contact Company Contact

InformationInformation3.03.0 DefinitionsDefinitions4.04.0 ReferencesReferences5.05.0 Quality Policy and Mission Quality Policy and Mission

StatementStatement5.15.1 Quality PolicyQuality Policy5.25.2 Mission StatementMission Statement

6.06.0 Quality System RequirementsQuality System Requirements6.16.1 Management Management

ResponsibilityResponsibility6.26.2 Quality SystemQuality System6.36.3 Contract ReviewContract Review6.46.4 Design ControlDesign Control6.56.5 Document and Data Document and Data

ControlControl6.66.6 PurchasingPurchasing

6.76.7 Control of Customer Supplied Control of Customer Supplied ProductProduct

6.86.8 Product Identification and Product Identification and TraceabilityTraceability

6.96.9 Process ControlProcess Control6.106.10 Inspection and TestingInspection and Testing6.116.11 Control of Inspection, Measuring, Control of Inspection, Measuring,

and Test Equipmentand Test Equipment6.126.12 Inspection and Test StatusInspection and Test Status6.136.13 Control of Nonconforming ProductControl of Nonconforming Product6.146.14 Corrective and Preventive ActionCorrective and Preventive Action6.156.15 Handling, Storage, Packaging, Handling, Storage, Packaging,

Labelling, Preservation, and Labelling, Preservation, and DeliveryDelivery

6.166.16 Control of Quality RecordsControl of Quality Records6.176.17 Internal Quality AuditsInternal Quality Audits6.186.18 TrainingTraining6.196.19 ServicingServicing6.206.20 Statistical TechniquesStatistical Techniques

7.07.0 Organization ChartOrganization Chart


Relationship DiagramRelationship Diagram

Level 2. Quality Manual

Level 3. Quality Procedures

Note: Level 4. Actions and Level 5. Records are embedded in the Quality Procedures.

Pre-Production

Management & Administration

Production & Service Measurement, Analysis and Improvement

• Quality Manager Appointment Procedure• Management Review Procedure• Purchasing Procedure

• Product Design and Development Management Procedure

• Customer Communication and Feedback Procedure

• Product Change Control Procedure

• Safe Design Policy

• Cleanliness of Product Procedure

• Instructions for Use• Labelling Procedure• Final Release Procedure• Tracking Procedure• Packing, Storing and

Transporting Procedures• Promotional Material

Procedure

• Control of Non Conforming Product Procedure

• Preventative Action Procedure• Reportable Events Procedure• Test/Inspection Program• Customer Communication and

Feedback Procedure• Product Change Control

Procedure

Level 1. Quality Policy and Business Objectives


ISO 9001 Quality ProceduresISO 9001 Quality Procedures

ISO 9001 "procedures" may be:ISO 9001 "procedures" may be:Text-based proceduresText-based proceduresFlow-charts aka process mapsFlow-charts aka process mapsCustomer specificationsCustomer specificationsAustralian or International standardsAustralian or International standardsProduct-related legislation (eg mandatory Product-related legislation (eg mandatory

Child Safety incident response.)Child Safety incident response.) It may It may be be paper-based or electronicpaper-based or electronic

From:www.iso.org


ISO 9001 Quality ProceduresISO 9001 Quality Procedures

ISO 9001 Mandatory ProceduresISO 9001 Mandatory Procedures Document control procedureDocument control procedureRecords procedure Records procedure Internal audit procedureInternal audit procedureControl of non-conformance procedureControl of non-conformance procedureCorrective action procedureCorrective action procedurePreventive action procedurePreventive action procedure

From:www.iso.org


Opinions About ISO 9000Opinions About ISO 9000

Inhibitors of Quality:Inhibitors of Quality: The structure of the ISO standard works as a The structure of the ISO standard works as a

disincentive to doing more.disincentive to doing more. ISO 9001 is a pass/fail standard. The certificate gives no ISO 9001 is a pass/fail standard. The certificate gives no

indication whether a company has world-class quality or "just-indication whether a company has world-class quality or "just-barely-- meeting-customer-requirements" quality.barely-- meeting-customer-requirements" quality.

This pass/fail structure breeds a just-enough-to-get-by mentality.This pass/fail structure breeds a just-enough-to-get-by mentality. The inordinate and often unnecessary paperwork burden The inordinate and often unnecessary paperwork burden

that any ISO-auditable change brings with it.that any ISO-auditable change brings with it. Every quality system enhancement triggers enormous Every quality system enhancement triggers enormous

documentation changesdocumentation changes. .

Recommendation: get back to bottom-line, results-Recommendation: get back to bottom-line, results-producing continual improvement efforts instead of producing continual improvement efforts instead of standards policing and paperwork. standards policing and paperwork.

Adapted from Dalgleish (2002)Adapted from Dalgleish (2002)



Perceived Benefits:Perceived Benefits: Improved awareness of problems;Improved awareness of problems; Organisational consistency;Organisational consistency; Improved efficiency/performance; andImproved efficiency/performance; and Improved customer service. Improved customer service.

Adapted from Douglas, Coleman and Oddy (2003)Adapted from Douglas, Coleman and Oddy (2003)



Negatives:Negatives: Organisations that required them to have achieved ISO Organisations that required them to have achieved ISO

9000 to do business were still using organisations that 9000 to do business were still using organisations that had not achieved the standard;had not achieved the standard;

Increased/ complex paper work;Increased/ complex paper work; The standard offers no added value to the organisation; The standard offers no added value to the organisation; Knowledge of organisations that had become certified Knowledge of organisations that had become certified

but clearly did not deserve it; but clearly did not deserve it; The standard was not wholly applicable to the service The standard was not wholly applicable to the service

sector; and sector; and Lack of emphasis on continuous improvement. Lack of emphasis on continuous improvement.




Disputed Past Criticisms of ISO 9000:Disputed Past Criticisms of ISO 9000: Respondents disagreed with the widely held belief that Respondents disagreed with the widely held belief that

ISO 9000 created unnecessary paper work; ISO 9000 created unnecessary paper work; Contrary to the belief that ISO 9000 was too costly, the Contrary to the belief that ISO 9000 was too costly, the

standard was judged to be value for money; standard was judged to be value for money; ISO 9000 was considered the first step on the road to ISO 9000 was considered the first step on the road to

TQM; and TQM; and ISO 9000 was not considered to lead to sub-optimisation ISO 9000 was not considered to lead to sub-optimisation

of performance in the workplace. of performance in the workplace.



TQM & ISO 9000TQM & ISO 9000


Now you know a bit about Now you know a bit about ISO 9000, ISO 9000, close your close your booksbooks and … and …

Describe the relationship Describe the relationship between ISO 9000 and the between ISO 9000 and the TQM approach.TQM approach.




Now you know a bit about Now you know a bit about ISO 9000, ISO 9000, close your close your booksbooks and … and …

Describe the relationship Describe the relationship between ISO 9000 and the between ISO 9000 and the TQM approach.TQM approach.

Open your textbook, and keep going.



ISO 9000 and TQM are not interchangeable.ISO 9000 and TQM are not interchangeable. ISO 9000 can be a sub-set of TQM.ISO 9000 can be a sub-set of TQM. ISO 9000 can be implemented in a non TQM ISO 9000 can be implemented in a non TQM

organisation.organisation. ISO 9000 can improve operations (especially ISO 9000 can improve operations (especially

processes) in a non-TQM organisation.processes) in a non-TQM organisation. ISO 9000 can be redundant in a mature TQM ISO 9000 can be redundant in a mature TQM

organisation.organisation. ISO 9000 and TQM are not in competition.ISO 9000 and TQM are not in competition.



ConclusionConclusionAssignment 2 (again)Assignment 2 (again)Recap of Module 6Recap of Module 6Module IntroductionModule IntroductionWhy Have External Accreditation?Why Have External Accreditation?What is ISO 9000? What is ISO 9000? Quality Management SystemQuality Management SystemOpinions About ISO 9000Opinions About ISO 9000TQM & ISO 9000TQM & ISO 9000


Next WeekNext WeekWeek 8Week 8

“Implementing Total Quality Management”.“Implementing Total Quality Management”.Study GuideStudy GuideGoetsch & Davis (2006)Goetsch & Davis (2006)

Chapter 12. Implementing Total Quality Chapter 12. Implementing Total Quality ManagementManagement

Two (2) electronic journal articles (Proquest) Two (2) electronic journal articles (Proquest)


Questions?Questions?

MGMT 19105

Documents

Transcript of MGMT 19105