Quality Management Essential

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Jan 2012 Local knowledge International experience Focused on success

Contents

Quality Management System

Essential

1. Introduction, aims and objectives2. Module 1 : Understanding the Need for Quality Management What is Quality Management?

3. Module 2: Understanding Processes, Identifying Requirementsand Prevention in our work What Does Customer Want? How Do We Deliver What the Customer Wants?

How Do We Cause Quality?4. Module 3: Understanding Measurement to Improve Result Tools for measuring process Price of Non Conformance


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Introduction


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Module 1

Understanding the Need forQuality Management


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Purpose

Quality Management System

Essential

To understand the Quality Management Systemand how it will help us improve our work and

make us successful


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Vision - Policy

VISION

VALUES

POLICIES

OBJECTIVES

TARGETS

TARGETS

TARGETS

Action Plans

Action Plans

Action Plans

Action Plans

How are targets achieved

through action plans


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What is Quality

The degree to which a set of inherentcharacteristics fulfill requirements

(ISO 9001:2008)


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QA or QC

Quality Control (QC) is a procedure or set of procedures intended to ensure that

a manufactured product or performed service adheres to a defined set of

quality criteria or meets the requirements of the client or customer. QC is

similar to, but not identical with, quality assurance (QA).

Quality Assurance is defined as a procedure or set of procedures intended to

ensure that a product or service under development (before work is complete,

as opposed to afterwards) meets specified requirements. QA is sometimesexpressed together with QC as a single expression, quality assurance and

control (QA/QC).


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What is Quality Management

A system to establish policy, objectives andachieve those objectives with regards to

quality

(ISO 9001:2008)


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Module 2

Understanding Processes andIdentifying Requirements


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What does customer want


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All work is process

A series of actions that produces a result

Services

or Product

Flow of Activities


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Work Transaction

CustomerCustomerSupplierSupplier


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Supplier Customer

Relationship

CustomerCustomerSupplierSupplier

Req

uirements

Req

uirements


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Basis For Success When We Work:

Meeting Agreed Requirements

OUTPUT: CUP OF COFFEE

Supplier

Requirements:

With milk

Two sugars

Hot

Served at

10 am

Customer


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The Definition of Quality is:

Conformance to requirements

Not goodness

(Philip Crosby)


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Workshop 1

- My Customer -

See handout page 7


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How Do We Deliver

What the Customer Wants?

Process Flow


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Process Scope

Final

Activit

y

For the purpose of analysis

Initial

Activity


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Output

CUSTOMERSOUTPUTSREQUIRE-

MENTS


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PROCESS NAME

PROCESS FLOW

PROCESS

SCOPE

INITIAL ACTIVITY

FINAL ACTIVITY

Materials

Information

97 8 64 5

3

1

2

INPUTS SUPPLIERS REQUIREMENTS OUTPUTS CUSTOMERS REQUIREMENT S


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Facility and Equipment

Facilities &

Equipment

Who

Provides Requirements


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Training and Knowledge

Training &

Knowledge

Who

Provides Requirements


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Procedures

Procedures

Who

Defines Requirements


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Performance Standard

Performance

Standards

Who

Defines Requirements

Quality

Cost

Schedule


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Process Model Worksheet

28

PROCESS OutputInputs

Equipment/Facil

ities

Performance

Standard

Procedures

Training/

Knowledge

CustomerRequirements


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Workshop 2

- My Process -

See handout page 14


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5. How Do We Cause Quality?

The system for causing quality

is prevention, not inspection


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Four Stage to Implement

Prevention

1. Define the output

2. Define the process3. Proof

4. Operate and manage


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Define the Output


MENTS

Process


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Define the Process

SUPPLIERSINPUTSREQUIRE-

MENTS

Process

PERFORMANCE

STANDARDS PROCEDURES

FACILITIES &

EQUIPMENT

TRAINING &

KNOWLEDGE

Materials

Information


MENTS


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Proof

Establishing criteria for success

Running process trials

Evaluating process and productresults based on criteria


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Operate and Manage

Process Control

Process

with

RequirementMeasurement

Action Comparison


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Module 3

Understanding Measurement

to Improve Result


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Why we Measure


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Charts


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Check Sheet

PROCESS:

Requirement(s)

Nonconformances

Activity:

Notes:

Date Date Date Date Date


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Bar Chart

Number of Lost Jobs25

20

15

10

5

0


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Run Chart

40

30

20

10

1 2 3 4 5 6 7Weeks

Activity597 614 586 635 617 846 557

Nonconformances


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Pareto Analysis


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Price of Non Conformance

Price of Nonconformance

What it costs to

do things wrong

(Averages 20 30%)


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Other Expenses

What it costs to

get things done right

the first time

Price of Conformance

(Averages 10 20%)

Error

Free

Costs

Price of Nonconformance

(Averages 20 30%)


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Workshop 4

- Measurement and PONC

See handout page 25


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LCI Management System

Learning KIT

1. Documentation structure2. Procedure Format3. Monthly Quality Report4. CPAR Form and Mechanism


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Q&A

Quality Management Essential

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