uality Management

Introduction Quality Management Quality Management System Quality Management Methods, the ISO 9000 standards Conclusion

In the late 1800s pioneers such as Frederick Winslow Taylor and Henry Ford recognized the limitations of the methods being used in mass production at the time and the subsequent varying quality of outputTaylor established Quality Departments to oversee the quality of production and rectifying of errors, and Ford emphasized standardization of design and component standards to ensure a standard product was produced Quality, as a profession and the managerial process associated with the quality function, was introduced during the second-half of the 20th century, and has evolved since then.

the non-inferiority or superiority of something a perceptual, conditional and subjective attribute may be understood differently by different peopleConsumersthe specification quality of a product/service (how it compares to competitors in the marketplace)Producersmeasure the conformance quality (degree to which the product/service was produced correctly)

Getting people together to accomplish desired goals and objectives Planning, organizing, staffing, leading , facilitating and controlling or manipulating an organization for the purpose of accomplishing a goal. The deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

All management activities and functions involved in determination of quality policy and its implementation Quality ControlQuality Assurance Quality Improvement focused not only on product quality, but also the means to achieve itThe purposeful change of a process to improve the reliability of achieving an outcome.The ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcomeThe planned actions necessary to provide enough confidence that a product or service will satisfy the given requirements for.

A fully documented QMSCondence in the ability of the organisation to deliver the desired product and service consistently meeting their needs and expectations.Internally and externally, optimum cost with efcient use of the available resources , materials, human, technology and information.

Enables an organisation to achieve the goals and objectives set out in its policy and strategy. Provides consistency and satisfaction in terms of methods, materials, equipment, etc, Interacts with all activities of the organisation (the identication of customer requirements and their satisfaction)at every transaction interface.

Product improvementProcess improvement People based improvementQuality Function Deployment QFD6, Six Sigma Total Quality Management TQMISO 9000 Standards

ISO 9000 a family of standards for quality management systems maintained by ISO and administered by accreditation and certification bodiesCertification to an ISO 9001 standard does not guarantee any quality of end products and services; rather, it certifies that formalized business processes are being applied.

The quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series Eight quality management principles The collective experience and knowledge of the international experts who participate in ISO Technical CommitteeA framework to guide the organizations towards improved performance

Organizations depend on their customersunderstand current and future customer needsmeet customer requirements strive to exceed customer expectationsshould

Increased revenue and market share obtained through flexible and fast responses to market opportunities.

Increased effectiveness in the use of the organization's resources to enhance customer satisfaction.

Improved customer loyalty leading to repeat business.

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

People will understand and be motivated towards the organization's goals and objectives.

Activities are evaluated, aligned and implemented in a unified way.

Miscommunication between levels of an organization will be minimized.

Peoplethe essence of an organization their full involvement enables their abilities to be used for the organization's benefit.

Motivated, committed and involved people within the organization.

Innovation and creativity in furthering the organization's objectives.

People being accountable for their own performance.

People eager to participate in and contribute to continual improvement.

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

Lower costs and shorter cycle times through effective use of resources Improved, consistent and predictable results Focused and prioritized improvement opportunities

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

Integration and alignment of the processes that will best achieve the desired results. Ability to focus effort on the key processes. Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization

Continual improvement of the organization's overall performanceshould

Be a permanent objective of the organization.

Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organization's strategic intent. Flexibility to react quickly to opportunities

The analysis of data and information Effective decisions

Informed decisions. An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions

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

Increased ability to create value for both parties. Flexibility and speed of joint responses to changing market or customer needs and expectations.

Optimization of costs and resources.

A QMS enables an organisation to achieve the goals and objectives set out in its policy and strategy The ISO 9000 standards is the common system used for quality management. Its principles can be used by senior management as a framework to guide their organizations towards improved performance However, its application are restricted to the external use meaning the customers. To ensure an internal quality management, the TQM is the most used system that when combined with effective leadership results in an organisation the right things right, first time

Quality in business, engineering and manufacturing has a pragmatic interpretation as the non-inferiority or superiority of something. Quality is a perceptual, conditional and somewhat subjective attribute and may be understood differently by different people. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace. Producers might measure the conformance quality, or degree to which the product/service was produced correctly.*Management in all business and human organization activity is simply the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, facilitating and controlling or manipulating an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

*Quality management can be considered to have three main components: quality control, quality assurance and quality improvement. Quality management is focused not only on product quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the purposeful change of a process to improve the reliability of achieving an outcome.Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome.Quality Assurance is the planned or systematic actions necessary to provide enough confidence that a product or service will satisfy the given requirements for.

*A qms can be defined as A set of co-ordinated activities to direct and control an organisation in order to continually improve the effectiveness and efciency of its performance.main thrust of a QMS is in dening the processes, which will result in the production of quality products and services, rather than indetecting defective products or services after they have been produced.

*A fully documented QMS will ensure that two important requirements are met:The customers requirements condence in the ability of the organisation to deliver the desired product and service consistently meeting their needs and expectations. The organisations requirements both internally and externally, and at an optimum cost with efcient use of the available resources materials, human, technology and information.

*An organisation will benet from establishing an effective quality management system (QMS). A QMS enables an organisation to achieve the goals and objectives set out in its policy and strategy. Itprovides consistency and satisfaction in terms of methods, materials, equipment, etc, and interacts with allactivities of the organisation, beginning with the identication of customer requirements and ending withtheir satisfaction, at every transaction interface.

*There are many methods for quality improvement. These cover product improvement, process improvement and people based improvementQFD quality function deployment, also known as the house of quality approach.Six Sigma 6, Six Sigma combines established methods such as statistical process control, design of experiments and FMEA in an overall framework.TQM total quality management is a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige ISO 9000 WHICH IS a family of standards for quality management systems.*ISO 9000 is a family of standards for quality management systems. ISO 9000 is maintained by ISO, the International Organization for Standardization and is administered by accreditation and certification bodies. The rules are updated, as the requirements motivate changes over time.A company or organization that has been independently audited and certified to be in conformance with ISO 9001 may publicly state that it is "ISO 9001 certified" or "ISO 9001 registered". Certification to an ISO 9001 standard does not guarantee any quality of end products and services; rather, it certifies that formalized business processes are being applied.Although the standards originated in manufacturing, they are now employed across several types of organizations. A "product", in ISO vocabulary, can mean a physical object, services, or software.

*This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee, which is responsible for developing and maintaining the ISO 9000 standards.

*Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. Applying the principle of customer focus typically leads to: Researching and understanding customer needs and expectations. Ensuring that the objectives of the organization are linked to customer needs and expectations. Communicating customer needs and expectations throughout the organization. Measuring customer satisfaction and acting on the results. Systematically managing customer relationships. Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).

*Key benefits: Increased revenue and market share obtained through flexible and fast responses to market opportunities. Increased effectiveness in the use of the organization's resources to enhance customer satisfaction. Improved customer loyalty leading to repeat business.

*Principle 2: Leadership Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Applying the principle of leadership typically leads to: Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole. Establishing a clear vision of the organization's future. Setting challenging goals and targets. Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. Establishing trust and eliminating fear. Providing people with the required resources, training and freedom to act with responsibility and accountability. Inspiring, encouraging and recognizing people's contributions.

*Key benefits:People will understand and be motivated towards the organization's goals and objectives. Activities are evaluated, aligned and implemented in a unified way. Miscommunication between levels of an organization will be minimized. *Principle 3: Involvement of people People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.Applying the principle of involvement of people typically leads to: People understanding the importance of their contribution and role in the organization. People identifying constraints to their performance. People accepting ownership of problems and their responsibility for solving them. People evaluating their performance against their personal goals and objectives. People actively seeking opportunities to enhance their competence, knowledge and experience. People freely sharing knowledge and experience. People openly discussing problems and issues. *Key benefits: Motivated, committed and involved people within the organization. Innovation and creativity in furthering the organization's objectives. People being accountable for their own performance. People eager to participate in and contribute to continual improvement. *Principle 4: Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process.Applying the principle of process approach typically leads to:Systematically defining the activities necessary to obtain a desired result. Establishing clear responsibility and accountability for managing key activities. Analysing and measuring of the capability of key activities. Identifying the interfaces of key activities within and between the functions of the organization. Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization. Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties.

*Key benefits:Lower costs and shorter cycle times through effective use of resources. Improved, consistent and predictable results. Focused and prioritized improvement opportunities. *Principle 5: System approach to management Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives. Applying the principle of system approach to management typically leads to:Structuring a system to achieve the organization's objectives in the most effective and efficient way. Understanding the interdependencies between the processes of the system. Structured approaches that harmonize and integrate processes. Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers. Understanding organizational capabilities and establishing resource constraints prior to action. Targeting and defining how specific activities within a system should operate. Continually improving the system through measurement and evaluation.

*Key benefits: Integration and alignment of the processes that will best achieve the desired results. Ability to focus effort on the key processes. Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization.

*Principle 6: Continual improvement Continual improvement of the organization's overall performance should be a permanent objective of the organization. Key benefits: Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organization's strategic intent. Flexibility to react quickly to opportunities. Applying the principle of continual improvement typically leads to:Employing a consistent organization-wide approach to continual improvement of the organization's performance. Providing people with training in the methods and tools of continual improvement. Making continual improvement of products, processes and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track, continual improvement. Recognizing and acknowledging improvements.

*Key benefits: Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organization's strategic intent. Flexibility to react quickly to opportunities.

*Principle 7: Factual approach to decision making Effective decisions are based on the analysis of data and information Applying the principle of factual approach to decision making typically leads to: Ensuring that data and information are sufficiently accurate and reliable. Making data accessible to those who need it. Analysing data and information using valid methods. Making decisions and taking action based on factual analysis, balanced with experience and intuition.

*Key benefits: Informed decisions. An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions.

*Principle 8: Mutually beneficial supplier relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value Applying the principles of mutually beneficial supplier relationships typically leads to: Establishing relationships that balance short-term gains with long-term considerations. Pooling of expertise and resources with partners. Identifying and selecting key suppliers. Clear and open communication. Sharing information and future plans. Establishing joint development and improvement activities. Inspiring, encouraging and recognizing improvements and achievements by suppliers.

*Key benefits: Increased ability to create value for both parties. Flexibility and speed of joint responses to changing market or customer needs and expectations. Optimization of costs and resources. . **