6. iso 9000 - implementation.ppt

7/27/2019 6. ISO 9000 - Implementation.ppt

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ISO 9000

ImplementationImran Hussain


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ISO 9000: 1994 Clauses

1. Management Responsibility

2. Quality System

3. Contract Review

4. Design Control5. Document Control

6. Purchasing

7. Purchaser Supplied Product

8. Product Identification and Traceability9. Process Control

10. Inspection and Testing


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ISO 9000: 1994 Clauses

11. Inspection Measuring and Test Equipment

12. Inspection and Test Status

13. Control of Non-Conforming Product

14. Corrective Action15. Handling, Storage, Packaging and Delivery

16. Quality Records

17. Internal Quality Audits

18. Training19. Servicing

20. Statistical Techniques


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ISO 9000:2000 Clauses

1. Quality Management System

2. Resource Management

3. Product or Service Realization4. Management Responsibility

5. Measurement, Analysis and Improvement


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ISO 9000: 2000

Quality Management System


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Quality Management System

DocumentationStandard

ISO 9000

Quality Manual

Quality System Procedures

Work Instructions

Forms

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

Policy Statement, Commitment,

Organisation, Responsibilities

Company Practices, Interfaces

Written Instructions

to Control Tasks

Quality

Records

Sales Design Purchasing Manufacturing Accounts Personnel After Sales


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Why have a Quality Policy?


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Need for Quality Policy

All organizations have in mind some principles,beliefs which are their broad guides tomanagerial conduct

These guides rest on a philosophical and ethicalbase

They concern important issues and are intended

to have a long life, i.e. to act as a stabilizer Such principles and beliefs are referred to as a

Quality Policy


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Need for Quality Policy

When organizations grow, there are different managers

working under which various employees are working

Things need to be defined at that stage as things start

becoming ambiguous As the unwelcome incidents accumulate, there arises a

growing urge to think through, write out, and publish

quality policies to serve as guides to managerial action


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Advantages of Policies

It provides insiders and outsiders with a new, superiorform of predictability, i.e. a written guide to managerialaction

It forces the organization to think about quality

problems to a depth never before achieved. before youwrite it down, you must think it out

It establishes legitimacy and can be communicated in anauthoritative, uniform manner

It permits practices to be audited against that policy


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Disadvantages of Policies

Major disadvantage is work involved

Some managers think that written policies tend

to restrict innovation and to narrow the range of

action available to adapt to changing conditions


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Corporate Quality Policies

As a company grows, it becomes evident that no oneset of quality policies can fit all company activities

This problem is solved by creating several levels ofquality policy out of which one is corporate policy

which usually consists of The purpose of writing and publishing quality policies

A brief statement of corporate intent

The minimal actions to be taken by the company divisionswith respect to quality

Interdivisional relationships concerning quality

Relationship of quality policies to other company policies


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A delegation of authority to subordinate company

organization units to establish subsidiary quality policies

appropriate to their needs

Summary statement It is the policy of the company to provide products and

services of a quality that meet the initial and continuing needs

and expectations of customers in relation to the price paid

and to the nature of competitive offerings, and in doing so, tobe the leader in product quality reputation


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Importance of quality

Leadership in quality has top priority

Quality shall be given equal priority to costs and delivery

Quality competitiveness Equal or exceed competitive quality

Be of the highest quality

Customer relations Provide customer satisfaction

Meet customer perception of good quality


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Internal Customers

We regard the receivers of our work results as customers

whose needs are important to understand and satisfy

Work Force Involvement Our policy is to foster a spirit of pride among employees

regarding the companys quality performance

Quality improvement

Resources will be allocated primarily to the prevention of

defects and corrective action will be focused on rot-cause

identification and elimination


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Divisional Quality Policies

The same design shall be used in all factories

making a specific product.

Quality of design shall be used in all factories

making a specific product


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Quality Policies for Functional Areas

Many of the policies are prepared to provide guidance

to managers in specific functional departments such as

product development, manufacturing and marketing

New product introduction Design reviews shall be conducted with customer, market

and regulatory bodies in order to ensure the compliance of

the design for quality

Suppliers We seek to establish long-term, open relations with our

suppliers


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Quality Policies for Functional Areas

Manufacturing

Manufacturing process capability must be verified during the

product development cycle

Production Involvement and a spirit of pride will be fostered among

employees by encouraging ideas and resolutions regarding the

companys quality performance

Customer service Service operations shall be conducted so as to minimize

customers shutdowns


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Quality Objectives

An objective is an aimed-at-targetan

achievement toward which effort is extended.

Quality objective is an aimed-at-quality target

Quality objectives should be quantifiable in

nature (measurable) - SMART


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Objectives vs. Policies


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Objectives vs. Standards


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Implementing ISO 9000:2000

Awareness Training

Establish a Team

Establish ISO 9000 Status

Prepare Action Plan

Track Action Plan

Present Status of Action Plan

ISO 9000 Readiness Assessment

Contact Registrar (Certification Body)

Official ISO 9000 Audit

Continuous Improvement

Celebrate!


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ISO 9000:2000 Clauses

1. Quality Management System

2. Resource Management

3. Product or Service Realization4. Management Responsibility

5. Measurement, Analysis and Improvement


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Quality Management System (QMS)

Concerned with the documentation and

management of the QMS

Sub-clauses:

Quality Manual

Control of documents

Control of records


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Management Responsibility

Concerned with the responsibility of management in

the implementation of the quality system

Sub-clauses:

Management commitment Customer focus

Quality policy

Planning

Responsibility, authority, and communication

Management review


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Resource Management

Concerned with the provision of resources

needed to implement the QMS

Sub-clauses:

Provision of resources

Human resources

Infrastructure

Work environment


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Product or Service Realization

Concerned with the provision of processes to implement the product orservice

Sub-clauses: Planning of product realization

Customer related processes

Customer requirements Customer communication

Design and development

Control of changes

Purchasing process

Production and service provision

Validation of processes Identification and traceability

Customer property

Preservation of product

Control of measuring and monitoring devices


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Measurement, Analysis and

Improvement

Concerned with the establishment of a measurement program tomeasure QMS performance and to identify problems

Sub-clauses: Measurement of customer satisfaction

Internal audits Measurement and monitoring of processes

Measurement and monitoring of product

Control of nonconformity

Analysis of data

Continual improvement Corrective action

Preventive action


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References

Software Quality Management and ISO 9001, by

Michael Jenner, Ch. 1, 2

A Practical Approach to Software Quality, by

Gerard ORegan, Ch. 3

6. iso 9000 - implementation.ppt

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