Download - Iso and tqm
Total Quality Management(TQM)
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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
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WWII
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Quality is Control & Inspection
“Quality” became associated with “conformance” rather than
“improvement” and “quality assurance” meant that
“conformance is assured” through inspection.
Quality History
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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.
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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.
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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
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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
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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
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The Wheel of Continuous Improvement
W. Edwards Deming
PDCA Cycle is an approach to process analysis and improvements in four logical steps.
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W. Edwards Deming
Fish Tail Diagram
“People in the System Must Cooperate With One Another”
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• 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…
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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
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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
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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
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» 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
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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
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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
Quality Management System
QMS Model Structure
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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
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PRODUCT REALIZATION
Does QMS covers Whole Organization ??
Human Development
Finance
Business Development
Tendering & Estimating
Commercial & Procurement
Project Operations
CEO
COO
Management Committee
QA/QC
Quality Management System
IT
Design & Technical Health & Safety
Environmental
Anyone Missing???
HR & Admin
CONQUAS
Audits
Surveys & Feedbacks
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Quality
Health & Safety
Environmental
CUSTOMER SATISFACTION
Total Quality Management
ISO 9001 : 2008
ISO 18001 : 2007
ISO 14001 : 2004
QMS
OHSAS
EMS
INTEGRATED MANAGEMENT SYSTEM
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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
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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
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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
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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