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Welcome

QUALITY MANAGEMENT

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Program first day• Introduction BSC Kragujevac

• Introduction participants

• Training agreement

• Program of the week

• Introduction topic of the day

• Working in groups

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Maja Pešić-Rakanović

Kraljevo, 1972

Diplomirani menadžer & IT inženjer

Postgratuated study of management - UN university

Registred EOQ quality manager/auditor

11 years as consultant for management systems

Process manager

Lecturer for management

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Introduction of participants• Name, education, experience

• Expectation of the training

• Elevator pitch on Business idea

• Take 5 minutes to prepare

• Total time to present: 1 minute!

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Elevator Pitch (60 seconds)• Catch attention• Pitch

– What is your product or service?– Who is your market?– How will you make money?– Who is behind company?– Competition?– Competitive advantage?

• Show your passion

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Training agreement• Confidentiality• Attend whole week• Switch off mobile phones• Only one person talk at one moment• Every participant gives at least 1 presentation, • Questions on own idea individual after 20.00 hours

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Working in groups• Group tasks

• Group formation

• Choice of virtual idea: – Own idea is confidential– Selection of sector where to find idea

• Brainstorming

• Selection of idea

• Giving and receiving feedback

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Group tasks• Leader / chairman of the day

• Presenter– End of day: 5 minute presentation– Change per day: each participant 1 time– Choose topic per person: Idea, marketing,

business concept, finances, summary

• Complete worksheet per day

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Tips for working successfully in a group

• Meet people properly • Make sure everyone knows the names for better

interaction • Take a care about timing• Make sure everyone reads and understands all the

directions

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BE CREATIVE!!!

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Understanding of Quality

• Quality is(not) free!!!• Are you sure???

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QUALIY IS FREE!

IT is NOT a GIFT!!! ....

But... IT'S FREE

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Lifesaving Techniques for ISO Implementation

• How to avoid trouble in the depths of ISO Implementation

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Diving In

• Hazards in the Water

• Winning the Race

• Continuing Workouts

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Diving In

• Over coming fear of the water.

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It is too cold!

• No one wants to jump into a cold, empty pool.

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Management must make sure the water is warm.

• Managers: Get in first.

• Commit to the project, and make your commitment visible.

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Management:

• Get in first by…– Learning about ISO– Planning the project and assigning

responsibilities

• Make your commitment visible by…– Providing resources– Rewarding participation in the ISO project

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Management:

• These points may seem obvious - but the biggest obstacle quoted by a registrar is:

Management buy – Management buy – in and supportin and support

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Management has prepared the way, and yet many still don’t

want to dive in...

• "I’m happy where I am, why should I do anything different?"

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Make the water inviting

• People won’t want to get in on the project unless they know what it means to them and to their job.– Explain why ISO is important to the

company.– Explain how it will make their job easier.– Explain how their job will be different.– And how it will be the same.

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Understand that employees may feel threatened.

• "If I document everything I do, will I still have value?"

• "What is this corrective action? It sounds like going to the principals office."

• "Someone is going to audit my performance?"

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Remove the threat

• Involve employees in the development process.

– To modify or develop processes to meet the standard use the people that are currently involved in the process.

– Train all staff on the corrective action and internal audits; emphasize the focus on improving the process.

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Watch out for hazards in the water:

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The company doesn’t know how to swim

• Provide swimming lessons.

• A general introduction to ISO 9000 is necessary for all staff.

• Consider more advanced training for the project manager and other people driving the project.

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Misinterpretation of the Standard

• Leads to wasted efforts and time.– Having to redesign processes numerous

times.– Over Implementing the standard -

requiring too much in your system.– Uncovering major nonconformances

during your audit, delaying your registration.

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Use a coach

• Consider using a consultant– To help plan your project.– To help interpret the standard.– To allow you to benefit from experience.– To watch your timeline.

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Drowning in Detail…

• "The purpose of this procedure is to document the aforementioned activities, herin after referred to as the prescribed tasks in terms that preclude their execution in an inconsistent manner, wherin such inconsistency may potentially result in the prescribed tasks delivering a result that is not repeatable or reproducible."

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And poorly written procedures

• Why use ten words when one will do?– "The items hereinunder referenced in

some cases fell excessively outside normal parameters."

– "The procedures contained herin are applicable to all operations in the following departments within their functional ambit."

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Make procedures user friendly

• Use short sentences starting with a verb.

• Avoid using the passive voice. Make it clear who is performing the task.

• Use white space for easy reading.

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DocumentationToo Much? Too Little?

• Too Much:– Work instructions written for virtually

everything.– Overlap and repetition - Including a

process in more than one work instruction.

• Too little:– Lack of work instructions where the

process affects the quality of the product.

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Documentation

• Remember that the goal here is consistency for your processes.

• If two trained employees were to perform this task, would they do it the same way?

• If the answer to this is "Maybe not" a work instruction is appropriate.

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Departments that are "Different"

• Do you have a department that needs "artistic license" to do their work?

• You may encounter some resistance to documenting procedures in these areas.

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Help them see how the procedure can work for them.

• It is important to demonstrate to these departments that the process should be consistent.

• The creativity takes place within the process.

• Document the procedure to describe the steps that must be followed, but not to prescribe the detail of their job.

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Your project gets out of control

• Teams are not meeting the timeline.

• Overlapping processes are not coordinated.

• Teams are going in different directions.

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Use a steering team

• Have decision makers and resource providers on the team.

• The team must:– Monitor the timeline– Remove obstacles– Provide resources– Coordinate efforts between different

groups

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Employees are not aware of progress.

• As the project goes on, employees hear less and less about progress.– Only those involved are aware of new

processes.– It appears as though the project has

come and gone.– New processes are only documents, not

a change in practice.

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Celebrate• Involve employees and keep the project

visible by celebrating progress and success.– Get togethers– Food– Employee recognition– Newsletters to communicate

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Someone removed from the process is writing procedures.

• The procedure is unrealistic. It will not be successfully implemented.– The procedure is idealistic, not practical.– The procedure has failed to address key

issues for the process.– The opportunity to address difficulties in

the process.

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Purchasing

Corrective ActionDocument Control

Training

Design Control

And the usual suspects

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The usual nonconformances:

• Design Control

• Document Control

• Purchasing

• Equipment

• Corrective Action

• Training

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Winning the race

Registration

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Be prepared for your audit:

• Complete one cycle of internal audits.

• Complete one management review.

• Have approximately 3 months of records.

• Have a minimum of one design project documented start to finish.

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Be prepared for your audit:

• Make all employees aware of the audit.

• Let them know what to expect.

• Do a "Sweep" of your facility for uncalibrated equipment and uncontrolled documents.

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Going the distance

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Are you swimming or treading water?

• The system is too complicated, and becomes static.– The system may have been built as the

ideal system, not a reflection of what is actually done.

– Employees become stalled, confused.

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Simplify

• Don’t be afraid to make changes to the system. Simplify the procedures.– Don’t expect the system to be perfect

immediately.– Get feedback from employees involved

with the process to make changes.

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Is Management Review Effective?

• Management review becomes ineffective

– Evaluate the data that is provided. Is it enough to communicate to management how the quality system is working?

– Is management assigning action items and following up on them?

– Is management devoting enough time to management review?

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Are Internal Audits Effective?

• Internal audits become ineffective– Is management committed?

– Are employees available for the audit? • Auditees• Auditors

– Is it always the same person auditing?• It may be time for a change, new people

mean new perspectives.

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Follow the example of experienced swimmers

• Workout

• Never swim alone

• Follow the Rules

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Workout

• Use the system that you have built.

• Implement corrective actions.

• Emphasize the importance of• Corrective Action• Management Review • Internal Audits

• Continue training.

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Never swim alone

• The system cannot be the responsibility of one person.– Assign responsibilities to a variety of

peopleDon’t assume that the Quality Manager has to be

responsible for everything.

– Use others as coordinators for Corrective action, Training Records, Equipment,

Quality Records and Internal Audits.

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Follow the Rules

• Keep the water warm

• Management must get in first

• Provide swimming lessons

• Use a coach

• Make procedures user friendly

• Include "creative" departments

• Use a steering team

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Follow the Rules

• Celebrate and communicate.

• Involve the people performing the process.

• Watch out for the usual nonconformances.

• Prepare for your audit.

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Enjoy Your Success!