1. ISO 9001 : 2000 ISO 9004 : 2000 Agustini West Coast University (ISO : International Organization for Standardization’s)
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4. EXPECTED QUALITY by the Customer PLANNED QUALITY by the Company PRODUCED QUALITY by the Company PERCEIVED QUALITY by the Customer Measurement of the Performance of the Company Me a sure ment of the Client’s satisfaction The ISO 9000:2000 requirements
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9. Basic process model MANAGEMENT ACTIVITIES ENABLERS CUSTOMER INPUTS CUSTOMER SATISFACTION DESIRED OUTPUTS
10. The 9 criteria of the EFQM Model The percentages were established following a wide ranging survey to collect views We acknowledge here the key role of leadership, policy and strategy, the management of people and the management of partnerships and resources. EFQM : European Foundation for Quality Management Innovation and Learning Leadership 100 points (10%) Processes 140 points (14%) Key Performance Results 150 points (15%) People 90 points (9%) Policy and Strategy 80 points (8%) Partnerships & Resources 90 points (9%) People Results 90 points (9%) Customer Results 200 points (20%) Society Results 60 points (6%) Capacity 500 points (50%) Results 500 points (50%) Results Enablers
11. Process Model (ISO 9001:2000) Management responsibility Measurement , analysis , improvement Resource management QUALITY MANAGEMENT SYSTEM CONTINUAL IMPROVEMENT OF C u s t o m e r R e q u i r e m e n t s C u s t o m e r Product realization Input Output Product S a t i s f a c t i o n
12. Process Model (ISO 9004:2000) Management responsibility Measurement , analysis , improvement Resource management QUALITY MANAGEMENT SYSTEM CONTINUAL IMPROVEMENT OF R e q u i r e m e n t s Product realization Input Output Product S a t i s f a c t i o n I n t e r e s t e d P a r t i e s I n t e r e s t e d P a r t i e s
24. Analysis of Data Organizational Objectives Customer requirements Statutory & regulatory requirements Defect rate and customer returns QMS controls Purchasing Examples of objectives set by the Organization
25. Analysis of Data Examples of results recorded by the Organization Organizational Results Customer satisfaction Statutory & regulatory compliance Quality system metrics Inspection and test Supplier performance Organizational Objectives Customer requirements Statutory & regulatory requirements Defect rate and customer returns QMS controls Purchasing
26. Effectiveness of the QMS Organizational Objectives Organizational Results The gap measures the lack of effectiveness of the quality management system. The narrower the gap, the more effective the QMS. Things are looking good! 0 0 100 100
27. Effectiveness of the QMS Organizational Objectives Organizational Results Management should get a wake up warning! The gap measures the lack of effectiveness of the quality management system. 0 0 100 100
28. Effectiveness of the QMS Organizational Objectives Organizational Results The Organization is in trouble! The gap measures the lack of effectiveness of the quality management system.
29. Improvement in the QMS Organizational Objectives Organizational Results Improvement can also be measured % 100 75 50 25 0 Improvement in the QMS
30. Improvement in the QMS Organizational Objectives Organizational Results Customer Focus Corrective Action Procurement Improvement Initiatives These actions may cause the organization to revise its objectives .
31. Management Review The improvement processes are also evaluated during management review meetings and appropriate action taken. Which may cause the organization to again revise its objectives. Organizational Objectives Organizational Results 0 0 100 100 Customer Focus Corrective Action Procurement Improvement Initiatives Management Review
Organizations at different needs levels ISO 9001 - certified ISO 9001 - customer requirement Certified, now what? > Return on ISO 9001 QMS > ISO 9004 towards performance improvement Possible to advance from ISO 9001 to ISO 9004 within same basic structure. Each standard can be used alone.
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Major changes in standards writing process Was: annual or twice yearly meetings paper circulation work done at meetings Now: user/customer survey as input project management approach use of new technologies accelerated schedule > offline work
You are probably asking yourself why it is so important to implement a QMS. It seems like a lot of trouble with all the documentation and record keeping that has to be done. But over the years that quality management systems have been in effect, businesses find that a QMS provides a better product and a better company. This concludes the training that compares vertical management with a QMS . Please review the handouts “Employee Motivation, the Organizational Environment and Productivity”, ”Industrial Management and Technology”, and “Leadership Styles and Problem Solving”. Work alone or with your group to identify more characteristics of Vertical Management Style and a Quality Management System. Link to “Employee Motivation, the Organizational Environment and Productivity” Link to ”Industrial Management and Technology” Link to “Leadership Styles and Problem Solving”
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