Introduction to Quality Management

Introduction to Quality management

You have the

“official” You tell me…
definition, BUT… what does
quality mean to
you?

2
Introduction to Quality management

“degree to which a
set of inherent
characteristics
fulfils
requirements”

3
Introduction to Quality management

►So, which person, or group of people defines

whether an organisation delivers quality, or not?

4
 Differences in quality

►In that case, which is of a better quality?

5
Introduction to Quality management

►So, if the quality is

good for both, how
would you define the
difference?

6
Introduction to Quality management

Grade
Category or rank given to
different quality
requirements for
products, processes or
systems having the same
functional use
Grade is inherent in the
Ref.: ISO 9000:2005 product and may be
altered by changes in
specification

7
Introduction to Quality management

What is the need for a

a quality management
System for any organization… ?

8
Introduction to Quality management

►Because they need to be as

near to the centre as possible
when aiming at the moving
target we call quality

9
Introduction to Quality management

►How do you think that ISO 9001:2015 could help?

10
Introduction to Quality management

9001:2015
From ISO 9000:2005

 Customer focus
 Customer focus
 Leadership
 Leadership
 Involvement of people
 Engagement of people
 Process approach
 Process approach
 System approach to management
 Improvement
 Continual improvement
 Evidence-based Decision making
 Factual approach to decision making
 Relationship Management
 Mutual beneficial supplier relationships

11
1.Customer focus

CUSTOMER Organizations depend on their

J
customers

But never forget

the other
Quality of interested parties
Product / Service

SHAREHOLDERS SUPPLIERS SOCIETY EMPLOYEES

J JJJ
Return on
investment
Business
Continuity
Responsible
Behavior
Personal
Development

The primary focus of quality management requirement is to meet customer

requirements and to strive to exceed customer expectations
12
2.Leadership
Objectives
Strategies, policies,
processes and resources

Leaders provide:
Unity of purpose
Direction
Engagement,

Statement – Leaders at all levels establish unity of purpose and

direction and create conditions in which people are engaged in
achieving the quality objectives of the organization

13
3.Engagement of people

People are the essence of the organisation

Statement:-It is essential for the organization that all people are
competent, empowered and engaged in delivering value

Their full involvement and engagement enables using their abilities to the
benefit of the organisation

14
4.Process approach

PROCESS
EFFECTIVENESS
Extent to which planned
CONTROLS activities are realised and
planned results achieved

PROCESS
“set of interrelated or
INPUT interacting activities OUTPUT PRODUCT
which transforms
inputs into outputs

PROCESS EFFICIENCY
Relationship between the
RESOURCES result achieved and the
resources used

Statement : Consistent and predctable results are achieved

more effectively and efficiently when activities are understood
and managed as interrelated processes that function as a
coherent system

15
4.Process approach in managing a system

Determining, R R
understanding and I
managing interacting I Process O I Process
O
and interrelated A B
R R
processes as a I
I
system contributes to C C
the organisation’s I Process Process O
effectiveness and C O I D
efficiency in achieving
I
its objectives
C C

I = INPUT
O = OUTPUT
R = RESOURCES
C = CONTROLS

16
5.Improvement

Statement :-Successful organizations have an on-going focus on improvement.

The methodology known as “Plan-Do-Check-Act” can be applied to all processes of the QMS

Act: take actions to Plan: establish objectives

improve process
and processes necessary to
performance
deliver results in accordance
with customer requirements
and the organisation’s
policies
Check: monitor and
measure processes and
product against policies,
objectives and requirements
for the product and report
the results Do: implement the processes
A permanent objective of the organisation

17
 6.Evidence-based Decision making

Statement:-Decisions based on the analysis and evaluation of data and information

are more likely to produce desired results

18
7.Relationship Management

For sustained success, organizations

manage their relationships with
interested parties, such as suppliers

19
Benefits of management system..?

Are there any other benefits

that a management system
can bring to an organisation?

20
Benefits of Management System

Organisation improvement

Helps market positioning

Assurance of meeting
Customer requirement
Assurance of conformance to
Legal requirement
Supplier development

21
Benefits of QMS

Increased
Improved internal profitability
transfer of know how

Improved morale &

motivation of staff

Reduced
quality costs
Enhanced customer
satisfaction and loyalty
Increased
competitiveness

22
Benefits of QMS

► Certification of quality system to ISO 9001

as a “bonus”:

► Tangible proof that the company’s quality system

complies with internationally recognised standard

► Avoidance of multiple second party audits Certificate

ISO 9001
► Marketing edge

23
Why QMS is necessary..?

ISO 14000 Environment

Requirements OHSAS 18001
of Society Health & Safety
SA 8000
Social Accountability

TS 16949 Automobile
Sector TL 9000 Telecom
requirements EN 9100
Aeronautical

ISO Manufacturing
Market access 9000 Services

24