Standardization

• Various natural phenomena reflect a

definite pattern
• For variety reduction and
interchangeability
• An orderly approach considering
economy, function and safety
• Result of standardization efforts approved
by a recognized authority
Quality Management Systems
(ISO 9001 QMS)

It is a set of quality assurance

standards formulated by International
Organization for standardization (ISO)
applicable to all types of industries
and organizations irrespective of they
are manufacturing or service. The
implementation leads to a
certification.
 ISO 9001 Quality Standards

• Provides International Basis for

Evaluating Processes.
• Has Facilitated Global
Operations
• Focus on Processes not Products
• Vast Majority of Companies are
European

5-17
 QMS Requirements
• General requirements
Establishing, documenting, implementing
and maintaining QMS
• Documentation
General, quality manual, Control of
documents, control of records
 Elements of ISO 9001
• Management Responsibility
Management commitment, Customer focus, Quality Policy,
Planning, Responsibility and Authority, communication and
management review
• Resource Management
Provision of resources, Human resources, Infrastructure, Work
environment
• Product Realization
Planning Product realization, Customer related processes, Design
and development, Purchasing, Production and service provision,
Control and monitoring of measuring devices
• Measurement, Analysis and Improvement
General, Monitoring and measurement, Control of non conforming
product, Data analysis, Quality audit, Improvement
 Steps in ISO 9001
1. Formulation of Quality Policy
2. Documentation of Procedures
3. Verification and compliance with ISO
4. Implementation of procedures
5. Reviewing Implementation thru Internal Quality Audit
6. Compliance Audit by Third Party
7. Taking of Corrective actions
8. Assessment and certification by certification body.
9. Continuous surveillance
 Implementation of ISO 9001
• Top management commitment
• Appointment of management representative
• Awareness
• Appoint implementation team
• Training
• Time schedule
• Select element owners
 Implementation of ISO 9001
• Review the present system
• Write the documents
• Install the new system
• Internal audit
• Management review
• Preassessment
• Registration
 Documentation
• Policy
Document that defines what will be done and why
• Procedure
Document defining who should perform specific tasks,
when the task should be done, and where the
documentation will be made
• Work Instructions
Machine, task or product oriented and spell how the job
will be done
• Records
Evidence for the following of procedures and work
instructions
 Quality Audits
• After the implementation of ISO 9001 system
checks are to be made to ensure that system is
being followed and expected results are
achieved
• This is accomplished through Internal quality
audits done by people within the organization
cross functional and external audits by the
certifying agencies
 Objectives of Quality audits
• Determine that the actual performance conforms
to the documented QMS
• Initiate corrective actions in response to
deficiencies
• Follow-up on non compliance items from
previous audits
• Provide continued improvement in the system
through feedback to management
• Cause the auditee to think about the process,
thereby encouraging possible improvements.
Quality Audit
 Benefits of ISO 9001
• Clarity of customer requirements
• Clarity of roles and responsibilities
• Clear business objectives and company targets
• Control over quality operations
• Assurance on quality of outsourced materials
• Continued up gradation of knowledge & skills of people
• Efficient and effective work methods
• Efficient review of process
• Independent audit of all operations
• Improved confidence and pride
• Increased efficiency, productivity and profitability
 Environmental Management
Systems (ISO 14001 EMS)

The ISO 14001 Environmental

Management systems are a set of
comprehensive management system that
addresses how the overall business
activities including its products and
services impact the environment.
 Requirements of ISO 14001

• General requirements
• Environmental policy – management
commitment, leadership and direction for
environmental activities
• Planning – Environmental aspects, legal and
other requirements, Objectives and targets,
Environmental management programme
 Requirements of ISO 14001
• Implementation and operation – Structure and
responsibility, training, awareness and
competency, communication, documentation,
document control, operational
control,emergency preparedness and response
• Checking and corrective action – monitoring
and measuring, non conformance and corrective
and preventive action, records, EMS audit,
• Management review -
 Benefits of ISO 14001
• Global
Facilitate trade, improve environmental
performance, building consensus on need for
environmental management
• Organizational
Assuring customers a commitment to
environmental management, maintain good
public relations image, obtaining insurance at
reasonable cost, improve competitive
advantage, reducing liability, conserving input
materials and energy
 Malcolm Baldrige Award
• The Baldrige Award was established in 1987 to promote
quality awareness, understand the requirements for
quality excellence, and share information about
successful quality strategies and benefits.
• There are three eligibility categories: manufacturing,
services, and small firms.
• According to its principles, the role of quality data
collection and analysis as the basis for managerial
decisions is paramount.
• Furthermore, quality efforts should not concentrate only
on the elimination of defects but also encompass
creative activities that will influence customer
satisfaction.
Malcolm Baldrige
Criteria for
Performance
Excellence
• Category 1—Leadership 120 points
• Category 2—Strategic Planning 85 points
• Category 3—Customer and Market Focus 85 points
• Category 4—Information and Analysis 90 points
• Category 5—Human Resource Focus 85 points
• Category 6—Process Management 85 points
• Category 7—Business Results 450 points
Malcolm Baldrige Criteria for
Performance Excellence
• Leadership—Leadership system, values,
expectations, and public responsibilities
• Strategic Planning—The effectiveness of
strategic and business planning and deployment
of plans, focusing on performance requirements
• Customer and Market Focus—How the company
determines customer and market requirements and achieves
customers satisfaction
• Information and Analysis—The effectiveness of
information systems to support customer driven performance
excellence and marketplace success
• Human Resource Focus—The success of efforts to realize
the full potential of the work force to create a high-performance
organization
• Process Management—The effectiveness of systems and
processes for assuring the quality of products and services
• Business Results—Performance results and competitive
benchmarking in customer satisfaction, financials, human
resources, suppliers, and operations
 The Deming Prize
• The Deming Prize is Japan’s national quality award for
industry. It was established in 1951 by the Japanese
Union of Scientists and engineers (JUSE) and it was
named after W. Edwards Deming.
• Its principles are a national competition to seek out and
commend those organizations making the greatest
strides each year in quality, or more specifically, TQC.
• The prize has three award categories. They are
Individual person, the Deming Application Prizes, and
the Quality Control Award for factory.
• The Deming Application prizes are awarded to private or
public organizations and are subdivided into small
enterprises, divisions of large corporations, and
overseas companies.
 Criteria for Deming Prize
• Policy and Objectives
• Organization and its Management
• Education and dissemination
• Collection, Dissemination and Use of Information on
Quality
• Analysis
• Standardization
• Control
• Quality Assurance
• Results
• Planning for the Future
Topic Baldrige Award Deming Prize

Definition of “customer-driven quality” it views quality as “conformance to specifications” it views quality as

Quality defined by the customer defined by the producers

Primary Focus customer satisfaction and quality statistical quality control

Overall Approach quality of management management of quality

Purpose promote competitiveness through total quality promote quality assurance through statistical
management techniques

Types of manufacturing, service and small business essentially private or public manufacturing
Organization

Orientation 60% result, 40% process 60% process, 40% results

Scoring Weight different weight for each criteria equal weight in 10 criteria

Consideration less concern concern in productivity, delivery, safety, and

environment

Information heavily concern less concern

Management

Winners Maximum of two per category All firms meeting standard

Scope U.S. firms only Firms for any country

Grading time six months one year

First Award 1987 1951

Sponsor National Institutes Standards and Technology Union of Japanese Scientists and Engineers
Total Productive Maintenance
(TPM)

TPM is keeping the current plant and
equipments at the highest productive
level through co operation of all areas of
organization.

It consists of action programmes for
improving the overall equipment
effectiveness which is a product of the
Availability, Efficiency and Quality.
Total Productive Maintenance
(TPM)
• A movement towards ZERO breakdowns
• Breakdown occurs due to
Equipment stops performing its function
Equipment deteriorates
Equipment has hidden defects
• All the above are to be eliminated. All the
earlier maintenance approaches are reactive
and what is required is a proactive approach
 Objective of TPM - Overall
Equipment Effectiveness - OEE
• OEE = Availability x Efficiency x Quality
• Availability =
Running time – Down Time
Running time
• Efficiency =
Cycle time x number of units
Operation time
• Quality =
Number of Good units
Total No of units produced
 TPM Involves
• Optimizing equipment effectiveness by
elimination of all breakdowns, speed losses
and defects
• Autonomous Maintenance by Operators
• Organization wide involvement through small
group activities
• TPM covers Breakdown Maintenance,
Preventive Maintenance, Maintenance
prevention, Maintainability improvement, and
company wide involvement
Quality Assurance at McDonald’s
Quality Service at Disney Park
Quality Circles at General Electric
ISO Certification of Impact Forge