QUALITY

"the totality of features and characteristics of a

product or service that bear on its ability to satisfy
stated or implied needs".
"the constant achievement of all that your customer
requires and expects.
value for money
fitness for purpose"
HONESTY
in admitting faults
DETERMINATION
sticking to a difficult task
COURAGE
to strive for higher standards
VISION
what might be possible
Quality
Personnel
BASIC REQUIREMENTS
FOR SUCCESSFUL IMPLEMENTATION
Quality Management System
Definition

Set of Inter-related or Interacting Elements stipulated

ISO ! What it is

[Acronym for International Organisation for
Standardisation
[More than 135 standardisation organisations of
various countries are members
[India is represented by Bureau of Indian Standards
[Objective is to promote development of common
standards worldwide

PHILOSOPHY BEHIND ISO 9000
+Quality is built in at each stage from marketing to delivery
of the product through a formal & systematic management
system to ensure confidence to agreed specification
+Aims to provide consistent output which is fit for purpose
at minimal cost
+Emphasis on prevention rather than inspection
+Operations are guided by documentation & records
+Traceability & system transparency are features
+Person Independent Systems
+Regular Internal Audits and Management Review for
corrective action ensure confidence(Self Correction Tool)
WHY ISO 9000
ISO KYON CHAHIYE ?

OIt helps in winning New Business, be in manufacturing,
engineering or international trade or service industry.
OStandardization of all Quality Procedures and Policies.
(Clarity in Operations, Increased Employees awareness)
OISO Certified Businesses will give preference to ISO 9000-
2000 Certified Suppliers
OIncrease Bottom line results and profitability with optimum
use of resources.(Better Control over the Processes)
OBetter Internal Customer-Supplier Relationship

EFFECTIVE
Extent to which planed activities are
realized and planned results are achieved.

EFFICIENT
Relationship between the results achieved
and resources used.
DEFINITIONS
BENEFITS
Extrinsic:

WImproved corporate quality image

WA major competitive advantage / Sustain
Business Competitiveness

WIncreased productivity and profitability

WTool for motivating suppliers to confirm
BENEFITS
Intrinsic:
WIncreased Quality Awareness

WClear policy and business objectives

WClarity of roles and responsibilities

WProcess mapping & their alignment

WBrings culture of continual improvement

WOperations run with fewer crises & fires

WCost reduction by reduced rejection & rework

Wbuilt-in systems to report on key quality indicators
BENEFITS TO
CUSTOMERS AND USERS

BY PRODUCTS THAT ARE:
CONFORMING
AVAILABLE
MAINTAINABLE
RELIABLE

BENEFITS TO
EMPLOYEES


HIGHER MORALE

INCREASE JOB SATISFACTION

IMPROVED HEALTH & SAFETY

BETTER WORKING ENVIRONMENT

GREATER STABILITY OF EMPLOYMENT

BENEFITS
OWNERS AND
INVESTORS

1. HIGHER RETURN ON INVESTMENTS

2. BETTER OPERATIONAL RESULTS

3. HIGHER MARKET SHARE

4. MORE PROFITS
80.4%
82.0%
83.4%
84.7%
85.5%
2000 2001 2002 2003 2004
BENEFITS TO
SUPPLIERS

GROWTH

STABILITY

ENDURING PARTNERSHIP AND
MUTUALUNDERSTANDING

BENEFITS TO
SOCIETY



FULFILMENT OF LEGAL AND REGULATORY
REQUIREMENTS

IMPROVEMENT IN HEALTH AND SAFETY

INCREASED SOCIAL SECURITY


ISO9001:2008 : NICHOD !

1. Plan what you do
2. Justify what you plan
3. Do what you plan
4. Have evidence that you have
been doing, as planned
5. Review what you did
6. Modify what you should
7. Go back to step 1
8 Quality Management Principles
1. Customer focused organization
2. Leadership
3. Involvement of People
4. Process approach
5. System Approach to Management
6. Continual Improvement
7. Factual approach to Decision Making
8. Mutually Beneficial supplier
Relationship
1. Customer focused organization



Organizations depend on their
customers and therefore need to
identify & understand their
present and future needs in
order to be able to meet the
customers requirement and
indeed, to strive to exceed them.

2. Leadership

Management is not an administration
activity; leadership is needed to provide
unity of purpose and direction; and to
create an environment in which people
in the organization become fully
involved in achieving the organizations
objectives.
3. Involvement of People

Peoples coordination and involvement
allows for their abilities to be fully and
effectively used for the organizations
benefit.

4. Process approach

In order for the results to be achieved
efficiently the resources and activities
need to be managed as process.
WHAT IS PROCESS:

Activity that transforms input into output
Activity
Input
Output
Resources:
People
Facilities/Equipment
Material
Methods

Results:
Products
Services
Performance

a
Efficient
No Waste
Effective
Desired Results Achieved
Activity
Input Output
Right Resources:
Qualified People
Right Facilities/Equipment
Correct Materials
Proven Methods
Desired Results:
Quality Products
Quality Services
Customer Satisfactions
PROCESS MANAGEMENT
.
Activity
Input Output
Right Resources:
Qualified People
Right Facilities/Equipment
Correct Materials
Proven Methods
Desired Results:
Quality Products
Quality Services
Customer Satisfaction
Monitor & Measure the Process
Make sure inputs are right, transformation
activities consistently work, and desired results
are achieved, then - improve process as needed
PROCESS MEASUREMENT
Production Process:
Any Process that comes in physical contract
with the hardware or software that will be
delivered to the customer, up to the point the
product is packaged.

Business Process:
All Service Processes and Processes that
support Production Processes.
Business Process consist of a group of logically
related task s that use the resources of the
Organization to provide defined results in
support of the organizations objective.
5. System Approach to Management

Identifying, understanding and
managing a system of interrelated
processes for achieving objectives
contributes to effectiveness and
efficiency of the organization.

6. Continual Improvement

Continual improvement is a permanent
objective of an organization.

.
QMS
Baseline Performance
Improvement Objective
Improve Process through PDCA Cycle
Measure/Monitor Results Against
Objectives - Improve Process and
Change QMS as Needed to Achieve
and Sustain Desired Results
Plan Do
Act Check
PICTORIAL PRESENTATION
CONTINUAL IMPROVEMENT
IMPROVE QMS
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Management
responsibility
Product
realisation
Input
Product
Output
Measurement
analysis
improvement
Resource
management
7. Factual approach to Decision Making





Effective decisions are based on the logical
and intuitive analysis of data and factual
information.

8. Mutually Beneficial Supplier Relationship

Such a relation between the organization
and it,s suppliers will enhance the ability of
both to create value.

Is ISO 9000 Registration Enough



ISO CERTIFICATION DOES NOT GUARANTEE ABSOLUTE
QUALITY.

IF YOU DESIGN A PIECE OF JUNK EVEN THOUGH YOUR
PROCESS IS ISO CERTIFIED IT WILL BE A PIECE OF JUNK

ISO 9000 IS NOT A QUALITY BENCHMARK.

FIRST STEP IN JOURNEY TO TQM
SURE STEPS TO QMS FAILURE..

1. The Management Commitment - Ceases, fades out

2. Quality Policy - Ineffective, not properly
committed, not understood by all.
3. Resources - Diverted, Change in priorities

4. Internal Audits - Become routine exercises on fault
finding
5. Management Review - Delegated to lower levels without
authority
6. Documentation - Become ineffective, and a burden
only adding to the costs (man hours).
7. Third Party Audits - Treated as necessary Evils
Road Block

HUMAN - - Averse to change, claim unnecessary
(At All Levels) paper work, demand more time & resource.

EQUIPMENT - Adequacy, Accuracy, Maintenance, Calibration -
generally neglected.

MONEY - Managers feel it is a waste of funds.
Supervisors & Workers feel it a LUXURY.

APPROACH - a) Commitment by Top Management is ignored
- b)Resource Mis-Management
- c) Mis-communication

ISO 9000 Does not tell you :

answer the telephone within three rings
you must say "Have a nice day to your customers
calibrate all your instruments
provide an absolutely faultless, ever-lasting product.

YOU MAKE THE DECISIONS
DOCUMENTATION




Say it. Do it. Prove it. Improve it.
If it was not documented, it was never done with the intention of doing it.
1
2
Procedures
3
Work Instructions
Quality Manual
Records
How to do Docs
What to do Docs
4
Plan Documents

Question & Answer