Customer in Defining Quality

The Growing Role of the Customer in Defining Quality

Four key factors drive the intersection of customer and quality:

• The role of quality within an organization

• Integration of goals in strategic planning

• Level of transparency on quality goals and reporting

• How the quality measures are used.

It is clear that many organizations are becoming true partners with their customers in order to maximize the value for both stakeholders. Organizations’ definition of quality, the actual quality processes, and using quality measures to drive performance and culture are all closely tied to customers. Because quality and customers are so closely aligned in successful organizations, the two concepts are intersecting into a customer-centric quality culture.

While manufacturing organizations tend to use mature quality practices—in regards to governance models, availability and use of metrics, quality management frameworks and certifications, and training—do their practices include a focus on the customer? What defines a customer-centric, quality culture and what are the driving factors of its success?

To answer these questions APQC(American Productivity and Quality Center) conducted correlation analysis on data, specifically for the manufacturing industries, from American Society for Quality – The Global Sate of Quality survey conducted by APQC for ASQ. The customer-centric quality culture can be defined by four statements that elucidate the organization’s relationship with its customer around quality:

Most of the survey respondents indicated they agree with the statements. However all cultural attributes were not weighted equally. The emphasis was placed on customer service and product performance, rather than two-way engagement or quality and what it means to the customer.

source: http://www.industryweek.com

Requirements of Quality Management System

What are Requirements of ISO 9001 Quality Management Systems?

audited image1The ISO offers one among the known management systems within the world. Overall, the systems are enforced by quite one million organizations in many countries. The ISO 9001 certified company follows tips set by the organization. The standards represent the foremost comprehensive existing nowadays, and are a tried and tested framework for firms to higher make sure that they’re meeting the wants of their several purchasers.

Requirements – Documentation

In order to be ISO 9001 compliant, an authorized company giving services or product should be in possession of documented statements of a top quality policy that delineates the standard objectives.

Quality Manual

A company seeking ISO 9001 certification should possess a top ISO 9001 quality manual that sets forth the scope of the standard management system and documented procedures for addressing quality problems.

Control of Documentation

Documentation should be controlled therefore on make sure the documents are approved before being issued. Additionally, all documentation should be unbroken up-to-date. Revisions should be resubmitted for approval once an amendment is formed.

Management Responsibility

Although the ISO 9001 produces the management standards, it’s the responsibility of the corporate to self-audit. Additionally, the corporate might permit customers to perform an audit likewise. To be certified as compliant, businesses management practices should be reviewed by a freelance ISO 9001 quality system certification company.

Measurement and Analysis

Per Section eight of the ISO standards, an organization should set up and implement “the watching, measure, analysis and improvement processes” that are required to demonstrate conformity to product necessities, guarantee conformity of the standard management system, and to supply continual improvement of the standard management necessities.

Continual Improvement

In order to stay compliant with the ISO standards, an organization should frequently develop and improve its own tips to make sure corrective and preventative measures are in situ to contend with any nonconformity that will arise.

source: qms9001certificationprocedures.wordpress.com

ISO 9001:2008 to ISO/DIS 9001 Correlation Matrix

What to expect in new revision of ISO 9001? ISO 9001

ISO 9001:2008 to ISO/DIS 9001 (rev.2015) Correlation Matrix

ISO 9001:2008 ISO/DIS 9001
4        Quality management system 4         Quality management system
4.1     General requirements 4.4     Quality management system and its processes
4.2     Documentation requirements 7.5     Documented information
4.2.1  General 7.5.1  General
4.2.2  Quality manual 4.3     Determining the scope of the quality management system

7.5.1  General

4.4     Quality management system and its Processes

4.2.3  Control of documents 7.5.2  Creating and updating

7.5.3  Control of documented Information

4.2.4  Control of records 7.5.2  Creating and updating

7.5.3  Control of documented Information

5         Management responsibility 5        Leadership
5.1      Management commitment 5.1     Leadership and commitment

5.1.1  Leadership and commitment for the    quality management system

5.2      Customer focus 5.1.2  Customer focus
5.3      Quality policy 5.2     Quality policy
5.4      Planning 6        Planning for the quality management system
5.4.1  Quality objectives 6.2     Quality objectives and planning to achieve them
5.4.2  Quality management system planning 6        Planning for the quality management system

6.1     Actions to address risks and opportunities

6.3     Planning of changes

5.5      Responsibility, authority and communication 5        Leadership
5.5.1   Responsibility and authority 5.3     Organizational roles, responsibilities and  authorities
5.5.2   Management representative           Title removed

5.3     Organizational roles, responsibilities and  authorities

5.5.3   Internal communication 7.4     Communication
5.6      Management review 9.3     Management review
5.6.1   General 9.3.1  Management review
5.6.2   Review input 9.3.1  Management review
5.6.3   Review output 9.3.2  Management review
6         Resource management 7.1     Resources
6.1      Provision of resources 7.1.1  General

7.1.2  People

6.2      Human resources           Title removed

7.2     Competence

6.2.1   General 7.2     Competence
6.2.2  Competence, training and awareness 7.2      Competence

7.3      Awareness

6.3      Infrastructure 7.1.3  Infrastructure
6.4      Work environment 7.1.4  Environment for the operation of processes
7         Product realization 8         Operation
7.1      Planning of product realization 8.1      Operational planning and control
7.2      Customer-related processes 8.2      Determination of requirements for products and services
7.2.1  Determination of requirements related to the product 8.2.2  Determination of requirements related to products and services
7.2.2  Review of requirements related to the product 8.2.3  Review of requirements related to the products and services
7.2.3  Customer communication 8.2.1  Customer communication
7.3      Design and development 8.5      Production and service provision
7.3.1  Design and development planning 8.3      Design and development of products and services

8.3.1  General

8.3.2  Design and development planning

7.3.2  Design and development inputs 8.3.3  Design and development Inputs
7.3.3  Design and development outputs 8.3.5  Design and development outputs
7.3.4  Design and development review 8.3.4  Design and development controls
7.3.5  Design and development verification 8.3.4  Design and development controls
7.3.6  Design and development validation 8.3.4  Design and development controls
7.3.7  Control of design and development changes 8.3.6  Design and development changes
7.4      Purchasing 8.4      Control of externally provided products and services
7.4.1  Purchasing process 8.4.1  General

8.4.2  Type and extent of control of external provision

7.4.2  Purchasing information 8.4.3  Information for external providers
7.4.3  Verification of purchased product 8.6      Release of products and services
7.5      Production and service provision 8.5      Production and service provision
7.5.1  Control of production and service provision 8.5.1  Control of production and service provision

8.5.5  Post-delivery activities

7.5.2  Validation of processes for production and service provision 8.5.1  Control of production and service provision
7.5.3  Identification and traceability 8.5.2  Identification and traceability
7.5.4  Customer property 8.5.3  Property belonging to customers or external providers
7.5.5  Preservation of product 8.5.4  Preservation
7.6      Control of monitoring and measuring equipment 7.1.5  Monitoring and measuring resources
8.0      Measurement, analysis and improvement 9.1      Monitoring, measurement, analysis and evaluation
8.1      General 9.1.1  General
8.2      Monitoring and measurement 9.1      Monitoring, measurement, analysis and evaluation
8.2.1  Customer satisfaction 9.1.2  Customer satisfaction
8.2.2  Internal audit 9.2      Internal audit
8.2.3  Monitoring and measurement of processes 9.1.1  General
8.2.4  Monitoring and measurement of product 8.6      Release of products and services
8.3      Control of nonconforming product 8.7      Control of nonconforming process outputs, products and services
8.4      Analysis of data 9.1.3  Analysis and evaluation
8.5      Improvement 10       Improvement
8.5.1  Continual improvement 10.1   General

10.3   Continual Improvement

8.5.2  Corrective action 10.2   Nonconformity and corrective action
8.5.3  Preventive action            Clause removed

6.1       Actions to address risks and opportunities (see 6.1.1, 6.1.2)


Objectives of Quality Management System Certification

Objectives of Quality Management System Certification

ISO 9001(1)1QMS standard may be a set of quality management tips that are adopted by thousands of organizations round the world. It provides processes and procedures to assist corporations improve the standard of the merchandise or service they supply. So as to attain ISO accreditation, businesses have to be compelled to demonstrate to meet variety of objectives for effective QMS implementation.

Senior Management Commitment

Effective Quality Management System requires that the complete commitment and backing of senior management may be a very important component of achieving ISO accreditation. While not the complete support of the senior management team, the creation and implementation of quality management systems and processes can lack the impetus needed to form them winning. This will increase the chance that any enforced procedures will quickly fail, so compromising quality.


Design Process

ISO 9001 states that everyone comes should be planned completely and with quality as a priority in any respect stages within the life cycle of the merchandise, from style to manufacture to maintenance. Any changes or alterations within the style of the merchandise have to be compelled to be QMS 9001 documentation and recorded, and therefore the data of the amendment communicated to any or all relevant parties.


Supplier Vetting

It may be requirements of QMS 9001 that every one new supplier is completely vetted before any contracts are awarded. This is to determine the standard of service and products that the provider can give; similarly as guaranteeing that they need the resources necessary to satisfy your demand. This can lead to long and productive operating relationships with suppliers.


Inspection and Testing

All materials and product utilized in the creation and producing of an item should be completely inspected before use. This is often to confirm that they’re fit purpose, and every one testing records should be maintained and filed. Before a product is free to the general public, it should endure final testing and attain the sign-off of senior management.

Internal Audits

All businesses seeking QMS certification should do regular and thorough internal audits to check that the processes and procedures that are enforced among the corporate are operating and being well maintained. Any shortcomings, discrepancies or areas of improvement should be communicated to senior management and a point in time given for any issues to be corrected.

Steps involved in ISO9001:2008 Certification

Steps involved in ISO9001:2008 Certification 

ISO 9001
The steps involved in any ISO9000 certification project are the following:

  • Gap Analysis: Assessment of existing quality management practices vis-a-vis ISO9001 requirements.
  • Orientation Training: Top/Senior Management orientation on ISO9001 requirements and action plans.
  • System Documentation: Preparation of quality manuals and design of quality record formats.
  • System Implementation: Implementation of quality system as per the quality manuals.
  • Company-wide Training: Training on ISO9000 clauses, Statistical Quality Control Techniques, and Quality Audit.
  • Internal Quality Audits: Periodic assessment of quality system implementation and corrective actions.
  • Pre assessment: Initial audit by Certifying agency, and, implementation of corrective actions.
  • Final Assessment: Certification audit by the Certifying agency and recommendation for certification

Total Quality Management Strategies: Advantages & Disadvantages

Total Quality Management Strategies: Advantages & Disadvantages

Total Quality Management is a system of continuous improvement that involves all workers in a business from upper management to production line workers. The focus of the improvement program is to improve customer service and reduce waste in the business. Quality improvement teams use problem-solving techniques and analysis to identify and eliminate weaknesses in the company.
2_1_1_photo

Production Disruption

Implementing a Total Quality Management system in a company requires extensive training of employees. The employee training includes instruction in problem solving techniques and the tools to evaluate a process and identify weaknesses such as statistical process control, Pareto diagrams and brainstorming techniques. During the initial training period, productivity can decline. Meetings for quality improvement teams also take workers away from their duties, which also reduce productivity. While the improvements do reduce lead time, eliminate waste and improve productivity, the beginning stages of implementing Total Quality Management in an organization can reduce worker output.

Lowers Production Costs

A Total Quality Management program eliminates defects and waste, which reduces production costs in a business. As teams gather to identify and eliminate weaknesses in the business, the company continues to enjoy reduced costs and higher profit. Quality improvement teams can eliminate defects, reduce lead time and identify redundancies in the production process that can significantly add to the profit the company earns.

Employee Resistance

Total Quality Management requires change in mindset, attitude and methods for performing their jobs. When management does not effectively communicate the team approach of Total Quality Management, workers may become fearful, which leads to employee resistance. When workers resist the program, it can lower employee morale and productivity for the business. Total Quality Management uses small incremental improvements to move the business forward. It can take years for a company to enjoy the benefits of the program.

Employee Participation

Once workers understand their participation and involvement in Total Quality Management is essential to its success, morale and productivity improve. Workers become empowered through participation on quality improvement teams. Businesses can improve morale further by recognizing improvement teams that make meaningful changes in the production process to reduce or eliminate waste.

source: http://smallbusiness.chron.com  by  Luanne Kelchner, Demand Media

Tips for Improvement of Quality in your company

No doubt, we live in an imperfect world: People make mistakes and machines break. The goal is to minimize this so that the client is enchanted and reorders. You can do that through a relentless focus on quality. Improving quality will save your firm money because you won’t need to do things to cover up old mistakes. Improving quality will raise your employees’ engagement because people like being on a high performance team.

How do you make sure quality is exceptional at your firm? Here are  tips to improve quality fast.

Measure and Measure Some More

Two key performance indicators (KPIs) you should deploy today are quality escapes and quality captured. Determine which bucket quality mistakes fall into. The first bucket is comprised of mistakes that were internally “captured” by your team so the client was never aware of them. Captured quality errors aren’t as bad because the client never knew — maybe they suffered a delayed delivery, but that’s it. Your client is not injured by the stumble.

The second bucket consists of quality issues that “escaped” your operation and were discovered by the client. These escaped quality defects are horrific. Your client is exposed to your firm’s failure, which undermines the long term vendor relationship. But measuring these mistakes transparently will bring your team’s attention to these issues and you’ll see improvement from the spotlight effect: The team will understand they are important.

Focus on Process,  Not People

Every employee comes to work to do a good job. In most cases, the defect is the process, not the person you trust. Remember that, and fix it by adding process steps or new checks to the system. Don’t make it a game of “who screwed this up?” That will deflate the team. Everyone will cower in fear and point fingers without ever getting to the root cause.

Meet Weekly

Initially the meetings will be long and tedious. You need to discuss with all the players each quality issue that occurred, and get to the root cause. Over time–less time than you think–the meetings will get shorter, as processes are strengthened and systems get more robust. Confidence will build as people see the systems are catching errors and eliminating heartburn.

Create a Quality Chart

Sort the biggest quality issues by category and focus in on the big issues. Work them till they get to be small issues. Don’t focus as much time on the unusual quality issues; spend your time in the places with the most frequent problems.

Make It Public

Place your quality results in your lunchroom. Everyone should see this is a company emphasis and you want to improve in a transparent way. The daily, visible reminder will demonstrate your commitment to quality to the people who impact it every day: your team.

source: http://www.inc.com

Continuous Improvement – Way of Developing New Products

Continuous Improvement – Way of Developing New Products

Many companies pursuing lean transformation and continuous improvement are focusing on the customer fulfillment operations to improve quality and delivery while reducing costs.

future

Organizations are working to reduce lead time, improve quality, and make their manufacturing and distribution operations more efficient in an effort to cut costs. While these improvements are important, they are not sufficient in today’s globally competitive manufacturing world.

In many companies today, direct labor is a single-digit percentage of the cost of goods sold (COGS), with purchased materials and overhead burden making up over 90% of their COGS. Even with these cost breakdowns, many continuous improvement efforts still focus on trying to eliminate waste in the manufacturing process to use labor more efficiently to reduce labor content. These efforts will produce some small incremental improvements in the COGS, but a much better opportunity exists early in the new product design cycle.

It is estimated by some product development experts that 80% of the final cost of a new product is determined in the first 20% of the design cycle where the product concept and initial design philosophy are chosen. If you involve your manufacturing organization and your suppliers at these very early stages of the cycle and form a concurrent engineering design team, you have the opportunity to design products for manufacturing and assembly, both at your suppliers and in your own operations as well as using their expertise in your designs. Using such design-for-manufacturing techniques as reduced parts count, substitution of molded plastics or pressed and sintered powdered metal parts for machined metal and poka-yoke designs to eliminate assembly errors, your new products can be developed with a radically lower final cost of goods sold.

People from your manufacturing operations are a great resource to use with your product design teams to offer suggestions on how designs can be manufactured and how costs can be reduced by making products easier to assemble, with less chance for quality issues and their resultant scrap and rework costs. Manufacturing engineers can plan how to produce a new product while it’s still in design when options for processing methods and equipment are still available. Operators can evaluate their ability to assemble new products and can offer suggestions on visibility and accessibility of components before designs are frozen.

Manufacturing personnel who are familiar with existing products can suggest part substitutions to increase commonality of parts rather than having all unique components. A unique fastener that is out of stock will shut down a product operation just as surely as a custom casting or machined component, but common fasteners can often be designed in from the start.

Your suppliers, working with your product development teams, can suggest design alternatives that often reduce a product’s material cost by up to 50%. Rather than just giving them a component specification to quote, use their expertise to suggest alternate materials, design options, different fabrication techniques, and tolerances that really matter to reduce your product’s component costs. Too often, suppliers are not trusted and not involved until the design is complete and your organization has lost the opportunity to exploit the supplier’s expertise to minimize component costs by being involved with the design team from the very beginning.

There are a number of organizations utilizing concurrent engineering design teams today to incorporate the knowledge and unique experience of suppliers, manufacturing engineers, quality professionals, production and distribution personnel, accounting/finance folks and marketing/sales people to bring increased knowledge and expertise to the team to get better designs at a lower product cost. These teams are part of the design process from the very beginning, at the ideation phase, to develop new products that are better quality and lower cost than those designed exclusively behind the curtain of new-product engineering. Don’t forget to involve your suppliers and operations organization in your new product-development process at the very start.

source: http://www.industryweek.com

Revised ISO 9001 Standard Moves Closer to Completion

Revised ISO 9001 Standard Moves Closer to Completion

The revised standard will retain its strong focus on a process-based approach to quality management systems.

quality management

There is change afoot with respect to the ISO 9001 standard on quality management systems.

It is not unexpected change. All ISO standards are reviewed every three to five years to determine whether revisions are needed to keep the standards current and relevant in the marketplace, according to the International Organization for Standardization.

ISO 9001 is in the late stages of the revision process, with a new edition expected in 2015.

There are several changes outlined in the ISO 9001: 2015 edition, although the standard will retain its strong focus on a process-based approach to produce desired outcomes, explained Nigel Croft, chair of the ISO subcommittee revising the standard, in a Web update. “…which in the case of a quality management systems means, of course, consistent products and services consistently meeting customer needs and expectations.”

The changes focus on three concepts:

  1. The process approach will strongly emphasize that the quality management system has to be woven into and fully aligned with an organization’s strategic direction.
  2. Superimposed on the system of processes is the PDCA (plan-do-check-act) methodology, which will apply both to individual processes as well as the quality management system as a whole.
  3. An overall focus on risk-based thinking aimed at “preventing undesirable outcomes,” such as non-conforming products and services.

A recent vote approved the latest draft of the revised ISO 9001 standard, which has since moved to the next stage – Final Draft International Standard. In his update, Croft explained that the subcommittee will review comments that came in during the last vote and produce a final draft, which then will be voted on.

While ISO itself does not certify organizations to ISO standards, Croft noted that there would be a three-year transition period for companies to migrate to the updated standard once the new edition is published.

He also suggested that organizations may want to review the draft rather than wait until the new edition of the standard is published.

https://www.youtube.com/watch?v=1JIMyvpP0tw#t=319

Source: http://www.industryweek.com

Internal Auditing – How Often ?

Any organisation/business is required to conduct internal audits to maintain its ISO9001 standard. The audit involves testing out company processes and procedures to determine the standard at which they operate when compared to how they should work. Audits are designed to help employees but the mere mention of the word can see your staff sent into a panic, scrambling around to make everything look perfect. However, communicating yourself well to your staff on the benefit of the audits, and letting them know that this is not a finger pointing exercise, can serve well to make these audits more positive.

Internal audits should be viewed in a positive light, a chance to take a step back and have your process reviewed by a fresh set of objective eyes. They are an ideal way to prepare for external assessment too. In some ways internal assessments can be more thorough as processes are examined more closely, more frequently and in greater detail than external auditors.

ISO 9001 does not specify how often internal audits should be conducted. Instead, the requirements are that organisations audit based on how important a process is, the risks involved and whether there is an existing record of previous concerns. Consideration should also be given to quality objectives as these can dictate audit frequency. At the least, internal audits should be carried out annually. There are two ways around this – auditors may decide to review processes in one go, or they may portion off aspects and have a plan which details the schedule over a number of months. Complex processes may require more frequent assessment and this should be built into an internal audit plan.

The audit plan removes the need for panic and helps eliminate an atmosphere of mistrust. It lets everyone know what will be happening and when, as well as allowing process owners time to complete any improvements that may be taking place. Although the audit plan is made general knowledge, the detail relating to timings should be confirmed with respective process owners as soon as is possible.

The internal audit should not be seen as second string to an external audit and for that reason it needs to be as thorough as possible. Appointed auditors may benefit from some training and development to support them in getting the best out of the process. Auditors should apply a variety of methods to test the process including talking to employees, reviewing data and relevant documentation as well as and perhaps most importantly observing the process in practice. Part of being thorough is keeping accurate documentation that is a true reflection of the findings, for both management and future audits.

The aim of the audit should not be to purely report non-conformance, but auditors should also use the opportunity to highlight areas of a process which may benefit from change. Therefore as important as the audit is the follow up. Follow ups are critical to ensuring that the audit cycle is closed off, and they are also a great motivating factor for further improvements.

source: http://synergosconsultancy.co.uk
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