ca quality management system
TRANSCRIPT
Competitive Advantage through Quality Management System
Wahyu PrasetiantoMarch 2010
03 : Scope of System and Procedures
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Quality Management System ‐ Improvement
Conceptual Background
Other factors
COMPETITIVESystem
Other factors
Customer (external COMPETITIVE ADVANTAGE
System effectiveness
& internal)satisfaction
Other factors
A system is an ordered set of ideas, principles and theories or a chain ofoperations that produce specific
LIFE CYCLE OF SYSTEM
operations that produce specific results
Systems approach means managing the organization as a system of t e o ga at o as a syste oprocesses so that all the processes fit together, the inputs and outputs are connected, resources feed the processes, performance is monitored p , pand and all parts work together to achieve the organization’s objectives.
Organization must identify, g y,understand, and manage their system of interrelated and corresponding processes to improve the effectiveness and efficiency of the yorganization in the long term.
In order to implement a system approach in organization requires five pp g qphases : system design, system construction, system operation, system evaluation, system maintenance, and system , yimprovement.
Key Performance Indicator of System Effectiveness
System System System System availability reliability suitability effectiveness
Probability that system will adequately
Probability that system will
d t l
Probability that system will fulfill set adequately
functionadequately function within a given time frame
objective, when functioning
Typical responsibilities of system function within organization
•SystemDesign •System
Construction
2•System Operation •System
evaluation
4•System Maintenance •System
Improvement
6
1 3 5
Objective Review
Identification
Set‐up
Documentation
Installation
Deployment
D t th i
Capability Analysis
Performance
System review
P d i
Identification
S l iIdentification
Process Mapping
Installation
Qualification
Data gathering
Process control
Scorecard
Preventive & Corrective action
Procedure review
Updating documentation
Solution
Change Control
Control CriteriaIntegration &
StandardizationPreventive &
Corrective action
Ri k SManagement Plan Risk System
Management
SYSTEM ASSURANCE
SYSTEM PLANNING SYSTEM CONTROL
TYPICAL ROLE OF SYSTEM DEPARTMENT WITHIN ORGANIZATION
System
System planning
assurance
System control
System effectivenessSystem effectiveness
Scope of Quality Assurance System
REQUIREMENTS
REQUIREMENTS ANALYSIS
ORGANIZATION’S PROCESSES
REQUIREMENTS ANALYSIS
ASSURANCE PLANNING notification
ASSURANCE RESOURCE ORGANIZATION
PRODUCT/SERVICE DESIGN AUDIT
RISK ANALYSIS
Feedback result
RISK ANALYSIS
AUDIT OF INTENT Feedback result
Quality assurance departments are often formed to provide both external parties (customer, shareholder stakeholder governments) and
AUDIT OF IMPLEMENTATION
AUDIT OF
Feedback result
shareholder, stakeholder, governments) and management confidence that quality will be achieved. They are measuring the quality of the business and by doing so are able to assure management and customers of the quality of products and services. In judging the adequacy of operations, need to apply the AUDIT OF
PRODUCT/SERVICEFeedback result
judg g t e adequacy o ope at o s, eed to app y t erelevant standards, legislation, code of practice and other requirements.
Scope of Quality Control System
Quality control is a process for maintaining standards. Standards are maintained through a process of selection, measurement, and corrective of work. Quality control prevents non-conforming product/services being present in the quality of the product or service delivered to customer. Quality control can be applied to particular products/services, to y pp p pprocesses that produce the products, or to the output of the organization by measuring overall quality performance of organization.
Requirement
C f P d t
Requirement
C f P d tYes
Plan Do CheckConforms
?Product /Service
Plan Do CheckConforms
?Product /Service
No
Corrective Action
Remedial Action
Corrective Action
Remedial Action
Concepts relating with process, procedure, and product
Design and
Success of organization to deliver product or service based on integrity and consistency of processes. g
developmentConsistency of process resulted from controlled condition, in term of :
ProcessProcedure
‐
Enabler of consistency of processes :
Set of interrelated or interacting activites which transform input into output
ProductResult of process
ProcedureSpecified way to carry out an activity or a process
1. Design and development
2. Project improvement
Project
Policies and procedures
Defines the overall intentions of the CORPORATE POLICY organization regarding its purpose and
mission
OPERATIONAL POLICYDefines the strategy and boundary conditions for business and work processes
CONTROL PROCEDURESDefines the actions and decisions required to
t l th fl f d t/ i f tiCONTROL PROCEDURES control the flow of product/ information through the processes.
GUIDESOPERATING
STANDARDSREFERENCE
GUIDESPROCEDURES
STANDARDSDOCUMENTS
Provide data for use in actions and making decisions
Guidance in implementing policies,
Describe how to tasks should be conducted
Specify acceptance criteria for products, gp ,
procedures or standards
p ,information, processes and services
COMPETITIVE ADVANTAGE THROUGH QUALITY MANAGEMENT SYSTEM 03 : Scope of System and Procedures
QUALITY MANAGEMENT SYSTEM ‐ IMPROVEMENT