establishing a qms ppt2
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ESTABLISHING A QUALITY MANAGEMENT SYSTEM: THE
CPSC EXPERIENCE
by
Dr Bernardo F Adiviso
Former Director
Common Objectives of TQM and QMS
• Customer Satisfaction:
- customer-focused, the primary goal and key to organizational survival and growth
• Continual Improvement:
- the guiding principle, a permanent objective of the organization
Rationale of QMS Movement at CPSC
• Corplan (Goal #3):
“ Improve the internal efficiency and effectiveness of CPSC.”
• Corplan (Strategy #8):
“ Develop a responsive monitoring, evaluation and quality assurance system.”
• Corplan (Strategic Objective #40):
“ Acquire ISO 9000 accreditation for CPSC.”
Part I Understanding Quality,
Quality Management, and Quality Management System
• Fitness for use (Juran)
• Degree to which a set of inherent characteristics meets the needs, wants and expectations of a given customer (ISO)
• A vision, the visible and tangible expression of human excellence
• An attitude about how to conduct business
• A means to an end
Concept of Quality
• Use of measurement and statistical quality control and excellent interpersonal and communication skills to make the quality concept a reality.
• Continual improvement of performance to meet the wants, needs, expectations and requirements of customers and to do it in an efficient way.
Quality Management
• Customer focus
• Leadership
• Involvement of people
• Process approach
• Systems approach of management
• Continual improvement
• Factual approach to decision-making
• Mutually beneficial supplier relationships
Eight Quality Management Principles (ISO)
• A set of rules and disciplines which covers how quality is going to be managed
• That part of the organization’s management system that focuses on the achievement
of results, in relation to the quality objectives, to satisfy the needs, expectations and requirements of customers
• QMS is usually what organizations develop for ISO certification
Quality Management System (QMS)
Process-Based QMS ModelContinual improvement of the quality management systemContinual improvement of the quality management system
Management responsibilityManagement responsibility
Product realization
Product realization
Measurement, analysis and improvement
Measurement, analysis and improvement
Customers (and other interested parties)
Requirements
Customers (and other interested parties)
Requirements
Customers (and other interested parties)
Customers (and other interested parties)
ProductProduct
Resource managementResource
management
OutputKey
Value-adding activities
Information flow
Input
Satisfaction
The P-D-C-A Cycle
• The Plan-Do-Check-Act Cycle simplifies the process approach to QMS
Plan
DoCheck
Act
Part II Designing and Developing a QMS
• Strategic planning
• Policy development
• Restructuring
• Systems development
• Resource capability building
• Staff development/training
• Mechanisms: Steering Committee, QMR, IQA and DC
The Preparation Process
• Drafting of the quality policy and quality objective
• Refining/testing against the 8 principles of quality management
Establishing the Quality Policy and Quality Objective
Quality Policy and Quality Objective of CPSC: An Example
“We are committed to provide quality programmes, products and services to our clientele, internalizing
a quality culture that shall be directed towards international standards of performance, through
teamwork and cooperation within the quality management system for meeting
customer needs.
This will be achieved following well-defined processes and taking quality assurance measures
through:
Q -uality staff development C -ustomer needs assessment U -sing continuous refinement in designing processes
L -inking with strategic partners T -opping customer focus in implementing the processes U -sing formative and summative evaluation in all stages of activities, with R -esources used optimally through E -nvironment-friendly practices
Together, everyone is committed and empowered to work for continuous
improvement of quality through customer feedback in all aspects of our work for
increasing effectiveness of our processes and for leading change in technician
education and training.”
Determining the Business Processes, Responsibilities and Interfaces: Examples
Needs of Member Countries CPSC Objectives
1.0 CORPORATE PLANNING
2.0 POLICY FORMULATION
3.0 MANAGEMENT SYSTEMS
OPERATION & CONTROL
CSD
IT & C
M & C
R & D
T & D
4.0 PROGRAMME/ PROJECT PLANNING
5.0 PROGRAMME/ PROJECT
IMPLEMENTATION
6.0 RESOURCE MANAGEMENT
7.0 EVALUATION, REVIEW AND
IMPROVEMENTCLIENTELEThe CPSC Business Process Model
1.1 CORPORATE PLANNING Needs Survey, Trending and
Programmes Impact Analysis and Scenario- Building
Preparation, Validation and Finalisation of the 5 Yr CorPlan
Preparation of the Annual Oplan
Mid-term Validation and Updating the 5 Yr CorPlan
1.2 POLICY FORMULATION Preparation and Circulation
of Governing Board Documents Convening of Governing Board
Meeting or Other Committees and Documentation, Circulation and Approval of Minutes and Decisions
1.3 MANAGEMENT SYSTEMS OPERATION AND CONTROL Human Resource Management System Operation Fiscal Management Records and Documents Mgt. Membership Handling
1.4 PROGRAMME/ PROJECT (P/P)
PLANNING Programme/Project
Preparation, Design and Development
1.5 PROGRAMME/ PROJECT
IMPLEMENTATION Programme/ Project Organising, Coordinating and Reporting
1.6 RESOURCE MANAGEMENT
Service Requests from Divisions and Clients
Supplier Assessment and Evaluation
Manpower Facilities/ Food/
Transportation Materials/ Supplies/
Hotel/ Ticketing/ Visa Information Bank Information Technology
1.7 EVALUATION, REVIEW AND IMPROVEMENT Internal Quality System Audit Monitoring and Measurement Programme Evaluation (Formative and Summative) Customer Feedback and Evaluation Continuous Process Improvement Management Quality Mgt. and Review
CLIENTELE
CPSC ObjectivesNeeds of Member Countries
The Expanded Business Process Model
1.1.2 Needs Survey, Trending and Programmes
Impact Analysis and Scenario- Building
1.1.3Preparation, Validation and Finalisation of the 5-year CorPlan
(Vision, Mission, Strategic Goals and Objectives)Validation and Control (Nat’l Consultation, Experts’ Meeting, Senior
Administrators’ Conferences)
1.1.4Preparation of the
Annual Oplan
1.1.5Mid-term Validation
and Updating of the 5-year CorPlan
Policy Formulation
Programme/ Project Planning
Process Diagram for Corporate Planning
Developing the Quality System Documentation
• Quality Manual
• Procedures Manual
• Work Instructions
• Forms and Sample Documents
• Quality Manual - is the main document, which describes the organization’s overall approach to quality management.
• Suggested Parts of a Quality Manual:
Introduction to the organization, its mandate and structure
Quality policy and quality objective
The business processes/scope of the QMS
Procedures manual
Work Instructions and Forms Used
• Internal Quality Audit Training
• Workshops
• Internal Quality Audit Simulated Exercises
• Internal Quality Audit Certification
Training Staff for Implementation
Part III Installing And Operating the QMS
• A document tells us what will be done such as a specification, a drawing, a procedure
document, a quality manual, standards, corrective/preventive action request (CPAR), blank forms
• A set of document is frequently referred as “documentation”
• A record shows what has been done such as IQA reports, CPAR reports, minutes of quality meetings, a test report
Document and Record Control
Samples of CPSC Forms/Documents
Page 1 of 2
Page 2 of 2
• Internal quality audits (IQA) or first party audits are conducted by the organization itself for internal purposes and can form the basis for self-declaration of conformity
• Non-conformity means a failure to comply with defined requirements
• Observation means any audit finding raised by the auditor where a non-compliance
has not been proved but could become a non-conformity, if it continues to be ignored
Internal Quality Auditing
• Agenda of quality audits include Introduction of parties involved Confirmation of the objectives Scope and timetable of the audit or the
audit plan Explanation of the methods and procedures and closing meeting and written reports, confidentiality of the audit and solicitation of technical supports, i.e., audit guides, space and equipment
Formalities and Styles in the Opening Meeting of IQA
Applying Simple Statistical Tools:
•Frequency Analysis
•Measures of Central Tendency
•Histogram
•Cause and Effect Analysis
•Pareto Analysis
•Etc
Measurement, Analysis and Evaluation
• To be conducted by an external consultant/s including a practical exercises on IQA
with report on findings, observations and non-conformities, and recommendations on readiness for external certification
Pre-Assessment of QMS
• Agenda of the review include;
Internal and customer audit reports
Customer complaints and satisfaction measurements
Reports of process performance
Improvements or problem correction or prevention actions taken
New circumstances that will have an impact on the QMS
Management Review
Part IV Applying for ISO Certification
• Appropriateness
• Cost
• Experience
Negotiating for an External Certification Body
• EQA or third-party audits are conducted by external independent organization for purposes of certification or registration of conformity with ISO 9001:2000
Three-staged EQA:
Pre-audit (optional)
Adequacy audit - focuses on documentation review
Compliance audit - focuses on the compliance to ISO requirements of the QMS
External Quality Audit (EQA)
ISO Certification
Part V Sustaining The QMS
• QMS maintenance means conducting IQA, keeping and completing documentation,
monitoring, continual improvement and updating the Quality Manual
• QMS surveillance audit involves regular visits, normally six months after certification, carried out in the way the third party audit was done
Maintaining and Surveillance of the QMS
• Making the QMS as part of the organizational culture, developing a sense of ownership
• Transforming CPSC as a learning organization, one that encourages continuous learning and knowledge generation
• In learning organizations, the individual themselves evolve and grow, and in the process recreate the organization-
Internalizing the QMS
QMS: A Stepping QMS: A Stepping Stone towards Stone towards ISO 9001:2000 ISO 9001:2000 CertificationCertification
Go Global!