quality management and safety

23

The Philosophy of Quality Managementand

Integrated Management System

.

PİRİ REİS UNIVERSITY

Quality Management and Control

The philosophy of Quality Management

The Philosophy of Quality Managementand Integrated Management System

3/57

Introduction

HugeStrongCompanies

SuccessQuality Management and Control


4/57

Introduction

Quality

Total Quality Management

Responsibility of top managers first, then all employees


5/57

Introduction

Based on the interaction of all the stages,* Quality-based,* Customer satisfaction with the long-term business success and* Considers the benefits of business and society members

Total Quality Concept


6/57

Introduction

DemingJuranFeigenbaumCrosbyIshikawa

Total QualityCompany Wide Quality Control


7/57

TQM Philosophy and Development Process

Fordizm - mass-production/seri üretim/kitle üretimiAt the beginning of 1900’s

First steps of Quality Control.

* Increased production lines and production volume,* Difficulty in control of production,

* To find bad parts

Fordizm - mass-production


8/57

Set up the methodic fundamentals of SPC-Statistical Process Controlling and Quality Safety

1930’lardan sonraWalter Shewhart - Kontrol Kartları (Control

Chart)


Walter Shewhart – Control ChartAfter 1930’s


9/57

in the basis of several Quality Standards


“Reliability Engineering” in weapon Production

II. World War

Military norms and regulations


10/57

Deming and Juran SeminarsDeming (14 Principles - Statistical Management and human-centered understanding)Not accepting the Slogans, and the pressure on employees and restructure TQM from the top,

Juran (Strategic Plannning)

Pressure to be the best solution and TQM to start from mid-level management


11/57

Dr. W. Edwards Deming

1. Increasing quality reduces costs.2. The way of upgrading the quality is to prevent deviations from the target.3. The desired Quality level can be reached by continuous change.

4 days-6 seminars1950 Japan

Summary of 14 principles:


12/57

Dr. W. Edwards Deming

4. Plan-Do-Check-Act (PDCA) at all levels for continuous changes.5. Processes are everything. Product quality, can only be improved by the process development .6. In order to develop the system it’s needed to define and control the system. Statistics is the best tool for this purpose.

Summary of 14 principles:


13/57

Dr. Joseph M. Juran

* Quality is the responsibility of top management.* From this, quality objectives need to be settled by the senior management.* The phenomenon, stress, can be used in improving quality.

Seminars1954 Japan

Juran Philosophy :


14/57

Dr. Armand Feigenbaum

Emphasized that the “Quality Consciousness” needs to be vaccinated every employee in the

enterprise.

Total Quality Control


15/57

Ishikawa

Developed methods of analysis for the catching

of errors that may occur.

Quality Control Circles

Ishikawa Diagram


16/57/ 4816http://www.pathmaker.com/resources/leaders/ishikawa.asp

Ishikawa


17/57

Ishikawa

*Quality Circles" are working groups which are based on voluntary participation of people

running a business in the same field to meet on a regular basis to detect, investigate and

solve problems related to their jobs,The respect for others, lies in the basis.

Quality Control Circles


18/57

Philip Bayard Crosby

Builds one of the cornerstones of Total Quality Management (TQM) philosophy

Zero-Error Program


19/57

Quality Techniques in Quality Management

* Developed an important method to determine the quality strategy to be familiar with the companies about the status of their competition.

Yoji AkaoQuality Function Deployment

House of Quality

Yoji Akao


20/57


Developed to be customer-focused as Continuous Improvement Process.

*KAIZEN (Japanese: change for better)

Masaaki ImaiMasaaki Imai


21/57


* Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods.

Genichi Taguchi


22/57


Used the method of finding and eliminating the errors by using control charts

Shigeo Shingo

Poka Yoke (Japanese: Prevent accidental mistakes)


23/57

The challenges of TQM and Corporate Identity

•All developments mentioned above, occurred in Japan in general. Beside these applications in the industry, Japanese educational system that meets their own culture and understanding are among the factors contributing to this success which allowed for a breakthrough in Japan.•In Japanese educational system, having been educated abroad is not favourite.


24/57

* Total Quality Management can not succeed in an enterprise without Quality System* Quality system needs leadership rather than managers. The leadership is the art of getting outstanding results via ordinary people.



25/57

* Corporate Identity (Kurumsallaşma Felsefesi) is the main objective of TQM



26/57

•Plan-Do-Check-Act (PDCA) cycle is the main rule approach/attitude. •Another rule is that firms should set these objectives.



28/57


Attention to

Customer and

Product Quality

IS0 9001 HACCP ISO 22000

ISO 14001 OHSAS

Food safety management

systems

Occupational Health and Safety

System

Environmental

management systems

http://www.standartkalite.com/iso9001_nedir.htm

http://www.standartkalite.com/haccp_iso22000_nedir.htm

http://www.standartkalite.com/haccp_iso22000_nedir.htm

http://www.standartkalite.com/ohsas18001_nedir.htm


29/57

International Organization for Standardization (ISO)

•ISO 9001: The quality policy, formal statement from management, closely linked to the business and marketing plan and to customer needs. The quality system is regularly planned and evaluated for conformance, effectiveness and to maintain quality of service.

* A quality management standart which International Organization for Standardization.


30/57

International Organization for Standardizasyon (ISO)

* Certification companies are authorized for accreditation in the nations. In Turkey, accreditation authority is TÜRKAK.

* ISO-9001 was developed by International Organization of Standardization (Headquarters in Geneva, Switzerland with 162 members).


31/57


* In various countries, different standarts are sometimes used as “technical barriers against trade“.

* Today, the most important function of ISO is to prepare ISO 9000 quality management standarts and the other internationally accepted stardarts and to eliminate the barriers before the trade.


32/57

* ISO was founded in 1947 and contributed a lot to industry, trade and customers.

* TSE is a member of ISO and is the only representative in Turkey.



33/57

ISO 9000

The ISO 9000 family of standards relates to quality management systems and is designed to help organizations ensure that they meet the needs of customers, suppliers, shareholders and the government.


34/57

ISO 9001

ISO 9001 deals with the requirements that organizations wishing to meet the standard have to fulfill. It is the name of the certificate.

ISO 9001 seeks first if the company has a system and then everybody in the company follows up the current system.


35/57

ISO 9001:2008

ISO 9001 standard is revised every 5 years by ISO and issued after necessary revisions were made. The number 2008 shows the date of the last revision.


36/57

* Improvement in communication within the organization,* The development of the organization's quality approach,* The increase in profit, productivity, and market share,* An effective management,* Cost reduction,* Employee satisfaction.

ISO 9001


37/57

* Monitoring and control of all functions and processes,* Diminishing returns,* Decreasing customer complaint,* Increasing satisfaction,* A management system model that can be applied to national and international level.

ISO 9001


38/57

The benefits of ISO 9001

* Strengthening the image of the organization,* Customer satisfaction,* Customer growth,* Increase competitiveness,* Better relations with suppliers.

A Research Applied to 720 CompaniesExternal Benefits

*Effectiveness of management* Positive cultural change,* Quality consciousness formation,* A better documentation,* Systematic Approach,* Standardization and consistency,* Efficiency and productivity growth,* Reducing costs.

Internal Benefits


39/57

* Revised in 2000 and issued as Quality Management System Standard. * For basic certification, there is only ISO 9001:2008 standard. But ISO 9000, ISO 9004 and ISO 19011 standards are issued by ISO for supporting.

ISO 9001


40/57

Turkish Standards Institution

Establishment Act No. 132

Preparing standards for every kind of items and products together with procedures and services

Purpose


41/57

European Organizati

on For Quality

International Electrotechni

que Commission

EU Organizations for Standards



42/57

Quality System Certification Activities


Netherlands Accreditation Institute

(RvA)


43/57


Hazard Analysis

and Critical Control Points

Quality Management

Occupational Health

and Safety

Environmental

Management

Certification


44/57

EN (Europeanne Norm)

EN is established to create a harmony among the standards in EU.

The European Committee for Standardization


45/57

TS-EN-ISO 9000 Quality Management System

• Now, today's global world is very small that, information, technology and the major advances in the field of communications has led the communities to the cut-throat competitions and economic races where new developments took place and To survive in the current world order, it’s necessary to meet the customer needs and expectations in all sectors.


46/57

* However, this can only be realized by covering all phases of the implementation of the Quality Management System organizations.



47/57

* ISO 9000 Quality System Standards has become the most used international standards since the date of publication in 1987.

* TS-EN-ISO 9000 Quality Standards Series shows how to construct an effective management system.



48/57

Definitions Pertaining to ISO and Quality

Set of interrelated or interacting activities which converts the entries to outputs.

PROCESS

Output of a process.PRODUCT

SYSTEM Set of interrelated or interacting elements.


49/57


System of creating and achieving the goals and policy.

MANAGEMENT SYSTEM

The objectives set with the continious improvement in mind in an organization.

QUALITY POLICY


50/57


The management and control of an organization in terms of quality.

QUALITY MANAGEMENT

The activity to increase the capability of continuously fulfilling the requirements.

CONTINUOUSIMPROVEMENT

The relationship between the resources and the result.

PRODUCTIVITY


51/57

Definition of Quality

* Quality is the sum of the features of a product or service to meet the specified needs.


52/57

* Total Quality Management is a a complete management system which makes up fully customer-focused business. TQM is a universal process.* TQM is a group activity and can not be performed as an individual activity.* Avoiding errors and achieving quality in TQM is the responsibility of all employees from top to bottom and suppliers in the production process.



53/57

* QMS will succeed to form the dynamism of an organization with the following principles: * Customer focus, * Top management leadership, * Continuous improvement, * Full participation.



54/57

* An international standard published by the European Union countries and is currently being implemented with many countries as an international quality management standard certification and is based on 8 quality principles.

TS-EN-ISO 9001


55/57

Leader provides the unity of purpose and administration in the organization. Leaders must form and maintain an interior environment where individuals can fully participate in achievement of the objectives of the organization.

TS-EN-ISO 9001Customer-Focused

Leadership

Organizations depend on customers, so they must understand the customer's current and future needs, meet customer requirements and must be willing to exceed customer expectations.


56/57

TS-EN-ISO 9001

The desired results, activities and related resources are gained more efficiently when managed as a process.

Involvement of people

Process Approach

People at all levels are the the essence of an organization and their full involvement can be used for the benefit of the organization.


57/57

TS-EN-ISO 9001

Continuously improving the total performance of the organization must be a permanent goal of the organization .

System Approach in Management

Continuous Improvement

Defined as a system of processes related to each other, understanding and managing the achievement of the objectives will contribute to the effectiveness and efficiency.


58/57

TS-EN-ISO 9001

An organization and its suppliers are independent of each other, and mutually beneficial relationship, the ability to create added value for both.

Factual approach to decision making

Mutually beneficial supplier relationships

Effective decisions are based on data analysis and information.


59/57

CRISIS

o o Crisis = Threat + Opportunity (in Japan)o When the strong winds start some people

build the shelter while others building windmill.

o Competitive Quality


60/57

The Philosophy of Quality Managementand


Oktay ÇETİN Asst.Prof.Dr.

PİRİ REİS UNIVERSITY

Quality Management and Control

quality management and safety

Science