Professional Documents
Culture Documents
Puttoo Chitra Petit Vanessa Ramaully Nizaar Quirin Christelle Ramdass Dehishta Ramah Deveen
Introduction
ISO 9000 series is the best known example of quality standards ISO 9000 is regarded to be a key requirement to stay in business Registration of ISO 9000 is considered to provide companies with a competitive edge
ISSUE: 2 ISO 9000 deals with systems (processes) in which products are produced NOT with the technical specifications of product (Marquart, 1992)
ISSUE: 3 Processes the need to improve ISO 9000 standards also focus on continuous improvement and adaptation of quality systems (Williams, 1997).
ISSUE: 4 ISO 9000 standards give rise to an opportunity to assess a suppliers goods and services, in so doing quality assurance about the supplier's ability is given to customers (Lofgren, 1991).
1979 - 1st publication of the quality management standard BS 5750, issued by the British Standards Institute 1987 - The BS 5750 had been modified and accepted as the international standard ISO 9000 1994 - 1st Revision of ISO 9000 occurred. 2000 - 2nd Revision of ISO 9000 2008 - 3rd and the last Revision till date
8 Management Principles
1.
2.
3. 4. 5. 6. 7. 8.
Customer Focus Leadership Involvement of People Process Approach System Approach to Management Continual Improvement Factual Approach to Decision-Making Mutually beneficial supplier relationship
Since organisations depend on their customers, they should strive innovate and create value for them with the aim of enhancing their level of satisfaction.
Understand current and future customer needs Meet customer requirements Exceed customer expectations
Measuring customer satisfaction and acting on the results Systematically managing customer relationship
Benefits
Principle 2: Leadership
Leaders should establish and maintain a healthy internal environment in which people can become fully involved in achieving the organisations objectives
Achievable if leaders:
Consider the needs of all interested parties including customers, owners, employees, suppliers, local communities and society as a whole Establish a clear vision of organisations future Set challenging goals and targets Create and sustain shared values, fairness and ethical role models at all levels of the organisation
Benefits
Employees will understand and will be motivated towards the organisations goals and objectives Miscommunication between levels of organisations will be minimized Activities will be evaluated , aligned and implemented in a unified way.
Involvement of people at all levels is the essence of all organisations since they contribute to the organisation success.
Make people understand the importance of their contribution and role in the organisation Help employees to identify constraints to their performance Provide their staff the opportunity to enhance their competence, knowledge and experience Encourage team work and brainstorming
Benefits
Committed, motivated and involved within the organisation Draw satisfaction out of their work Demonstrate innovation and creativity in furthering the organisations objectives Eager to participate in and contribute to continual improvement `
The desired result is more efficiently achieved when activities and related resources are managed as a process
Input
Process
Output
Defining systematically the activities that are necessary to obtain a desired result Establish clear responsibility and accountability for managing key activites Focusing on the facors such as resources, methods and materials that will improve key activities of organisation Evaluating risks, consequences, impacts of activities on customer, supplier and other interested parties
Benefits
Help the organisation to lower costs Improved consistent and predictable results Focused and emphasized opportunities
Defining a system by identifying and developing a process that affect a given objective
Structure of the system to achieve the organisations objectives in the most effective and efficient way Ability to understand the interpendencies between the processes of the system Continuous improvement of the system through measurement and evaluation
Benefits
Increase effectiveness and efficiency of the organisation Enable the organisation to focus effort on the key processes Integrate and align key processes in order to get best results
Continual improvement of the organization's overall performance should be a permanent objective of an organization that wishes to succeed and excel within its marketplace.
Achievable by:
Providing employees with training in the methods and tools of continual improvement which includes PDCA Cycle, problem solving, quality circles and kaizen Making continual improvement of products, processes and systems, an objective for every individual in the organisation Establishing goals to guide, measures to track continual improvement Recognising and acknowledging improvements
Benefits
Boost the organisations overall performance and its liquidity position Help the organisation to gain competitive advantage Flexibility to react quickly to opportunities
Organisations manage the information, make decisions and take actions based on results of logical analysis.
Accuracy and reliability of data and information Accessibility of data to those who need it Methods used to analyse data and information
Benefits
An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions
create competitive advantage through the development of strategic alliances or partnership with suppliers
Establish relationships that balance shortterm gains with long term considerations Identify and select key suppliers Provide clear and open communication Share information and future plans
Benefits
Increased ability to create value to both parties Help the organisation to optimise resources and costs Increase its flexibility and speed to respond to customer needs, expectations and market changes
Top management commitment Appointing the management representative Creating awareness of ISO Appoint an implementation team Training Time schedule Select element owners Review the present system Write the documents Install the new system Internal Audit Management review Registration
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Creating Awareness
Tactical, and Strategic levels Members from every departments and hierarchies of the organization.
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Training
Time Schedule
Time taken to implement quality system in the organization Time taken to complete registration procedures for ISO Vary according to size of the organization.
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Selected by members of implementation team Responsible for one or more system elements Ensure good implementation of elements of quality system Review the Present System Identify gaps between actual and future quality products Indication for improvement
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Documents Quality policy and procedure manuals Companys policies Procedures records Work instructions The documents should be: Simple to read and understand Effectively applied to the day-to-day processes Too much documentation or complicated documentation will destroy the system Besterfield et al.
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Internal Audit
Assess the extent to which quality standards are met by the organization
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Review Output
Systems performance Customer feedback Product and process performance Audit results Corrective actions Preventive actions
Improvement of effectiveness of the QMS and processes Improvement in the product related to customer requirement Resource needs
Registration
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7. Product Realisation
8. Measurement, Analysis and Improvement
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42 42
1. SCOPE
2. NORMATIVE REFERENCES 3. TERMS AND DEFINITIONS
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44 44
QUALITY MANUAL
CONTROLS OF DOCUMENTS (also called, the Document Functions) CONTROL OF RECORDS
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Policy
Procedures
5. MANAGEMENT RESPONSIBILITY
Management Commitment
Customer focus
Quality policy
Planning
Quality Objectives
QMS Planning
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The vision, mission and values of the organisation Operating policies The corporate objectives Plans for entering new markets, for new products and processes and for improvement Customer requirements, regulations and statutory requirements Product and process objectives Product and process information Problems Progress
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COMMUNICATION
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6. RESOURCE MANAGEMENT
PROVISION OF RESOURCE (people, suppliers, financial, natural, etc...) HUMAN RESOURCE (Competence, Awareness and Training) INFRASTRUCTURE
WORK ENVIRONMENT
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7. PRODUCT REALISATION
The Quality Objectives The need to establish the processes, documents and provide resources particular to the product
Required verification, validation, monitoring, inspection and test activities specific to the product and its criteria for
acceptance; and
Needed records to prove that the realisation processes and the resulting product or service meet requirements.
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Determination of the requirements related to the product Review of requirements related to the product Customer Communication
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D&D stages
The
review, verification and validation which are appropriate to each D&D stage, and
The
7.4 PURCHASING
3 key processes which are involved in the purchasing process:
Purchasing
process
Purchasing
information
of the purchased product
Verification
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57 57
58 58
Satisfaction
Audit
Monitoring Monitoring
Service
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Improvement
Continual Improvement
Corrective Action
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Prevention Action
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Rayner and Porter (1991): 20 SMEs 70% - marketing advantages as the principal benefits Street and Fernie (1992): 52 certificated Scottish manufacturers 1/3 - growth in the customer base - increased sales
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Mann and Kehoe (1994): ISO 9000 had greater impact on business performance but less impact than TQM.
Prasad and Naidus (1994): 870 small and medium sized American exporters competitive advantage
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Taylor (1995): senior executives in 115 ISO 9000 registered businesses in Northern Ireland 30 - pressure from customers
Terziovski et al (1995): no link between ISO 9000 certification and customer satisfaction
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Institute of Quality Assurance (1991): 502 responded to survey 75% - improvements in product/service
Anon (1993): US and Canadian chemical industry 25% - customer demands and expectations as the most important reason for seeking registration 24.5% - enhanced customer satisfaction
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Brown and van der Wieles (1995): Western Australia pressure from customers was the primary motivation for seeking certification benefits experienced were improved quality awareness, improved awareness of problems, improved management control and improved customer service.
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Veritas Labs (1996): 48 certificated companies in the New York primary reason for seeking certification was pressure from existing customers increased employee motivation and personal accountability for job performance
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Reasons for Purchasing ISO 9000 Certification and ranked as per the most popular reason
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Francis Buttle (1996) also analyzed the benefits of ISO 9000 Certification
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Improvement: (e.g., rank 1-3) ISO 9000 is an excellent tool to develop a strong foundation of good processes and systems Marketing: (e.g. rank 4-6) ISO 9000 certification can effectively be used in marketing as it is a well-recognized standard for quality Customer Requirements: (e.g. rank 19) if your company provides products or services to other companies
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Buttle (1996) identified eight major disappointments with becoming ISO 9000 certified. The main one cited was the time requirement to write the associated manuals high cost of implementation came a close second Once it was implemented, the highest ranked was the high cost of maintaining the standard, closely followed by the high volume of paper work.
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Stevenson and Barnes (2001) suggested the following problems with the standard:
unnecessary paper work cost (time, training, consultants, and registration) may never actually be recovered interfere with new and better ways of operating not industry-specific
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Business not increased as much as expected Number of customer quality audits still conducted High costs involved
Despite offering a number of benefits, ISO 9000 did not meet user expectation in a number of areas, including reduction in cost and waste
Certification bodies exaggerating claims for the standard and thereby setting expectations at too high a level than with the standard underperforming
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CONCLUSION