Q M S

WHAT IS QMS?
QUALITY MANAGEMENT SYSTEM

LET US UNDER
STAND
QUALITY
MANAGEMENT
SYSTEM
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 WHAT IS QUALITY?

FIT FOR PURPOSE OR FULFILL REQUIREMENTS

NEW DEFINITION

CUSTOMERs SATISFACTION
INCREASE EFFICIENCY
REDUCE REDUNDANCY
REDUCE WASTE
IMPROVE BUSINESS PROCESS
MAXIMIZE USE OF RESOURCES
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 WHAT IS MANAGEMENT

ORGANISE AND ACHIEVE

THE GOAL BY
OVERCOMMING THE
CONSTRAINTS

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 WHAT IS SYSTEM?

A TOOL WHICH CONVERTS THE INPUTS INTO

OUTPUT BY FOLLOWING

SET OF CONCEPT
& PRINCIPLES

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 Q M S

WHAT IS QMS?
QUALITY MANAGEMENT SYSTEM

LET US UNDER
STAND
QUALITY
MANAGEMENT
SYSTEM
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 QMS BASIC CONCEPT

PDCA
PLAN
DEVELOP (do)
CONTROL (Check)
ANALYS (act)

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 MANAGEMENT PRINCIPLES OF
QMS

CUSTOMER FOCUS
LEADERSHIP
INVOLVEMENT OF PEOPLE
PROCESS APPROACH
SYSTEMATIC APPROACH TO
MANAGEMENT
CONTINUAL IMPROVEMENT
FACTUAL APPROACH IN DECESION
MAKING
MUTUAL BENEFICIAL SUPPLIER
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RELATIONSHIP
 CUSTOMER FOCUS
Communication with the customer (Clause
7.2.3)
Communication of customer requirement
through the organization (Clause 5.5.2)
Care for customer property (Clause 7.5.4)
The determination of customer needs and
expectations (Clauses 5.2 and 7.2.1)
Establishing the capability of satisfying
customer requirements (Clause 7.2.2)
Measuring customer satisfaction (Clause 8.2.1)
Management commitment (Clause 5.1)
Chaitanya
Prepared By: Continual
Purohit improvement8 (Clause 8.1)
 LEADERSHIP
Establishing Vision and Demonstrating commitment
Set up objectives and policies (Clauses 5.3 and 5.4.1)
Planning of a system that will meet requirements and
achieve objectives (Clause 5.4.1)
Defining and communicating responsibility and authority
(Clause 5.5.1)
Establishing trust and eliminating fear, inspiring and
encouraging
Equipping people with the necessary competence, freedom
to act to achieve the objectives (Clause 6.2.2)
Communication with the customer (Clause 7.2.3)
Communication of customer requirement through the
organization (Clause 5.5.2)
Establishing the capability of satisfying customer
requirements (Clause 7.2.2)
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 INVOLVEMENT OF PEOPLE

Make people understand importance of their contribution

Involve in setting of objectives and policies (Clauses 5.3 and
5.4.1)
Defining and communicating responsibility and authority
(Clause 5.5.1)
Providing opportunities to enhance their competence to achieve
the goals and objectives (Clause 6.2.2)
Communication of customer requirement through the
organization (Clause 5.5.2)
Involve functional representatives in design reviews (Clause
7.3.4)
Creating an environment in which people are motivated (Clause
6.4) to accept ownership of problems and solving them and to
contribute to achieving quality objectives (5.4.1)
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By:Encourage
Chaitanya Purohit people to freely share
10 knowledge and experience.
People openly discussing problems and issues
 PROCESS APPROACH
Identification of processes (Clause 4.1a) & its objectives
(Clause 5.4.1)
Providing the infrastructure, information and resources for
processes to function (Clause 6.1)
Defining the activities required to deliver the process
outputs (Clauses 4.1c, 7.3, 7.4, 7.5, 8.1)
Reviewing the processes for continuing adequacy,
suitability and effectiveness(Clause 5.6.1) through
Measuring and monitoring (Clause 8.2.3)
Determining and eliminating potential non-conformity
(Clause 8.5.3) through diagnosing the cause of variation
(Clause 8.5.2)
Improved, consistent and predictable results.
Focused and prioritized improvement opportunities
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 SYSTEMATIC APPROACH

Defining the system and its objectives (Clause

5.4.2)
Establishing, implement it effectively, and
maintain the system i.e. a set of processes (Clause
4.1a)
Describing the Q M System (Clause 4.2.2)
Harmonies and integrate processes to through
structured approach (Clause 4.1b)
Define how specific activities within a system
should operate
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 CONTINUAL IMPROVEMENT

Commitment to continual improvement (Clause 5.1)

Review of policy and objectives as part of continual
improvement (Clause 5.3)
Identifying Improvement in product, processes &
system (Clauses 4.1f and 8.1)
Identifying improvements (Clauses 4.1f and 8.5.1)
Determining and providing resources to undertake
continual improvement (Clause 6.1)
Reviewing documents and processes for opportunities
for improvement (Clauses 5.6, 8.4 and 8.5.1)

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 CONTINUAL IMPROVEMENT

LESSON LEARNT / FLAW REGISTER (BASED ON

NCRS)

IDENTIFY KEY PERFORMANCE INDICATOR

MONITOR PERFORMANCE OF PROCESS

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 FACTUAL APPROACH
Establishing measurable and consistent
objectives (Clause 5.4.1)
Reviews, measurements and monitoring to
obtain facts (Clauses 4.1e, 5.6, 7.3.4, 8.1 and
8.2.3)
Analysis to obtain facts from information
Records for documenting the facts (Clauses
4.2.1 and 4.2.4)
Validating processes (Clause 7.5.2)
Establishing the capability of processes
(Clause 8.2.3)
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 MUTUAL BENEFITIAL
SUPPLIER RELATIONSHIP

Establishing processes for supplier selection

(Clause 7.4.1)
Analysing supplier data (Clause 8.4)
Establishing supplier improvement programs
(Clause 8.1)

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 QMS STANDARDS

ISO 9000 GENERAL AND DEFINATIONS

ISO 9001-2008 REQUIREMENTS OF QMS

ISO 9004 GUIDELINES

ISO 29001 REQUIREMENTS OF QMS

(specific to Oil & Gas Sector)
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 CONTENTS OF QMS STANDARD

ISO 9000
GENERAL INFORMATION
DEFINATIONS FOR THE TERMS

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 CONTENTS OF QMS STANDARD

ISO 9001 - 2008

GENERAL INFORMATIONS &
REQUIREMENTS OF QMS
SEC 4 GENERAL AND DOCUMENTATION
SEC 5 MANAGEMENT RESPONSIBILITIES
SEC 6- RESOURCES
SEC 7 PRODUCT REALISATION
SEC 8- MEASUREMENT, ANALYSIS AND
IMPROVEMENT.

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 CONTENTS OF QMS
STANDARD

ISO 9004
GUIDELINES FOR AQUIRING THE QMS STATUS
AND CERTIFICATION

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 AUDIT
WHAT IS AN AUDIT?

- A TOOL TO ASSESS THE EFFECTIVENESS OF

THE IMPLEMENTATION OF QMS

TYPES OF AUDIT
-BY NATURE OF ORGANISATIONS INVOLVED

INTERNAL AUDIT WITHIN THE ORGANISATION

EXTERNAL AUDIT OUTSIDE THE ORGANISATION

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 TYPES OF AUDITS

AUDIT BY NATURE OF PEOPLE INVOLVED

1st party audit by own people of the organization

itself.

2nd party audit by the client or their

representatives

3rd party audit by authorized organization to issue

certification
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 Audit procedure
NOTIFICATION
CONSULTATION
CONFIRMATION
CONDUCT
OPENING MEETING
OBSERVATION
DISCUSSION
DECISION
CLOSING MEETING
REPORT
FOLLOWUP & CLOSE OUT
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 AUDIT OBSERVATIONS

OBSERVATIONS ARE OBJECTIVE EVIDENCE

POSITIVE
- INDICATE POSITIVE, EFFECTIVE IMPLEMENTATION OF
QMS
- ADDING VALUE TO THE KEY PERFORMANCE INDEX (KPI)

NEGATIVE
- INDICATES THE LAPSES IN THE IMPLEMENTATION OF
QMS
- GIVES DETAILS OF NON-CONFORMENCES

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 NON-CONFIRMENCES

NCR / Problem Statement

REMEDIAL ACTION - ACTIONS TAKEN TO ELEMINATE THE NON

CONFIRMITIES

ROOT CAUSE

CORRECTIVE ACTION

PREVENTIVE ACTION

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 ACTION
REMEDIAL ACTION
-ACTIONS TAKEN TO ELEMINATE THE NON CONFIRMITIES
CORRECTIVE ACTION
-ACTIONS TAKEN TO CORRECT THE LAPS HAPPENED,
PUTTING THE SYSTEM IN PLACE TO PREVENT
RECURRENCE
PREVENTIVE ACTION
-ACTIONS TAKEN TO ELEMINATE THE POTENTIAL NCR OR
AVOID CHANCES OF REOCCURANCE OF NON
CONFIRMATIES
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