Quality management system structure

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  • 1. Quality management system structure In this file, you can ref useful information about quality management system structure such as quality management system structureforms, tools for quality management system structure, quality management system structurestrategies … If you need more assistant for quality management system structure, please leave your comment at the end of file. Other useful material for quality management systemstructure: • qualitymanagement123.com/23-free-ebooks-for-quality-management • qualitymanagement123.com/185-free-quality-management-forms • qualitymanagement123.com/free-98-ISO-9001-templates-and-forms • qualitymanagement123.com/top-84-quality-management-KPIs • qualitymanagement123.com/top-18-quality-management-job-descriptions • qualitymanagement123.com/86-quality-management-interview-questions-and-answers I. Contents of quality management system structure ================== Successful organizations have figured out that customer satisfaction has a direct impact on the bottom line. Creating an environment which supports a quality culture requires a structured, systematic process. Following are steps to implementing a quality management system that will help to bring the process full circle. Let’s begin by defining the wordquality. Quality Defined: “A subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: (1) the characteristics of a product or service that bear on its ability to satisfy stated or implied needs and (2) a product or service free of deficiencies.” American Society for Quality (ASQ) A Quality Management System is “The organizational structure, processes, procedures and resources needed to implement, maintain and continually improve the management of quality.” American Society for Quality (ASQ) Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction. TQM focuses on the development of products and services
  • 2. that meet the needs and exceedthe expectations of key customer groups. This is accomplished by creating an integrated “system” that is process centered, has total employee involvement and is completely customer focused. Creating a culture that is customer focused and collecting and studying data that supports efforts for the customer are critical components to the system. Steps to Creating a Total Quality Management System 1. Clarify Vision, Missionand Values Employees need to know how what they do is tied toorganizational strategy and objectives which makes it important that all employees understand where the organization is headed (its vision), what it hopes to accomplish (mission) and the operational principles (values) that will steer its priorities and decision making. Having a process to educate employees during new employee orientation and a communication process to help ensure that themission, vision and values is always in front of the people is a major first step. 2. Identify Critical Success Factors (CSF) Critical success factors help an organization focus on those things that help it meet objectives and move a little closer to achieving its mission. These performance based measures provide a gauge for determining how well the organization is meeting objectives. Some example CSF:  Financial Performance  Customer Satisfaction  Process Improvement  Market Share  Employee Satisfaction  Product Quality 3. DevelopMeasures and Metrics to Track CSF Data Once critical success factors are identified, there needs to be measurements put in place to monitor and track progress. This can be done through a reporting process that is used to collect specified data and share information with senior leaders. For example, if a goal is to increase customer satisfaction survey scores, there should be a goal and a measure to demonstrate achievement of the goal.
  • 3. 4. Identify Key Customer Group Every organization has customers and understanding who the key customer groups are is important so that products and services can be developed based on customer requirements. The mistake a lot of organizations make is not acknowledging employees as a key customer group. Example Key Customer Groups:  Employees  Customers  Suppliers  Vendors  Volunteers 5. Solicit Customer Feedback The only way for an organization to know how well they are meeting customer requirements is by simply asking the question. There should be a structured process to solicit feedback from each customer group in an effort to identify what is important to them. Organizations often make the mistake of thinking they know what is important to customers and ask the wrong survey questions. This this type of feedback is obtained through customer focus groups. 6. DevelopSurvey Tool Next develop a customer satisfaction survey tool that is based on finding out what is important to customers. For example, customers might care more about quality than cost but if you are developing a product and trying to keep the cost down and skimping on the quality, you are creating a product that might not meet the needs of the customer. 7. Survey Each Customer Group Each customer group should have a survey customized to their particular requirements and they should be surveyed to establish baseline data on the customers’ perception of current practice. This provides a starting point for improvements and demonstrates progress as improvement plans are implemented. 8. DevelopImprovement Plan Once the baseline is established you should develop an improvement plan based on customer feedback from each group. Improvement plans should be written in SMART goals format with assignments to specific staff for follow through.
  • 4. Goals May Include Some of the Following:  Process improvement initiatives, such as: customer call hold times  Leadership Development: Walk-the-Talk  Management Training/Development: How to manage employees in a quality environment  Staff Training/Development: Customer Service  Performance Management: Setting expectations, creating job descriptionsthat support the vision and holding staff accountable. 9. Resurvey After a period of time (12-18 months), resurvey key customers to see if scores have improved. Customer needs and expectations change over time so being in-tune to changing needs and expectations is critical to long-term success. 10. Monitor CSF It is important to monitor CSF monthly to ensure there is consistent progress toward goals. This also allows for course correction should priorities and objectives change during the review period. 11. Incorporate Satisfaction Data into Marketing Plans Once you’ve achieved some positive results with your satisfaction data, use it as a marketing tool! A lot of successful organizations miss the boat by not letting others know what they do well. Customers want to know how an organizations internal processes work especially if those process help to deliver an outstanding product or service! 12. Technology Make sure technology is user-friendly and supports targeted improvements. For example, a website should be easy to navigate as well as easy to find (SEO) and the content should be easy to understand. Final Thoughts Make sure employees understand the vision as well as their role in supporting it. Look for ways to ensure that all internal processes are standardized and that employees receive the training to understand the standardization. Successful quality initiatives require ongoing Senior Leadership sponsorship and support through structure, process and staff transitions. Designated resources are also critical in supporting these endeavors.
  • 5. If you are interested in learning more about quality management, I highly recommend a book called: The Certified Manager of Quality/Organizational Excellence Handbook, Fourth Edition. ================== III. Quality management tools 1. Check sheet The check sheet is a form (document) used to collect data in real time at the location where the data is generated. The data it captures can be quantitative or qualitative. When the information is quantitative, the check sheet is sometimes called a tally sheet. The defining characteristic of a check sheet is that data are recorded by making marks ("checks") on it. A typical check sheet is divided into regions, and marks made in different regions have different significance. Data are read by observing the location and number of marks on the sheet. Check sheets typically employ a heading that answers the Five Ws:  Who filled out the check sheet  What was collected (what each check represents, an identifying batch or lot number)  Where the collection took place (facility, room, apparatus)  When the collection took place (hour, shift, day of the week)  Why the data were collected 2. Control chart
  • 6. Control charts, also known as Shewhart charts (after Walter A. Shewhart) or process-behavior charts, in statistical process control are tools used to determine if a manufacturing or business process is in a state of statistical control. If analysis of the control chart indicates that the process is currently under control (i.e., is stable, with variation only coming from sources common to the process), then no corrections or changes to process control parameters are needed or desired. In addition, data from the process can be used to predict the future performance of the process. If the chart indicates that the monitored process is not in control, analysis of the chart can help determine the sources of variation, as this will result in degraded process performance.[1] A process that is stable but operating outside of desired (specification) limits (e.g., scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process. The control chart is one of the seven basic tools of quality control.[3] Typically control charts are used for time-series data, though they can be used for data that have logical comparability (i.e. you want to compare samples that were taken all at the same time, or the performance of different individuals), however the type of chart used to do this requires consideration. 3. Pareto chart
  • 7. A Pareto chart, named after Vilfredo Pareto, is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. The left vertical axis is the frequency of occurrence, but it can alternatively represent cost or another important unit of measure. The right vertical axis is the cumulative percentage of the total number of occurrences, total cost, or total of the particular unit of measure. Because the reasons are in decreasing order, the cumulative function is a concave function. To take the example above, in order to lower the amount of late arrivals by 78%, it is sufficient to solve the first three issues. The purpose of the Pareto chart is to highlight the most important among a (typically large) set of factors. In quality control, it often represents the most common sources of defects, the highest occurring type of defect, or the most frequent reasons for customer complaints, and so on. Wilkinson (2006) devised an algorithm for producing statistically based acceptance limits (similar to confidence intervals) for each bar in the Pareto chart. 4. Scatter plot Method A scatter plot, scatterplot, or scattergraph is a type of mathematical diagram using Cartesian coordinates to display values for two variables for a set of data. The data is displayed as a collection of points, each having the value of one variable determining the position on the horizontal axis and the value of the other variable determining the position on the vertical axis.[2] This kind of plot is also called a scatter chart, scattergram, scatter diagram,[3] or scatter graph. A scatter plot is used when a variable exists that is under the control of the experimenter. If a parameter exists that
  • 8. is systematically incremented and/or decremented by the other, it is called the control parameter or independent variable and is customarily plotted along the horizontal axis. The measured or dependent variable is customarily plotted along the vertical axis. If no dependent variable exists, either type of variable can be plotted on either axis and a scatter plot will illustrate only the degree of correlation (not causation) between two variables. A scatter plot can suggest various kinds of correlations between variables with a certain confidence interval. For example, weight and height, weight would be on x axis and height would be on the y axis. Correlations may be positive (rising), negative (falling), or null (uncorrelated). If the pattern of dots slopes from lower left to upper right, it suggests a positive correlation between the variables being studied. If the pattern of dots slopes from upper left to lower right, it suggests a negative correlation. A line of best fit (alternatively called 'trendline') can be drawn in order to study the correlation between the variables. An equation for the correlation between the variables can be determined by established best-fit procedures. For a linear correlation, the best-fit procedure is known as linear regression and is guaranteed to generate a correct solution in a finite time. No universal best-fit procedure is guaranteed to generate a correct solution for arbitrary relationships. A scatter plot is also very useful when we wish to see how two comparable data sets agree with each other. In this case, an identity line, i.e., a y=x line, or an 1:1 line, is often drawn as a reference. The more the two data sets agree, the more the scatters tend to concentrate in the vicinity of the identity line; if the two data sets are numerically identical, the scatters fall on the identity line exactly.
  • 9. 5.Ishikawa diagram Ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-and-effect diagrams, or Fishikawa) are causal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event.[1][2] Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation. Causes are usually grouped into major categories to identify these sources of variation. The categories typically include  People: Anyone involved with the process  Methods: How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws  Machines: Any equipment, computers, tools, etc. required to accomplish the job  Materials: Raw materials, parts, pens, paper, etc. used to produce the final product  Measurements: Data generated from the process that are used to evaluate its quality  Environment: The conditions, such as location, time, temperature, and culture in which the process operates 6. Histogram method
  • 10. A histogram is a graphical representation of the distribution of data. It is an estimate of the probability distribution of a continuous variable (quantitative variable) and was first introduced by Karl Pearson.[1] To construct a histogram, the first step is to "bin" the range of values -- that is, divide the entire range of values into a series of small intervals -- and then count how many values fall into each interval. A rectangle is drawn with height proportional to the count and width equal to the bin size, so that rectangles abut each other. A histogram may also be normalized displaying relative frequencies. It then shows the proportion of cases that fall into each of several categories, with the sum of the heights equaling 1. The bins are usually specified as consecutive, non-overlapping intervals of a variable. The bins (intervals) must be adjacent, and usually equal size.[2] The rectangles of a histogram are drawn so that they touch each other to indicate that the original variable is continuous.[3] III. Other topics related to Quality management system structure (pdf download) quality management systems quality management courses quality management tools iso 9001 quality management system quality management process quality management system example quality system management quality management techniques quality management standards quality management policy quality management strategy quality management books
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