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Quality is fitness for use or purpose - JuranQuality is conformance to requirements - Crosby A predictable degree of uniformity and dependability at low cost and suited to market - Deming The Totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs of customer - ISO 8402 : Quality vocabulary : Quality is fitness for use or purpose - JuranQuality is conformance to requirements - Crosby A predictable degree of uniformity and dependability at low cost and suited to market - Deming The Totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs of customer - ISO 8402 : Quality vocabulary Quality Vs quality : Quality Vs quality Quality is about products It is technical It is for inspector It is led by experts Good quality is of high grade Quality is about control Little q Quality is about organizations Quality is strategic. Quality is for everyone Quality is led by management Quality is appropriate grade Quality is about improvement Big Q Quality is never an accident , it is always the result of an intelligent efforts John ruskin : Quality is never an accident , it is always the result of an intelligent efforts John ruskin WHAT IS QUALITY MANAGEMENT SYSTEM (QMS)? A set of coordinated activities with regard to quality which directs and controls an organization enabling it to achieve its policy and objectives and consistently meet the expectation of customer : WHAT IS QUALITY MANAGEMENT SYSTEM (QMS)? A set of coordinated activities with regard to quality which directs and controls an organization enabling it to achieve its policy and objectives and consistently meet the expectation of customer QUALITY MANAGEMENT PRINCIPLES8 QMS principles have been identified that can be used by top management in order lead the organization toward improved performance : QUALITY MANAGEMENT PRINCIPLES8 QMS principles have been identified that can be used by top management in order lead the organization toward improved performance CUSTOMER FOCUS LEADERSHIP INVOLVEMENT OF PEOPLE PROCESS APPROACH SYSTEM APPROACH TO MANAGEMENT CONTINUAL IMPROVEMENT FACTUAL APPROACH TO DECISION MAKING MUTUALLY BENEFICIAL SUPPLIER RELATION Slide 8: Eight Quality Management Principles Principle 1 : Customer-Focused Organization Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. Slide 9: Eight Quality Management Principles (contd.) Principle 2 : Leadership Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Slide 10: Eight Quality Management Principles (contd.) Principle 3 : Involvement of People People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit. Slide 11: Eight Quality Management Principles (contd.) Principle 4 — Process Approach A desired result is achieved more efficiently when activities and related resources are managed as a process. Slide 12: Eight Quality Management Principles (contd.) Principle 5 : System Approach to Management Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives. Slide 13: Eight Quality Management Principles (contd.) Principle 6 : Continual Improvement Continual improvement of the organization's overall performance should be a permanent objective of the organization. Slide 14: Eight Quality Management Principles (contd.) Principle 7 — Factual approach to decision making Effective decisions are based on the analysis of data and information. Slide 15: Eight Quality Management Principles (contd.) Principle 8 — Mutually beneficial supplier relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value. QMS APPROACH : QMS APPROACH Determining the needs and expectations of customer and other interested parties . Establish the quality policy and quality objectives of the organization Determining the processes and responsibilities necessary to attain the quality objectives Determining and providing the resources necessary to attain the quality objectives Contd….. Slide 17: Establish methods to measures the effectiveness and efficiency of each process Applying these measures to determine the effectiveness and efficiency of each process Determining means of preventing non conformance and eliminating their causes Establish and applying a process for continual improvement of the quality management system DEVELOPMENT OF A BETTER QUALITY MANAGEMENT SYTEM : DEVELOPMENT OF A BETTER QUALITY MANAGEMENT SYTEM PLANNING - QMS DEVELOPING - QMS IMPLEMENTING – QMS IMPROVING –QMS MATURIZING -QMS What are standards ? : What are standards ? Documented agreements containing technical specification,guidelines or procedure . International standard simplify the exchange of goods and services (they make life simplifier) For example an international standard exist for optimal thickness of a credit card ( 0.76 mm ) compliance with international standard allows products and services to be used world wide . What is ISO ? : What is ISO ? International organization for standardization Note: ISO is not an acronym , it is the prefix which ‘iso’ which means “equality” ISO is a non governmental agency (established in 1947) Headquarter in Geneva , Switzerland Over 100 countries participate in ISO . Each country has its own standard organization which interfaces with the world wide ISO organization . Iso has technical committees which investigates and publishes standard . ISO standard often replaces national standard. ISO Organizational goals Facilitates the exchange of goods and services and to develop cooperation among the economic activities What does an ISO standard looks like ? : What does an ISO standard looks like ? It may be a technical specifications, a set of procedures ,a definition , a test method or a set of symbols . Examples of ISO standard : Universal system of measurement (SI)- metric system (kg, m, sec .) Symbols for automobiles control (headlight switch ) . ISO metric screw threads – a major ISO accomplishment was to standardize the description of the screw by their threads . (this solved the numerous maintenance problem resulting from the diversity of screws) Quality system model (ISO 9000 series ) WHAT IS ISO 9000 ? : WHAT IS ISO 9000 ? ISO 9000:2000 is the latest version of quality management standard which has been in existence for many years and which has been applied to more than 60,000 organization world wide . It specifies the minimum requirements for a quality management system Slide 23: ISO 9000 FAMILY 1. ISO 9000 This standard describes fundamentals of quality management systems and specifies the terminology for quality management system . 2. ISO 9001 It specifies the requirements for a quality management system where an organisation needs to demonstrate its ability to provide products that fulfil customer and applicable regulatory requirements and aim to enhance customer satisfaction Slide 24: ISO 9000 FAMILY 3. ISO 9004 it provides guidelines that consider both the effectiveness and efficiency of the quality management system . The aim of this standard is improvement of the performance of the organisation and satisfaction of customer and other interested parties . 4. ISO 19011 This standard provides guidance on auditing quality and environmental management system ISO 9000 BACKGROUND : ISO 9000 BACKGROUND ISO quality standard were released in 1987 ISO 9000 are not standard for product but are standard for operating a quality management system Note : ISO 9000 certified companies indicate that they have and follows a quality system but it does not imply that they have better quality PROCESS APPROACH : PROCESS APPROACH An activity using resources and managed in order to enable the transformation of inputs into output can be considered as process (often the output from one process directly forms the input to the next ) The application of system of processes within organization, together with the identification and interaction of these processes and their management can be referred to as the “ process approach ”. Basic concept in development of PROCESS APPROACH : Basic concept in development of PROCESS APPROACH PLAN: Establish the objectives and process necessary to deliver result in accordance with customer requirements and the organization's policy DO: Implement the processes CHECK: Monitor and measure processes and product against policies, objectives and requirements for the product and report the result ACT : Take actions to continually improve process performance BASIC REQUIREMENTS : BASIC REQUIREMENTS GENERAL REQUIREMENTS DOCUMENTATION REQUIREMENTS MANAGEMENT RESPONSIBILTY : MANAGEMENT RESPONSIBILTY Management commitment Customer focus Quality policy Planning Responsibility and authority Management review Resources management : Resources management Provision of resources Human resources Infrastructure Work environment Product realization : Product realization Planning of product realization Customer related processes Design and development Purchasing Production and services provision Control of monitoring and measuring devices Measurement , analysis and improvement : Measurement , analysis and improvement Establishing monitoring , measurement, analysis, and improvement processes Monitoring and measurement of the process Control of non conforming product Analysis of data Continual improvement LEAN MANUFACTURING : LEAN MANUFACTURING What Is Lean Manufacturing? : What Is Lean Manufacturing? Lean manufacturing is a philosophy that reduces customer order-to-delivery cycles by eliminating sources of waste. PRINCIPLES OF LEAN MANUFACTURING : PRINCIPLES OF LEAN MANUFACTURING Value preferred by customer Value stream Synchronous flow Characteristics of lean manufacturing organization : Characteristics of lean manufacturing organization Customer centric Process mapping Simplicity Visibility Regularity Synchronization Characteristics of lean manufacturing organization : Characteristics of lean manufacturing organization Time Prevention Waste control Participation Partnership Improvement Benefits of Lean Manufacturing : Benefits of Lean Manufacturing Speed Quality Flexibility Efficiency WHAT IS ISO TS 16949 ? : WHAT IS ISO TS 16949 ? ISO technical specification 16949 :2002 represent an expansion of the ISO 9001 requirements for production and relevant service and parts organization in the automotive industry It was prepared by international automotive task force and Japan automobile manufacturer association under the auspices of ISO technical committee 176. Why adopt ISO TS 16949 ? : Why adopt ISO TS 16949 ? Customer requires conformance or certification Organization want to attain competitive advantage in domestic and international market Organization want to bring greater consistency and discipline to their QMS Organization want to minimize multiple audits Organization want to improve as automotive suppliers Goal of ISOTS 16949:2002 : Goal of ISOTS 16949:2002 The goal of ISO TS 16949 :2002 is the development of a quality management system that provides for continual improvement , emphasizing defect prevention and reduction of variation and waste in the supply chain . BASIC STRUCTURE OF REQUIREMENTS IN ISO TS 16949 : BASIC STRUCTURE OF REQUIREMENTS IN ISO TS 16949 ISO 9000 BASED REQUIREMENTS TS 16949 BASED REQUIREMENTS CUSTOMER SPECIFIC REQUIRMENT REGULATORY AND STUATORY REQUIREMENT Slide 44: Reasons of failure QMS implementation without building the quality culture Lack of top management commitment and involvement Employees resistance to change Barriers between departments Measuring Quality QMS viewed as quick fix with emphasis on short terms goals Slide 45: Reasons of failure Although QMS was conceptually applicable to all depts./ functional areas , in actual practice it was confined to Quality Assurance or Quality control of product or service. Failure to deploy the quality policy throughout the workforce. Too many project improvement teams with lost focus. Lack of proper understanding of customers and competition. Inefficient processes or inadequate process capability. Reasons of failure : Reasons of failure QMS overly complicated by various tools and Control techniques. Employees did not see much purpose. Clashes with other initiatives. Failure to link QMS strategically with business goals. Since QMS has a lot to do with downsizing and delayring, the middle management did not support. Many initiatives were left half way because they did not result in improved profits. References : References ISO 9000 :2000 ISO 9001:2000 ISO 9004:2000 ISO TS 16949:2002 Slide 48: Thank you You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.