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Establishing A Qms  Ppt2
 

Establishing A Qms Ppt2

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    Establishing A Qms  Ppt2 Establishing A Qms Ppt2 Presentation Transcript

    • ESTABLISHING A QUALITY MANAGEMENT SYSTEM: THE CPSC EXPERIENCE
      • by
      • Dr Bernardo F Adiviso
      • Former Director
    • Common Objectives of TQM and QMS
      • Customer Satisfaction:
      • - customer-focused, the primary goal and key to organizational survival and growth
      • Continual Improvement:
      • - the guiding principle, a permanent objective of the organization
    • Rationale of QMS Movement at CPSC
      • Corplan (Goal #3):
        • “ Improve the internal efficiency and effectiveness of CPSC.”
      • Corplan (Strategy #8):
        • “ Develop a responsive monitoring, evaluation and quality assurance system.”
      • Corplan (Strategic Objective #40):
        • “ Acquire ISO 9000 accreditation for CPSC.”
    • Part I Understanding Quality, Quality Management, and Quality Management System
    • Concept of Quality
        • Fitness for use (Juran)
        • Degree to which a set of inherent characteristics meets the needs, wants and expectations of a given customer (ISO)
        • A vision, the visible and tangible expression of human excellence
        • An attitude about how to conduct business
        • A means to an end
    • Quality Management
        • Use of measurement and statistical quality control and excellent interpersonal and communication skills to make the quality concept a reality.
        • Continual improvement of performance to meet the wants, needs, expectations and requirements of customers and to do it in an efficient way.
        • Customer focus
        • Leadership
        • Involvement of people
        • Process approach
        • Systems approach of management
        • Continual improvement
        • Factual approach to decision-making
        • Mutually beneficial supplier relationships
      Eight Quality Management Principles (ISO)
        • A set of rules and disciplines which covers how quality is going to be managed
        • T hat part of the organization’s management system that focuses on the achievement of results, in relation to the quality objectives, to satisfy the needs, expectations and requirements of customers
        • QMS is usually what organizations develop for ISO certification
      Quality Management System (QMS)
    • Process-Based QMS Model Continual improvement of the quality management system Management responsibility Product realization Measurement, analysis and improvement Customers (and other interested parties) Requirements Customers (and other interested parties) Product Resource management Output Key Value-adding activities Information flow Input Satisfaction
    • The P-D-C-A Cycle
      • The Plan-Do-Check-Act Cycle simplifies the process approach to QMS
      Plan Do Check Act
    • Part II Designing and Developing a QMS
        • Strategic planning
        • Policy development
        • Restructuring
        • Systems development
        • Resource capability building
        • Staff development/training
        • M echanisms: Steering Committee, QMR, IQA and DC
      The Preparation Process
        • D rafting of the quality policy and quality objective
        • Refining/testing against the 8 principles of quality management
      Establishing the Quality Policy and Quality Objective
    • Quality Policy and Quality Objective of CPSC: An Example “ We are committed to provide quality programmes, products and services to our clientele, internalizing a quality culture that shall be directed towards international standards of performance, through teamwork and cooperation within the quality management system for meeting customer needs. This will be achieved following well-defined processes and taking quality assurance measures through:
    • Q - uality staff development C -ustomer needs assessment U -sing continuous refinement in designing processes L -inking with strategic partners T -opping customer focus in implementing the processes U -sing formative and summative evaluation in all stages of activities, with R -esources used optimally through E -nvironment-friendly practices
    • Together, everyone is committed and empowered to work for continuous improvement of quality through customer feedback in all aspects of our work for increasing effectiveness of our processes and for leading change in technician education and training.”
    • Determining the Business Processes, Responsibilities and Interfaces: Examples Needs of Member Countries CPSC Objectives 1.0 CORPORATE PLANNING 2.0 POLICY FORMULATION 3.0 MANAGEMENT SYSTEMS OPERATION & CONTROL CSD IT & C M & C R & D T & D 4.0 PROGRAMME/ PROJECT PLANNING 5.0 PROGRAMME/ PROJECT IMPLEMENTATION 6.0 RESOURCE MANAGEMENT 7.0 EVALUATION, REVIEW AND IMPROVEMENT CLIENTELE The CPSC Business Process Model
      • 1.1 CORPORATE PLANNING
      • Needs Survey, Trending and Programmes Impact Analysis and Scenario- Building
      • Preparation, Validation and Finalisation of the 5 Yr CorPlan
      • Preparation of the Annual Oplan
      • Mid-term Validation and Updating the 5 Yr CorPlan
      • 1.2 POLICY FORMULATION
      • Preparation and Circulation of Governing Board Documents
      • Convening of Governing Board Meeting or Other Committees and Documentation, Circulation and Approval of Minutes and Decisions
      • 1.3 MANAGEMENT SYSTEMS OPERATION AND CONTROL
      • Human Resource Management
      • System Operation
      • Fiscal Management
      • Records and Documents Mgt.
      • Membership Handling
      • 1.4 PROGRAMME/ PROJECT (P/P) PLANNING
      • Programme/Project Preparation, Design and Development
      • 1.5 PROGRAMME/ PROJECT IMPLEMENTATION
      • Programme/ Project Organising, Coordinating and Reporting
      • 1.6 RESOURCE MANAGEMENT
      • Service Requests from Divisions and Clients
      • Supplier Assessment and Evaluation
      • Manpower
      • Facilities/ Food/ Transportation
      • Materials/ Supplies/ Hotel/ Ticketing/ Visa
      • Information Bank
      • Information Technology
      • 1.7 EVALUATION, REVIEW AND IMPROVEMENT
      • Internal Quality System Audit
      • Monitoring and Measurement
      • Programme Evaluation (Formative and Summative)
      • Customer Feedback and Evaluation
      • Continuous Process Improvement Management
      • Quality Mgt. and Review
      CLIENTELE CPSC Objectives Needs of Member Countries The Expanded Business Process Model
    • 1.1.2 Needs Survey, Trending and Programmes Impact Analysis and Scenario- Building 1.1.3 Preparation, Validation and Finalisation of the 5-year CorPlan (Vision, Mission, Strategic Goals and Objectives) Validation and Control (Nat’l Consultation, Experts’ Meeting, Senior Administrators’ Conferences) 1.1.4 Preparation of the Annual Oplan 1.1.5 Mid-term Validation and Updating of the 5-year CorPlan Policy Formulation Programme/ Project Planning Process Diagram for Corporate Planning
    • Developing the Quality System Documentation
      • Quality Manual
      • Procedures Manual
      • Work Instructions
      • Forms and Sample Documents
        • Quality Manual - is the main document, which describes the organization’s overall approach to quality management.
        • Suggested Parts of a Quality Manual:
          • Introduction to the organization, its mandate and structure
          • Quality policy and quality objective
          • The business processes/scope of the QMS
          • Procedures manual
          • Work Instructions and Forms Used
      • Internal Quality Audit Training
      • Workshops
      • Internal Quality Audit Simulated Exercises
      • Internal Quality Audit Certification
      Training Staff for Implementation
    • Part III Installing And Operating the QMS
        • A document tells us what will be done such as a specification, a drawing, a procedure document, a quality manual, standards, corrective/preventive action request (CPAR), blank forms
        • A set of document is frequently referred as “documentation”
        • A record shows what has been done such as IQA reports, CPAR reports, minutes of quality meetings, a test report
      Document and Record Control
    • Samples of CPSC Forms/Documents
    • Page 1 of 2
    • Page 2 of 2
    •  
        • Internal quality audits (IQA) or first party audits are conducted by the organization itself for internal purposes and can form the basis for self-declaration of conformity
        • Non-conformity means a failure to comply with defined requirements
        • Observation means any audit finding raised by the auditor where a non-compliance has not been proved but could become a non- conformity, if it continues to be ignored
      Internal Quality Auditing
        • Agenda of quality audits include
          • Introduction of parties involved
          • C onfirmation of the objectives
          • Scope and timetable of the audit or the audit plan
          • Explanation of the methods and procedures and closing meeting and written reports, confidentiality of the audit and solicitation of technical supports, i.e., audit guides, space and equipment
      Formalities and Styles in the Opening Meeting of IQA
        • Applying Simple Statistical Tools:
        • Frequency Analysis
        • Measures of Central Tendency
        • Histogram
        • Cause and Effect Analysis
        • Pareto Analysis
        • Etc
      Measurement, Analysis and Evaluation
        • To be conducted by an external consultant/s including a practical exercises on IQA with report on findings, observations and non- conformities, and recommendations on readiness for external certification
      Pre-Assessment of QMS
        • Agenda of the review include;
          • Internal and customer audit reports
          • Customer complaints and satisfaction measurements
          • Reports of process performance
          • Improvements or problem correction or prevention actions taken
          • New circumstances that will have an impact on the QMS
      Management Review
    • Part IV Applying for ISO Certification
        • Appropriateness
        • Cost
        • Experience
      Negotiating for an External Certification Body
        • EQA or third-party audits are conducted by external independent organization for purposes of certification or registration of conformity with ISO 9001:2000
      • Three-staged EQA:
        • Pre-audit (optional)
        • Adequacy audit - focuses on documentation review
        • Compliance audit - focuses on the compliance to ISO requirements of the QMS
      External Quality Audit (EQA)
    • ISO Certification
    • Part V Sustaining The QMS
      • QMS maintenance means conducting IQA, keeping and completing documentation, monitoring, continual improvement and updating the Quality Manual
      • QMS surveillance audit involves regular visits, normally six months after certification, carried out in the way the third party audit was done
      Maintaining and Surveillance of the QMS
        • Making the QMS as part of the organizational culture, developing a sense of ownership
        • Transforming CPSC as a learning organization, one that encourages continuous learning and knowledge generation
        • In learning organizations, the individual themselves evolve and grow, and in the process recreate the organization-
      Internalizing the QMS
    • QMS: A Stepping Stone towards ISO 9001:2000 Certification Go Global!