Lect.02.09.13
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Lect.02.09.13

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    Lect.02.09.13 Lect.02.09.13 Presentation Transcript

    • MANAGEMENT RESPONSIBILITY INCLUDING QUALITY OBJECTIVES AND CONTINUAL IMPROVEMENT
    • QUALITY MANAGEMENT PRINCIPLES • Customer focus. • Leadership. • Involvement of employees. • Process approach. • System approach to management. • Continual improvement.
    • Management commitment commitment to the develop and implement the quality management system and continually improve its effectiveness by a) communication, b) establishing the quality policy, c) establishing quality objectives, d) conducting management reviews, and e) ensuring the availability of resources. Management Responsibility
    • Management Responsibility Customer focus Ensure that customer requirements determined and met with the aim of enhancing customer satisfaction. Quality policy Ensure that the quality policy- a) meets the purpose of the organization, b) includes a commitment to comply with requirements of the quality management system, c) framework for establishing and reviewing quality objectives, d) easily understood within the organization, and e) reviewed for continuing suitability.
    • Management Responsibility Planning Quality objectives Ensure that quality objectives meet the requirements of product and all relevant functions and levels within the organization. Quality objectives measurable and consistent with the quality policy. Quality management system planning Ensure that- a) the planning of the quality management system carried out in order to implement quality policy as well as quality objectives b) integrity of the quality management system maintained when changes to the quality management system planned and implemented.
    • Interaction between processes Human Resources Agreement Planning on Objective Design & Development Purchasing Customer services Production Planning SalesProduction Quality Maintenance Information Assurance Management
    • Corrective action Corrective action A documented procedure to define requirements for a) reviewing nonconformities (including customer complaints), b) determining the causes of non-conformities, c) evaluating the need for action to ensure that non- conformities do not recur, d) determining and implementing action needed, e) records of the results of action taken and f) reviewing the effectiveness of the corrective action taken.
    • Preventive action Preventive action A documented procedure to define requirements for a) determining potential nonconformities and their causes, b) evaluating the need for action to prevent occurrence of nonconformities, c) determining and implementing action needed, d) records of results of action taken and e) reviewing the effectiveness of the preventive action taken.
    • Improvement Continual improvement Organization to continually improve the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review.
    • Model of a Process based Quality Management System CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM Management Responsibility Resource Management Measurement, Analysis & Improvement Product Realization Product Value-adding activities Information flow S A T I S F A C T I O N C U S T O M E R S R E Q U I R E M E N T S C U S T O M E R S
    • CONTINUAL IMPROVEMENT SENIOR MANAGEMENT ORGANISATIONAL VISION GOAL REVIEW IMPROVEMENTS PROGRAMME MANAGE PROCESS IMPROVEMENTS LEARNING CULTURE STRATEGY IMPROVEMENT PROJECTS
    • TERMS OF REFERENCES FOR IMPROVEMENT PROJECT TEAM • TITLE – WHAT THE ACTIVITY OR PROJECT IS CALLED. • SPONSOR – THE PERSON WHO HAS ULTIMATE AUTHORITY FOR, AND BUDGETARY CONTROL OVER THE ACTIVITIES OF THE PROCESS IMPROVEMENT TEAM. • ⎯ TEAM LEADER – THE PERSON WITH DAY TO DAY RESPONSIBILITY FOR THE TEAM • ⎯ BACKGROUND – BRIEF DESCRIPTION OF THE BACKGROUND TO THIS PARTICULAR ACTIVITY OR PROJECT • ⎯ OBJECTIVES - DESCRIPTION OF TARGET RESULTS • ⎯ COST/BENEFIT/RISKS – AN OUTLINE SUMMARY OF THE COSTS, BENEFITS AND RISKS INVOLVED • ⎯ RESOURCE REQUIREMENTS – NUMBER OF MAN-DAYS, SKILLS AND MONEY REQUIRED • ⎯ SCOPE – THE EXTENT OF THE PROCESS TO BE IMPROVED • ⎯ PROCESS CUSTOMER – WHO IS THE CUSTOMER FOR THE PROCESS AND WHAT BENEFITS DOES HE WANT AND NEED. • ⎯ PROCESS OWNER – WHO IS THE DESIGNATED PROCESS OWNER FOR THE PROCESS BEING IMPROVED.
    • TERMS OF REFERENCES FOR IMPROVEMENT PROJECT TEAM • ⎯ TEAM MEMBERS - A LIST OF THE TEAM MEMBERS AND THE FACILITATOR • ⎯ DELIVERABLES – ANY SPECIFIC DELIVERABLES FOR THE PROJECT • ⎯ CONSTRAINTS – ANY SPECIFIC RESTRICTIONS OR REQUIREMENTS THAT HAVE TO BE TAKEN INTO ACCOUNT – for example, COST LIMITS, REGULATORY REQUIREMENTS. • ⎯ MILESTONES – ANY SPECIFIC DECISION POINTS OR INTERIM DELIVERABLES. • ⎯ CRITICAL SUCCESS FACTORS – A DESCRIPTION OF THE FACTORS AFFECTING SUCCESS for example, WHAT MUST WE GET RIGHT TO SUCCEED, WHO OR WHAT CAN STOP US, ARE WE GOOD ENOUGH, WHAT STRATEGY SHOULD WE ADOPT, HOW WILL WE KNOW WHEN WE HAVE SUCCEEDED.
    • Affinity diagram. Appreciative inquiry. Benchmarking Bar charts Cause and effect (Fishbone) diagrams Check sheets Control charts ‘Five whys’ Flow chart Failure Review Gap analysis. PROCESS IMPROVEMENT TOOLS
    • QUALITY OBJECTIVE : STRATEGY FOR CONTINUAL IMPROVEMENT Actual performance Measure of performance Analysis of performance Strategy to do something well Implementation
    • REQUIREMENT OF QUALITY OBJECTIVE S •SPECIFIC M •MEASURABLE A •ACHIEVABLE R •REALISTIC T •TIME
    • Steps to establish the quality objective Establish the foundation for objectives Select key measures Base quality objectives on key measures Design strategy Compile and analyse data
    • SELECT KEY MEASURES Foundation Key measures Customer satisfaction  Customer Complaint  Customer Feed back Unscheduled Machine downtime record Machine downtime record Maintenance record Inventory Accuracy  Inventory record Inventory Inspection record Cost of Product  Factors controlling cost  Control of overhead expenditure Delivery performance Control of Hazards o Monitoring of delivery schedule. o Safety norms. 18
    • What are key measures ?  Important relevant parameters expressed as number or quantity. Record used as data for key measures.  Generation of record.  Graphical or statistical presentation.
    • Designing strategy  Select appropriate time frame for completion of quality objective.  Divide objective into small achievable targets.  Indentify related departments or persons.  Effective and timely communication.  Ensure implementation through proper review and monitoring of performance.
    • Compile and Analyse Data • Summarize the data in relevance to quality objective. • Clearly indicate improvement part. • Present data graphically. • Present recommendation for further improvement.
    • Quality objective examples • “ Reduce cost of non conforming materials ( scrap or rework) by 15 %. “ • “ Have at least 2 people trained or qualified for every task.”
    • Quality objective examples • CUSTOMER COMPLAINTS/CUSTOMER SATISFACTION. • NUMBER OF CORRECTIVE ACTIONS. • CORRECTIVE ACTION COMPLETION TIME. • UNSCHEDULED MACHINE DOWNTIME. • MACHINE SET-UP TIME.
    • Quality objective statement Tips  Use concise statement. Avoid using subjective words. Continual improvement. Benchmarking through measureable parameters.
    • Effectiveness of Quality Management System Identification of customer expectation Documentation and assessment of continual Improvement Resources Management Evaluation of the effectiveness of training.