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Process approach to qms
 

Process approach to qms

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  • This process approach is reflected in the new structure of ISO 9004:2000 ("Quality Management Systems – Guidelines for performance improvement"), and also in ISO 9001:2000 ("Quality management systems – Requirements"), replacing the "20 element" structure of ISO 9001:1994.
  • Each organization should determine which processes are to be documented on the basis of; its customer applicable regulatory requirements the nature of its activities, its overall corporate strategy.

Process approach to qms Process approach to qms Presentation Transcript

  • ISO 9001:2008 PROCESS APPROACH QUALITY MANAGEMENT SYSTEM
  • PHILOSOPHY OF THE SYSTEM
    • No one wants to make a mistake. Everyone wants to do a good job.
    • All problems are traceable to system issues.
    • System is an outcome of a policy.
    • A Good Policy leads to a Good System. A bad system implies
    • outdated Policy.
    • A Policy creates a good environment.
    • Corrective Measures and Improvement should be System related.
    • Customer Satisfaction only through meeting expectations.
    • Everyone in the organization should be involved.
    • The best way is through a System.
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • COMMON SYSTEM PROBLEMS
    • No system
    • No communication
    • Not suitable
    • Not effective
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • CORRECT UNDERSTANDING OF A GOOD SYSTEM
    • Organisation has certain objectives to be achieved
    • This should be achieved not by individual excellence, but through an effective integrated system
    • Achieving the organisational objectives will be the same as getting the desired benefits from the system
    • Any system should be defined through an input, process and output model.
    • Continued…
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • CORRECT UNDERSTANDING OF A GOOD SYSTEM
    • System is an environment which deploys the policy.
    • The effectiveness of the system is the outcome of the effective deployment of the policy.
    • The effective implementation of the system is based on the effective deployment of the system represented by policies and procedures into the organisation in the form of responsibilities and authorities.
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • EXAMPLES OF GOOD SYSTEMS
    • Inspection System
    • Corrective Action System
    • Management Review System
    • Training System
    • Document Control System
    • Quality Records System
    • Recruitment System
    • Measurement Analysis System
    • Auditing System Etc.
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • WHAT IS ISO?
    • International Organization for Standardization
    • Worldwide federation of national standards; Bodies from some 130 countries
    • Non-governmental organization, Established in 1947
    • Shouldn’t acronym be IOS ? ISO derived from Greek isos meaning “equal”
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
    • The new ISO 9000:2008 standards promote the adoption of PROCESS APPROACH and SYSTEMS APPROACH when developing, implementing and improving a Quality Management System (QMS).
    ISO 9001:2008 – PROCESS APPROACH Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • MODEL OF PROCESS BASED QMS Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre INPUT OUTPUT PROCESS MANAGEMENT PROCESS RESOURCE MANAGEMENT C U S T O M E R P D C A MEASUREMENT & ANALYSIS, IMPROVEMENT MANAGEMENT RESPONSIBILILTY R E Q. M E N T S I N T. P A R T I E S I N T. P A R T I E S
      • Process Approach: a desired result is achieved more efficiently when activities and related resources are managed as a process.
      • System approach to management : identifying, understanding and managing of interrelated processes as a system of for a given objective contributes to the effectiveness and efficiency of the organization
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • ISO 9001:2008 REQUIRES..
    • An organization to..
      • Identify
      • Implement
      • Manage
      • Continually improve
    • the effectiveness of the processes necessary for Quality Management System and;
    • Manage the interaction of these processes to achieve organization’s objective
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • WHAT IS A PROCESS?
    • “ Set of interrelated or interacting activities which transform inputs into outputs”
      • Outputs from one process are typically inputs to other processes.
      • The overall aim is to add value by planning and controlling processes.
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • PRODUCT
    • “ The result of a Process”
    • Generic product categories :
      • Hardware
      • Processed Materials
      • Software
      • Services
    • Combinations of the above 4 categories
    Tangible Intangible Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • WHAT IS A PROCESS? Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre Input (Includes Resources) Output PRODUCT OR SERVICE Procedure (“Specified way to carry out an activity or a process”) Monitoring and Measurement Opportunities } Effectiveness of Process Efficiency of Process
  • Dec 4, 2010 THE PROCESS APPROACH IMPLEMENTATION OF QMS Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • PROCESS IDENTIFIED BY ISO Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • PROCESS - INPUTS & OUTPUTS Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • PROCESSES IMPORTANT IN YOUR ORGANIZATION
    • HR
    • Infrastructure
    • Patient care
    • Nursing, Diagnosis and Reporting
    • Laboratory and Research
    • Imaging and OT
    • Purchase
    • Financial Processes
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • DOCUMENTATION OF PROCESSES
    • There is no "catalogue", or list of processes that must be documented.
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • DOCUMENTATION OF PROCESSES
    • Possible methods that can be used to document processes are;
      • Graphical representation
      • Written instruction
      • Checklists
      • Flowcharts.
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • Organizations are Complex Systems Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre Human/ Cultural Structural Strategic Managerial Technological Organizational Systems Inputs: Human, Financial, Technological, Material, Resources Outputs: Products, Services Input-output flow of materials, energy, information
  • Organizations Resist Change Organizations undergoing process transition activities tend to focus on the technology rather than on the problems they are attempting to resolve Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre Human/ Cultural Structural Strategic Managerial Technological Social
  • Individual Paradigm Action Behavior Attitude Thinking Values Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • Organizational Paradigm Performance Processes Plans Principles Philosophy Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • IMPLEMENTATION QMS
    • Team-Work
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • REVISE
    • Cross check all system documentation & revise
    • as required.
    • Improve
    • Simplify
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • AUDIT
    • Facilitates continuous improvement
    • Conducted as frequently as necessary to ensure the integrity of the quality system
    • Is not a policing action
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • CERTIFICATION
    • Conducted by an independent third party
    • An initial full audit of the Quality System followed up by yearly surveillance visits
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • BENEFITS QMS
  • INTERNAL BENEFITS
    • Increased operational efficiency
    • Opportunity to critically examine how employees do their work and interact between functions
    • Systemic breakdowns are recognized and addressed
    • Reduce errors associated with ”hand-offs”
    • Development of “Best practice” hospital-wide processes, with reference to supporting documentation
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • INTERNAL BENEFITS
    • Greater employee awareness about quality
    • Cost savings from less scrap and rework
    • Enhanced communication among employees
    • Improve employees’ understanding of roles and responsibilities within the healthcare quality management system
    • Alignment of Hospital-wide, Departments, Individual objectives
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • EXTERNAL BENEFITS
    • Maximize customer satisfaction
    • Improve public trust that the organization is
    • concerned for patient safety and quality of care
    • Competitive edge
    • Increased credibility
    • Perceived higher quality
    • Fulfilling supplier requirements for registration
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • BASIC APPROACH OF QMS
    • To develop, refine, review and update working practices
    • - what is done?
    • - why is it done?
    • - where is the requirement met?
    • - who is responsible?
    • - how is it done?
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • DOCUMENTATION QMS
  • OBJECTIVES
    • to develop a simplified format that will be in tune with the working practices;
    • for the amount and detail of documentation required to be more relevant to the desired results of the organization’s process activities .
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • SCHEME OF DOCUMENTING THE MANAGEMENT SYSTEM Dec 4, 2010 Evidence of actions Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre Goals & objectives WhatWhenWho How
  • KEY QUALITY MANAGEMENT PRINCIPLES
    • The eight Key Principles of ISO 9001:2008 are –
    • Customer Focus
    • Leadership
    • Involvement of People
    • Process Approach
    • System Approach to Management
    • Continual Improvement
    • Factual Approach to Decision - Making.
    • Mutually Beneficial Supplier Relationship
    Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre
  • Feedback Dec 4, 2010 Sai Shree Orthopaedic Super-Speciality & Joint Replacement Centre