1. Definition of quality management system
In this file, you can ref useful information about definition of quality management system such
as definition of quality management systemforms, tools for definition of quality management
system, definition of quality management systemstrategies … If you need more assistant for
definition of quality management system, please leave your comment at the end of file.
Other useful material for definition of quality management system:
• 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 definition of quality management system
==================
 In this highly developed and competitive world, quality is being emphasized especially in
manufacturing and service sectors. According to Joel Baker (1990), there is an epidemic of
quality worldwide which you catch it may mean you are nothing the business in ten years’ time.
Thus, quality management system (QMS) is adapted by various sectors in order to achieve the
standard and also to improve their products and services.(U have to intro what is the definition of
quality management system, a general one by some writer’s statement)
A quality management system (QMS) can be expressed as the organizational structure,
procedures, processes and resources needed to implement quality management.
The elements of QMS are tubulated as below:
Elements of a Quality Management System
Organizational Structure
Responsibilities
Methods
Data Management
Processes
Resources

2. Customer Satisfaction
Continuous Improvement
Monitoring
Product Quality.
Nowadays, the standard of living is increasing (Nowadays, the command of the high living
standard has already been a norm to everybody in Malaysia.), people are willingly to spend in
order to get a better product or service and People do also tend to choose or select the(omit)
products or services as they deemed the one that achieved the(omit) ISO standards which is(are)
always a(the) better one and it’s (it is)-do not use short form when u’re writing, short form is
only used in a conversation) the(omit) (guarantee of quality)(guaranteed in quality).
The quality system was initially created for manufacturing industry. Nowadays, ISO 9000
standards are rapidly implemented in service industries in order to improve their service quality.
(U have to briefly explain what is ISO 9000) :
ISO 9000 is a family of standards for quality management systems. ISO 9000 is maintained by
ISO, the International Organization for Standardization and is administered by accreditation and
certification bodies. The rules are updated, as the requirements motivate changes over time.
Some of the requirements in ISO 9001:2008 (which is one of the standards in the ISO 9000
family) include
a set of procedures that cover all key processes in the business;
monitoring processes to ensure they are effective;
keeping adequate records;
checking output for defects, with appropriate and corrective action where necessary;
regularly reviewing individual processes and the quality system itself for effectiveness; and
facilitating continual improvement
A company or organization that has been independently audited and certified to be in
conformance with ISO 9001 may publicly state that it is "ISO 9001 certified" or "ISO 9001
registered". Certification to an ISO 9001 standard does not guarantee any quality of end products
and services; rather, it certifies that formalized business processes are being applied.
(Source: http://en.wikipedia.org/wiki/ISO_9000)
Maghrabi (19999) stated that The implementation of ISO 900 was essential because the
organisation realized that employee satisfaction at work influence many aspects of organisation
performance such as efficiency, productivity, absenteeism, turnovers rate and intention to quit
(Maghrabi, 1999). The purpose of implemnetation ISO 9000 standards is to assist organisation in
all sectors and sizes to implement and operate an effective quality managements system.

3. Generally, the implementation if ISO Quality Management System can be divided into five
stages: planning (plan), documentation (do), verification and validation (check), deployment
(act) and continuous improvement (Nanda, 2005).
(U have to briefly explain what are the 5 stages are) can be in a table or any sample that u can
think of) the best is example from books or article)
(My comment: You straight away write the fifth stage how about 1st-4th stage???.(Please do not
confuse the reader!!! A good thesis is to make a layman who doesn’t know anything to
understand ur writing)
The fifth stage which is Continuous Improvement stage is actually the phase where maintenance
of the quality system ISO 9001:2008 is carried out. During the maintenance stage, more
emphasis must be placed on continuous improvement and preventive action. Furthermore, Nanda
(2005) stated that at the maintenance stage, internal quality audits must be utilized not merely to
verify adherence to the defined QMS but also explore the opportunities for continuous
improvement. Chin et al. (2000) stressed that continuous maintenance of the ISO 9000 Quality
Management System is essential to satisfy the surveillance visits by registrars. Besides that,
continuous maintenance is vital for monitor and improves the system. In addition, this phase is
important for the organisation to continuously improvement and obtains the long term benefits of
having a Quality Management System in place.( My Comment: why suddenly from continius
improvement to continius maintainnance, is it inter-related?? If it is u need to explain how is it
related, - Please do not introduce a topic out of nowhere )
In every organisation, it is a lie if the management of an organasiation stated that they do not
face any difficulties with the implementation of ISO 9000, problems do persists as in this world
nothing is perfect. The difficulties that organisations face with ISO 9000 have been well
documented. In earlier studies, typical problems consisted of issues related to substantial time
and costs involved, gaining the commitment of stakeholders, particularly employees and the top
management team, difficulties in interpreting the standard, problems with assessor and
consultants, and cumbersome and bureaucratic documentation requirements (Brown and van der
Wiele, 1995). According to Lee and Palmer, the major challenges are around the auditing
process, particularly the challenges that organisations face with internal audits and corrective
action procedures.
Furthermore, successful employee empowerment and involvement are essential components of
any management program. Torringtom and Hall (1995) stated that “difficulties experienced in
adopting TQM have focused on people. As ISO 9000 Quality Management System is a pathway
to achieve Total Quality Management, management also faced the same difficulties during the
implementation of QMS ISO 9000.
However, a QMS can help to improve quality and productivity through the elimination of the
causes of the non conformance in every activity in the company. An effective QMS allows the

4. client’s requirements to be understood and met first time, every time and at the minimum cost.
Based on Skrabec et al. (1997), the benefits of ISO certification includes:
Improvement in documentation.
Improvement in operating standard.
Improvement in quality awareness.
Ability to sustain market share.
Improvement in perception of product quality.
Ability to increase market share.
Reduction in cases of non conformity.
Improvement in customer satisfaction.
Improvement in competitive advantage.
Reduction in quality audits.
The ISO 9000 Quality Management System had a major impact on worldwide commerce and
service organizations. It should proceed with the full knowledge on that, otherwise become
certified will only be costly, time-consume and disruptive in the short run. However, the benefits
can be realized in terms of it is well planned to adapt the organization plus the long-term is
required. In addition, the root problems cause to the ineffectiveness of ISO 9000 Quality
Management System should be identified and be solved with the purpose of generating the long-
term benefits.
1.2 Problem Statement
ISO 9000 standards are getting popularity in educational institutions. The initiative to implement
ISO 9000 quality system in Public Higher Education Institution (PuHEIs) was undertaken with
the introduction of the Development and Administration Circular by the Malaysian Government
in 1996 (Jabatan Perkhidmatan Awam, 1996). This circular enforce all government agencies to
implement MS ISO 9000 quality system in their organization as a tool to ensure the delivery of
quality services to customers is excellence.
Among the pioneer of puHEIs, Universiti Teknologi Malaysia is already certified to ISO
9000.(already certified right?? Got the certificate already right?? then is should be was certified
with ISO 9000) In addition, UTM had been announced as a Research University by the Prime
Minister, Datuk Seri Mohd Najib Tun Razak in parliament when he presented the 10th Malaysia
Plan on 10th June 2010. As(omit) One of the main facilities in UTM which is the academic
library of UTM (Perpustakaan Sultanah Zanariah) has achieved the MS ISO 9002: 1994
certification by SIRIM on the 30th May 1998. “Perpustakaan Sultanah Zanariah(PSZ)” is the
first department(facility or department???is a library a department??) in UTM which achieved
the MS ISO 9002: 1994 certification and upgraded to MS ISO 9001:2000 in 2002. The MS ISO

5. 9001:2000 process approach requires the management of activities and resources, enabling a
desired result to be achieved. In addition, the MS ISO 9001:2000 of Perpustakaan Sultanah
Zanariah was upgraded to MS ISO 9001:2008 in August 2010.
Definitions of facility on the Web:
a building or place that provides a particular service or is used for a particular industry; "the
assembly plant is an enormous facility"
adeptness: skillful performance or ability without difficulty; "his quick adeptness was a product
of good design"; "he was famous for his facility as an archer"
a natural effortlessness; "they conversed with great facility"; "a happy readiness of
conversation"--Jane Austen
something designed and created to serve a particular function and to afford a particular
convenience or service; "catering facilities"; "toilet facilities"; "educational facilities"
a service that an organization or a piece of equipment offers you; "a cell phone with internet
facility"
wordnetweb.princeton.edu/perl/webwn
Academic libraries play a significant role as social institutions to support knowledge and
research (Katsirikou, 2004). As a service organization, a library consists of a group of people,
resources, physical and financial which is operating as a process to achieve organization
objective. *Thus, library management of PSZ(aiya u should have intro the short form in the
beginning lor not in the later stage) have to do more (put in extra) efforts to maintain the quality
management system and also improved(imporving) the system to provide a better service in
order to be up to the standard as one of the facilities in Research University.
==================
III. Quality management tools
1. Check sheet

6. 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
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

7. 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
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

8. 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
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

9. 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.
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 Definition of quality management system (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