Iso and tqm

Total Quality Management
(TQM)
Saturday,April1,2017
1
TOTAL QUALITY MANAGEMENT
Waqar Jan
CONM 423

PROCEDURES
Write the manufacturing process
PROCEDURES
Write the manufacturing process
Get it INSPECTED by InspectorsGet it INSPECTED by Inspectors
Manufacturer/Supplier
Of Ammunition
Manufacturer/Supplier
Of Ammunition
Quality History
2
WWII

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Quality is Control & Inspection
“Quality” became associated with “conformance” rather than
“improvement” and “quality assurance” meant that
“conformance is assured” through inspection.
Quality History

4
TQM is an enhancement to the traditional way of doing things.
TQM is defined as both philosophy and set of guiding principles that
represent the foundation of a continuously improving organization. It is
application of quantitative methods & human resources to improve all the
processes within an organization and customers.
1) Long Term planning.
2) Focus on the Customer Satisfaction, both internally & externally.
3) Involvement of the entire work force.
4) Continuous improvement of business and production process.
5) Treating suppliers & Vendors as partners.
6) Establishing the performance measures.

5
Total: Made up of the whole (indicates everyone).
Quality: Degree of excellence of a product or service provides
Management: Act/ Art, Manner of handling, controlling & directing it.

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Early 1950’s Americans who took the messages of
quality to Japan
(Deming & Juran)
Late 1950’s Japanese who developed new
concepts in response to the Americans.
(Ishikawa)
1970’s-1980’s Western gurus who followed
the Japanese industrial success
(Crosby)
TQM History

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Walter A Shewhart W. Edwards Deming Joseph M Juran
Armand V Feigenbaum Kaoru Ishikawa Philip B Crosby
Genichi Taguchi
TQM History
GURU means a teacher !!
Walte A Shewhart
created a method
for quality control
for production
using Statistical
Process Control
first proposed in
1924.
TQM GURU’S

8
W. Edwards Deming
1. Create a constant purpose toward improvement.
2. Adopt the new philosophy.
3. Stop depending on inspections.
4. Use a single supplier for any one item.
5. Improve constantly and forever.
6. Use training on the job.
7. Implement leadership.
8. Eliminate fear.
9. Break down barriers between departments.
10. Get rid of unclear slogans.
11. Eliminate management by objectives.
12. Remove barriers to pride of workmanship.
13. Implement education and self-improvement.
14. Make "transformation" everyone's job.
Deming's 14-Point Philosophy
Key Message
1- Eliminate Waste
2- Customer Awareness
3- Continual Improvement

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The Wheel of Continuous Improvement
W. Edwards Deming
PDCA Cycle is an approach to process analysis and improvements in
four logical steps.

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W. Edwards Deming
Fish Tail Diagram
“People in the System Must Cooperate With One Another”

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• show us a way of working together for improvement,
• provides tool box for improvement,
• establishes an approach that would break down barriers,
• encourage people to support each other
so TQM are guidelines that…

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the questions are ???:
• How to structure an organization with TQM?
• Are there any requirements given in TQM?
• Does it cover all the processes in the organization?
• Can TQM be used for standardization?
• Does TQM lead to ISO certification?
NO

13
BS 5780
+
MIL SPECS
ISO 9000
In the year 1987, the BS 5780 was adopted by
International Organization for Standardization
as bases of ISO 9000 to facilitate world trade.
• Explains fundamental quality concepts and provides
guidelines for the selection and application of each
standard
ISO 9000
• Model for quality assurance in design, development,
production, installation and servicing.ISO 9001
• Model for quality assurance in the production and
installation of manufacturing systemsISO 9002
•Quality assurance in final inspection and
testing.ISO 9003
•Guidelines for the applications of standards in
quality management and quality systems.ISO 9004
ISO 9000 and ISO 9004 are guidance standards.
They describe what is necessary to accomplish the
requirements outlined in standards 9001.
ISO 9000:1987
ISO 9000:1994
ISO 9000:2000
ISO 9001:2008
Quality Management System
QUALITY MANAGEMENNT SYSTEM

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EIGHT Quality Management System PRINCIPLES
8 QMS Principles TQM Principles as per ASQ
1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Factual Approach to Decision Making
8. Mutual Beneficial Suppliers relation.
1) Customer-focused
2) Total employee involvement
3) Process-centered
4) Integrated system
5) Strategic and systematic approach
6) Continual improvement
7) Fact-based decision making
8)Communications

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» ISO stands for International Organization for Standardization.
» It is derived from the Greek isos, meaning “equal”, which is the
root of the prefix “iso”.
» Founded in 1947, ISO is a network made up of the National
Standards Institutes of 162 countries - on the basis of one member
per country - with a Central Secretariat in Geneva, Switzerland
that co-ordinates the system.
» ISO has developed over 19 500 International Standards.
WHAT IS ISO?
ISO – International Organization for Standardization
ISO 9000 2000-ANSI
ISO 9000 2005 -BSI

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ISO 9001 : 2008
QMS
ISO 18001 : 2007
OHSAS
ISO 14001 : 2004
EMS
ISO – International Organization for Standardization
ISO Registration has significant bearing on market Credibility
 Global Recognition
 Forces a Customer Focus throughout the organization
 Competition - Qualify to compete in International Markets
 World-wide Benchmarks for Improvement

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Saturday,April1,2017 Model of a Process-Based Quality Management System
Aims to enhance Customer Satisfaction by
focusing on the following:
» Quality management system
Put structure in what you do
» Management responsibility
Put someone in charge
» Resource management
Provide the resources to achieve goals
» Product realization
Design and perform to requirements
» Measurement, analysis and improvement
Know where you are and get better
A quality management system (QMS) is a collection of business processes focused on achieving
your quality policy and quality objectives — i.e. what your customer wants and needs. It is expressed as the
organizational structure, policies, procedures, processes and resources needed to implement quality
management.
QMS states the set of requirements
QMS Model Structure

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MANAGEMENT RESPONSIBILITY
- Management Commitment
- Policies, Objectives
- Customer Satisfaction
- Management Review
- Quality Planning
- Communication of Responsibility/Authority
RESOURCE MANAGEMENT
- Identification of Resources
- Management Approvals
- Implementation / Provision of Resources
- Competence, Awareness & Training of
Personnel
- Infrastructure & Facilities of Works
PRODUCT REALIZATION
- Project Requirements
- Tender Reviews
- Establishment of Processes/Procedures
- Mobilization of Resources
- Procurement of Materials
- Execution Methods
- Control of Resources and Products (Projects)
- Control of Measuring & Testing Equipment.
MEASUREMENT, ANALYSIS
AND IMPROVEMENT
- Client Feedbacks, Complaints
- Client Satisfaction Surveys
- Information about Competitors
- Process & Product Non conformances
- Internal Audits
- Financial Assessments
- Corrective & Preventive Actions.
Continual Improvement of Quality Management System
Product/Service
[Completed Projects]
Output
Customers
Requirements
Satisfaction
Customers
Input
Model of a Process-Based Quality Management System

MANAGEMENT
RESPONSIBILITY
MEASUREMENT, ANALYSIS
AND IMPROVEMENT
RESOURCE MANAGEMENT
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PRODUCT REALIZATION
Does QMS covers Whole Organization ??
Human
Development
Finance
Business
Development
Tendering &
Estimating
Commercial &
Procurement
Project
Operations
CEO
COO
Management
Committee
QA/QC
IT
Design &
Technical
Health & Safety
Environmental
Anyone Missing???
HR & Admin
CONQUAS
Audits
Surveys &
Feedbacks

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Quality
Health & Safety
Environmental
CUSTOMER
SATISFACTION
ISO 9001 : 2008
ISO 18001 : 2007
ISO 14001 : 2004
QMS
OHSAS
EMS
INTEGRATED MANAGEMENT SYSTEM

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INSPECTION &
TESTINGS
MSM
- ISO 9001:2008
- ISO 14001:2004
- OHSAS - 18001:2007
SUAE01A
EXTERNAL
DOCUMENTS/
REFERENCES
QPM
HSEPM
SUAE02A
SUAE03A
PQ Plan
OHSE Plan
SUAE-PPP-YYXXR
Internal Document
- HR Manual (SUAE04R)
- Administration Manual (SUAE05R)
- Finance Manual (SUAE06R)
- IT Manual (SUAE07R)
PPP – Project number
YY – Year of generation
XX – Document number
R – Revision status of document
- Customer Documents
- Code of Practice
- Legislation and Regulation
INTERNAL
DOCUMENTS/
REFERENCES
SUAEXXR
Project # 1
EXTERNAL
DOCUMENTS/
REFERENCES
QHSE
Policy Statement
Project # 2 Project # 3
WORKS STATEMENT
RECORDS, CHECKLIST &
FORMS
PROJECT SPECIFIC
PROCEDURE
Note:
Project Document structure will
usually vary for each project to suit
project requirements.
Document Structure
Level 1 - Documents
Level 2 - Documents
Level 3 - Documents

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Quality KPIs - (2008)
• Meeting 100% on time project delivery
• The targeted defects liability period cost (% of
project contract sums inclusive of variation
orders) for each project should not exceed 0.5%
of the project contract sums
• Meeting customer satisfaction score >7.2 points
• Meeting vendor survey score >7.5 points
KEY PERFORMANCE INDICATORS
OHS KPIs – (2008)
• Compliance of OH&S legislation and regulations
• Zero Accident Frequency Rate
• Zero Accident Severity Rate
• Achieve minimum average safety audit score of
75% for projects above S$10 million
Environmental KPIs – (2008)
Electricity
• Not exceeding 30,000 kWh/month for HQ
• Not exceeding 11 kwh/m3 cast for Precast
Water
• Not exceeding 0.60 m3/m3 cast for Precast project
• Not exceeding 800m3/S$mil sales for Building &
Infrastructure project
• Not exceeding 500m3/S$mil sales for Utilities project
Diesel
• Not exceeding 4,000 l/mth for Precast project
• Not exceeding 4,000 l/S$mil sales for Building &
Infrastructure project
• Not exceeding 2,000 l/S$mil sales for Utilities project
• Not exceeding 20% of lean concrete wastage for all
construction projects
• Not exceeding 1.3% of concrete wastage for Precast and 5%
of concrete wastage for all construction projects
• Not exceeding 8% of wire mesh wastage for projects
• Not exceeding 2.8% of steel bar wastage for Precast and 8%
of steel bar wastage for all construction projects

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TRAININGS
• Executive – E3 to E4
• Executive – E5 to M2
• Manager
• Non-Executive
• Technical/ Functional
• Workers
H itc h h ik e r s
G u id e to
C o n ti n u o u s
Im p r o v e m e n t
Continuous improvement..... a never ending
journey in the pursuit of excellence
Soft Skills and Hard Skill

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TQM fails because:
» Top management sees no reason for change.
» Top management is not concerned for its staff.
» Top management is not committed to the TQM programme.
» The company loses interest in the programme after six months.
» The workforce and the management do not agree on what needs to happen.
» Urgent problems intervene.
» TQM is imposed on the workforce, which does not inwardly accept it.
» No performance measure or targets are set, so progress cannot be measured.
» Processes are not analyzed, systems are weak and procedures are not written down.
Reasons for FAILURE

Iso and tqm

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