Process development for new products and customers are essential for the Automotive companies, emphasizing defect prevention, reduction of variation and waste (Lean). This paper presents an approach for using ISO/TS 16949 Quality Management System – Particular requirements for application of ISO9001 for automotive production and service part organizations to achieve this goal
The document discusses ISO 9001, a quality management standard. It describes ISO 9001's requirements and benefits, including improved customer satisfaction, staff motivation, and continual improvement. A quality management system based on ISO 9001 provides a framework for organizations to monitor and improve performance. Certification involves an external audit to verify an organization's quality management system meets ISO 9001's requirements.
Total Quality Management (TQM) is an approach to managing an organization that aims to continuously improve processes and satisfy customers. It involves commitment from leadership and all employees. TQM focuses on meeting customer needs, process improvement, defect prevention, and continuous learning. Key aspects include quality assurance standards, quality improvement teams, benchmarking, and statistical process control. The goal is to plan, provide inputs, operate processes, evaluate outputs, examine performance, and modify processes through continuous improvement.
The document discusses quality management and production management. It defines quality management as having four main components: quality planning, quality control, quality assurance, and quality improvement. It also discusses eight principles of quality management according to the ISO standard. Additionally, it outlines various quality improvement methods and standards, as well as discussing operations management and production management.
ISO 9001 is a quality management standard that helps organizations ensure they meet customer and regulatory requirements. It establishes requirements for a quality management system covering processes for management responsibility, resource management, product realization, and measurement, analysis and improvement. An organization must undergo an audit by a certified registrar to be registered or certified against the ISO 9001 standard.
This document provides an overview of quality management principles from ISO 9001:2008, including leadership, customer focus, process approach, and system approach to management. It defines these principles and discusses their requirements within the ISO standard. For each principle, it outlines how organizations can apply the principle and what clauses within ISO 9001:2008 relate to the requirements. The goal is to help managers understand and implement these key principles to establish an effective quality management system.
This document is the quality management system manual for XYZ. It describes the quality management system which complies with ISO 9001:2008. The manual includes sections on scope, exclusions, documentation requirements, management responsibility, and other quality system processes. It provides the table of contents and outlines the organization and control of the quality management system documents.
This document discusses Total Quality Management (TQM). It provides an overview of TQM principles and history, including contributions from quality gurus like Deming, Juran, and Crosby. It also describes the evolution of quality standards like ISO 9000 and how a quality management system can be implemented based on a process approach across an organization.
The document discusses quality management systems and practices. It provides background on the history and pioneers of quality management, including Frederick Taylor, Philip Crosby, Joseph Juran, and W. Edwards Deming. It describes the purpose and significance of quality management systems and procedures. It also provides an overview of the International Organization for Standardization (ISO) quality management standards, including ISO 9000, ISO 9001, and ISO 14000.
The document discusses ISO 9001, a quality management standard. It describes ISO 9001's requirements and benefits, including improved customer satisfaction, staff motivation, and continual improvement. A quality management system based on ISO 9001 provides a framework for organizations to monitor and improve performance. Certification involves an external audit to verify an organization's quality management system meets ISO 9001's requirements.
Total Quality Management (TQM) is an approach to managing an organization that aims to continuously improve processes and satisfy customers. It involves commitment from leadership and all employees. TQM focuses on meeting customer needs, process improvement, defect prevention, and continuous learning. Key aspects include quality assurance standards, quality improvement teams, benchmarking, and statistical process control. The goal is to plan, provide inputs, operate processes, evaluate outputs, examine performance, and modify processes through continuous improvement.
The document discusses quality management and production management. It defines quality management as having four main components: quality planning, quality control, quality assurance, and quality improvement. It also discusses eight principles of quality management according to the ISO standard. Additionally, it outlines various quality improvement methods and standards, as well as discussing operations management and production management.
ISO 9001 is a quality management standard that helps organizations ensure they meet customer and regulatory requirements. It establishes requirements for a quality management system covering processes for management responsibility, resource management, product realization, and measurement, analysis and improvement. An organization must undergo an audit by a certified registrar to be registered or certified against the ISO 9001 standard.
This document provides an overview of quality management principles from ISO 9001:2008, including leadership, customer focus, process approach, and system approach to management. It defines these principles and discusses their requirements within the ISO standard. For each principle, it outlines how organizations can apply the principle and what clauses within ISO 9001:2008 relate to the requirements. The goal is to help managers understand and implement these key principles to establish an effective quality management system.
This document is the quality management system manual for XYZ. It describes the quality management system which complies with ISO 9001:2008. The manual includes sections on scope, exclusions, documentation requirements, management responsibility, and other quality system processes. It provides the table of contents and outlines the organization and control of the quality management system documents.
This document discusses Total Quality Management (TQM). It provides an overview of TQM principles and history, including contributions from quality gurus like Deming, Juran, and Crosby. It also describes the evolution of quality standards like ISO 9000 and how a quality management system can be implemented based on a process approach across an organization.
The document discusses quality management systems and practices. It provides background on the history and pioneers of quality management, including Frederick Taylor, Philip Crosby, Joseph Juran, and W. Edwards Deming. It describes the purpose and significance of quality management systems and procedures. It also provides an overview of the International Organization for Standardization (ISO) quality management standards, including ISO 9000, ISO 9001, and ISO 14000.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
What is Automotive Quality Management?
ISO/TS 16949 - the globally recognized Quality Management Standard for the automotive industry.It brings together standards from across Europe and the US and provides a framework for achieving best practice with regards to the design and manufacture of products for the automotive supply chain.
ISO/TS 16949 is an ISO technical specification aimed at the development of a quality management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the automotive industry supply chain.
This document summarizes a quality documentation system for a GMP bioprocessing facility. The system is divided into 5 folders: Facility, Equipment, Production, Quality Control, and Quality Assurance. Each folder contains standard operating procedures, data record forms, and other documents pertaining to that area. The aim of the documentation system is to efficiently organize operations and ensure compliance with GMP guidelines.
This document provides an overview of quality management in the construction industry and approaches of managers. It discusses the characteristics of the construction industry, including its complicated nature with many occupations and organizations involved in different project phases. It also notes issues like non-standardization of production processes and excessive design changes.
The document then examines a survey of over 2,500 managers in five countries that found Indian managers placed more emphasis on organizational stability and employee welfare than profit maximization, and were against values like change and innovation. It also discusses the impact of globalization and increased competition putting pressure on Indian firms to adopt more effective technology. Finally, the conclusion states that with concepts like CSR, TQM, ISO 9000, and small business development
A Review of the Concept of ISO Standard 9000 FamilySonali Chawla
In order to live in this period of customer oriented business every industry is endeavoring to slake the subsisting customers and additionally magnetize initial customers. One of the policies used is to maintain a quality standard of the products exceeding the client’s prospect. The software industry is no exclusion to identically tantamount. It is necessary for organizations to set up, manage and promote their quality control system and quality assurance systems and their integral standard operating functions and other quality documents to provide high-quality products and accommodations to plenarily gratify customer requirements and prospects. Quality control and quality assurance systems together form quality schemes. Quality management consists of both quality control as well as quality assurance. Quality control is engrossed on consummating quality requisites, whereas quality assurance is fixated on providing confidence that quality requisites are consummated.
There are several factors that contribute to quality in software products. A quality product must satisfy the requirements specified in the requirements document, but it also needs to have good usability, maintainability, portability, and other qualities. Various models have been developed to help organizations improve their software development processes and produce higher quality products, such as the Capability Maturity Model (CMM) and ISO 9000 standards. CMM defines five levels of process maturity, while ISO 9000 provides guidelines for maintaining quality management systems. However, both CMM and ISO 9000 may not fully address the unique aspects of software development and ensuring technical quality. Process improvements through metrics and defining appropriate processes for the organization are important aspects of achieving overall quality.
The document provides information about ISO and ISO standards. It discusses:
- ISO is an independent international organization that develops voluntary standards to ensure products/services are safe and of good quality.
- ISO 9001 provides requirements for a quality management system to ensure customer satisfaction. ISO 14001 provides requirements for an environmental management system.
- Certification to the standards by an independent body verifies an organization's management system meets the standard's requirements but certification is not required to implement the standards.
This document provides an overview of quality management systems and their importance for small and medium enterprises (SMEs). It discusses the origins and evolution of quality management. It also explains key concepts like quality management systems, standards, certification, and total quality management. The document emphasizes that while quality systems were initially developed for large enterprises, they are important for SME competitiveness and compliance with European directives. It recommends training to help SMEs implement appropriate quality systems in a cost-effective way.
Iso 9001 2008 awareness training-slidesumar farooq
This document outlines an ISO 9001:2008 awareness training covering the following topics:
- An 8-hour training course structure including tutorials and discussions
- Understanding concepts of quality management systems and the historic evolution of quality
- Understanding the requirements of the ISO 9001:2008 quality management standard
- Explaining key terms like quality assurance, quality control, and quality management systems
- Discussing the eight quality management principles and how they relate to continual improvement
The document provides an overview of key changes between the ISO 9001:2008 and ISO 9001:2015 standards and suggestions for addressing these changes. Some of the major changes discussed include a shift to a process-based approach, consideration of interested parties and risks, and expanded leadership responsibilities. The presentation recommends implementing process mapping, collecting stakeholder needs and expectations, conducting risk assessments, and clarifying roles and responsibilities to meet the new standard requirements. It also provides guidance on specific clauses and how different roles within an organization should view the standard. The intent is to help organizations understand and address the new provisions in ISO 9001:2015.
Implementing a Functional ISO 9001 Quality Management System in Small and Med...CSCJournals
This paper provides guidance for the implementation of a functional ISO 9001 quality management system (QMS) in small and medium-sized enterprises (SMEs). To help a SME understand its starting point, four initial states for QMS implementation are defined. Five paths for moving the QMS from the initial state to the desired state are described. To support the transition from the initial to the desired state, some key considerations in implementing a QMS in SMEs are discussed. The paper is based on site visits and implementation assistance the authors have provided to several SMEs. It is anticipated the paper will help managers in SMEs understand the process of implementing ISO 9001 and help them avoid the development of a paper-driven QMS that provides limited value.
The document provides an overview of ISO 9001 and its evolution over time. It summarizes the key requirements of ISO 9001:2008, including developing, documenting, implementing and maintaining a quality management system. It outlines requirements for management responsibility, resource management, product realization, measurement and customer satisfaction.
ISO 9001 undergoes periodic reviews every 5-6 years to determine if revisions are needed. The 2008 revision of ISO 9001 was a minor revision focused on clarifying existing requirements rather than adding new ones. Some of the key changes in the 2008 standard include new requirements for controlling outsourced processes, clarifying the role of the management representative, and reviewing the effectiveness of corrective and preventive actions. Certification bodies like Bureau Veritas have transition policies in place to move organizations from the 2000 standard to the 2008 standard by November 2010.
This document provides an overview of quality management systems and ISO 9000 standards. It discusses that a quality management system is a system used by organizations to document processes, procedures, and responsibilities for ensuring quality policies are followed. It also describes key aspects of quality management like documentation requirements, common ISO quality standards like ISO 9001, and sector-specific standards tailored for industries like aerospace and automotive. Finally, it provides a high-level process flow of how a quality management system is implemented and improves over time within an organization and its suppliers.
ISO 9001:2008 (shared using http://VisualBee.com).VisualBee.com
This document discusses ISO 9001:2008 quality management system standards. It provides an overview of the benefits of ISO 9001 certification for growing organizations, including improved quality, productivity, financial performance and long-term sustainability. It also summarizes the key requirements of the ISO 9001:2008 standard, including establishing documented procedures, conducting management reviews, ensuring customer focus, setting quality policies and objectives, and defining responsibilities.
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
• Overview of ISO 25000 - Software Product Quality Requirements and Evaluation (SQuaRE)
• How CMMI for Development best practices address development activities
• Complementary values that ISO 25000 and CMMI bring
• How ISO 25000 and CMMI help software development and service companies to improve customer satisfaction
Presenter:
This webinar will be presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited
Article is the iso 9000 series for total quality management (international..Princess Zaza
This document discusses the similarities and differences between total quality management (TQM) and the ISO 9000 quality standards. It provides background on TQM philosophy and principles, definitions of quality, and problems in manufacturing that TQM aims to address. The document also describes the history, purpose, and contents of the ISO 9000 standards and how they relate to but differ from a full TQM system in focusing more narrowly on documentation of quality processes.
CMMI defines maturity levels that organizations can progress through gradually by implementing requirements at each level. It includes both continuous and staged representations. The continuous representation allows selecting process areas in any order based on business needs, while the staged representation groups process areas into maturity levels that must be completed sequentially. CMMI covers process areas for engineering, project management, support, and process management to drive process improvement across projects.
The Changes in ISO 9001:2015 in a Whole New LightVera Kofyan
The document provides an overview of key changes in ISO 9001:2015 compared to the previous version. It discusses how the new standard places greater emphasis on risk-based thinking, a process approach, and understanding an organization's context. It argues that the changes will help users focus on opportunities rather than just risks, think in terms of processes rather than individual actions, and tailor the standard to their unique situation rather than trying to fit a one-size-fits-all approach.
The document discusses quality management systems (QMS) and ISO standards 9000 and 14000. It outlines the growth of ISO 9000 certification globally and benefits for construction companies, including improved efficiency, profitability, and risk management. Steps for implementing a QMS are provided. ISO 14000 environmental management standards and potential benefits are also mentioned, along with a need to study benefits for UK construction firms.
Pe 6421 chapter 3 iso 9000 quality system oct 13 2014Charlton Inao
This document provides an overview of ISO 9000 quality standards. It begins with an introduction to ISO and the history and benefits of the ISO 9000 family of standards. The core standards - ISO 9000, 9001, 9004 and 19011 - are described. Key requirements of ISO 9001:2008 are outlined, including the quality management principles of customer focus, leadership, engagement, process approach, system approach, continual improvement, evidence-based decision making and mutually beneficial supplier relationships. The document then covers quality system documentation and auditing requirements. It concludes with an outline of the course contents to help participants understand and implement an ISO 9001 compliant quality management system.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
What is Automotive Quality Management?
ISO/TS 16949 - the globally recognized Quality Management Standard for the automotive industry.It brings together standards from across Europe and the US and provides a framework for achieving best practice with regards to the design and manufacture of products for the automotive supply chain.
ISO/TS 16949 is an ISO technical specification aimed at the development of a quality management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the automotive industry supply chain.
This document summarizes a quality documentation system for a GMP bioprocessing facility. The system is divided into 5 folders: Facility, Equipment, Production, Quality Control, and Quality Assurance. Each folder contains standard operating procedures, data record forms, and other documents pertaining to that area. The aim of the documentation system is to efficiently organize operations and ensure compliance with GMP guidelines.
This document provides an overview of quality management in the construction industry and approaches of managers. It discusses the characteristics of the construction industry, including its complicated nature with many occupations and organizations involved in different project phases. It also notes issues like non-standardization of production processes and excessive design changes.
The document then examines a survey of over 2,500 managers in five countries that found Indian managers placed more emphasis on organizational stability and employee welfare than profit maximization, and were against values like change and innovation. It also discusses the impact of globalization and increased competition putting pressure on Indian firms to adopt more effective technology. Finally, the conclusion states that with concepts like CSR, TQM, ISO 9000, and small business development
A Review of the Concept of ISO Standard 9000 FamilySonali Chawla
In order to live in this period of customer oriented business every industry is endeavoring to slake the subsisting customers and additionally magnetize initial customers. One of the policies used is to maintain a quality standard of the products exceeding the client’s prospect. The software industry is no exclusion to identically tantamount. It is necessary for organizations to set up, manage and promote their quality control system and quality assurance systems and their integral standard operating functions and other quality documents to provide high-quality products and accommodations to plenarily gratify customer requirements and prospects. Quality control and quality assurance systems together form quality schemes. Quality management consists of both quality control as well as quality assurance. Quality control is engrossed on consummating quality requisites, whereas quality assurance is fixated on providing confidence that quality requisites are consummated.
There are several factors that contribute to quality in software products. A quality product must satisfy the requirements specified in the requirements document, but it also needs to have good usability, maintainability, portability, and other qualities. Various models have been developed to help organizations improve their software development processes and produce higher quality products, such as the Capability Maturity Model (CMM) and ISO 9000 standards. CMM defines five levels of process maturity, while ISO 9000 provides guidelines for maintaining quality management systems. However, both CMM and ISO 9000 may not fully address the unique aspects of software development and ensuring technical quality. Process improvements through metrics and defining appropriate processes for the organization are important aspects of achieving overall quality.
The document provides information about ISO and ISO standards. It discusses:
- ISO is an independent international organization that develops voluntary standards to ensure products/services are safe and of good quality.
- ISO 9001 provides requirements for a quality management system to ensure customer satisfaction. ISO 14001 provides requirements for an environmental management system.
- Certification to the standards by an independent body verifies an organization's management system meets the standard's requirements but certification is not required to implement the standards.
This document provides an overview of quality management systems and their importance for small and medium enterprises (SMEs). It discusses the origins and evolution of quality management. It also explains key concepts like quality management systems, standards, certification, and total quality management. The document emphasizes that while quality systems were initially developed for large enterprises, they are important for SME competitiveness and compliance with European directives. It recommends training to help SMEs implement appropriate quality systems in a cost-effective way.
Iso 9001 2008 awareness training-slidesumar farooq
This document outlines an ISO 9001:2008 awareness training covering the following topics:
- An 8-hour training course structure including tutorials and discussions
- Understanding concepts of quality management systems and the historic evolution of quality
- Understanding the requirements of the ISO 9001:2008 quality management standard
- Explaining key terms like quality assurance, quality control, and quality management systems
- Discussing the eight quality management principles and how they relate to continual improvement
The document provides an overview of key changes between the ISO 9001:2008 and ISO 9001:2015 standards and suggestions for addressing these changes. Some of the major changes discussed include a shift to a process-based approach, consideration of interested parties and risks, and expanded leadership responsibilities. The presentation recommends implementing process mapping, collecting stakeholder needs and expectations, conducting risk assessments, and clarifying roles and responsibilities to meet the new standard requirements. It also provides guidance on specific clauses and how different roles within an organization should view the standard. The intent is to help organizations understand and address the new provisions in ISO 9001:2015.
Implementing a Functional ISO 9001 Quality Management System in Small and Med...CSCJournals
This paper provides guidance for the implementation of a functional ISO 9001 quality management system (QMS) in small and medium-sized enterprises (SMEs). To help a SME understand its starting point, four initial states for QMS implementation are defined. Five paths for moving the QMS from the initial state to the desired state are described. To support the transition from the initial to the desired state, some key considerations in implementing a QMS in SMEs are discussed. The paper is based on site visits and implementation assistance the authors have provided to several SMEs. It is anticipated the paper will help managers in SMEs understand the process of implementing ISO 9001 and help them avoid the development of a paper-driven QMS that provides limited value.
The document provides an overview of ISO 9001 and its evolution over time. It summarizes the key requirements of ISO 9001:2008, including developing, documenting, implementing and maintaining a quality management system. It outlines requirements for management responsibility, resource management, product realization, measurement and customer satisfaction.
ISO 9001 undergoes periodic reviews every 5-6 years to determine if revisions are needed. The 2008 revision of ISO 9001 was a minor revision focused on clarifying existing requirements rather than adding new ones. Some of the key changes in the 2008 standard include new requirements for controlling outsourced processes, clarifying the role of the management representative, and reviewing the effectiveness of corrective and preventive actions. Certification bodies like Bureau Veritas have transition policies in place to move organizations from the 2000 standard to the 2008 standard by November 2010.
This document provides an overview of quality management systems and ISO 9000 standards. It discusses that a quality management system is a system used by organizations to document processes, procedures, and responsibilities for ensuring quality policies are followed. It also describes key aspects of quality management like documentation requirements, common ISO quality standards like ISO 9001, and sector-specific standards tailored for industries like aerospace and automotive. Finally, it provides a high-level process flow of how a quality management system is implemented and improves over time within an organization and its suppliers.
ISO 9001:2008 (shared using http://VisualBee.com).VisualBee.com
This document discusses ISO 9001:2008 quality management system standards. It provides an overview of the benefits of ISO 9001 certification for growing organizations, including improved quality, productivity, financial performance and long-term sustainability. It also summarizes the key requirements of the ISO 9001:2008 standard, including establishing documented procedures, conducting management reviews, ensuring customer focus, setting quality policies and objectives, and defining responsibilities.
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
• Overview of ISO 25000 - Software Product Quality Requirements and Evaluation (SQuaRE)
• How CMMI for Development best practices address development activities
• Complementary values that ISO 25000 and CMMI bring
• How ISO 25000 and CMMI help software development and service companies to improve customer satisfaction
Presenter:
This webinar will be presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited
Article is the iso 9000 series for total quality management (international..Princess Zaza
This document discusses the similarities and differences between total quality management (TQM) and the ISO 9000 quality standards. It provides background on TQM philosophy and principles, definitions of quality, and problems in manufacturing that TQM aims to address. The document also describes the history, purpose, and contents of the ISO 9000 standards and how they relate to but differ from a full TQM system in focusing more narrowly on documentation of quality processes.
CMMI defines maturity levels that organizations can progress through gradually by implementing requirements at each level. It includes both continuous and staged representations. The continuous representation allows selecting process areas in any order based on business needs, while the staged representation groups process areas into maturity levels that must be completed sequentially. CMMI covers process areas for engineering, project management, support, and process management to drive process improvement across projects.
The Changes in ISO 9001:2015 in a Whole New LightVera Kofyan
The document provides an overview of key changes in ISO 9001:2015 compared to the previous version. It discusses how the new standard places greater emphasis on risk-based thinking, a process approach, and understanding an organization's context. It argues that the changes will help users focus on opportunities rather than just risks, think in terms of processes rather than individual actions, and tailor the standard to their unique situation rather than trying to fit a one-size-fits-all approach.
The document discusses quality management systems (QMS) and ISO standards 9000 and 14000. It outlines the growth of ISO 9000 certification globally and benefits for construction companies, including improved efficiency, profitability, and risk management. Steps for implementing a QMS are provided. ISO 14000 environmental management standards and potential benefits are also mentioned, along with a need to study benefits for UK construction firms.
Pe 6421 chapter 3 iso 9000 quality system oct 13 2014Charlton Inao
This document provides an overview of ISO 9000 quality standards. It begins with an introduction to ISO and the history and benefits of the ISO 9000 family of standards. The core standards - ISO 9000, 9001, 9004 and 19011 - are described. Key requirements of ISO 9001:2008 are outlined, including the quality management principles of customer focus, leadership, engagement, process approach, system approach, continual improvement, evidence-based decision making and mutually beneficial supplier relationships. The document then covers quality system documentation and auditing requirements. It concludes with an outline of the course contents to help participants understand and implement an ISO 9001 compliant quality management system.
The document discusses ISO 9000, an international standard for quality management systems. It provides background on the International Organization for Standardization (ISO) and describes ISO 9000 as a set of standards for maintaining an efficient quality system. ISO 9000 can help companies satisfy customers, meet regulatory requirements, and achieve continual improvement. The core elements of ISO 9000:2000 are a quality management system, management responsibility, resource management, product realization, and measurement, analysis and improvement. The typical steps to achieve ISO 9000 certification are management commitment, writing documentation, conducting reviews and audits, and undergoing an assessment audit.
The document provides information about the International Organization for Standardization (ISO) and several of its quality management standards. It discusses ISO 9000, which deals with quality management principles and helps organizations meet customer and regulatory requirements. ISO 9001 is one of the most widely used global standards for quality management systems. It provides requirements that can be certified by third parties. The document also reviews ISO 9002 and 9004, which preceded ISO 9001 and focused on quality assurance and guidelines to improve organizational performance.
ISO 9001: 2000 QUALITY SYSTEMS IN THE SMALL OR MEDIUM SIZED ENTERPRISE [SME]Chee Keong Mah
This document provides guidance for small and medium sized enterprises on adopting the ISO 9001:2000 quality management system standard. It discusses the key changes between the 1994 and 2000 versions of the standard. The 2000 version has a stronger focus on customer satisfaction, continual improvement, and a process-based approach rather than procedural documentation. It consists of 5 main requirements sections covering the quality management system, management responsibility, resource management, product/service realization, and measurement/analysis/improvement. There is a 3-year transition period for organizations to update their systems from the 1994 to 2000 version before the older standard is withdrawn. The document provides an overview to help SMEs understand and implement the revised international standard.
Many small businesses today are compelled to compete globally. But the global marketplace is driven by a new business principal: the producer with the highest quality tends to be the one with the lowest costs (Kobu & Greenwood, 1991). In such a business environment, TQM methods are needed more than ever by small businesses attempting to compete with large corporations. However, recent evidence suggests that TQM is being abandoned by organizations because:
1) It is too time consuming and cumbersome;
2) Lack of focus on external processes;
3) a focus on minimum standards;
4) and delegation of quality to "experts" rather than real people of the organization. (Harari, 1993).
ISO 9000 certification(Quality Management System)Varshid Patel
The ISO 9000 family of international quality management standards and guidelines has earned a global reputation as a basis for establishing effective and efficient quality management systems. The need for International Standards is very important as more organizations operate in the global economy by selling or buying products and services from sources outside their domestic market.
Over the last few years, the ISO-9000 has become the most popular quality standard in the food industry and Pharma industry, with practically all major companies rushing to get ISO-9000-certified. In fact, companies not ISO certified would find it difficult to do business, given that certification is a basic requirement of would-be customers. The ISO-9000 series of standards was developed by the International Organization for Standardization.
Originally Began With The British And Their RequirementKimberly Haynes
The document discusses ISO 9000 quality management system standards and their eight underlying principles. It provides examples of how Ford Motor Company improved quality through initiatives like Total Quality Management (TQM), QS 9000, and Six Sigma. Ford ranked last in customer satisfaction but redefined its approach to focus on consumers. It implemented Six Sigma throughout the company to identify root causes of issues by examining interactions between all components. The goals were to reduce costs and defects while improving customer satisfaction and processes. It provides an example of how manufacturers like Riordan could follow Ford's practices for quality improvement before the introduction of formal ISO quality systems.
NDC Management is a legal compliance consultancy. We have ISO certification specialists, helps you to develop ISO standards in your organization to meet quality management system
Implementing An ISO 9001 Quality Management SystemSusan Kennedy
The document provides guidance on implementing an ISO 9001 Quality Management System (QMS). It discusses what a QMS is, the benefits of implementing one, and the key components and requirements of the ISO 9001 standard. The ISO 9001 standard establishes requirements for a QMS in eight main sections that cover the responsibilities of management, managing resources, and controlling processes related to product realization, measurement and improvement. Implementing an effective QMS helps ensure consistency, improves business performance, and increases customer satisfaction.
This document provides guidance on the ISO 9001:2015 quality management system standard. It discusses the history and development of the ISO 9001 standard. The key changes in the ISO 9001:2015 version include a new high level structure that is now common across management system standards, a greater emphasis on risk-based thinking and the organization's context, and increased responsibilities for top management. The guidance is split into two parts - Part 1 provides an introduction to ISO 9001:2015 including the requirements and principles, while Part 2 provides guidance on implementing each clause of the standard.
The document discusses quality management approaches for Industry 4.0. It begins by introducing ISO 9000 and Total Quality Management (TQM) as two important approaches and compares their key aspects. It then discusses how Industry 4.0 is transforming manufacturing through technologies like cyber-physical systems, IoT, cloud computing and advanced analytics. Finally, it explains how Industry 4.0 aligns well with the principles of TQM by enabling real-time process optimization, predictive maintenance, transparent processes and more continuous improvement.
The detailed synopsis of QMS. It will definitely surpass, your desire to streamline, implement and brainstorm Quality Management in your organization. Perhaps, the 8 core principles of QMS is applicable for everyone and everywhere .
Quality managment impacts in constructionKhaled Eid
1. The document discusses quality management and ISO 9000 standards for construction projects. It analyzes problems that medium-sized construction companies may face when implementing quality management processes.
2. Implementing an ISO-compliant quality management system typically takes 1-2 years and costs around $250,000 on average. It requires extensive documentation which can increase costs and reduce productivity.
3. Potential issues include lack of resources, unnecessary procedures, restricted creativity, increased operating costs and ensuring timely information flows. However, quality management systems also provide benefits like defined processes, continual improvement and increased customer satisfaction.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
ISO 9000,14000 & 2200 international standerdization organizationunnati630155
- ISO was founded in 1946 and establishes international standards to facilitate global trade and commerce by standardizing quality across industries and countries.
- ISO 9000 is a quality management system that provides guidelines for organizations to ensure quality in design, development, production and servicing. It has benefits like increased marketability, customer satisfaction and reduced costs.
- ISO 14000 provides environmental management standards for organizations to reduce their environmental impact and work towards sustainability goals like addressing climate change.
- ISO 22000 establishes standards for food safety management systems to ensure safe food supply chains globally.
This document provides an overview of quality management systems and their history. It defines quality based on customer perceptions and needs. Quality management systems allow organizations to meet quality levels, consumer requirements, and technology changes. The document traces the development of quality management from early thinkers like Deming and Juran who helped Japanese companies, to the growth of approaches like total quality management, ISO standards, six sigma at Motorola, and continuous quality improvement. It outlines eight quality management principles and discusses pharmaceutical quality systems and ICH Q10, which promote a lifecycle approach to quality over compliance.
ISO 9000 AND TOTAL QUALITY MANAGEMENT: THE RELATIONSHIPDian Hermawan
The document provides an introduction to quality management systems and ISO 9000. It discusses that ISO 9000 establishes requirements for quality management systems to ensure customer satisfaction and continual improvement. It outlines the key principles of a quality management system such as customer focus, leadership, process approach and continual improvement. Organizations must document procedures and conduct internal and external audits to obtain and maintain ISO 9000 certification. Overall, ISO 9000 can help organizations improve operations but should not be pursued for purely marketing purposes.
ISO 9000 AND TOTAL QUALITY MANAGEMENT: THE RELATIONSHIPDian Hermawan
The document provides an introduction to quality management systems and ISO 9000. It discusses that ISO 9000 establishes requirements for quality management systems to ensure customer satisfaction and continual improvement. It outlines the key principles of a quality management system such as customer focus, leadership, process approach and continual improvement. Organizations can get certified through independent audits to assure customers that their quality management system meets the ISO 9000 requirements. The summary is:
1. ISO 9000 establishes requirements for quality management systems and certification ensures systems meet requirements.
2. Quality management systems are based on principles like customer focus, leadership and continual improvement.
3. Organizations can get certified through independent audits to assure customers of meeting ISO 9000 standards
The document discusses operational excellence and optimizing process performance at Freudenberg-NOK. It provides an overview of the company, its focus on continuous improvement through its GROWTH program, and its implementation of lean manufacturing principles. It highlights some of Freudenberg-NOK's lean transformation successes over 16+ years, including improvements in people, processes, and control, and secrets to its success like top management support, a certification process, and quantifying results.
The document discusses the importance of global competence and risk management for competitive advantage. It notes that data transformed into intelligence can provide a competitive edge. Global projects require equal risk evaluation to manage risks early and protect against failures. Tools like Advanced Product Quality Planning (APQP) and Product Quality Risk Management (PQRM) allow teams to collaborate online and address risks in early project phases. Managing risks and continual improvement are essential for success.
Treinamento Para Auditores Internos da Qualidade (Portuguese)Carlos DaSilva
O documento descreve a evolução histórica da qualidade e da normalização, desde os inspetores de qualidade nos anos 1900 até os organismos de certificação e acordos de reconhecimento nos anos 1990. Também define termos técnicos relacionados à qualidade como auditoria, observação de auditoria, auditor da qualidade e ações preventivas e corretivas.
Gestao Do Desempenho - Key System (Portuguese)Carlos DaSilva
1) O documento apresenta os conceitos do sistema KEY de gestão do desempenho e desenvolvimento de competências, com foco na excelência humana.
2) A gestão integral de pessoas e processos busca equilibrar o lado emocional das pessoas com os processos racionais para identificar oportunidades de melhoria.
3) O desenvolvimento de competências é fundamental para promover a mudança interna e melhorar o comportamento, requerendo conhecimento para mudar.
The document discusses lean concepts and value-adding activities at Tyco Electronics. It describes Tyco Electronics as a leading supplier of passive electro-mechanical components. It then discusses concepts like value-adding activities, quality management, visual factory techniques like 5S, just-in-time production using kanban systems, and developing close partnerships with suppliers.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
1. Leadership through Technical Specification ISO/TS 16949:2002
Carlos E. DaSilva, Roger Carl, and Tom Rooke
MSBU, LOWELL, MA
Abstract — Process development for new products and The ISO (from Greek isos, meaning "equal") is a
customers are essential for the Automotive Sensors and network of the national standards institutes of 147
Telematics Product Group growth, emphasizing defect countries. Through worldwide acceptance and use, the
prevention, reduction of variation and waste (Lean). This
paper presents an approach for using ISO/TS 16949:2002
ISO 9000 family of standards provides an effective
Quality Management System – Particular requirements for means for improving the performance of individual
application of ISO9001: 2000 for automotive production organizations and providing confidence to people and
and service part organizations to achieve this goal organizations that products will meet their expectations
thereby enhancing trade, global prosperity and individual
I. INTRODUCTION well-being.
The Automotive Sensors and Telematics Group will
The telematic and sensor applications for the be applying the ISO/TS 16949:2002 to our Quality
automotive market are increasing worldwide, and the Management System, which was jointly developed by the
new age for the Intelligent Transportation Systems (ITS) International Automotive Task Force (IATF) and the
is only beginning. Japan Automobile Manufacturers Association (JAMA)
The automotive companies (OEM’s) are continually members and submitted to the ISO/TC 176 for approval
implementing techniques throughout the supply chain, and publication. This document provides a common
related to defect prevention and the reduction of variation automotive quality system requirements catalog based on
and waste, like Lean Manufacturing (from Toyota ISO 9001:2000, AVSQ 94 (Italian), EAQF 94 (French),
Production System) and QS 9000 (Ford, GM and QS-9000 (U.S.) and VDA6.1 (German) automotive
Daimler-Chrysler) [1] standards. ISO/TS 16949:2002, coupled with customer-
The International Organization for Standardization specific requirements defines quality system
(ISO) created ISO/TS 16949:1999, as a technical requirements for use in the automotive supply chain, also
specification that reflects some of the aspects listed with the Lean thinking by eliminating waste through
above and offers different technical solutions, provided fundamental process improvements .
that they do not conflict with existing international
standards (ISO9001). The new ISO/TS 16949:2002
revision offers a process–based quality management
system, as related to automotive production, including III. THE CUSTOMER ORIENTED PROCESS
opportunities for improvement and leadership in the We are currently certified to QS9000:1998, 20
competitive and global market. elements, without the “new” process-based approach, and
now do we need to rethink all of our quality management
II. A SILENT REVOLUTION system?
When we look back, the industrial revolution increased TABLE I
a “particular” behavior in western society, the Cartesian SEVEN MANDATORY PROCEDURES ISO/TS 16949
view, which by the way, all of us have been explicitly or 4.2.3 CONTROL OF DOCUMENTS
implicitly trained in, and has dominated the belief that 4.2.4 CONTROL OF RECORDS
there is a clear separation between mind and body; 6.2.2.2 TRAINING
between the thinkers and the doers; between management
and the employees; between product and processes. 8.2.2 INTERNAL AUDIT
Now, the approach is the integration of these systems, 8.3 CONTROL OF NONCONFORMING PRODUCT
a Holist view [2] that has started changes for society and 8.5.2 CORRECTIVE ACTION
companies around the world. This process should be
8.5.3 PREVENTIVE ACTION
painless, when we can understand how to manage this
transition and how to apply the right tools.
2. The answer is “no”. We are also ISO9001:2000 continually improve performance while addressing the
certified, which encouraged us to implement the needs of all interested parties. Managing an organization
external/internal customer oriented process, with less encompasses quality management amongst the other Key
focus on documentation and more focus on fulfilling a Management disciplines (Top Management, People/Plant
customer requirement. To implement the ISO/TS Resources, Sales and Marketing, Engineering,
16949:2002, there are seven mandatory procedures or Purchasing, Operations/Manufacturing and Quality).
process’ (see table I), that require implementation. These A process based Quality Management System looks at
include the identification of all business processes (not “all” the business disciplines and also, the eight
just production, support functions must be included), a principles [3] that form the basis for standards within the
clear understanding of the organization, and to lead and ISO9001:2000 and ISO/TS 16949:2002 (see table II).
operate an organization successfully, it is necessary to
direct and control it in a systematic and transparent
manner. Market leadership can result from implementing
and maintaining a management system that is designed to
TABLE II
EIGHT QUALITY MANAGEMENT PRINCIPLES
PRINCIPLE KEY BENEFITS
• Increased effectiveness in the use of the organization's resources to
Customer focus enhance customer satisfaction.
• Improved customer loyalty leading to repeat business.
• People will understand and be motivated towards the organization's goals
and objectives.
Leadership
• Activities are evaluated, aligned and implemented in a unified way.
• Miscommunication between levels of an organization will be minimized.
• Motivated, committed and involved people within the organization.
• Innovation and creativity in furthering the organization's objectives.
Involvement of people
• People being accountable for their own performance.
• People eager to participate in and contribute to continual improvement.
• Lower costs and shorter cycle times through effective use of resources.
Process approach • Improved, consistent and predictable results.
• Focused and prioritized improvement opportunities.
• Integration and alignment of the processes that will best achieve the desired
results.
System approach to
• Ability to focus effort on the key processes.
management
• Providing confidence to interested parties as to the consistency,
effectiveness and efficiency of the organization.
• Performance advantage through improved organizational capabilities.
• Alignment of improvement activities at all levels to an organization's
Continual improvement
strategic intent.
• Flexibility to react quickly to opportunities.
• Informed decisions.
Factual approach to • An increased ability to demonstrate the effectiveness of past decisions
decision making through reference to factual records.
• Increased ability to review, challenge and change opinions and decisions.
• Increased ability to create value for both parties.
Mutually beneficial • Flexibility and speed of joint responses to changing market or customer
supplier relationships needs and expectations.
• Optimization of costs and resources.
3. IV. ISO/TS 16949 IMPLEMENTATION Clause 7 - Product Realization; Clause 8 - Measurement,
Analysis and Improvement (see table III).
To implement ISO/TS 16949:2002, a detailed gap
Continual improvement must drive the implementation
analysis must be performed, using as baseline the ISO
process, as a fundamental concept, to increase the
9001:2000. QS9000 can be used as reference point of all
probability of enhancing the satisfaction of our
previous experience, because the new approach is process
customers, both external and internal.
based [4].
Creation and release of documentation should not be
Our study identified some potential gaps for the five
an end in itself (as promulgated by ISO9000: 1994), but
clauses listed at ISO 9001: Clause 4 - Quality
must be a value-adding activity, improving the
Management System; Clause 5 - Management
communication and providing consistency of actions.
Responsibility; Clause 6 - Resource Management;
TABLE III
POTENTIAL GAP TO IMPLEMENT ISO 16949
PROCESS POTENTIAL GAP
4.2.3.1 THE TIMELY REVIEW FOR ENGINEERING SPECIFICATIONS SHALL NOT EXCEED TWO WORKING WEEKS.
5.1.1 TOP MANAGEMENT SHALL MONITOR EFFECTIVENESS AND EFFICIENCY
QUALITY PERSONNEL SHALL HAVE THE AUTHORITY TO STOP PRODUCTION AND MUST BE PRESENT (OR REPRESENTED)
5.5.1.1
ON ALL SHIFTS
5.5.2.1 CUSTOMER REPRESENTATIVE
5.6.1.1 QUALITY MANAGEMENT REVIEW WITH COST OF POOR QUALITY
5.6.2.1 ANALYSIS OF ACTUAL AND POTENTIAL FIELD FAILURES AND EFFECT ON QUALITY, SAFETY OR ENVIRONMENT.
6.2.2.3 PROVIDE ON THE JOB TRAINING FOR PERSONNEL IN NEW/MODIFIED JOBS AFFECTING PRODUCT QUALITY
TO MOTIVATE QUALITY OBJECTIVE ACHIEVEMENT, CONTINUAL IMPROVEMENTS AND ENVIRONMENT TO PROMOTE
6.2.2.4
INNOVATION, WITH METRICS (MEASUREMENTS)
6.3.1 NOTE RECOMMENDS FOCUS ON LEAN MANUFACTURING PRINCIPLES
CUSTOMER REQUIREMENTS/TECHNICAL SPECIFICATIONS SHALL BE INCLUDED IN THE PLANNING OF PRODUCT
7.1.1
REALIZATION.
7.2.2.2 MUST DOCUMENT MANUFACTURING FEASIBILITY AND INCLUDE RISK ANALYSIS
PRODUCT DESIGN INPUT SHALL DOCUMENT TARGETS FOR PRODUCT QUALITY, LIFE, RELIABILITY, DURABILITY,
7.3.2.1
MAINTAINABILITY, TIMING AND COST
MANUFACTURING PROCESS DESIGN INPUT SHALL DOCUMENT TARGET FOR PRODUCTIVITY, PROCESS CAPABILITY, AND
7.3.2.2
COST
7.3.3.2 MANUFACTURING PROCESS DESIGN OUTPUT IS LISTED.
7.3.4.1 MONITORING AT DESIGN AND DEVELOPMENT REVIEW
7.3.6.3 PRODUCT AND MANUFACTURING PROCESS APPROVAL SHALL ALSO BE APPLIED TO SUPPLIERS
7.4.1.2 SUPPLIERS SHALL BE THIRD PARTY REGISTERED ISO9001: 2000. CUSTOMER MAY MANDATE ALTERNATIVES
PREVENTIVE AND PREDICTIVE MAINTENANCE RELATED WITH EFFECTIVENESS AND THE EFFICIENCY OF PRODUCTION
7.5.1.4
EQUIPMENT
8.1.2 BASIC STATISTICAL CONCEPTS SHALL BE UNDERSTOOD AND UTILIZED THROUGHOUT THE ORGANIZATION
8.2.1.1 MONITOR THE CUSTOMER SATISFACTION
8.2.2.2 MANUFACTURING PROCESS AUDIT TO DETERMINE ITS EFFECTIVENESS
MANUFACTURING PROCESS IMPROVEMENT ONCE THE PROCESSES ARE CAPABLE AND STABLE, OR PRODUCT
8.5.1.2
CHARACTERISTICS ARE PREDICTABLE AND MEET CUSTOMER REQUIREMENTS
4. V. THE SUPPLY CHAIN AND LEAN PRINCIPLES VI. CONCLUSION
The implementation process has been initiated in the The automotive companies are looking for partners to
Automotive Sensors and Telematics Product Group, and be a worldwide supplier of solutions, with low costs and
will be involving all of our suppliers. The development market leadership, as result of defect prevention and
of a new Supplier Management System, with a Quality reduction of variation and waste (Lean) [5]. The
Assurance Agreement must be planned in conformity implementation of the ISO/TS 16949:2002 is the
with the ISO/TS 16949:2002. All our supplies shall be in innovation and improvement necessary to optimize our
conformity with ISO 9001:2000 as their first step. Quality Management System (ISO 9001:2000) and to
The lean principles, as mentioned at table III – Process create a new management and business culture. The
6.3.1, are recommended as reduction of variation and review of the 22 new opportunities listed in table III will
waste, some this tools and techniques are: guide us to achieve the implementation goal. Our
• Housekeeping – The five steps for workplace Automotive Customers require us to be certified to
organization and standardization (5S) ISO/TS16949:2002 but this standard is good for our
• Visual Management – All tooling, parts, business and EBIT performance. We want to run our
production activities and indicators are in view so business as efficient as possible.
every one involved can understand the status of the
system
ACKNOWLEDGEMENT
• Teams – In the lean environment, the emphasis is
on working in teams, whether improvement teams The authors wish to acknowledge the assistance and
or daily work teams review from Bob Phillips – Business Process Manager
• In Process Inspection – Inspection and process (MSBU).
control is carried out by operators so they are
certain the product passed on to the next process is
REFERENCES
of acceptable quality [6]
• Pull and kanban – Under this system of cascading
production and delivery instructions from [1] S. Shingo, "A Study of the Toyota Production System
downstream to upstream activities, the upstream from an Industrial Engineering Viewpoint", Productivity
Press, 1989
supplier does not produce until the downstream [2] C. E. DaSilva, “Key System”, Escala International
customer signals a need Consultant, Sao Paulo, 1998
• Total Productive Maintenance – To maximize [3] ISO9000, “Quality management systems – Fundamentals
overall equipment effectiveness and vocabulary”, International Organization for
• Batch size reduction – The best batch size is one- Standardization, December 2000
st
[4] R. M. Smith, “A Road Map to 21 Century Automotive
piece flow. If one-piece flow is not appropriate,
Quality”, 2001
reduce the batch to the smallest size possible [5] A. George, “Create a Lean, Mean Machine” Quality
• Cellular or flow – The aim of one-piece flow is to Progress, vol. 36, pp 29 – 35, April 2003
physically link and arrange manual and machine [6] C. E. DaSilva, L. Halleck, “ Integration of People,
th
process steps into the most efficient combination, Processes, and Controls in a Production Environment” 16
thus maximizing value added content while Annual M/A COM Engineering Conference, session M, pp
91, October 2002
minimizing waste