This document discusses management responsibility in quality management systems including establishing quality objectives and continual improvement. It outlines key quality management principles such as customer focus, leadership, and process approach. It emphasizes management's commitment to developing, implementing, and continually improving the quality management system. This includes establishing a quality policy and objectives and conducting management reviews. The document provides guidance on establishing quality objectives, corrective and preventive actions, and using tools and metrics to monitor performance and drive continual improvement.

1. MANAGEMENT RESPONSIBILITY
INCLUDING QUALITY OBJECTIVES AND
CONTINUAL IMPROVEMENT

2. QUALITY MANAGEMENT PRINCIPLES
• Customer focus.
• Leadership.
• Involvement of employees.
• Process approach.
• System approach to management.
• Continual improvement.

3. Management commitment
commitment to the develop and implement
the quality management system and
continually improve its effectiveness by
a) communication,
b) establishing the quality policy,
c) establishing quality objectives,
d) conducting management reviews, and
e) ensuring the availability of resources.
Management Responsibility

4. Management Responsibility
Customer focus
Ensure that customer requirements determined and met with
the aim of enhancing customer satisfaction.
Quality policy
Ensure that the quality policy-
a) meets the purpose of the organization,
b) includes a commitment to comply with requirements of the
quality management system,
c) framework for establishing and reviewing quality objectives,
d) easily understood within the organization, and
e) reviewed for continuing suitability.

5. Management Responsibility
Planning
Quality objectives
Ensure that quality objectives meet the requirements of
product and all relevant functions and levels within the
organization.
Quality objectives measurable and consistent with the quality
policy.
Quality management system planning
Ensure that-
a) the planning of the quality management system carried out in
order to implement quality policy as well as quality objectives
b) integrity of the quality management system maintained when
changes to the quality management system planned and
implemented.

6. Interaction between processes
Human Resources Agreement
Planning on Objective
Design &
Development
Purchasing
Customer
services
Production
Planning
SalesProduction
Quality Maintenance Information
Assurance Management

7. Corrective action
Corrective action
A documented procedure to define requirements for
a) reviewing nonconformities (including customer
complaints),
b) determining the causes of non-conformities,
c) evaluating the need for action to ensure that non-
conformities do not recur,
d) determining and implementing action needed,
e) records of the results of action taken and
f) reviewing the effectiveness of the corrective action taken.

8. Preventive action
Preventive action
A documented procedure to define requirements for
a) determining potential nonconformities and their causes,
b) evaluating the need for action to prevent occurrence of
nonconformities,
c) determining and implementing action needed,
d) records of results of action taken and
e) reviewing the effectiveness of the preventive action
taken.

9. Improvement
Continual improvement
Organization to continually improve the
effectiveness of the quality management
system through the use of the quality policy,
quality objectives, audit results, analysis of
data, corrective and preventive actions and
management review.

10. Model of a Process based Quality Management System
CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM
Management
Responsibility
Resource
Management
Measurement,
Analysis &
Improvement
Product
Realization Product
Value-adding activities
Information flow
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11. CONTINUAL IMPROVEMENT
SENIOR MANAGEMENT
ORGANISATIONAL
VISION
GOAL
REVIEW
IMPROVEMENTS
PROGRAMME
MANAGE
PROCESS
IMPROVEMENTS
LEARNING
CULTURE
STRATEGY
IMPROVEMENT
PROJECTS

12. TERMS OF REFERENCES FOR IMPROVEMENT
PROJECT TEAM
• TITLE – WHAT THE ACTIVITY OR PROJECT IS CALLED.
• SPONSOR – THE PERSON WHO HAS ULTIMATE AUTHORITY FOR, AND BUDGETARY
CONTROL OVER THE ACTIVITIES OF THE PROCESS IMPROVEMENT TEAM.
• ⎯ TEAM LEADER – THE PERSON WITH DAY TO DAY RESPONSIBILITY FOR THE TEAM
• ⎯ BACKGROUND – BRIEF DESCRIPTION OF THE BACKGROUND TO THIS
PARTICULAR ACTIVITY OR PROJECT
• ⎯ OBJECTIVES - DESCRIPTION OF TARGET RESULTS
• ⎯ COST/BENEFIT/RISKS – AN OUTLINE SUMMARY OF THE COSTS, BENEFITS AND
RISKS INVOLVED
• ⎯ RESOURCE REQUIREMENTS – NUMBER OF MAN-DAYS, SKILLS AND MONEY
REQUIRED
• ⎯ SCOPE – THE EXTENT OF THE PROCESS TO BE IMPROVED
• ⎯ PROCESS CUSTOMER – WHO IS THE CUSTOMER FOR THE PROCESS AND WHAT
BENEFITS DOES HE WANT AND NEED.
• ⎯ PROCESS OWNER – WHO IS THE DESIGNATED PROCESS OWNER FOR THE
PROCESS BEING IMPROVED.

13. TERMS OF REFERENCES FOR IMPROVEMENT
PROJECT TEAM
• ⎯ TEAM MEMBERS - A LIST OF THE TEAM MEMBERS AND
THE FACILITATOR
• ⎯ DELIVERABLES – ANY SPECIFIC DELIVERABLES FOR THE
PROJECT
• ⎯ CONSTRAINTS – ANY SPECIFIC RESTRICTIONS OR
REQUIREMENTS THAT HAVE TO BE TAKEN INTO ACCOUNT –
for example, COST LIMITS, REGULATORY REQUIREMENTS.
• ⎯ MILESTONES – ANY SPECIFIC DECISION POINTS OR
INTERIM DELIVERABLES.
• ⎯ CRITICAL SUCCESS FACTORS – A DESCRIPTION OF THE
FACTORS AFFECTING SUCCESS for example, WHAT MUST WE
GET RIGHT TO SUCCEED, WHO OR WHAT CAN STOP US, ARE
WE GOOD ENOUGH, WHAT STRATEGY SHOULD WE ADOPT,
HOW WILL WE KNOW WHEN WE HAVE SUCCEEDED.

14. Affinity diagram.
Appreciative inquiry.
Benchmarking
Bar charts
Cause and effect
(Fishbone) diagrams
Check sheets
Control charts
‘Five whys’
Flow chart
Failure Review
Gap analysis.
PROCESS
IMPROVEMENT
TOOLS

15. QUALITY OBJECTIVE : STRATEGY FOR CONTINUAL IMPROVEMENT
Actual
performance
Measure of
performance
Analysis of
performance
Strategy to do
something well
Implementation

16. REQUIREMENT OF QUALITY
OBJECTIVE
S •SPECIFIC
M •MEASURABLE
A •ACHIEVABLE
R •REALISTIC
T •TIME

17. Steps to establish the quality objective
Establish the foundation for objectives
Select key measures
Base quality objectives on key measures
Design strategy
Compile and analyse data

18. SELECT KEY MEASURES
Foundation Key measures
Customer satisfaction  Customer Complaint
 Customer Feed back
Unscheduled Machine downtime record Machine downtime record
Maintenance record
Inventory Accuracy  Inventory record
Inventory Inspection record
Cost of Product  Factors controlling cost
 Control of overhead expenditure
Delivery performance
Control of Hazards
o Monitoring of delivery schedule.
o Safety norms.
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19. What are key measures ?
 Important relevant parameters expressed as
number or quantity.
Record used as data for key measures.
 Generation of record.
 Graphical or statistical presentation.

20. Designing strategy
 Select appropriate time frame for completion of quality
objective.
 Divide objective into small achievable targets.
 Indentify related departments or persons.
 Effective and timely communication.
 Ensure implementation through proper review and
monitoring of performance.

21. Compile and Analyse Data
• Summarize the data in relevance to quality
objective.
• Clearly indicate improvement part.
• Present data graphically.
• Present recommendation for further improvement.

22. Quality objective examples
• “ Reduce cost of non conforming materials (
scrap or rework) by 15 %. “
• “ Have at least 2 people trained or qualified
for every task.”

23. Quality objective examples
• CUSTOMER COMPLAINTS/CUSTOMER SATISFACTION.
• NUMBER OF CORRECTIVE ACTIONS.
• CORRECTIVE ACTION COMPLETION TIME.
• UNSCHEDULED MACHINE DOWNTIME.
• MACHINE SET-UP TIME.

24. Quality objective statement
Tips
 Use concise statement.
Avoid using subjective words.
Continual improvement.
Benchmarking through measureable parameters.

25. Effectiveness of Quality Management
System
Identification
of customer
expectation
Documentation
and assessment
of continual
Improvement
Resources
Management
Evaluation of the
effectiveness of
training.