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Quality Management
What Is Quality?
Degree to which a set of inherent characteristics fulfils
requirements
ISO 9000:2000
Quality Techniques & QMS Standards
Quality
Control
Quality
Assurance
Quality
Management
(Detection) (Prevention) (Direction)
BS 5750
1979-1987
ISO
9001/2/3
1987-2000 ISO 9001
2000
What Is A Quality Management System?
People
Processes
Materials
Equipment
Resources
Planned
Individually
System
“Best Practice”
Implemented
Collectively
Documented
System
Describes how this
happens
Why Document?
• CommunicationTool
• Manage Change
• Aids consistency
• Record of Best Practice
• Enables Effective Audit
• ISO 9001 Pre-requisite
Documented Q.M.S.
POLICY
QUALITY
MANUAL
PROCEDURES
LOCAL/WORK INSTRUCTIONS
RECORDS / FORMS
INTENT
WHAT?
PROOF
HOW?
WHY?
ISO 9001:2000
The Structure:
ISO 9001 - Q.M.S. Requirements
ISO 9004 - Q.M.S. Guidelines on Performance Improvement
ISO 9000 - Q.M.S. Fundamentals & Vocabulary
DoWhat the
CustomerWants
Managed
Measure
Analyse
Improve
GOOD
COMPANY
Policy
Customer Focus
Committed
Objectives
Determine & Communicate
Authority & Responsibilities
Review
People
Buildings, Equipment,
Machinery, etc
Environment
Planning
Provide Resources
Customer
Satisfaction
System
Processes
Product
Non-conforming
Product
Data & Info
Corrective
Action
Preventive
Action
Control Our Processes
Control Our Documentation
ISO
4.1
4.2
5.1
5.2
5.3 5.4
5.5
5.6
5.
6.2
6.3
6.4
6.
7.2
7.3
7.4
7.
7.1
7.5
7.6
8.2.1
8.2.2
8.
8.3
8.2.3
8.2.4
8.4
8.5.2
8.5.3
Selling
Purchasing
Designing
Calibrating
Production
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. Mutually Beneficial Supplier Relationships
ISO 9001:2000
Based on the 8 Quality Management
Principles:
Quality Management Process Model
Continual improvement of
the quality management system
Requirements
Satisfaction
Customers Customers
Resource
management
Measurement,
analysis and
improvement
Product
Realisation
Management
Responsibility
Input Output
Product
So the Quality Management System
(ISO9001) defines what the organization
does to ensure that its products or services
satisfy the customer's quality requirements
and comply with any regulations applicable to
those products or services.
ISO 14000 is primarily concerned with
"environmental management". In plain
language, this means what the organization
does to minimize harmful effects on the
environment caused by its activities.
ISO 14001 is an internationally recognised standard for
environmental management system which can be
applied by any organisation. It has much in common
with ISO 9001, in particular the PLAN - DO - CHECK-
ACT concept.
As a minimum, ISO 14001 requires a commitment to
legal compliance, continual improvement and pollution
prevention. It involves the identification and
assessment of all environmental aspects and impacts in
order to determine which are significant. These must
then be managed so as to minimise harm to the
environment.
ISO14001 - Environmental management system model
for the international standard
Environmental Policy
Planning
•Environmental aspects
•Legal and other requirements
•Objectives and targets
•Environmental management
programmes
Implementation and Operation
•Structure and responsibility
•Training, awareness and competence
•Communication
•EMS documentation
•Document control
•Operational control
•Emergency preparedness and response
Checking and Corrective Action
•Monitoring and measurement
•Non-conformance and corrective
and preventative action
•Records
•EMS audits
Continual
improvement
Management Review
ISO 14001
Fundamental requirements
Plan, Do, Check and Act to ensure:
• prevention of pollution
• compliance with environmental regulations (and RR
Standards)
• and continual improvement in environmental
performance
Typical questionnaire for ISO14001
effectiveness:
Have all employees received environmental
training and been briefed?
Are business/corporate objectives and targets
communicated to the workforce?
Can you show progress towards the achievement
of objectives and are the relevant managers and
employees aware of their actions in this
respect?
Is the site in a good general state of
housekeeping?
Has the HS&E policy been reviewed and is the
updated copy available throughout the
business?
Have any incidents been handled appropriately?
Typical questionnaire for ISO14001
effectiveness (continued):
Have responsibilities been set for
communications with the regulatory bodies?
Has there been a test of the emergency plans?
Was this documented and plans altered
accordingly?
Are all maintenance/calibration records fully
up to date?
Has a management review been undertaken and
alterations made to the EMS as necessary?
Are all operational procedures up-to-date,
readily available and being worked to?
Why bother Certificating?
External view from trained auditors helps focus attention
on the real issues.
Impending audits provide “motivation” to do things right.
Can be a necessary customer requirement in order to do
business.
Can give competitive advantage.

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presentation on QMS (updated)

  • 2. What Is Quality? Degree to which a set of inherent characteristics fulfils requirements ISO 9000:2000
  • 3. Quality Techniques & QMS Standards Quality Control Quality Assurance Quality Management (Detection) (Prevention) (Direction) BS 5750 1979-1987 ISO 9001/2/3 1987-2000 ISO 9001 2000
  • 4. What Is A Quality Management System? People Processes Materials Equipment Resources Planned Individually System “Best Practice” Implemented Collectively Documented System Describes how this happens
  • 5. Why Document? • CommunicationTool • Manage Change • Aids consistency • Record of Best Practice • Enables Effective Audit • ISO 9001 Pre-requisite
  • 7. ISO 9001:2000 The Structure: ISO 9001 - Q.M.S. Requirements ISO 9004 - Q.M.S. Guidelines on Performance Improvement ISO 9000 - Q.M.S. Fundamentals & Vocabulary
  • 8. DoWhat the CustomerWants Managed Measure Analyse Improve GOOD COMPANY Policy Customer Focus Committed Objectives Determine & Communicate Authority & Responsibilities Review People Buildings, Equipment, Machinery, etc Environment Planning Provide Resources Customer Satisfaction System Processes Product Non-conforming Product Data & Info Corrective Action Preventive Action Control Our Processes Control Our Documentation ISO 4.1 4.2 5.1 5.2 5.3 5.4 5.5 5.6 5. 6.2 6.3 6.4 6. 7.2 7.3 7.4 7. 7.1 7.5 7.6 8.2.1 8.2.2 8. 8.3 8.2.3 8.2.4 8.4 8.5.2 8.5.3 Selling Purchasing Designing Calibrating Production
  • 9. 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. Mutually Beneficial Supplier Relationships ISO 9001:2000 Based on the 8 Quality Management Principles:
  • 10. Quality Management Process Model Continual improvement of the quality management system Requirements Satisfaction Customers Customers Resource management Measurement, analysis and improvement Product Realisation Management Responsibility Input Output Product
  • 11. So the Quality Management System (ISO9001) defines what the organization does to ensure that its products or services satisfy the customer's quality requirements and comply with any regulations applicable to those products or services. ISO 14000 is primarily concerned with "environmental management". In plain language, this means what the organization does to minimize harmful effects on the environment caused by its activities.
  • 12. ISO 14001 is an internationally recognised standard for environmental management system which can be applied by any organisation. It has much in common with ISO 9001, in particular the PLAN - DO - CHECK- ACT concept. As a minimum, ISO 14001 requires a commitment to legal compliance, continual improvement and pollution prevention. It involves the identification and assessment of all environmental aspects and impacts in order to determine which are significant. These must then be managed so as to minimise harm to the environment.
  • 13. ISO14001 - Environmental management system model for the international standard Environmental Policy Planning •Environmental aspects •Legal and other requirements •Objectives and targets •Environmental management programmes Implementation and Operation •Structure and responsibility •Training, awareness and competence •Communication •EMS documentation •Document control •Operational control •Emergency preparedness and response Checking and Corrective Action •Monitoring and measurement •Non-conformance and corrective and preventative action •Records •EMS audits Continual improvement Management Review
  • 14. ISO 14001 Fundamental requirements Plan, Do, Check and Act to ensure: • prevention of pollution • compliance with environmental regulations (and RR Standards) • and continual improvement in environmental performance
  • 15. Typical questionnaire for ISO14001 effectiveness: Have all employees received environmental training and been briefed? Are business/corporate objectives and targets communicated to the workforce? Can you show progress towards the achievement of objectives and are the relevant managers and employees aware of their actions in this respect? Is the site in a good general state of housekeeping? Has the HS&E policy been reviewed and is the updated copy available throughout the business? Have any incidents been handled appropriately?
  • 16. Typical questionnaire for ISO14001 effectiveness (continued): Have responsibilities been set for communications with the regulatory bodies? Has there been a test of the emergency plans? Was this documented and plans altered accordingly? Are all maintenance/calibration records fully up to date? Has a management review been undertaken and alterations made to the EMS as necessary? Are all operational procedures up-to-date, readily available and being worked to?
  • 17. Why bother Certificating? External view from trained auditors helps focus attention on the real issues. Impending audits provide “motivation” to do things right. Can be a necessary customer requirement in order to do business. Can give competitive advantage.

Editor's Notes

  1. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  2. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  3. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  4. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  5. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  6. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  7. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out
  8. > Here is the process model > The start and finish is your customers > Your system sits in the middle > Here is the main delivery line > This is where you do whatever you do > And here is how it fits into the PDCA cycle > There are two more links looking at satisfaction and market needs > And each time round the loop, improvement should spin out