This document provides information about quality management representative responsibilities including tools, strategies, and forms. It outlines the purpose, course outline, learning outcomes, benefits, and prerequisites of a training course for quality management representatives. The course teaches representatives how to fulfill their roles and responsibilities, effectively document systems, conduct audits, and drive continual improvement. Several quality management tools are also defined, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and their purposes. Other related quality management topics are listed for reference.
The most valuable Helpful PDF file that extremely can boost your ability to understand well the New version of QMS in accordance to ISO 9001:2015 as well as ease the documentation transition process toward ISO 9001:2015
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Overview of 3 day Lean & Kaizen Course ContentTimothy Wooi
Objectives of the course is to equip participants with tools
and knowledge on Lean Manufacturing in a competitive World Class Business requirements.
Upon completion of the 3 day course,participants will be equip with knowledge allowing them to lead Kaizen workshops.
COURSE
The training is an intensive 3 days course covering all aspects of Lean Manufacturing in a World Class (WCM) environment.
The training course covers understanding of world class
requirements and using tools associated with WCM to perform Kaizen events to eliminate waste so as to be competitive in the fast changing business world. The training includes a mix of workshop exercises, group
and simulations using tools to give participants a real understanding to apply concepts in real work place to eliminate Waste to be Competitive.
For details email timothywooi2@gmail.com.
Some days ago, I found a discussion about the difference between Efficiency and Productivity.
I tried to answer in that forum from my understanding. In that discussion i called OEE as Productivity.
Presented for ASQ India on 3/22/2016 7PM - 8PM IST (6.30 AM -7.30AM PST). Govind will briefly discuss key changes, new requirements and a high level transition plan. The new standard is more aligned with business than ever. However this new standard also bring challenges for auditing. As a QMS manager, auditor or even a practitioner you will be expected to apply this management system standard at work.
Global Manager Group provides presentation on IMS auditor training that helps organization to learn how effective auditing of integrated management system as per ISO 9001, ISO 14001 and ISO 45001 requirements which gives you maximum benefits and increase health safety efficiency in the organization with IMS Certification.
For more information visit https://www.globalmanagergroup.com/
The most valuable Helpful PDF file that extremely can boost your ability to understand well the New version of QMS in accordance to ISO 9001:2015 as well as ease the documentation transition process toward ISO 9001:2015
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Overview of 3 day Lean & Kaizen Course ContentTimothy Wooi
Objectives of the course is to equip participants with tools
and knowledge on Lean Manufacturing in a competitive World Class Business requirements.
Upon completion of the 3 day course,participants will be equip with knowledge allowing them to lead Kaizen workshops.
COURSE
The training is an intensive 3 days course covering all aspects of Lean Manufacturing in a World Class (WCM) environment.
The training course covers understanding of world class
requirements and using tools associated with WCM to perform Kaizen events to eliminate waste so as to be competitive in the fast changing business world. The training includes a mix of workshop exercises, group
and simulations using tools to give participants a real understanding to apply concepts in real work place to eliminate Waste to be Competitive.
For details email timothywooi2@gmail.com.
Some days ago, I found a discussion about the difference between Efficiency and Productivity.
I tried to answer in that forum from my understanding. In that discussion i called OEE as Productivity.
Presented for ASQ India on 3/22/2016 7PM - 8PM IST (6.30 AM -7.30AM PST). Govind will briefly discuss key changes, new requirements and a high level transition plan. The new standard is more aligned with business than ever. However this new standard also bring challenges for auditing. As a QMS manager, auditor or even a practitioner you will be expected to apply this management system standard at work.
Global Manager Group provides presentation on IMS auditor training that helps organization to learn how effective auditing of integrated management system as per ISO 9001, ISO 14001 and ISO 45001 requirements which gives you maximum benefits and increase health safety efficiency in the organization with IMS Certification.
For more information visit https://www.globalmanagergroup.com/
What is cycle time in the manufacturing processMRPeasy
Cycle time is often confused with throughput time and takt time, but it is nevertheless a separate manufacturing performance indicator used to measure the duration of specific production processes and to get vital insight into your production efficiency.
Read more from here.
#throughputtime #cycletime #keyperformanceindicators #productionefficiency #mrpeasy #manufacturing #manufacturingsoftware #mrpsystem #erpsystem #manufacturingprocess
3P : Production Preparation Process is a proactive LEAN tool which helps all greenfield and brownfield projects to be designed in a very effective manner
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
FMEA is one of the most commonly used safety and quality analysis procedures used in a variety of industries. It is an inductive bottom-up approach that targets the relevant system, design, software, hardware, production, etc failure modes and evaluates their risks based on their levels of severity, expected occurrence, and detectability/preventive measures.
Learn how to analyze, evaluate and manage the risks during development to avoid systematic failures in your system.
Watch this Expert Series webinar to learn more about Failure Mode and Effects Analysis, and about applying a risk management procedure to ensure the functional safety of your products.
https://intland.com/on-demand-webinar/fmea-risk-management-in-practice/
This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
What is cycle time in the manufacturing processMRPeasy
Cycle time is often confused with throughput time and takt time, but it is nevertheless a separate manufacturing performance indicator used to measure the duration of specific production processes and to get vital insight into your production efficiency.
Read more from here.
#throughputtime #cycletime #keyperformanceindicators #productionefficiency #mrpeasy #manufacturing #manufacturingsoftware #mrpsystem #erpsystem #manufacturingprocess
3P : Production Preparation Process is a proactive LEAN tool which helps all greenfield and brownfield projects to be designed in a very effective manner
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
FMEA is one of the most commonly used safety and quality analysis procedures used in a variety of industries. It is an inductive bottom-up approach that targets the relevant system, design, software, hardware, production, etc failure modes and evaluates their risks based on their levels of severity, expected occurrence, and detectability/preventive measures.
Learn how to analyze, evaluate and manage the risks during development to avoid systematic failures in your system.
Watch this Expert Series webinar to learn more about Failure Mode and Effects Analysis, and about applying a risk management procedure to ensure the functional safety of your products.
https://intland.com/on-demand-webinar/fmea-risk-management-in-practice/
This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Product quality is the goal of any project and prime mission of a development team. Scrum team is well known for achieving high quality product by instant collaboration and interaction during the process. But there are always challenges to overcome and mistakes to fix along the way.
So how does a Scrum team improve product quality at the end of each sprint? What role does Scrum play in the production?
Root Cause Analysis - methods and best practiceMedgate Inc.
A critical part of any safety management system comes after incidents occur. Effective incident investigation including root cause analysis can provide many answers for your organization regarding why an incident or event has occurred. Even if your safety department excels at completing investigations and undertaking corrective actions, your SMS will not be effective if you fail to identify root causes quickly and accurately.
Safety teams that make Root Cause Analysis central to their day-to-day activities will significantly improve their ability to better the safety of the workplace and ensure that incidents do no reoccur.
In these slides, Medgate Safety expert Shannon Crinklaw discusses Root Cause Analysis, outlining its potential impact, covering different analysis methodologies and outlining best practices.
To view the accompanying webinar, go to http://bit.ly/X518oY where you will learn:
What type of incidents are most common.
Mistakes that organizations should avoid when carrying out root cause analysis.
Different models of root cause analysis, such as Five Why and Cause-and-Effect diagrams.
The long term benefits of root cause analysis efforts.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
1. Quality management representative responsibilities
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• qualitymanagement123.com/23-free-ebooks-for-quality-management
• qualitymanagement123.com/185-free-quality-management-forms
• qualitymanagement123.com/free-98-ISO-9001-templates-and-forms
• qualitymanagement123.com/top-84-quality-management-KPIs
• qualitymanagement123.com/top-18-quality-management-job-descriptions
• qualitymanagement123.com/86-quality-management-interview-questions-and-answers
I. Contents of quality management representative responsibilities
==================
Purpose
ISO 9001 and other international standards require the appointment of a Management
Representative who is responsible for overseeing the implementation of the company’s system,
interfacing with the third-party certification bodies and reporting on the system’s effectiveness to
management. Many newly appointed Management Representatives need to develop the skills
necessary to support the organisation and drive continual improvement.
Course Outline
The Skills for Success for the Management Representative is an intensive three-day program that
provides new Management Representatives with the tools they need to succeed. It is also an
excellent opportunity for seasoned Management Representatives to sharpen their existing skills.
Those tasked with helping their organisations achieve their initial certification will also find the
course extremely valuable.
Learning Outcomes
By the end of this workshop participants should be able to:
1. Identify the Management Representative roles and responsibilities
2. Explain what makes an effective Management Representative
3. Provide an in-depth review of ISO 9001:2000 requirements and self-assessment
4. Effectively document the business system
2. 5. Identify process map concepts and tools for creating effective documentation
6. Apply internal auditing concepts
7. Capture nonconformities that will drive business improvement versus compliance
8. Apply internal audit management concepts
9. Implement effective corrective and preventive action systems
10. Conduct effective management reviews
11. Manage the relationship with the Third Party Certification Body before and during the
audit(s)
12. Embed measurement into the business processes; and
13. Identify tools for driving continual improvement in the organisation.
Benefits
This course provides a ‘tool box’ for the Management System Representative to assist them fulfil
their role.
Achievement
Upon completion of this course a “Certificate of Attendance” will be issued.
Who should attend?
1. Site Quality Managers
2. Corporate Quality Managers
3. Management Representatives
4. ISO 9001 System Implementers
Prerequisites
Understanding of management systems or completion of SAI Global’s training course on quality
management: Demystifying ISO 9001:2008.
==================
III. Quality management tools
1. Check sheet
3. The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
Who filled out the check sheet
What was collected (what each check represents,
an identifying batch or lot number)
Where the collection took place (facility, room,
apparatus)
When the collection took place (hour, shift, day
of the week)
Why the data were collected
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
4. result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
this requires consideration.
3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
5. algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
4. Scatter plot Method
A scatter plot, scatterplot, or scattergraph is a type of
mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that
is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
6. regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each
other. In this case, an identity line, i.e., a y=x line, or an
1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line
exactly.
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific
event.[1][2] Common uses of the Ishikawa diagram are
product design and quality defect prevention, to identify
potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes
are usually grouped into major categories to identify these
sources of variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method
7. A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]
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