1. QUALITY MANAGEMENT SYSTEMS GROUP 7

2. QUALITY customer’s perceptions of a product/service’s design and how well the design matches the original specifications. the ability of a product/service to satisfy stated or implied needs.

3. QUALITY MANAGEMENT SYSTEMS a quality management system is a management technique used to communicate to employees what is required to produce the desired quality of products and services and to influence employee actions to complete tasks according to the quality specifications. internal controls, resources, goals, all focused on producing a product that meets and conforms to well defined specifications

4. HISTORY OF QUALITY MANAGEMENT SYSTEMS the history of quality management can be traced all the way back to the middle ages during the 1920s, quality management systems came to life as product quality control was applied through inspection of end products during the 1940s, the matter of inspecting end products became burdensome as most organizations began expanding at a rapid rate and production of goods and services multiplied as a result. Leading to the development of TQM (a quality management system)

5. JURAN’S QUALITY ASPECTS quality of design quality of conformance; availability safety field use

6. PURPOSE OF A QUALITY MANAGEMENT SYSTEM the primary purpose of a qms is to beat the competition. QMS in a business helps to identify wastes, straighten up processes and help reduce costs by decreasing inefficiencies QMS develop and maintain an organizational system which provides quality assurance and audit through every area of an organization while optimizing the process of production

7. STANDARDIZED SYSTEMS (ISO 9000) the ISO 9000 is a set of international standards for quality management and quality assurance. the goal of ISO 9000 is to increase productivity, reduce unnecessary costs, and ensure quality of processes and products. the ISO 9000 QMS standards are not specific to products or services, but apply to the processes that create them. an organization can be ISO 9000-certified if it successfully follows the ISO 9000 standards for its industry.

8. REQUIREMENTS FOR CERTIFICATION the organization must submit to an examination by an outside assessor. the assessor interviews staff members to ensure that they understand their part in complying with the ISO 9000 standard, and the assessor examines the organization's paperwork to ensure ISO 9000 compliance. the assessor then prepares a detailed report that describes the parts of the standard the organization missed. when all problems are corrected, the organization can then be certified. today, there are approximately 350,000 ISO 9000-certified organizations in over 150 countries.

9. ISO CNTD. THE ISO 9000:2008 SERIES OF STANDARDS IS BASED ON EIGHT QUALITY MANAGEMENT PRINCIPLES ; customer focus leadership involvement of people process approach system approach to management continual improvement factual approach to decision-making mutually beneficial supplier relationships

10. BENEFITS OF ISO CERTIFICATION build or grow the market for your products and services make sure products are compatible and interoperate with other related products boost credibility with customers and suppliers manage your business more effectively increase productivity

11. CRITICISM AGAINST CERTIFICATION the standard is seen as especially prone to failure when a company is interested in certification before quality certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality. ISO systems merely gauge whether the processes are being followed. it does not gauge how good the processes are or whether the correct parameters are being measured and controlled to ensure quality. costly to obtain certification. it costs from $10,000 to $20,000 or more, and may take six to 18 months to perform, depending on the size of the company. this can be prohibitive for small companies and for companies with severely limited resources

12. TOTAL QUALITY MANAGEMENT (TQM) TQM is a management approach in which quality is emphasized in every aspect of the business and organization TQM breaks down every process or activity and emphasizes that each contributes or detracts from the quality and productivity of the organization as a whole. management’s role in TQM is to develop a quality strategy that is flexible enough to be adapted to every department, aligned with the organizational business objectives, and based on customer and stakeholder needs. once the strategy is defined, it must be the motivating force to be deployed and communicated for it to be effective at all levels of the organization.

13. CONTINUOUS QUALITY IMPROVEMENT (CQI) it does not focus as much on creating a corporate quality culture, but more on the process of quality improvement by the deployment of teams or groups who are rewarded when goals and quality levels are reached. CQI allows individuals involved in the day-to-day operations to change and improve processes and work flows as they see fit. CQI implementation attempts to develop a quality system that is never satisfied; it strives for constant innovation to improve work processes and systems by reducing time-consuming, low value-added activities. it has taken on the acronym FOCUS-PDCA.

14. FOCUS-PDCA. FIND a process to improve. ORGANIZE to improve a process CLARIFY what is known. UNDERSTAND variation. SELECT a process improvement. PLAN; create a time line, including all resources, activities, dates, and personnel training. DO; implement the plan and collect data CHECK; analyze the results of the plan. ACT; act on what was learned and determine the next steps

15. SIX SIGMA six sigma was developed at Motorola in the 1980s as a method to measure and improve high-volume production processes. its overall goal was to measure and eliminate waste by attempting to achieve near perfect results. the following is a brief description of the steps involved in the six sigma process: 1. break down business process flow into individual steps. 2. define what defects there are. 3. measure the number of defects. 4. probe for the root cause. 5. implement changes to improve. 6. re-measure. 7. take a long-term view of goals.

16. ELEMENTS OF A QUALITY SYSTEM THE MOST IMPORTANT ELEMENTS OF A QUALITY SYSTEM INCLUDE participative management quality system design customers purchasing education and training statistics auditing technology

17. PARTICIPATIVE MANAGEMENT vision and values. developing the plan. communication. rewards and acknowledgment.

18. DESIGNING A QUALITY MANAGEMENT SYSTEM understand and map all business structures and processes develop business performance priorities understand the current performance measurement system. develop performance indicators decide how to collect the required data design reporting and performance data representation formats test and adjust the performance measurement system implement the performance measurement system. NB; IT’S IMPORTANT THAT THE ORGANIZATION REGULARLY REVIEWS AND IMPROVES THE SYSTEM ACCORDING TO THE PREVAILING WORKING CONDITIONS.

19. CUSTOMERS

20. PURCHASING; today’s suppliers need to be partners in the quality effort. a company’s products or services are only as good as the combination of all the inputs.

21. EDUCATION AND TRAINING

22. STATISTICS “you cannot manage what you cannot measure”.

23. AUDITING the audit process allows everyone involved to see if the quality management system is working correctly and if the goals and objectives are being reached.

24. ADVANTAGES & DISADVANTAGES OF QUALITY MANAGEMENT DISADVANTAGES Production disruption employee resistance quality is expensive discourages creativity

25. ADVANTAGES emphasizing the needs of the market assures better quality performance in every sphere of activity helps in checking non-productive activities and waste helpful in meeting the competition it helps in developing an adequate system of communication

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