1. QUALITY MANAGEMENT 6/28/20161 PREPARED BY : Noor Nazila Nazren 818018 Shazlina Ibrahim817480 Hafizah Dun816542 Norizmaiyani Shaari817647 Ruzaimah Jaafar817370 PREPARED FOR : DR. GUNALAN A/L NADARAJAH DATE SUBMISSION : 22 NOVEMBER 2014 OPERATION TECHNOLOGY MANAGEMENT JMP5023

2. Why so much emphasis on quality today? ►Quality assurance usually associated with some form of measurement and inspection. There are 2 important aspects of Quality Management. A Brief History of Quality Management 6/28/20162 OPERATION TECHNOLOGY MANAGEMENT JMP5023

3. During Industrial Revolusion : ►The use interchangeable parts and the separation of works into small tasks necessitated carefuly control of qualtiy, leading to the dependence on inspection to identify and remove defects. ►Production organization created separate Quality Department. ►This separation of production workers from responsibility for quality assurance led to indifference to quality among both workers and their managers. 6/28/20163 OPERATION TECHNOLOGY MANAGEMENT JMP5023

4. During World War II ►Many quality specialist were trained to use statistical tools and statistical quality control become widely knows and adopted throughout manufacturing industries. ►However because upper managers had delegated so much responsibility for quality to others,they gained little knowledge about quality and when the quality crisis hit years later they were ill prepared to deal with it. A Brief History of Quality Management 6/28/20164 OPERATION TECHNOLOGY MANAGEMENT JMP5023

5. ►Concluding that quality was the responsibility of the Quality Department,many upper managers turned their attention to output quantity and efficiency because of the shortage of civilian goods. ►During this time Dr Joseph Juran and Dr W.Edwards,US Consultant introduced statistical quality control technique to the Japanese to aid them to rebuilding efforts. A Brief History of Quality Management 6/28/20165 OPERATION TECHNOLOGY MANAGEMENT JMP5023

6. ►It was focused on upper management rather than quality specialist alone. ►Improvement in Japanese quality were slow and steady,some 20 years passed before the quality of Japanese product exceeded that of Western Manufacturers. ►By 1970,due to high quality of their product,Japanese companies had made significant penetration into Western Markets. ►Most major US Companies answered the wake up call by instituting extensive quality improvement campaigns focus not only on conformance but on improving design quality. A Brief History of Quality Management 6/28/20166 OPERATION TECHNOLOGY MANAGEMENT JMP5023

7. ►W. Edward Deming one of the most influential individuals in quality revolusion. ►In 1980,NBE televised a special program entitled “If Japan Can….Why Can’t We?.The program widely revealed Deming’s key role in the development of Japanese quality. ►From 1980,until his death in 1993,his leadership and expertise helped many US companies to revolutionize their approach to quality. A Brief History of Quality Management 6/28/20167 OPERATION TECHNOLOGY MANAGEMENT JMP5023

8. ►Total Quality Management or TQM became popular when organization began to integrate quality prinsiple into their management system. ►It represented a focus on quality throughout the value chain rather simply during production operations and every individual and function in the organization.As a result,TQM met some harsh criticism. ►However,succeeded in building and sustaining with higher customer loyalty,employee satisfaction and business performance. A Brief History of Quality Management 6/28/20168 OPERATION TECHNOLOGY MANAGEMENT JMP5023

9. ►Despite the demise of TQM as quality “program” its basic prinsiple took root in many organization snd have remained important management practise. ►In recent years, a new interest in quality has emerged in corporate boardroom under the concept of Six Sigma. ►A Customer focused and results oriented approach for business improvement. ►Six Sigma integrates many quality tools and techniques that have been tested and validated over the years,with a bottom line orientation that has high appeal to senior manager. A Brief History of Quality Management 6/28/20169 OPERATION TECHNOLOGY MANAGEMENT JMP5023

10. UNDERSTANDING QUALITY What are you understand when we ask you about quality? Quality can be answer in different meaning base on their individual role in the value chin. As a normal meaning quality is something excellence that we can meet from good or services. 6/28/201610 OPERATION TECHNOLOGY MANAGEMENT JMP5023

11. THE DIFFERENT RESPONSES FOR MEANING QUALITY INCLUDING PERFECTION CONSISTENCY ELIMINATING WASTE SPEED OF DELIVERY COMPLIANCE WITH POLICIES AND PROCEDURES ZERO DEFECT PROVIDING A GOOD, USEABLE PRODUCT DOING THE RIGHT THE FIRST TIME DELIGHTING OR PLEASING CUSTOMER TOTAL CUSTOMER SERVICE AND SATISFACTION UNDERSTANDING QUALITY 6/28/201611 OPERATION TECHNOLOGY MANAGEMENT JMP5023

12. ISO 9000:2000 ISO 9000 defines quality system standards, based on the premise that certain generic characteristics of management practices can be standardized and that a well-designed, well implemented, and carefully managed quality system provides confidence that the outputs will meet customer expectations and requirements. 6/28/201611 OPERATION TECHNOLOGY MANAGEMENT JMP5023

13. Objectives of the standard: 1.Achieve and maintain, and seek to continuously improve product quality (including services) in relationship to requirement 2.Improve the quality of operations to continually meet customers. And stakeholders, stated and implied need 3.Provide confidence to internal management and other employees that quality requirements are being fulfilled and that improvement is taking place 4.Provide confidence to customers and other stakeholders that quality requirements are being achieved in the delivered product 5.Provide confidence that quality system requirements are fulfilled. 6/28/201612 OPERATION TECHNOLOGY MANAGEMENT JMP5023

14. The ISO 9000:2000 standards consists of 3 documents: 1. ISO 9000 – Fundamentals and vocabulary Provides definition of key terms 2. ISO 9001 – Requirements Provides a set if minimum requirements for a quality principles to customers and for third-party certification 3. ISO 9004 – Guideline for performance improvement Focus on improving the quality management system beyond these minimum requirement 6/28/201613 OPERATION TECHNOLOGY MANAGEMENT JMP5023

15. The ISO 9000:2000 standards structure these into 4 major sections: 1.Management Responsibility 2.Resource Management 3.Product Realizations 4.Measurement, Analysis, and Improvement 6/28/201615 OPERATION TECHNOLOGY MANAGEMENT JMP5023

16. The ISO 9000:2000 standards are supported by 8 principles Principle 1: Customer-Focused Organization Principle 2: Leadership Principle 3: Involvement of People Principle 4: Process Approach Principle 5: System Approach to Management Principle 6: Continual Improvement Principle 7: Factual Approach to Decision Making Principle 8: Mutually Beneficial Supplier Relationship 6/28/201616 OPERATION TECHNOLOGY MANAGEMENT JMP5023

17. DESIGNING QUALITY MANAGEMENT & CONTROL SYSTEM  Contract Management, Design Control & Purchasing  Process Control  Corrective Action & Continual Improvement  Controlling Inspection, Measuring & Test Equipment  Records, Documentation & Audits 6/28/2016 OPERATION TECHNOLOGY MANAGEMENT JMP5023 17

18. Contract Management, Design Control & Purchasing  The quality system should provide for contract review to ensure that customer requirement are adequately defined and documented. 6/28/2016 OPERATION TECHNOLOGY MANAGEMENT JMP5023 18

19. Process Control  Ensuring that a process perform as it should and taking corrective action when it does not.  A good process control system should include documented procedures for all key processers.  A clear understanding of the appropriate equipment and working environment.  Method for monitoring and controlling critical quality characteristic.  Approval process for equipment  Criteria for workmanship 6/28/2016 OPERATION TECHNOLOGY MANAGEMENT JMP5023 19

20. Corrective Action & Continual Improvement  error in production and service will occur due to confusing instruction of drawings, unclear verbal direction, inadequate training, poor design, confusing customer specification or incapable equipment.  The quality system should clearly state what action should be taken and should be done with any conforming items. For example repair, rework & scrap.  Corrective action should be taken to eliminate or minimize the recurrence of the problem.  Permanent changes resulting from corrective action should be recorded in work instructions, product specification or other quality system documentation. 6/28/2016 OPERATION TECHNOLOGY MANAGEMENT JMP5023 20

21. Controlling Inspection, Measuring & Test Equipment  measuring quality characteristic generally requires the use of the human senses such as seeing, hearing, tasting & smelling and the use of some type of instrument to measure the magnitude of the characteristic. 6/28/2016 OPERATION TECHNOLOGY MANAGEMENT JMP5023 21

22. Records, Documentation & Audits  Sufficient records should be maintained to demonstrate conformance to requirements and verify that the quality system is operating effectively.  Typical record that might be maintained are inspection reports, test data, audit reports & calibration data.  Other documents such as drawing, specification, inspection procedures, and instructions, work instruction and operation sheets are vital to achieving quality and should likewise be controlled.  Keeping the quality control system can be facilitated through internal audits which generally include a review of process records, training records, complaints, corrective actions and previous audit reports. 6/28/2016 OPERATION TECHNOLOGY MANAGEMENT JMP5023 22

23. Six Sigma Six Sigma is a philosophy that underlies efforts to improve business performance and customer satisfaction – Using facts and data to eliminate waste and variation – Eliminating activities that don’t add value

25. Six Sigma Defects are any mistakes or errors that are passed on to the customer (many people also use the tern nonconformance). Defects per Unit (DPU)=Number of Defects Discovered Number of Units Processed 6 Sigma = 3.4 defects per million 5 Sigma = 230 defects per million 4 Sigma = 6,210 defects per million 3 Sigma = 66,800 defects per million 2 Sigma = 308,000 defects per million 1 Sigma = 690,000 defects per million

26. Six Sigma’s DMAIC Process Define: Describe the problem quantifiably and the underlying process to determine how performance will be measured. Measure: Use measures or metrics to understand performance and the improvement opportunity. Analyze: Identify the true root cause(s) of the underlying problem.

27. Six Sigma’s DMAIC Process Improve: Identify and test the best improvements that address the root causes. Control: Identify sustainment strategies that ensure process performance maintains the improved state.

28. Six Sigma Teams