THE PRINCIPLES OF QUALITY MANAGEMENT

DEFINING QUALITY Good Appearance? High Price? The Best? Particular Specification? Not necessarily, but always: Fitness for Purpose Meets Customer Requirements

THE NATURE OF QUALITY Meeting Customers’ and the Organisation’s Needs Integral Part of the Business Assuring Quality Systematically Prevention Culture Right First Time Continuous Improvement

QUALITY TERMINOLOGY Quality Control = Correction Quality Assurance = Prevention Quality Management = Enhance Customer Satisfaction and Continual Improvement

THE REQUIREMENTS OF ISO 9001: 2000 An International Standard for Quality Management Systems Covers the planning, the management and operation of any Organisation Assures Customers of your reliability and competence to deliver what you promise

THE PRINCIPLES OF ISO 9001: 2000 Customer Focused Organisation Leadership Involvement of People Process Approach System Approach to Management Continual Improvement Factual Approach to Decision Making Mutually Beneficial Supplier Relationships

ISO 9001: 2000 FIVE CHAPTERS Quality Management System Management Responsibility Resource Management Product Realization Measurement, Analysis and Improvement

ISO 9001: 2000 THE KEY THEMES Knowing your Customers Continual Improvement Planning Communications

QUALITY POLICY Set by the Organisation’s Directors Controlled and Updated Establishes Principles Identifies Corporate Responsibilities

ORGANISATION Designated Quality Manager Defined Employee Responsibilities Clear Lines of Authority and Accountability Shows Trained Staff

DOCUMENTATION Written Policies, Process Maps and Training Documents Standard Methods of Best Practice Process Approach Authorisation and Control Evidence of Compliance

REASONS FOR DOCUMENTING PROCESSES Defines clearly which staff are responsible Assures work is done in a consistent way Assures work is done to the same high standard Useful for training new personnel

DOCUMENT HIERARCHY Quality Manual - Policies, Organisation, ISO 9001 Process Maps - Why, Who by, How Reference Documents - Training Documents, Forms MUST BE KEPT CURRENT

PROCESS MAPS Scope - What it is about Objective - Why you do it Responsibilities - Who does it Documentation - Forms, records Process Method - How to do it

CUSTOMER REQUIREMENTS Clear understanding of your Customer’s Needs Defining the Service Amending Requirements Customer Communication Customer Satisfaction Customer Complaints

ROLE OF YOUR SUPPLIERS Approval of Suppliers Evaluation and Re-evaluation Clear Specification Performance Monitoring

PROCESS APPROACH Defining the Core Processes that add value Agreeing Best Practice Checking Performance Measures Checking Internal and External Standards Monitoring Status

CONTINUOUS IMPROVEMENT Record Mistakes and Problems Immediate Corrective Action Preventive Action on Causes Analyse Trends Monitor Effectiveness of Changes

MAINTAINING THE SYSTEM Internal Quality Audits Management Review Independent Certification and Surveillance

ISO 9000 COMMON CRITICISMS Failure to address Customers Excessive and constraining Bureaucracy Too much unnecessary Paperwork Unsuited to Small Companies Only for Manufacturing Extra Costs and Staffing NOT IF YOU GET IT RIGHT

BENEFITS OF ISO 9000 EXTERNAL Internationally Recognised Standard Approved Supplier Status Competitive Advantage Clear Demonstration of your Commitment to Quality

BENEFITS OF ISO 9000 INTERNAL Less Waste of Time and Effort Improved Efficiency and Effectiveness Fewer Complaints Culture of Problem Prevention and Continuous Improvement Focus on Customer Service and Business Results

ISO 9000 RESULTS A Survey of 2317 Firms found that after Certification: 89% Gained Operational Efficiency 48% Improved Profitability 76% Improved Marketing 26% Improved Export Sales

STEPS TO ISO 9000 CERTIFICATION Initial Audit and Review Gain Management Commitment Management Steering Group QA Awareness for all staff Write Quality Manual Map Core Processes Train QMR and Auditors Implement and Test Internal Audits Management Review External Accreditation