Op. Mngt. - FINALS
The step-by-step guide in ISO 9000 certification
1. Develop a quality manual or upgrade an existing quality manual that describes how the organization will assure the quality of its products or services. 2. Document procedures that describe how the various processes for design, production, and continual improvement will be accomplished. In addition, the documentation must include procedures for management reviews and audits. 3. Secure the commitment of the top management to Quality Management Systems (QMS) and continual improvement. 4. Ensure that customer requirements are determined and consistently met by the organization. 5. Hire an accredited registrar company to examine the systems, processes, procedures, quality manual, records, and related items of the organization. If everything is in order and if the registrar is convinced that the organization is effectively using the QMS, registration will be granted. Otherwise, the registrar will inform the organization pertaining to the areas that require improvement, and another audit will be scheduled. 6. Conduct internal audits to ensure that the systems, processes, and procedures are working effectively. 7. Practice continual improvement since the outside registrar will make periodic audits which requirements must be complied by the organization in order to retain their ISO 9000 registration.
The quality manual
It refers to a collection of guiding policies that address each clause of the ISO 9001 standard. It typically includes an organizational chart which illustrates management responsibility for operating the quality system.
A quality policy.
It refers to a statement that describes how the organization approaches quality.
Forms and records
It refers to the proof of activities of the firm that will support the quality procedures
How ISO 9000 is Applied to Organizations
Organizations must develop and use Quality Management Systems (QMS) conforming to the established standards and guidelines of ISO 9001 in order to secure a registration to ISO 9000. ISO 9001 is part of the ISO 9000 family which determines the requirements of a Quality Management System (QMS). Quality Management System (QMS) is composed of all the organization's policies, procedures, plans, resources, processes, and delineation of responsibility and authority, all deliberately aimed at achieving product or service quality levels consistent with customer satisfaction and the organization's objectives.
The ISO 9000
The ISO 9000 is a family of standards and guidelines. It sets the requirement for quality assurance and management's involvement.
Implementation Approach 18: Employee satisfaction feedback loop.
The special project team must take the pulse of employee attitude and satisfaction. The result of the pulse must be reported to the steering committee so they can determine any necessary course corrections. Duration: It must be done on a continual basis.
Implementation Approach 2: Steering committee team building.
The steering committee needs to go through a team-building session before it starts any total quality work. Duration: This usually requires one (1) to three (3) days, preferably done away from the work environment.
Implementation Approach 16: Team feedback loop.
The teams must provide feedback information to the steering committee pertaining to the progress and results of their assigned projects. The objective of this approach is to determine if adjustments or changes in direction are required to make the execution of the project much effective and efficient. Duration: It will take a life span of weeks, months, or longer depending on a specific project.
Implementation Approach 1: Formation of the total quality steering committee.
The top executive should designate immediate staff members to become part of the total quality steering committee, with himself/herself as the chairman. If a union is involved, the senior union official should also be a member of the steering committee. Duration: The steering committee will be a permanent entity in the organization.
ISO 9001:2015
This version is constructed around the seven (7) quality management principles such as customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. This ISO version puts emphasis on measuring and properly assessing the input and output of processes. It encourages risk-based thinking by employing risk analysis to determine the challenges in the business process of an organization.
Implementation Approach 14: Provide team training
A member of the steering committee must conduct training for the teams that will execute the selected projects for total quality. The training should cover the basics of total quality tools appropriate to the project. Duration: It will take at least a half day, followed by facilitation. As new teams are formed, the need for training will continue until eventually all employees are trained and experienced.
Quality management system's documentation
A quality policy. The quality manual. Quality objectives. Quality procedures. Forms and records
Quality procedures.
It refers to a step-by-step method which describes how the company meets the quality policy.
Quality objectives.
It refers to the goals related to quality and must be in harmony with the quality policy of the company.
Organization-wide steering committee.
The implementation of TQM requires a committee that will oversee the whole course of operation under a total quality environment. The committee must also establish team objectives for different units of the organization and must monitor the results of the implementation of the courses of action that will help achieve the team objectives.
Commitment of resources.
The implementation of TQM requires cost for training the employees and hiring a consultant. For instance, if a change initiative is required during the implementation of TQM and it is reasonable, at the right circumstances, and the resources are available to facilitate the said initiative, the management must support the execution of the change initiative.
Infrastructure that supports continual improvement
The implementation of TQM requires the organization to follow a set of procedures that are constantly being developed and improved to promote a total quality environment. The management must also abolish the communication barriers between various departments of the organization and encourage open communication for smooth execution of TQM across the different units of the organization. In addition, the management must motivate the labor unions of the organization to support in the implementation of total quality management in the workplace.
Planning and publicizing.
The implementation of TQM requires the steering committee to develop the vision statement and guiding principles of the organization. They must also set the goals and execute the implementation plan to achieve the total quality environment. Most importantly, they must develop an award and recognition program for the employees who will support the implementation of TQM.
Commitment by top management
The implementation of TQM requires the these people to allot a considerable amount of their time to be used in the total quality effort. These people must be directly involved in the implementation process of TQM in order to easily identify and resolve the problem areas which may arise during its implementation. For instance, a department head realizes that there is a need for restructuring in order to accommodate TQM. However, creating an organizational structure is beyond the scope of a department head and only the top management will be able to initiate such change. Now given this situation, it will be difficult for the department head to explain to the top management the need for organizational restructuring since they are not directly involved in the implementation of TQM.
Standard requirements of ISO 9000
The main objective of the organizations is to implement the following: 1. Improve customer satisfaction by fulfilling customer requirements. 2. Achieve continual improvement of organizational performance and competitiveness. 3. Continually improve organizational processes, products, and services. 4. Comply with regulatory requirements.
Implementation Approach 17: Customer satisfaction feedback loop.
The special project teams must be deployed to obtain customer feedback information for both internal and external customers of the organization. External customer surveys must be conducted annually and internal customer satisfaction must be monitored continually. The results of the survey must be reported to the steering committee. Duration: It must be done on a continual basis.
Implementation Approach 10: . Baseline customer satisfaction
The steering committee and the customer relations department of the company should obtain objective feedback from customers to determine their level of satisfaction. The objective of this approach is to determine the effectiveness of the total quality efforts in the point of view of the customers. Duration: It will take two (2) months if you send out survey forms and two (2) weeks if you do it by phone. This should be conducted annually.
Implementation Approach 19: Modify infrastructure as necessary
The steering committee must address necessary changes in the corporate infrastructure of the organization such as procedures, processes, organization structure, awards, recognition programs, union roles, and all the aspects of the organization that affect total quality. The changes must be based on the result of team feedback, customer satisfaction, and employee satisfaction loop. Duration: It must be done on a continual basis.
Implementation Approach 5: Establishment of broad strategic objectives.
The steering committee must craft the vision statement into a set of broad company objectives. The strategic objectives must be formulated on a grand scale and must be supported by specific tactical objectives. For example, the strategic objective of the company is, "To become the dominant player in the market in five (5) years." The specific tactical objective must be "By introducing new products on a nine-month cycle over the next three (3) years." Duration: It will take at least a full week and can be extended over several weeks. Organizations must take the time to facilitate this step with proper consideration and deliberation.
Implementation Approach 4: Creation of the vision statement and guiding principles.
The steering committee must create the organization's vision statement and guiding principles. The objective is to get the steering committee's thoughts and ideas to create a meaningful document that embodies the hopes and aspirations of the company.
Implementation Approach 13: Establish team composition.
The steering committee must establish the composition of the teams that will execute the selected projects for total quality. The teams must be composed of people from multiple departments or disciplines of the organization. Duration: It must be done continually.
Implementation Approach 7: Identification of organizational strengths and weaknesses
The steering committee must objectively identify the strengths and weaknesses of the organization. This approach will guide the organization to correct their internal deficiencies that will hinder the implementation of total quality in the workplace. Duration: It will take a full day of planning.
Implementation Approach 15: Team activation and direction
The steering committee must provide and activate direction for the teams working on their assigned projects using the total quality techniques they have learned. Duration: It will take a life span of weeks, months, or longer depending on the project. Measurable results must be enforced to ensure the effectiveness of the teams.
Implementation Approach 12: Identification of projects.
The steering committee must select the initial total quality projects based on the strengths and weaknesses of the company, the personalities involved, the vision and objectives, and the probability of success. This approach sets the foundation of positive experience prior moving on to more difficult challenges in the long run. Duration: The initial projects must be selected over a few days and the process continues forever.
Implementation Approach 11: Plan the implementation approach.
The steering committee must start planning the implementation of total quality. The objective of this approach is to determine the courses of action that need to be adjusted or corrected. Duration: It must be accomplished continually since this is the step where the total quality process is managed, not only at the implementation stage but for as long as the process exists.
Implementation Approach 3: Steering committee total quality training.
The steering committee must undergo training in total quality philosophy, techniques, and tools through the help of an outside consultant, before it starts any total quality work. Duration: It will take two (2) to three (3) days of intensive training. This should be followed through in the long run with self-study and appropriate seminars.
Implementation Approach 8: Identification of advocates and resisters.
The steering committee should identify the employees who are likely to become total quality advocates and those who are likely to resist total quality. This approach will help in selecting the early projects that promote total quality. Duration: It should require no more than an hour or two (2) if the members independently prepare their assessments prior to the meeting.
Implementation Approach 9: Baseline employee satisfaction/attitudes.
The steering committee with the help of an outside consultant should gauge the current state of employee satisfaction and attitudes. The objective of this approach is to determine whether the total quality changes are working effectively, as shown by improving satisfaction and attitudes. Duration: It will take a week to do it in-house and at least a month for an outside firm to do it. This should be conducted annually.
Implementation Approach 6: Communication and publicity.
The top executive and the steering committee must communicate the vision, guiding principles, objectives, and total quality initiative to all the members of the organization. Duration: It must be on continuous basis with followed through reminders
ISO 9000:1987
This initial version of the ISO 9000 standard puts emphasis on conformance with procedures rather than the overall process of the management. It contains three (3) models for quality management systems as follows: o ISO 9001:1987. Quality assurance in design, development, production, and installation services o ISO 9002:1987. Quality assurance in production, installation, and servicing o ISO 9003:1987. Quality assurance in final inspection and test
ISO 9001:2000.
This version combined ISO 9001, 9002, and 9003 into one (1) document that is ISO 9001. It sought to create a radical change in the concept of process management by monitoring and optimizing the company's activities to achieve quality improvement. In addition, it also emphasizes the contribution of upper executives in integrating quality into the business system. It also gives emphasis on enforcing performance metrics as a numerical measurement of the effectiveness of the different tasks and activities of a company. Also, it highlights continual process improvement and tracking customer satisfaction. The established requirements of this version for ISO certification were the following: o Approved documents before distribution o Provided correct version of documents at points of use o Presented company records to prove that requirements have been met o Developed a procedure to control company records
ISO 9000:1994.
This version emphasizes quality assurance by enforcing preventive actions instead of just merely conforming to the procedures and checking the final product. However, this version still requires a comprehensive evidence of compliance with properly documented procedures.
ISO 9001:2008
This version is not substantively different from ISO 9001:2000, but several important requirements were added as follows: o The quality policy must be a formal statement from upper management that is linked to the organization's business and management plan. o The quality policy must be understood and used by all personnel at all levels. o Each member of the personnel must have a measurable work objective. o The quality system must be audited regularly for conformance and effectiveness. o Decisions about the quality system must be based on recorded data. o Records must trace problems directly to its source. Records must include where and how raw materials were processed. o The organization must have a comprehensive system for communicating with customers about any and all aspects of the relationship. o Product development must have planned stages with testing at every stage, and test results must be documented to indicate whether the product meets all applicable requirements. o Organizational performance must be regularly reviewed. o The organization must have documented procedures for dealing with nonconformance.