Philosophies of Quality Management Systems - Assignment Example

QUALITY AND ЕNVIRОNMЕNTАL МАNАGЕMЕNT SYSTЕMS Name \ Professor (Tutor) University Course City and State Date Quality and Еnvirоnmеntаl Маnаgеmеnt Systеms Question 1: Philosophies of Quality Management Systems Managers in today’s organizations are focusing on quality as one of the aspects of improving the level of production, minimizing costs, and satisfying customer demands. To achieve these goals, the managers have to ensure that they improve the quality of their products and services (Oakland, 2003). When it comes to the issue of quality management, researchers and quality experts like Joseph Juran, Edwards Deming, and Philip Crosby come to mind. It is important to understand how these experts define quality and their explanations on quality management. Crosby (1979) defines quality as conformance to requirements. Crosby believes that quality is either existing or not existing in an organization and there are no levels of quality according to him. He came up with a method known as the price of non-conformance where managers can follow any wrong doings in the company regarding quality. The formula can be written as Cost of Quality (COQ) = Price of Conformance (POC) +Price of Nonconformance (PONC). The basic principles in Cosby’s philosophy are: Doing it right the first time Ensuring that there are zero defects Following the four absolutes of quality (conformance of the quality to requirements, quality as a prevention measure, upholding high standards of doing it right the first time, and the price of non-conformance as a measuring technique of quality. Practicing the prevention process The Prevention Process The quality vaccine The six C’s (comprehension, commitment, competence, communication, correction, continuance). In summary, Crosby’s primary explanation is that prevention of defects and conforming to requirements are the foundations of achieving quality (Crosby, 1987). Deming’s understanding of quality is that the determination of products and services quality is by the customer. He believes that quality changes are meaning anytime as it depends on the needs of the customer. Statistics and consumer research are important in meeting or exceeding the needs of the customers in a certain market. Deming focuses on quantitative methods as a way of ensuring products are of low costs, sustainable to the market, and predictable in the degree of uniformity (Lowe & Mazzeo, 1986). Deming believes that it 's hard to define quality concerning translating the user's future needs into characteristics that are measurable to ensure that products are manufactured in a way that they satisfy the customer regarding price. (Deming, 1986). Deming’s approach to quality is founded on leadership, and the main concepts in his philosophy are: The system of profound knowledge (Theory of variation, theory of knowledge, and the knowledge of psychology) The Plan-Do-Check-Act system The Shewhart Cycle Process improvement as prevention measure Improving quality through chain reaction Variation between common cause and special cause The fourteen points Deadly and Dreadful diseases In summary, Deming’s view of quality is based on the needs of the customer, whether the current or future needs. His approach is determined by the understanding of knowledge and the stress on statistical methods and thinking. Juran’s definition of quality is that of fitness for use. He emphasizes on issues such as features of the product, especially deficiency free products. A product according to Juran is the output that results from a process, whether a good or a service (Juran & Gryna, 1988). Products that are free from deficiencies will often meet the expectations of the customer, and this is what Juran reflects on in his definition of Quality. Juran’s theory on quality focuses on the structure of the product and the strategies used in the creation of the product. Some of the primary concepts in Juran’s theory of quality include: Quality progress in a spiral manner Spiral of progress in quality (Juran & Gryna, 1988). The breakthrough sequence An approach based on project by project The Juran Trilogy Juran trilogy (Juran, 1981). The vital few and trivial many principle In summary, Juran assesses quality regarding customer requirements and fitness for use through on of his core aspects the project-by-project approach. His focus regarding quality management is quality control, quality planning, and quality improvement. Question 2: Quality Improvement Tools that can be used by Organizations Quality control and management tools are simple tools that are used to statistically solve problems. Ishikawa Kaoru based on the philosophies by Crosby, Deming, and Juran developed these quality management and improvement tools (Ishikawa, 1982). The tools have been successful in solving quality problems in organizations. The tools are used to eliminate defects in production process through finding their causes and therefore improving product quality (Walker & Levesque, 2007). There are seven primary quality control and improvement tools. They include cause & effect diagrams, Pareto diagrams, Histograms, control charts, graphs, scatter diagrams, and check sheets (Ishikawa & Lu, 1985). Cause and effect diagrams display systematic relationships between a result or cause and its effects on a program. The diagram presents causes of certain problems in a structured manner. A sample cause and effect diagram can be illustrated as shown bellow. Cause and effect diagram- basic layout The straight arrows represent the primary causes while the slanted arrows represent the secondary causes. Some of the major benefits of using cause and effect diagrams in quality control include an increase in process knowledge, determination of the cause, and indication of possible variation causes (Varsha & Vilas, 2014). Check sheets are data collection tools and are specifically designed for the data being collected. They are essential in collecting data systematically, recording the data to allow for analysis and give a historical record. Check sheets can be tabular or graphical. Check sheets are user-friendly and promote quality by ensuring that workers develop from them (Meisenheimer, 1997). Sample tabular check sheet. Detect Type Shifts III IIII I II III IIII I I II Histograms are diagrams that show the frequency of distribution of grouped data. They are essential in studying the patterns of distribution and concluding on processes. Histograms are important tools in the decision-making process, communication process, and summarizing large data sets. A sample of a normal histogram (Varsha & Vilas, 2014). Pareto diagrams are visual representations that arrange items or data based on the magnitude of contribution thus allows a manager to identify the issues that cause maximum damages to quality. Pareto diagrams have foundations from Juran’s philosophy of separating the vital few from the trivial many (Mears, 1995). The importance of Pareto diagrams is that they depict where maximum effort needs to be focused, simplifies difficult problems into small problems, and allows efficient use of limited resources. Sample Pareto diagram (Varsha & Vilas, 2014). Scatter diagrams are tools that are used to show how two variable are related. The way the points are distributed among the quadrants clearly indicate how two variables are related. Sample scatter diagram (Varsha & Vilas, 2014). Control charts are tools of quality control that are employed when distinguishing between commonly caused process variation and special caused process variation. Control charts are important in communicating the performance of a process, assessing how changes have been effective, and keeping track of process variation over a particular period (Meisenheimer, 1997) Graphs are important tools for representing data pictorially. It allows the viewer or user of the data to understand what it means is a quick and easy manner. Graphs can be a bar, line, Band, Radar chart or Gantt chart depending on the purpose of use. All these seven tools of quality control and management can be employed in organizations to ensure that they produce quality goods and services thus ensuring that the costs are not passed to the customer (Mears, 1995). Question 3: Requirements of ISO 9001 standards in Quality Management Systems. The ISO 9001 is a quality management standard recognized globally and used by organizations in over 170 countries in the world. It provides the requirements needed for practically applying quality management systems effectively (BS EN ISO 9001: 2008). This system is suitable for both small and large organizations and is essential in improving performance through minimizing risks and maximizing opportunities. BS EN ISO 9001: 2008 (2008) explain that the requirements of ISO 9001 standards include: The overall requirements of the system. Set up of the quality and management system and then use and improve it through development. The documentation process on how the system will work. Management requirements. Show commitment to the developed system (communication to employees, adequate planning, and performance review of the system). Customer focus by ensuring quality service hence customer satisfaction. Formulation of the quality policy and ensuring that the organization employs it in achieving quality. Quality planning (setting up of objectives and having a plan to meet these objectives). Defining of roles and communication to the employees. Regular reviewing of the quality management system. Resource Requirements Provision of required resources to improve customer satisfaction Ensure high levels of competence among employees. Provision and proper maintenance of required infrastructure. Provision of a good working environment to ensure that products and services reach the desired quality levels. Product and services requirements Have a proper plan required to develop processes for production. Put in place process for designing and producing goods and services that are efficient and effective. Control the buying of raw materials and services from subcontractors and through outsourcing to determine if it has effects on the organization’s products and services. Have effective management systems for the operations of the organization. Have control of the equipment used in measuring and monitoring. Analysis and Improvement requirements Put in place processes that are suitable and meet the requirements that are relevant or example customer and legal requirements. Ensure that there are systems in place that monitor processes, products, and services to ensure the set objectives on quality are achieved. Go through data collection and analysis. Ensure that there is a continuous improvement in the quality management systems of the organization. Application of the ISO 9001 requirements of quality and control management to an organization is essential, as it will benefit the organization in several ways. There will be a notable increase in performance and productivity levels in the organization. Certification for an organization to ISO 9001 will be able to improve the efficiency of the company by reducing wastages and measurement of performance levels in a systematic manner. Through enhancing customer, satisfaction the company will also benefit, as there will be customer retention and therefore maintenance of its competitive edge. Customers are often aware of what to expect from organizations that quality certified. Organizations that are ISO 9001 certified by fulfilling all the required matters benefit from global recognition. ISO 9001 is globally recognized, and therefore organizations can gain inroads into the internal market, therefore, increasing revenue and promoting growth and development. Finally, organizations that apply ISO 9001 certification have the advantage competitively over those that go not in the market. Question 4: Third party independent certification to the ISO 9001 standards. Third party independent certification entails independent assessments that explain how the specified requirements for a management system, product, service, process, or person were met. In such a case, the body that carries out the certification process is regarded as the third party. This idea of third party certification often provide the customers with satisfaction when purchasing product and services because they know that a third party, which an independent organization has certified them. The certification process in the past was done by the government organizations, but that has become outdated, as most organizations and customers today prefer third party independent accreditation. One such organization in the United Kingdom is United Kingdom Accreditation Service (UKAS). The British government recognizes the company, and its role is to provide assessments on British organizations that provide services on inspection, testing, and calibration compared to the standards that have been agreed upon globally (PAS 99: 2012., 2012). Most nations have their accreditation bodies like USKAS since many accreditation standards are recognized internationally, for example, the ISO 9001. Accreditation services by UKAS covers; ISO 17025 (Calibration and Testing Laboratories), ISO 15189 (Medical Laboratories), ISO 15195 (Medical Reference Measurement Laboratories), ISO 17021 (Certification Bodies), ISO 9001 (Quality Management Systems), EN 45011 (ISO Guide 65) (Certification Bodies), ISO 17024 (Certification Bodies) (Edwards, 2004), ISO 14065 (Certification Bodies), EU Council Regulation (EC) 1221/2009 (Certification Bodies), ISO 17020 (Inspection Bodies), ISO 17043 (Proficiency testing schemes), ISO Guide 34 (Reference Material Producers). Organizations can, therefore, get certification from third party independent bodies after a review and assessment process by the body. After the body has ensured that all ISO 9001 requirements on quality have been fulfilled, then they give accreditation to the organization. Question 5: PDCA Cycle in fulfilling ISO 9001 Requirements To make individual processes within the ISO 9001 requirements of quality management, it is important to use the Plan-Do-Check-Act (PDCA) cycle system. Improvement of each process in the system can be achieved through the use of the PDCA cycle. Apart from the individual processes being improved, the overall system can also benefit by using this philosophy. As discussed earlier, the PDCA cycle was used by Edward Deming in explaining his philosophy of Quality control management. This cycle often leads to improved performances in the processes that they are applied to. How to incorporate the PDCA cycle in ISO 9001 Standard Requirements to improve the processes involved is discussed below. Plan- Planning is essential in QMS, and it commences when one understands organization's context and needs of the stakeholders including customers and sponsors in QMS 4.1 & 4.2. The understanding is then employed in defining the QMS scope and processes 4.3 & 4.4. Next is how leaders in the organization are committed to focusing on the customer through the establishment of the quality policies and defining the responsibilities of the organization 5.1, 5.2, and 5.3. Identification of risks and opportunities is the next phase in the plan to ensure improvement 6.1, 6.2, 6.3. Finally, the process of identification and implementation of the support structure is the final step in planning. Do- the planning phase of the cycle becomes useless if the plan is not put into practice. It is important to determine control first through identifying the requirements for product and service development and later developing designs 8.2 & 8.3. The activities that ensure production of goods and offering of services are put into practice at this phase. Check- several activities are required at this phase to check the quality process. Systems of managements are put in place to ensure the quality management systems are working as planned. It is important to monitor, analyze, measure, and evaluate the quality of service and product production. Internal Auditing (9.2) is an important part of this phase. Act- action entails issues that need to ensure the activities in the check phase are accomplished. Action focuses on improvement (10.1 & 10.3) to eliminate nonconformities. Improving the quality management system should be the primary focus for organizations at this phase. References BS EN ISO 9001: 2008., 2008 Quality Management Systems: Requirements. British Standards Institution. Crosby, P. B., 1979. Quality is free. New York: McGraw-Hill. Crosby, P. B., 1987. Quality Process Improvement Management College (course materials). Department of the Navy. San Jose, CA: Philip Crosby Associates, Inc. Deming, W. E., 1986. Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study. Edwards, A.J., 2004. ISO 14001 Environmental Certification: Step by Step. Oxford: Butterworth-Heinemann. Ishikawa, K., 1982. Guide to quality control. White Plains, NY: UNIPUB-Kraus International. Ishikawa, K., & Lu, D., 1985. What is total quality control? Englewood Cliffs, NJ: Prentice- Hall. Juran, J. M., & Gryna, F. M. (Eds.), 1988. The quality control handbook (4th Ed.). New York: McGraw-Hill. Juran, J. M. (1981). Management of Quality (course materials). Wilton, CT: Juran Institute, Inc. Lowe, T. A., & Mazzeo, J. M., 1986. ‘Three preachers, one religion,’ Quality, vol. 25, no. 9, pp. 22-25. Mears, P., 1995. Quality improvement tools & techniques. New York, N.Y., McGraw-Hill. Meisenheimer, C. G., 1997. Improving quality: a guide to effective programs. Rockville, Mar, Aspen. Oakland, J.S., 2003. TQM: Text with Cases, 3rd edition. Oxford: Butterworth-Heinemann. PAS 99: 2012., 2012. Specification of common management system requirements as a framework for integration. British Standards Institution. Varsha, M. & Vilas, B., 2014. ‘Application of seven Quality Control (7 QC) Tools for Continuous Improvement of Manufacturing Processes,’ International Journal of Engineering Research and General Science, Vol. 2, no. 4, pp. 364-371. Walker, H. F. & Levesque, J., 2007. 'The Innovation Process and Quality Tools', Quality Progress, Vol. 40, No. 7, pp. 18-22. Read More