2. The necessity of formal Management Quality
Systems
The clients demand products that fulfill their needs and
expectations.
These needs and expectations are usually expressed as
specifications for the product and are referred generally like
“client requirements”.
3. The necessity of formal Management Quality
Systems
The client requirements can be determined by:
- Contracts.
- Organization.
In any case the client decides if the product is acceptable or not.
Because of the needs or expectations from a client changes, the
organizations should improve their products and processes all the time.
4. The necessity of formal Management Quality
Systems
The Quality Management Systems encourage the organizations to:
- To identify the clients needs and expectations with accuracy.
- To define the processes that help to obtain the product fulfill the client
requirements.
- To maintain the processes under control.
- To solve quality problems.
5. The CEO or High Direction determines the cultural
acctitude but the commitment could not be enough.
The CEO or the High Direction must participate in the
development, implantation and improvement of the
Quality Management System.
6. Systems Benefits
Include:
- Better Business Planning
- More Quality conscience in the Organization.
- Better communication.
- Upper levels of client satisfaction.
- Reduction of “ Costos de No calidad”
7. Whenever the Quality Management system
fulfills the requirements of ISO 9001, the system
can be certificate or registered like a company
that assures the quality by an credited organism.
8. When an organization certify in ISO 9001 standard by an
independent certificate company as SGS, BVQi o Lloyds Register, the
organization get benefits as:
- It improves its profile and credibility
- It is a competitive advantage in its market place.
- The threat of the “image of the quality” of its competitors is reduced
- Valuable entrance for the Third part auditors.
- Proud and motivated employees
- Fulfillment in the present or anticipation to future clients demands.
- Potentially lower levels of regulatory reports
9. Foundation
It covers “ Why” and “How” with the Quality management.
It contains guides on some of the ISO 9001 requirements.
The covered subjects include:
- Foundation for the Quality Management System.
- The processes approach.
- Quality Policy and Objectives.
- CEO´s or High Direction role
- Documentation
- Stadistics techniques role.
10. Approach to processes
In order to operate in an effective way in a company,
the directives have to identify and coordinate many
interelated activities.
An activity that takes “inputs” and turns them into
“outputs” (results) can be considered as a “process”.
Frecuently, the output from a process is the input
from other process.
11. The processes approach, therefore, its the systematic
identification and the management of these activities and
the interaction among them.
Used appropriately, the processes approach provides the
process control , the interrelations between the processes
and the combination and interaction of processes.
12. The approach based on processes, emphasizes the
importance of:
a) To understand and to satisfy the requirements.
b) The necessity to consider processes in terms of added
value.
c) To obtain perfomance results and processes
effectiveness.
d) To improve continuously the processes with base in
measurable objectives.
13. The processes approach is based on the well-known
methodology like “Plan, Do, Check, Act” (PDCA).
14. Plan
The necessary objectives and processes to fulfill the client
requirements , consistent with the organization policy ,
need to be planned and to be established.
Do
The processes are implanted.
15. Check:
The processes and products are monitored and measured
with respect to the policy, the objectives and the
requirements for the product and the results are analyzed
and informed.
Act:
Actions are taken continuously to improve the
processes performance.
17. Quality Management Principles
1.- Client approach
2.- Leadership
3.- Personal participation
4.- Processes Approach
5.- System Management approach
6.- Continous Improvement
7.- Facts approach for making decisions
8.- Mutually beneficial Relations with the supplier.
18. Principle 1 “ Client approach”
The organizations depend on their clients , therefore, they
would have to include the present and future clients needs ,
to satisfy the clients requirements and to strive in
exceeding their expectations.
19. Principle 2 “ Lidership”
The leaders settle down unit of purpose and organization
orientation. They would have to create and to maintain an
internal atmosphere which people can totally involve in the
company objectives.
20. Principle 3 “ Personal Participation ”
Workers are the organization essence and their total
commitment makes possible that their abilities are used for
the company benefits.
21. Principle 4 “ Processes Approach
A wished result is reached more efficiently when the
related activities and resources are managed as a
process.
22. Principle 5 “ System Management approach”
To identify, to understand and to manage the
interrelated processes as a system, contribute to the
effectiveness and efficiency of an organization to get
its objectives.
23. Principle 6 “ Continous Improvement”
The continuous improvement of the company global
performance would have to be a permanent objective
of them.
24. Principle 7 “Facts approach for making decisions”
The effective decisions are based on the data analysis
and the company information.
25. Principle 8 “Mutually beneficial Relations with the supplier”
The companies and their suppliers are
interdependent and a mutually beneficial relation
intensifies the capacity to create value between them.
26. Workshop
Form the groups.
What’s the meaning of each principle?
How can you apply these principles in a company?
What are the most important benefits of each
principle?
