Chapter 7:

LEARNING
QUALITY MANAGEMENT SYSTEM OUTCOME LO3 – Interpreting quality management systems

Nguyễn Thị Hoàng Mai

[email protected]

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Quality Management – C7. QMS Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS

1.Total Quality Management

1. Total Quality
CONTENT
2.Other quality management systems
Management

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Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS
 TQM TQM
Introduction Introduction
Total Quality Management • TQM is defined as “Management philosophy and company practices that aim to
harness the human and material resources of an organization in the most effective
• Total: Quality involves everyone and all the activities performed in the company.
way to achieve the objectives of the organization.”
• Quality: Conformance to the requirements (meeting customer requirements).
• It is a management approach that tries to achieve and sustain long-term
• Management: Quality can and must be managed. organizational success by encouraging employee feedback and participation,
satisfying customer needs and expectations, respecting societal values and beliefs
and obeying governmental statutes and regulations.

• In a TQM effort, all members of an organization participate in improving processes,

products, services, and the culture in which they work.

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TQM TQM
Benefits of TQM Principles of TQM
• Encourages a strategic approach to management at the operational level by involving multiple Committed and involved management
departments in cross-functional improvements and systemic innovation processes.
• Management must participate in the quality program. A quality council must be
• Provides high returns on investment by improving efficiency.
established to develop a clear vision, set long-term goals, and direct the program.
• Works equally well in both service and manufacturing sectors.
• Quality goals are included in the business plan. An annual quality improvement
• Allows organizations to take advantage of developments that enable managing operations as cross- program is established and involves input from the entire workforce.
functional processes.
• Managers participate in quality improvement teams and also act as coaches to
• Creates an orientation toward inter-organizational collaboration and strategic alliances by
establishing a culture of collaboration among the different departments within an organization. other teams.

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 TQM TQM
Principles of TQM Principles of TQM
Focus on the customer Employee involvement

• The key to an effective TQM program is its focus on the customer. An excellent • TQM is an organization-wide challenge that is everyone’s responsibility.
place to start is by satisfying internal customers.
• All personnel must be trained in TQM, statistical process control (SPC), and other
• The company must listen to the “voice of the customer” and emphasize design appropriate quality improvement skills.
quality and defect prevention.
• Changing behavior is the goal. People must come to work not only to do their jobs
• Do it right the first time and every time, for customer satisfaction is the most but also to think about how to improve their jobs.
important consideration.
• People must be empowered at the lowest possible level to perform processes in an
optimum manner.

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TQM TQM
Principles of TQM Principles of TQM
Continuous improvement Supplier partnership

• There must be a continual strive to improve all business and production processes. • The supplier quality must be outstanding.

• Quality improvement projects, such as on-time delivery, order entry efficiency, billing • A partnering relationship must be developed.
error rate, customer satisfaction, cycle time, scrap reduction, and supplier
• Both parties have as much to gain or lose based on the success or failure of the
management, are good places to begin.
product or service.
• Technical techniques such as SPC, benchmarking, quality function deployment, ISO
• The focus should be on quality and life-cycle costs rather than price.
9000, and designed experiments are excellent for problem-solving
• Suppliers should be few in number so that true partnering can occur.

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 TQM
Principles of TQM
Performance measurement

• Performance measures such as uptime, percent nonconforming, absenteeism, and

customer satisfaction should be determined for each functional area.
2. Other quality
management
• The measures should be posted for everyone to see.
systems
• Quantitative data are necessary to measure the continuous quality improvement
activity.

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Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS

ISO 9001 ISO 9001

Introduction Introduction
• ISO (International Organization for Standardization) is a worldwide federation of • ISO 9000 series of standards is the internationally recognized standard for Quality
national standards bodies. Management Systems (QMS).

• ISO is an independent, non-governmental international organization with a • ISO 9001 provides a framework and set of principles that ensure a common-sense
membership of 163 national standards bodies with a Central Secretariat in Geneva, approach to the management of your organization to consistently satisfy customers
Switzerland, that coordinates the system. and other stakeholders.

• The objective of ISO standards is to contribute to making the development, • ISO 9001:2015 published on 23 September 2015 replaces the previous editions,
manufacturing, and supply of products and services more efficient, safer, and and the certification bodies are provided with three years times to migrate
cleaner. certificates to the new version.

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Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS
 ISO 9001 ISO 9001
Benefits of ISO 9001 Certification Quality Management Principles
1. Customer satisfaction: Deliver products that consistently meet customer requirements.
Customer
2. Reduced operating costs: Continual improvement of processes and resulting operational efficiencies focus
means money saved. Systematic
Leadership
approach
3. Improved stakeholder relationships: Improve the perception of your organization with staff,
customers, and suppliers.
4. Legal compliance: Understand how statutory and regulatory requirements impact your organization
Relationship Involvement
and its customers. management
QM Principles
of people
5. Improved risk management: Greater consistency and traceability of products and services mean
problems are easier to avoid and rectify.
Evidence-
6. Proven business credentials: Independent verification against a globally recognized industry based Process
decision approach
standard speaks volumes. making
Continuous
7. Ability to win more business: Procurement specifications often require certification as a condition to improvement

supply, so certification opens doors.

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ISO 9001 Quality Awards

Quality Management System Model National Quality Awards
• EFQM Excellence Award (1992)

• Deming Prize (1951)

• Australian Business Excellence Awards (1988)

• Malcolm Baldrige National Quality Award (1988)

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Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS Nguyễn Thị Hoàng Mai, SIM-HCMUT Quality Management – C7. QMS
 Quality Awards Quality Awards
Vietnam National Quality Awards Vietnam National Quality Awards
• 1996: Vietnam Quality Award – annually set by the Ministry of Science, Technology Criteria:
and Environment to give awards to organizations with achievements in quality.
1) The role of leadership (120 points);
• 2008: Vietnam National Quality Award
2) Strategic planning (85 points);
• This award includes:
3) Customer orientation (85 points);
• National Quality Gold Award
4) Measurement, analysis and knowledge management (90 points);
• National Quality Silver Award
5) Human resource orientation (85 points);
• The National Quality Gold Award is awarded to organizations and enterprises
6) Operational process management (85 points);
with 800 points or more and is considered the best among organizations and
enterprises that achieved the National Quality Award 7) Performance results (450 points).
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References
• Besterfield, D.H., et al., (2012). Total Quality Management (3rd Ed.). Pearson India Education.

• Charantimath, P. M. (2017). Total Quality Management (3rd Ed.). Pearson India Education.

• Hùng, B. N., & Loan, N. T. Q. (2017). Quản lý chất lượng. NXB Đại học Quốc gia TP. HCM.

• Juran, J.M., De Feo, J. A. (2010). Juran’s Quality Handbook, 6th Ed. Mc. Graw-Hill.

• Loan, N. T. Q. Lecture notes: Quality Management

Thanks for your participation

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