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Quality in The Medieval Guilds of Europe

The document discusses the history and evolution of quality practices from medieval Europe to modern times. It begins by describing how medieval guilds established strict rules for product quality and used inspection marks to represent craftsmanship. During the Industrial Revolution, factories implemented quality processes like inspections and reworking defective products. Later, Frederick Taylor's system focused on productivity over quality until inspections departments were created. World War II saw the military adopt statistical sampling for inspections. Walter Shewhart then pioneered statistical process control. Japanese companies embraced quality teachings from Deming and Juran, surpassing the US through total quality management practices embraced by top leadership.

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0% found this document useful (0 votes)
182 views26 pages

Quality in The Medieval Guilds of Europe

The document discusses the history and evolution of quality practices from medieval Europe to modern times. It begins by describing how medieval guilds established strict rules for product quality and used inspection marks to represent craftsmanship. During the Industrial Revolution, factories implemented quality processes like inspections and reworking defective products. Later, Frederick Taylor's system focused on productivity over quality until inspections departments were created. World War II saw the military adopt statistical sampling for inspections. Walter Shewhart then pioneered statistical process control. Japanese companies embraced quality teachings from Deming and Juran, surpassing the US through total quality management practices embraced by top leadership.

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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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QUALITY IN THE MEDIEVAL GUILDS OF EUROPE

The quality movement can trace its roots back to medieval Europe, where craftsmen began organizing into unions called guilds in the late 13th
century. These guilds were responsible for developing strict rules for product and service quality. Inspection committees enforced the rules by
marking flawless goods with a special mark or symbol. Craftsmen themselves often placed a second mark on the goods they produced. At first this
mark was used to track the origin of faulty items. But over time the mark came to represent a craftsman’s good reputation. Inspection marks and
master craftsmen marks served as proof of quality for customers throughout medieval Europe. This approach to manufacturing quality was
dominant until the Industrial Revolution in the early 19th century.

QUALITY IN THE INDUSTRIAL REVOLUTION

Until the early 19th century, manufacturing in the industrialized world tended to follow this craftsmanship model. The factory system, with its
emphasis on product inspection, started in Great Britain in the mid-1750s and grew into the Industrial Revolution in the early 1800s. American
quality practices evolved in the 1800s as they were shaped by changes in predominant production methods.

Craftsmanship

In the early 19th century, manufacturing in the United States tended to follow the craftsmanship model used in the European countries. Since most
craftsmen sold their goods locally, each had a tremendous personal stake in meeting customers’ needs for quality. If quality needs weren’t met, the
craftsman ran the risk of losing customers not easily replaced. Therefore, masters maintained a form of quality control by inspecting goods before
sale.

The Factory System

The factory system, a product of the Industrial Revolution in Europe, began to divide the craftsmen’s trades into specialized tasks. This forced
craftsmen to become factory workers and forced shop owners to become production supervisors, and marked an initial decline in employees’
sense of empowerment and autonomy in the workplace. Quality in the factory system was ensured through the skill of laborers supplemented
by audits and/or inspections. Defective products were either reworked or scrapped.

The Taylor System

Late in the 19th century the United States broke further from European tradition and adopted a new management approach developed by
Frederick W. Taylor, whose goal was to increase productivity without increasing the number of skilled craftsmen. He achieved this by assigning
factory planning to specialized engineers and by using craftsmen and supervisors as inspectors and managers who executed the engineers’ plans.

Taylor’s approach led to remarkable rises in productivity, but the new emphasis on productivity had a negative effect on quality. To remedy the
quality decline, factory managers created inspection departments to keep defective products from reaching customers.

QUALITY IN WORLD WAR II

After entering World War II, the United States enacted legislation to help gear the civilian economy to military production. During this period,
quality became a critical component of the war effort and an important safety issue. Unsafe military equipment was clearly unacceptable, and the
U.S. armed forces inspected virtually every unit produced to ensure that it was safe for operation. This practice required huge inspection forces and
caused problems in recruiting and retaining competent inspection personnel.

To ease the problems without compromising product safety, the armed forces began to use sampling inspection to replace unit-by-unit inspection.
With the aid of industry consultants, particularly from Bell Laboratories, they adapted sampling tables and published them in a military standard,
known as Mil-Std-105. These tables were incorporated into the military contracts so suppliers clearly understood what they were expected to
produce.

The armed forces also helped suppliers improve quality by sponsoring training courses in Walter Shewhart’s statistical quality control (SQC)
techniques.

QUALITY IN THE EARLY 20TH CENTURY

The beginning of the 20th century marked the inclusion of "processes" in quality practices. A "process" is defined as a group of activities that takes
an input, adds value to it, and provides an output. Walter Shewhart began to focus on controlling processes in the mid-1920s, making quality
relevant not only for the finished product but for the processes that created it.
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Shewhart recognized that industrial processes yield data. Shewhart determined this data could be analyzed using statistical techniques to see
whether a process is stable and in control, or if it is being affected by special causes that should be fixed. In doing so, Shewhart laid the foundation
for control charts, a modern-day quality tool.

W. Edwards Deming, a statistician with the U.S. Department of Agriculture and Census Bureau, became a proponent of Shewhart’s SQC
methods and later became a leader of the quality movement in both Japan and the United States.

THE HISTORY OF TOTAL QUALITY IN AMERICA

The birth of total quality in the United States was in direct response to a quality revolution in Japan following World War II, as major Japanese
manufacturers converted from producing military goods for internal use to producing civilian goods for trade.

At first, Japan had a widely held reputation for shoddy exports, and their goods were shunned by international markets. This led Japanese
organizations to explore new ways of thinking about quality.

Deming, Juran, and Japan

The Japanese welcomed input from foreign companies and lecturers, including two American quality experts:

 W. Edwards Deming, who had become frustrated with American managers when most programs for statistical quality control were terminated
once the war and government contracts came to and end.
 Joseph M. Juran, who predicted the quality of Japanese goods would overtake the quality of goods produced in the United States by the mid-1970s
because of Japan’s revolutionary rate of quality improvement.

Japan’s strategies represented the new "total quality" approach. Rather than relying purely on product inspection, Japanese manufacturers focused
on improving all organizational processes through the people who used them. As a result, Japan was able to produce higher-quality exports at
lower prices, benefiting consumers throughout the world.

The American Total Quality Management Response

At first, U.S. manufacturers held onto to their assumption that Japanese success was price-related, and thus responded to Japanese competition
with strategies aimed at reducing domestic production costs and restricting imports. This, of course, did nothing to improve American
competitiveness in quality.

As years passed, price competition declined while quality competition continued to increase. The chief executive officers of major U.S. corporations
stepped forward to provide personal leadership in the quality movement. The U.S. response, emphasizing not only statistics but approaches that
embraced the entire organization, became known as Total Quality Management (TQM).

A core definition of total quality management (TQM) describes a management approach to long-term success through customer satisfaction. In a
TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work.

PRIMARY ELEMENTS OF TQM

TQM can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It
uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization. Many of
these concepts are present in modern quality management systems, the successor to TQM. Here are the 8 principles of total quality management:

1. Customer-focused: The customer ultimately determines the level of quality. No matter what an organization does to foster quality improvement
—training employees, integrating quality into the design process, or upgrading computers or software—the customer determines whether the
efforts were worthwhile.
2. Total employee involvement: All employees participate in working toward common goals. Total employee commitment can only be obtained
after fear has been driven from the workplace, when empowerment has occurred, and when management has provided the proper
environment. High-performance work systems integrate continuous improvement efforts with normal business operations. Self-managed
work teams are one form of empowerment.
3. Process-centered: A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs from suppliers
(internal or external) and transforms them into outputs that are delivered to customers (internal or external). The steps required to carry out
the process are defined, and performance measures are continuously monitored in order to detect unexpected variation.
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4. Integrated system: Although an organization may consist of many different functional specialties often organized into vertically structured
departments, it is the horizontal processes interconnecting these functions that are the focus of TQM.
 Micro-processes add up to larger processes, and all processes aggregate into the business processes required for defining and implementing
strategy. Everyone must understand the vision, mission, and guiding principles as well as the quality policies, objectives, and critical processes
of the organization. Business performance must be monitored and communicated continuously.
 An integrated business system may be modeled after the Baldrige Award criteria and/or incorporate the ISO 9000 standards. Every organization
has a unique work culture, and it is virtually impossible to achieve excellence in its products and services unless a good quality culture has been
fostered. Thus, an integrated system connects business improvement elements in an attempt to continually improve and exceed the
expectations of customers, employees, and other stakeholders.
5. Strategic and systematic approach: A critical part of the management of quality is the strategic and systematic approach to achieving an
organization’s vision, mission, and goals. This process, called strategic planning or strategic management, includes the formulation of a strategic
plan that integrates quality as a core component.
6. Continual improvement: A large aspect of TQM is continual process improvement. Continual improvement drives an organization to be both
analytical and creative in finding ways to become more competitive and more effective at meeting stakeholder expectations.
7. Fact-based decision making: In order to know how well an organization is performing, data on performance measures are necessary. TQM
requires that an organization continually collect and analyze data in order to improve decision making accuracy, achieve consensus, and allow
prediction based on past history.
8. Communications: During times of organizational change, as well as part of day-to-day operation, effective communications plays a large part in
maintaining morale and in motivating employees at all levels. Communications involve strategies, method, and timeliness.

Several other quality initiatives followed. The ISO 9000 series of quality-management standards, for example, were published in 1987. The Baldrige
National Quality Program and Malcolm Baldrige National Quality Award were established by the U.S. Congress the same year. American companies
were at first slow to adopt the standards but eventually came on board.

BEYOND TOTAL QUALITY MANAGEMENT

As the 21st century begins, the quality movement has matured. New quality systems have evolved beyond the foundations laid by Deming, Juran,
and the early Japanese practitioners of quality.

Some examples of this maturation in quality management include:

 Most recently in 2015, the ISO 9001 standard was revised to increase emphasis on risk management.
 In 2000, the ISO 9000 series of quality management standards was revised to increase emphasis on customer satisfaction.
 Beginning in 1995, the Malcolm Baldrige National Quality Award added a business results criterion to its measures of applicant success.
 Six Sigma, a methodology developed by Motorola to improve its business processes by minimizing defects, evolved into an organizational
approach that achieved breakthroughs and significant bottom-line results.
 Quality function deployment was developed by Dr. Yoji Akao as a process for focusing on customer wants or needs in the design or redesign of a
product or service.
 Sector-specific versions of the ISO 9000 series of quality management standards were developed for such industries as automotive (QS-9000 and
ISO/TS 16949), aerospace (AS9000) and telecommunications (TL 9000) and for environmental management (ISO 14000).
 Quality has moved beyond the manufacturing sector into such areas as service, healthcare, education, and government.
 The Malcolm Baldrige National Quality Award has added education and healthcare to its original categories: manufacturing, small business, and
service. Many advocates are pressing for the adoption of a "nonprofit organization" category as well.

THE HISTORY OF MODERN QUALITY

The birth of modern quality can arguably be pinpointed to the mid-1920s. Walter A. Shewhart, a statistician at Western Electric, began to focus on
controlling processes, making quality relevant not only for finished products, but for the processes that created those products. Shewhart
recognized that all processes yield data that could be analyzed using statistical techniques to determine if a process is stable and in control. His
work laid the foundation for statistical control charts, a landmark modern-day tool that would revolutionize the management of processes and
launch generations of quality experts.

By far, the most important event that followed the war was the Japanese quality revolution. The U.S. DoD asked Juran and Deming, two of the
emerging quality giants of the era, to work with Japan, and, partially due to their efforts, Japan committed to becoming an economic superpower.
Deming taught the Shewhart control charts and the Plan-Do-Check-Act, while Juran focused on managing for quality and the methodology of
annual quality improvement.

The Giants of Modern Quality 


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Walter A. Shewhart (1891-1967) had a most profound impact on modern quality. He joined Western Electric in Hawthorne, Illinois, and his
pioneering works in statistical process control would alter the course of industrial history. Shewhart’s principle was that bringing a process into a
state of statistical control would allow the discovery and elimination of causes of variation, leading to greater efficiency and effectiveness. With his
first published book,  Economic Control of Manufactured Product, this important concept was given to the world and was the birth of the modern
scientific study of process control. Arguably, his most important contribution was mentoring other quality giants, such as Dr. Joseph M. Juran, Dr.
W. Edwards Deming, and a host of others who would have a profound impact on society as a whole.

After graduating from the University of Minnesota, Joseph M. Juran (1904-2008) worked at Western Electric’s famous Hawthorne Plant near
Chicago, where he studied with Walter Shewhart. He left Western Electric after World War II to begin a 60+ year career in research, lecturing,
consulting and publishing of more than 15 technical books and articles too numerous to count. He lectured and taught quality management to tens
of thousands in more than 40 countries, and his first book, Quality Control Handbook, was a landmark work that is still relevant today. His work
with Japanese industry was instrumental in their entrance on the world stage as a competitor of quality products and services. For his
contributions, Japan named a temple in his honor. Dr. Juran was a founding member of the American Society for Quality.

W. Edwards Deming (1900-1993) also worked and trained with Dr. Shewhart at Western Electric and had great success using his principles. After
World War II, the U.S. Department of Defense asked Deming to work with Japan on reconstruction efforts. He refused royalties from courses and
lectures, insisting that all proceeds be used to help the Japanese people. He is considered a national folk hero in Japan and founder of their third
wave of industrial revolution. Their top quality award is named The Deming Prize. Dr. Deming authored more than 200 papers, articles and books,
but is best known for the NBC News white paper “If Japan Can, Why Can’t We?” Broadcast in 1980, it described how the Japanese captured the
auto and electronics markets by practicing continual improvement and thinking of manufacturing as a whole system. The broadcast was credited
with introducing the quality revolution to American managers.

After serving two terms in the U.S. Navy, Philip B. Crosby (1928-2001) worked for several aerospace firms before beginning a career at ITT. In 1979,
he founded Philip Crosby Associates, where he served many organizations large and small. His management courses have been taught in many
languages and in locations around the globe. Many quality experts are viewed as academics, but Crosby was considered a businessman, which
explains why top executives flocked to his Quality College. Crosby believed that quality was a significant part of an organization and that senior
managers must take active leadership roles. He also believed that quality professionals must become more knowledgeable and communicative
about business. He is best known for the “Zero Defects” methodology, his 14 steps to improvement and the four absolutes of quality.

Dr. Armand V. Feigenbaum (1920- ) worked 26 years at General Electric before leaving to form his own company, General Systems. His landmark
book Total Quality Control, published in 1951, is widely accepted around the world as a foundation for quality control. Feigenbaum was the
founding chairman of the International Academy for Quality and is widely recognized as the father of Total Quality Management. He is also known
for the concepts of the “hidden factory” and that “quality is what the customer says it is.” On September 29, 2008, President George W. Bush
presented him with the National Medal of Technology and Innovation, the highest honor for technological achievement that can be bestowed by
the president.

FISHBONE DIAGRAM

Also called: cause-and-effect diagram, Ishikawa diagram

Variations: cause enumeration diagram, process fishbone, time-delay fishbone, CEDAC (cause-and-effect diagram with the addition of cards),
desired-result fishbone, reverse fishbone diagram 

This cause analysis tool is considered one of the seven basic quality tools. The fishbone diagram identifies many possible causes for an effect or
problem. It can be used to structure a brainstorming session. It immediately sorts ideas into useful categories.

WHEN TO USE A FISHBONE DIAGRAM

 When identifying possible causes for a problem


 When a team’s thinking tends to fall into ruts

FIVE WHYS AND FIVE HOWS

The five whys and five hows techniques constitute a questioning process designed to drill down into the details of a problem or a solution and peel
away the layers of symptoms. The technique was originally developed by Sakichi Toyoda who stated that "by repeating why five times, the nature
of the problem as well as its solution becomes clear."
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The five whys are used for drilling down into a problem and the five hows are used to develop the details of a solution to a problem. Both are
designed to bring clarity and refinement to a problem statement or a potential solution and get to the root cause or root solution.

WHEN TO USE

While both methods are techniques to expand the horizon of a team searching for answers, there are distinct uses for five whys and five hows.
However, both of these two techniques force a team to develop a better and more detailed understanding of a problem or solution and will be
helpful in the root cause analysis process.

 Use the five whys technique when you want to push a team investigating a problem to delve into more details of the root causes. The five
whys can be used with brainstorming or the cause-and-effect diagram.
 Use the five hows technique to develop more details of a solution to a problem under consideration. The five hows can be used with brainstorming
and a solution-focused cause-and-effect diagram.

Digging For The Root Cause (Six Sigma Forum Magazine) Six Sigma training covers five popular identification tools, including the five whys
technique, because some aspects of these tools are usually overlooked, such as when and where to stop and how to differentiate multiple causes
through a weighing system that prevents loss of focus.

The Art of Root Cause Analysis (Quality Progress) A Master Back Belt discusses the process, the benefits, and the problems of using the five whys
technique for root cause analysis.

Five Whys and a Why Not (Quality Progress) This article discusses adding a "why not?" question to the five whys line of questioning, arguing that
the method will be significantly enhanced while still maintaining the simplicity of the original method.

Why Ask Why? (Quality Progress) Using the five whys technique is valuable to discovering latent causes because identifying them early can prevent
other organizational issues.

Turning ‘Who’ Into ‘How’ (Quality Progress) When things go wrong, the goal should be to move away from trying to determine "who" was at fault
and quickly transition into a problem-solving mindset of "how" to make things better.

WHAT IS THE PLAN-DO-CHECK-ACT (PDCA) CYCLE?

The Plan-do-check-act cycle (Figure 1) is a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated
again and again for continuous improvement. The PDCA cycle is considered a project planning tool.

WHEN TO USE THE PDCA CYCLE

Use the PDCA cycle when:

 Starting a new improvement project


 Developing a new or improved design of a process, product, or service
 Defining a repetitive work process
 Planning data collection and analysis in order to verify and prioritize problems or root causes
 Implementing any change
 Working toward continuous improvement

The Plan-do-check-act Procedure

1. Plan: Recognize an opportunity and plan a change.


2. Do: Test the change. Carry out a small-scale study.
3. Check: Review the test, analyze the results, and identify what you’ve learned.
4. Act: Take action based on what you learned in the study step. If the change did not work, go through the cycle again with a different plan. If you
were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning
the cycle again.
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What is QMS

A Quality Management System, often called a QMS, is a set of internal rules that are defined by a collection of policies, processes, documented
procedures, and records. This system defines how a company will achieve the creation and delivery of the products and services they provide to their
customers. When implemented in your company, the QMS needs to be specific for the product or service you provide, so it is important to tailor it to
your needs. However, in order to help ensure that you do not miss elements of a good system, some general guidelines exist in the form of ISO
9001:2015 (Quality Management System – Requirements), which are intended to help standardize how a QMS is designed.

What is a Quality Management System according to ISO 9001?

ISO 9001 is an internationally recognized set of requirements for creating the rules, policies, processes, and procedures to provide products and
services that meet customer needs, and improve customer satisfaction. The Quality Management System standard is maintained by the International
Organization for Standardization, and is agreed upon by a majority of member countries in this organization so that it can be recognized 
internationally and is accepted as the gold standard for the processes to be used worldwide for the QMS.

What are the seven quality management principles?


The ISO 9001 Quality Management System is based on seven principles, each one a critical focus for a system QMS. These seven principles are:

 Customer focus. If you are trying to provide products and services that meet customer needs, you first need to be focused on what these needs
are. This customer focus is the foundation of improving customer satisfaction.
 In order for the QMS to succeed, top management needs to provide resources and adequate ongoing review of the system.

 Engagement of people. The people who work at your organization are the most important asset, and their knowledge and experience need to be
understood in the QMS.
 Process approach. A process is any activity that takes inputs, and creates outputs; these inputs and outputs need not be simply physical; some are
information or energy. Everything we do in an organization is a process, and a system is created when we understand that the inputs for one
process come from a different process, and it is in these interactions that we need to take particular care.
 A company will only survive if it gets better over time, so the QMS needs to focus on finding ways to do things better.

 Evidence-based decision making. Proper management cannot be done if we don’t know how a process is actually working. By basing our decisions
on facts, we can better manage and improve the QMS.
 Relationship management. Sometimes the only way to improve our products and services is to have our suppliers improve their products and
services. In order to make this work, we need to manage the relationship between ourselves and our suppliers.
These Quality Management System principles are found in the document ISO 9000, which is a supporting document for the ISO 9001 requirements.

Why is the QMS important?


The QMS is important because it includes all of the activities that an organization does to provide products and services focused on the customer,
and this is the reason why organizations are in business. A QMS that includes the necessary processes to meet this goal will help you to provide
consistent results to your customers and other stakeholders, which will provide confidence in your organization and offer you the foundation for
improvement and growth.

For this reason, it is advisable to create your QMS by implementing the requirements of a standard that is recognized as providing the agreed
acceptable processes required to ensure customer satisfaction and improvement.

What are the different types of Quality Management Systems?


One of the best ways to ensure that your QMS has included all applicable processes is to refer to a standard set of requirements for Quality
Management Systems. The ISO 9001 standard is one such set of requirements that is accepted worldwide, and which defines and outlines all the
typical policies, processes, documented procedures, and records that are needed for a successful QMS, and can be used and tailored for the needs
of any organization. ISO 9001 provides the best practices for a Quality Management System, including data management needs, and focuses on
product quality and service quality to meet customer needs.

Types of Quality Management System Standards


What all of these standards have in common is that they are based on the ISO 9001 standard; however, each has added additional requirements
that are mandatory for its industry. Some of these standards include a quality manual as a necessary document, while others have removed this
requirement along with the latest update to ISO 9001:2015. Note that the medical devices QMS requirements standard, ISO 13485, is aligned to a
previous version of ISO 9001 and therefore includes this requirement for a quality manual.
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Challenges of developing a QMS


Quality Management System development can sometimes be challenging. One of the first challenges to overcome is the misconception of thinking
a QMS only refers to the processes necessary to deal with inspection and disposition of non-conforming products, often designated to members of
a quality control department. Such a system only manages the inspection of product, while not managing the inputs that help a product or service
to be compliant in the first place, effectively trying to inspect quality into the product or service.

The next big challenge in implementing the Quality Management System is demonstrating the commitment of management by having the overlying
policies defined and communicated to all levels of the organization. Then the QMS can be made to work as a method of ensuring that all necessary
requirements are defined and met, and improvements are made.

How Companies are Using Quality Management Systems Today to Improve Profitability

While the emphasis of a QMS is not placed on profits, proper implementation can and often does increase a company’s bottom line. In fact, many
organizations have successfully used quality management systems to skyrocket their earnings, quite often through the hidden and unconsidered
benefits that may not immediately be seen when looking at the framework of a QMS. These benefits include:

1. Tangible gains in productivity


2. Increased effectiveness in the use of company resources
3. Improved customer loyalty that leads to repeat business
4. Heightened employee and company morale that reduces turnover rates (thereby decreasing costs of training new employees)
5. Challenging goals and targets that encourage company growth and expansion
6. A sense of accountability and an understanding of individual contribution that fosters open communication and active participation
from employees on all levels
7. Flexibility that enables fast and appropriate reactions to opportunities and obstacles
8. Measured and comprehensive tracking and monitoring systems that are capable of detecting defects, gaps in production and
customer satisfaction, and core issues within processes, goals, or functions

The Different Methods to Managing QMS

Every business has its own unique set of products, goals, values, and beliefs. Quality management systems should embrace and reflect those
differences. To make this possible, there are many different types of quality management systems, each with their own set of advantages,
disadvantages, and abilities. The following are the most commonly used.

Standardized Systems:

Standardized systems are any quality management systems that follow a set of federal codes and regulations. These include ISO certifications, such
as ISO 9000/9001, ISO 13485, ISO 14000/14001, ISO 14971, ISO 17025, ISO 22000, HACCP, TS 16949; TL 9000; AS9100; cGxP, 21 CFR Part 11, QSR
Title 21 Part 820, A2LA, or OHSAS 18001. Organizations that attempt to follow these standards must meet all criteria and pass detailed audits. In
some industries, it is a requirement. In others, it may provide specific benefits that appeal to the company’s goals and overall objectives.

Total Quality Management (TQM):

TQM is a management approach in which quality is emphasized throughout every aspect of a business. The objectives focus on the long-term
development of quality products and service by breaking down each individual process and activity to determine if it contributes or detracts from
the company’s productivity and quality goals. Deviant processes and functions are aligned with the company’s goals, values, and beliefs through
the development of flexible strategies.

Continuous Quality Improvement (CQI):

CQI is a quality system that is never satisfied. Its focus of continual and constant improvement focuses less on the processes and functions and
places more emphasis on the role that teams and individuals play in the road to quality. Rewards are an integral part of this quality management
system. Its “Plan, Do, Check, Act” approach has been adapted to fit many industries and companies, including those that may not use CQI as their
sole or primary quality management system.
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Six Sigma:

Six Sigma is a disciplined, data-driven approach and methodology that aims for perfection in quality. It focuses on the process of improvement and
reduction of deviation through the application of specifically outlined processes: define, measure, analyze, improve, and control. Used by
multimillion dollar companies such as Motorola and General Electric, aspiring Six Sigma businesses typically undergo intensive and specialized
training processes to learn how this QMS works.

The Biggest QMS Obstacles and How to Avoid Them

The Disorganized Organization:

While disorganization can affect nearly any part of a company, document control is often the most critical. Responsible for regulating and
controlling crucial systems, processes, functions, and procedures, documents drive nearly every action within a company. When organizational
issues in this area exist, the tracking, monitoring, updating, accessing, locating, and distributing of those key documents becomes difficult and
tedious. Errors become a tangible problem. Time is wasted. Employees become frustrated, confused, and disgruntled. And your company’s goals
for productivity, quality, and profitability crumble.

Overcoming this obstacle:


Document control management software programs can offer a solution for some of the most commonly experienced document control issues.
However, it is important to understand that not all document control solutions are equally beneficial. Some will provide more functionality and
security than others, and some may not work with your current operating system. A clear understanding of your company’s needs and goals will be
crucial in choosing the best document control software for your business.

Too Much Work, Not Enough Staff:

Although the competitive market has pushed many companies to improve the quality of their products and services, it has also created a disparity
between the amount of work that must be done and the funds available to employ workers to complete that work. Staffing issues may also be
present in industries with high turnover or accident rates.

Regardless of the reason behind it, businesses that struggle with staffing are likely to experience a number of issues that range from general
employee dissatisfaction and even higher turnovers to unfinished work and an increase in errors. The results are far-reaching and can include issues
like poorer quality, deviation from the quality management system, failed audits, decreased customer satisfaction, and a decline in sales and
profits.

Overcoming this obstacle:


Staffing issues can be tricky to resolve. On one hand, you can hire more employees, but if the budget simply does not allow for it, then you must
come up with other solutions. Think outside of the box. Consider the “Do More with Less” mentality and find ways to improve the efficiency of your
company so that employees are not being overworked. Implement such a plan successfully and you could very well see improved morale, fewer
errors, and increases in both productivity and quality.

The Trouble with Change:

Implementing a quality management system means making a lot of changes—some are big, and some are small. But they all need one key
ingredient to be successful: the cooperation and assistance of your employees. Unfortunately, humans are resistant to change by nature. This can
apply, even when the change is positive. So how do you combat human nature and get your employees on board with all the changes that are
about to happen? The trick is to understand that it is less about changing human nature and more about addressing the core reason behind the
resistance.

Overcoming this obstacle:


Any number of reasons can be responsible for a resistance to change—fear, cynicism, skepticism, feelings of a lack of sincerity—the list is truly
endless. In order to combat these issues, you must embrace human nature. You also have to be an effective communicator and a leader worth
following. Most importantly, recognize that change is difficult by celebrating small gains and expecting failures.

Not Having the Best-Laid Plans:


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You wouldn’t travel to a foreign country without knowing at least some basic language, nor would you venture into a location you’ve never visited
without a map. So why is it that so many businesses attempt to implement a quality management system without a proper plan? Maybe it’s that
they are uncertain of how to create such a plan? Or maybe they are unaware of the need for one? Or maybe they aren’t fully clear on why it is they
want to implement a quality management system in the first place. Regardless of the reason, it is a formula for disaster.

Overcoming this obstacle:


The solution to this common problem is rather obvious: you need to create a plan. Of course, when you are new to quality management and its
sometimes obscure rules, regulations, guidelines, and concepts, this can seem like an impossible task.
Focus instead on what your company goals and values are, and what it is that your customers want. These are the touchstones for your quality
management implementation plan. They are what you will use to determine how a guideline, rule, concept, or regulation applies to your business.
And if you ever need help, don’t be afraid to ask a specialist.

PHILOSOPHIES

Dr. W. Edwards Deming (1900-1993)

• Recognized the importance of viewing management processes statistically

• He teach statistical quality control, importance of leadership, customer/supplier partnership, and continuous improvement in Japan

• He viewed variation as the chief culprit of poor quality

• He advocated the continuous improvement cycle supported by statistical analysis in reducing the uncertainty and variability in design,
manufacturing, and service processes

• Improvement in quality lead to lower costs because it results in less rework, fewer mistakes, fewer delays, & better use of time and
materials.

Point 1. Create a Vision and Demonstrate Commitment

 An organization must define its values, mission, and vision to provide strategic direction for its management and employees.

 Deming believed that businesses should not exist simply for profit; they are social entities whose basic purpose is to serve their
customers and employees

 Effective leadership starts with commitment from the top management

Point 2. Learn the New Philosophy

 In today’s competitive environment, companies must take customer-driven approach to quality.

 Everyone must learn and understand the principles of quality and performance excellence.

Point 3. Understand Inspection

• Routine inspection acknowledges that defects are present, encourages a lack of attention to quality by production workers and does not
add value to the product
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• Rework and disposition of defective material decreases productivity and increases cost

• Workers has to take responsibility for their work rather than relying on the for someone else down the production line

• More in-process inspection and the use of statistical tools that would help to eliminate post-production inspection

• Inspection should be used as an information gathering tool for improvement, not as a means of assuring quality

• Understanding and seeking to reduce variation, managers can eliminate many sources of unnecessary inspection, thus reducing non-
value-added costs associated with operations

Point 4. Stop making decisions purely on the basis of cost

• Price has no meaning without quality

• Establish long term relationships with fewer suppliers, leading to loyalty and opportunities for mutual improvement

• Multiple suppliers leads to increase in cost of travel to visit suppliers, loos of volume discounts, increase set-up charges resulting to higher
unit costs, increase in inventory and administrative expenses.

• Constantly changing suppliers solely on the basis of price increases the variation in the material supplied to production, because each
supplier process is different.

• Reduced supply base decreases the variation coming into the process, thus reducing scrap, rework, and the need for adjustments to
accommodate this variations.

Point 5. Improve constantly and forever

• Improved design of goods and services comes from understanding the customers needs and continual market surveys and other sources
of feedback, and from understanding the manufacturing and service delivery process.

• Improvement in operation are achieved by reducing the causes and impacts of variation, and engaging all employees to innovate and
seek ways of doing their jobs more efficiently and effectively

• When quality improves, productivity improves and costs decrease (Deming chain reaction)

Point 6. Institute training

• Not only does training improve quality and productivity, but it adds to workers morale, and demonstrates to workers that the company is
dedicated to investing in their future

• Training should include tools for diagnosing, analyzing, and solving quality problemsand identifying improvement opportunities

Point 7. Institute leadership

• The job of management is leadership, not supervision.

• Supervision is simply overseeing and directing work; leadership means providing guidance to help employees perform better
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• Leadership can help to eliminate the element of fear from the job and encourage teamwork

Point 8. Drive Out Fear

• No system can work without the mutual respect of managers and workers

• Workers are often afraid to report quality problems because they might not meet their quotas, their incentive pay might be reduced, or
they might be blamed for problems in the system

• Managers are also afraid to cooperate with other departments because the other managers might receive higher performance ratings
and bonuses, or because they fear takeovers or reorganizations

Point 9. Optimize the efforts of teams

• Teamwork helps to breakdown barriers between departments and individuals

• Internal competition for raises and performance ratings inhibits teamwork and cooperation

• Training and employee involvement are important means of removing barriers

Point 10. Eliminate Exhortations

• Behavioral change using posters, slogans, and motivational programs are directed at the wrong people

• A well designed system that provides workers with the right tools and environment will lead to higher levels of trust and motivation than
slogans and goals can achieve.

Point 11. Eliminate Numerical Quotas

• Standards and quotas do not encourage improvement, particularly if rewards or performance appraisals are tied to meeting quotas.

• Workers will often do no more than they are asked to do

• Workers may short-cut quality to reach the goal.

• Arbitrary goals has no meaning without a method to achieve them

Point 12. Remove Barriers to pride in Workmanship

• Effective organization need to understand the factors that motivate and engage workers and build an environment in which workers take
pride in what they do, understand the meaning of their work, and are rewarded for their accomplishments.

Point 13. Encourage Education and Self-Improvement

• Workers should engage to continuing, broad education for self development.

• Developing the worth of the individual is a powerful motivation method.


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• Many companies understand that elevating the general knowledge base of their workforce returns many benefits.

Point 14. Take Action

• Any cultural change begins with top management and includes everyone.

• Changing an organizational culture generally meets with skepticism and resistance that many firms find difficult to deal with, particularly
when many of the traditional management practices Deming felt must be eliminated are deeply ingrained in the organizations culture.

• Quality excellence takes learning, hard work, and dedication

Joseph Juran (1904-2008)

• Pioneered the development of statistical method for quality of Western Electric

• Believed that the solution to crisis in quality depends on new thinking about quality that includes all levels of managerial hierarchy

• Sought to improve quality by working within the system familiar to managers

• Advocated the use of quality cost accounting and analysis to focus attention on quality problems

• Focused on increasing conformance to specifications through elimination of defects, supported extensively by statistical tools for analysis

• Viewed quality as fitness for use

External & internal quality perspectives

• Quality is related to product performance that results in customer satisfaction

• Quality is related to freedom from product deficiencies, which avoids customer dissatisfaction

Pursuit of quality

• The mission of the firm as a whole is to achieve high design quality

• The mission of each department in the firm is to achieve high conformance quality

Jurans quality trilogy

• Quality planning: the process of preparing to meet quality goals

• Quality control: the process of meeting quality goals during operations

• Quality improvement: the process of breaking through to unprecedented levels of performance

Quality control
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• Determining what to control

• Establishing units of measurement to evaluate data objectively

• Establishing standards of performance

• Measuring actual performance

• Interpreting the difference between actual performance and the standard

• Taking action on the difference

Jurans breakthrough sequence

• Proof of the need: information on poor quality, low productivity, or poor service can be translated into cost to justify the need.

• Project identification: taking a project approach translates into a constructive action

• Organization for breakthrough: defines the responsibilities of each member of the group

• Diagnostic journey: data collection, statistics, and other problem solving tools are needed in this stage

• Remedial journey: composed of choosing an alternative that optimizes total cost, implementing remedial action, and dealing with
resistance to change

• Holding the gains: involves establishing the new standards and procedures, training the workforce, and instituting controls

Philip B. Crosby (1926-2001)

• His approach to quality is primarily behavioral rather than statistical techniques

• Emphasized on management and organizational processes to change corporate culture and attitudes

• Developed the Absolutes of Quality Management and

• Basic Elements of Improvement

Crosbys absolutes of quality management

• Quality means conformance to requirements, not elegance.

• There is no such thing as a quality problem. The burden of solving it falls on the functional departments and not the quality department.

• There is no such thing as the economics of quality; doing the job right the first time is always cheaper. Costs are all actions that involve
not doing jobs right the first time.
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• The only performance measurement is the cost of quality, which is the expense of non-conformance. A well run quality program can
achieve a cost of quality that is less than 2.5% of sales.

• The only performance standard is zero defects

Crosbys basic elements of improvement

• Determination: top management must take quality improvement seriously

• Education: everyone must understand the absolutes

• Implementation: everyone in the organization must understand the implementation process

The a.v. feigenbaum philosophy

• Popularized the term hidden factory, which describes the portion of plant capacity wasted due to poor quality

• Customer is the judge of quality

• Quality and innovations are interrelated and mutually beneficial

• Managing quality is the same as managing the business

• Quality is a continuous process of improvement

• Customers and suppliers should be involved in the process

Feigenbaums 3 steps to quality

• Quality Leadership : a continuous management emphasis is grounded on sound planning rather than reaction to failure. Management
must maintain a constant focus and lead the quality effort.

• Modern Quality Technology: the traditional quality department cannot resolve 80% to 90% of quality problems. This task requires the
integration of office staff as well as engineers and shop-floor workers in the process who continually evaluate and implement new
techniques to satisfy customers in the future.

• Organizational Commitment: continuous training and motivation of the entire workforce as well as an integration of quality in business
planning indicate the importance of quality and provide the means for including it in all aspects of the firms activities

The kaoru ishikawa philosophy

• Influenced the development of a participative, bottom up review of quality

• Promoted greater involvement of all employees from top management to the frontline staff by reducing reliance on quality professionals
and quality departments
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• Advocated on collecting and analyzing factual data using simple visual tools, statistical techniques, and teamwork as the foundation for
implementing total quality

• Understanding the customers needs is the basis for improvement

• Best known for developing a quality improvement tool called cause-and-effect diagram

Key elements of ishikawa philosophy

• Quality begins with education and ends with education

• The first step in quality is to know the requirements of customers

• The ideal state of quality control occurs when inspection is no longer necessary

• Remove the root cause, not the symptoms

• Quality control is the responsibility of all workers and all divisions

• Do not confuse the means with the objectives

• Put quality first and set your sights on long-term profits

• Marketing is the entrance and exit of quality

• Ninety-five percent of problems is a company can be solved with simple tools for analysis and problem solving

• Data without dispersion information (variability) are false data

Quality management principles

Principle 1. Customer Focus

 Organizations depend on their customers and therefore should understand current and future customers needs, should meet customers
requirements, and strive to exceed customers expectations Researching and understanding customer needs and expectations

 Ensuring that the objectives of the organization are linked to customer needs and expectations

 Communicating customer needs and expectations throughout the organization

 Measuring customer satisfaction and acting on the results

 Systematically managing customer relationship

 Ensuring a balanced approach between satisfying customers and other interested parties (owners, employees, suppliers, financiers, local
communities, and society as a whole)
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Principle 2. Leadership

 Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which
people can become fully involved in achieving the organizations objectives.

 Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and
society as a whole.

 Establishing a clear vision of the organizations future

 Setting challenging goals and targets

 Creating and sustaining shared values, fairness and ethical role models at all levels of the organization

 Establishing trust and eliminating fear

 Providing people with the required resources, training and freedom to act with responsibility and accountability

 Inspiring, encouraging, and recognizing peoples contributions

Principle 3. Involvement of People

 People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations
benefit.

 People understanding the importance of their contribution and role in the organization

 People identifying constraints to their performance

 People accepting ownership of problems and their responsibility for solving them

 People evaluating their performance against their personal goals and objectives

 People actively seeking opportunities to enhance their competence, knowkledge, and experience

 People freely sharing knowledge and experience

 People openly discussing problems and issues

Principle 4. Process Approach

 A desired results is achieved more efficiently when activities and related resources are managed as a process

 Systematically defining the activities necessary to obtain a desired result

 Establishing clear responsibility and accountability for managing key activities


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 Identifying the interfaces of key activities within and between the functions of the organization

 Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization

 Evaluating risks, consequences, and impacts of activities on customers, suppliers, and other interested parties.

Principle 5. System Approach to Management

 Identifying, understanding, and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency
in achieving its objectives.

 Structuring a system to achieve the organizations objectives in the most effective and efficient way

 Understanding the interdependencies between the processes of the system

 Structured approaches that harmonize and integrate processes

 Providing better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-
functional barriers

 Understanding organizations capabilities and establishing resource constraints prior to action

 Targeting and defining how specific activities within a system should operate

 Continually improving the system through measurement and evaluation

Principle 6. Continual Improvement

 Continual improvement of the organizations overall performance should be a permanent objective of the organization

 Employing a consistent organization-wide approach to continual improvement of the organizations performance

 Providing people with training in the methods and tools of continual improvement

 Making continual improvement of products, processes, and systems an objective for every individual in the organization

 Establishing goals to guide, and measures to track, continual improvement

 Recognizing and acknowledging improvements

Principle 7. Factual Approach to Decision Making

 Effective decisions are based on the analysis of data and information

 Ensuring that data and information are sufficiently accurate and reliable
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 Making data accessible to those who need it

 Analyzing data and information using valid methods

 Making decisions and taking action based on factual analysis, balanced with experience and intuition

Principle 8. Mutually Beneficial Supplier Relationship

 An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

 Establishing relationships that balance short-term gains with long-term considerations

 Pooling of expertise and resources with partners

 Identifying and selecting key suppliers

 Clear and open communication

 Sharing information and future plans

 Establishing joint development and improvement activities

 Inspiring, encouraging, and recognizing improvements and achievements by suppliers

THE PHILOSOPHIES OF DEMING, JURAN AND CROSBY ARE MORE ALIKE THAN DIFFERENT

• Each views quality as imperative in the future competitiveness in global markets

• Makes top management commitment an absolute necessity

• Demonstrates that quality management practices will save, not cost money

• Places responsibility for quality on management, not the workers

• Stresses the need for continuous, never ending improvement

• Acknowledges the importance of the customer and strong management/worker partnership

• Recognizes the need for and difficulties associated with changing the organizational culture

An OVERVIEW of Iso 9001:2015 Quality management System

Legal Basis

Administrative Order No. 161, s. 2006 (Institutionalizing Quality Management System in Government, October 5, 2006)
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Legal Basis

Executive Order No. 605, s. 2007 (Institutionalizing the Structure , Mechanisms and Standards to Implement the Government Quality Management
Program, Amending for the Purpose Administrative Order No. 161, s. 2006 dated February 23, 2007

EO 605: Institutionalization of the Government Quality Management Program

o directs departments/agencies under the Executive Branch and GOCCs to adopt ISO-QMS and pursue certification

o enjoins SUCs and encourage LGUs, Judiciary, Legislature, and Constitutional Offices to establish ISO-QMS and pursue certification

o Directs establishment of citizens’ charter of key government offices as service guarantee.

ISO in Brief

 International Organization for Standardization

 An independent, non-governmental international organization with 164 member countries around the world.

 Responsible for developing new standards for products and services

 Greek word “ISO” – EQUAL or UNIFORM

Iso 9000 series of standards

 series of Quality Management System standards, designed to facilitate establishment of a business process

 aims to ensure that customer requirements are met or exceeded.

 underwent major revisions in 2000 and 2008

 most recent versions -ISO 9000:2015 and ISO 9001:2015 (September 2015)

Core standards

 ISO 9001:2015 – Quality Management System Requirements

 ISO 9000:2015 – QMS Fundamentals and Vocabulary

 ISO 9000:2004 – Managing for the Sustained Success of an Organization- A Quality Management Approach

What are standards for?

o CONSISTENCY

o ASSURANCE
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o UNIFORMITY

Quality

 ability of the product or service to satisfy stated and implied needs (American Society of Quality).

 degree to which a set of characteristics fulfills requirements (ISO)

Quality management

 ensures that OUTPUTS , BENEFITS AND PROCESSES meet STAKEHOLDERS’ REQUIREMENTS and are FIT for PURPOSE.

 complies with any applicable REGULATIONS

 achieve CONTINUAL IMPROVEMENT of its performance

Management system

 nothing important is left out

 Everyone is clear about who is responsible for doing what, when, how, why and where

What is Quality Management System?

 identifying OBJECTIVES and determining processes and resources.

 Identifying ACTIONS to address identified and unintended consequences.

 managing the INTERACTING PROCESS and RESOURCES required

 optimizing the use of resources.

ISO 9001:2015 Quality Management System

It specifies the requirements for a QMS when an organization:

a) needs to demonstrate CONSISTENCY to meet CUSTOMER and applicable STATUTORY and REGULATORY requirements, and

b) aims to enhance CUSTOMER SATISFACTION.

c) helps drive CONTINUAL IMPROVEMENT and deliver RESULTS to the organization

d) helps the organization STAND OUT, gain COMPETITIVE EDGE and GROW

e) took effect on September 14, 2018


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Key Requirements of ISO 9001:2015

 Clause 1. Scope

o Requirements of this international standard are GENERIC and are intended to be applicable to all organizations.

 Clause 2. Normative References

o ISO 9000:2015, Quality Management Systems-Fundamentals and Vocabulary

 Clause 3. Terms and Definition

o ISO 9000:2015 is applied

Plan Phase - defining objectives, policies, procedures and processes, including measuring aimed to show whether the processes are delivering the
expected results.

Do Phase - realization of the planned arrangements applying policies and procedures, performing processes and producing records.

Check Phase - results of the DO PHASE are analyzed to determine performance and effectiveness of activities undertaken during the Do Phase.

Act Phase - taking actions according to the results of the Check Phase









Cl

ause 4. Context of the Organization

o Consideration of external and internal factors

o 4.1 understanding the organization and its context

 internal and external issues

o 4.2 understanding the needs and expectation of interested parties

 determine the interested parties relevant to the QMS (students, employees, CHED, DBM, COA, alumni, parents,
suppliers, etc.)

o 4.3 determining the scope of QMS


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 effective implementation of the instructional management system

 products, services and organizational size

o 4.4 Quality Management System and its Processes

 establishing, implementing, maintaining and continually improving QMS

 inputs and outputs of processes, sequence and interaction of processes, resources needed and responsibilities
(Process Approach)

 Quality Procedures

 Clause 5. Leadership

o Role of Top Management

o 5.1 Leadership and Commitment

 inform the organization on the importance of fulfilling customer requirements, compliance with legal and other
requirements, establishing a quality policy and objectives, conducting management reviews and providing needed
resources

o 5.2 Customer Focus

 understanding the customers’ needs

 knowing the customers’ expectations, documenting them and delivering them

o 5.3 Quality Policy

 high level document containing statements about the general direction of the organization and its commitment to
quality and customer satisfaction

o 5.4 Organizational Roles, Responsibilities and Authorities

 properly defined and communicated to all hierarchical levels of the organization

 documenting and communicating authorities

 Clause 6. Planning

o Risks and opportunities identification and management

o 6.1 Actions to address risks and opportunities

 determine the risks and opportunities that need to be addressed


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 in order to achieve intended results, enhance desirable effects and achieve improvements after evaluated later for
their effectiveness

o 6.2 Quality Objectives and planning to achieve them

 establish quality objectives for appropriate functions and departments in the organization

 must be in line with the Quality Policy and be SMART

o 6.3 Planning of Changes

 changes must be carried out in a planned manner

 consider the purpose and consequences, integrity of the QMS, availability of resources and allocation of
responsibilities and authorities

 Clause 7. Support

o Getting the right resources, the right people and the right infrastructure in place

o 7.1 Resources

 Taking into account the capabilities and constraints of existing internal resources and the need to obtain additional
resources from external providers

 resources to be obtained include people, infrastructure, environment for operation of the processes, monitoring and
measuring resources, and organizational knowledge

o 7.2 Competence

 employee’s appropriate education, training and experience

o 7.3 Awareness

 employees must be aware of the quality policy and its contents

 current and future impacts that may affect their tasks

 meaning of personal performance (improved performance and implications of poor performance to the QMS)

o 7.4 Communication

 processes for internal and external communication

 what needs to be communicated, when it needs to be communicated, how it should be done, who needs to receive
the communication, and who will communicate
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o 7.5 Documented Information

 documents and records required explicitly by the standard and needed by the organization to execute its activities
and processes

 created or updated documented information must be properly identified and described

 provision of processes on distribution, retention, access, usage, retrieval, preservation and storage control and
disposition of such information

 control to prevent unintentional use of obsolete information

 Clause 8. Operation

o Execution of the plans and processes

o 8.1 Operational Planning and Control

 determine the requirements of the product and services

 define how the processes will be performed

 criteria need to meet to be accepted for release

 determine the resources needed

o 8.2 Requirements for products and services

 communicating with customers

 handling inquiries/feedback

 handling and controlling customer property

 include applicable legislation

o 8.3 Design and development of products

 from initial idea to final acceptance

 defining activities of reviewing, verification and validation

 keeping documented information regarding results of reviews, authorization of the change and actions taken to
prevent adverse effects

o 8.4 Control of externally provided processes


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 purchasing that includes products and services acquire from suppliers and outsourced processes

 establishing criteria for supplier selection

 evaluation of suppliers where results must be kept

o 8.5 Production and service provision

 sufficient level of documentation (work procedure, work instructions and records, monitoring and measuring
equipment, appropriate infrastructure, etc.)

 identifying outputs to ensure products and services conformance

 identifying, verifying, and safeguarding property of customers and external providers

o 8.6 Release of products and services

 release of products and services should not be performed until the organization ensures that these are conforming to
the requirements

o 8.7 Control of nonconforming outputs

 identifying and controlling nonconforming outputs to ensure that they must be prevented from unintended delivery
or use

 Clause 9. Performance Evaluation

o QMS measurement and evaluation

o 9.1 Monitoring, measurement, analysis and evaluation

 measuring own performance

 monitoring customer’s satisfaction levels

 analyzing the results

o 9.2 Internal Audit

 checking whether the QMS complies with the requirements of ISO 9001:2015, statutory, regulatory and own
organization’s requirements (not to determine nonconformity)

 determining if QMS is effectively implemented and maintained

o 9.3 Management Review


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 reviewing the organization’s QMS at planned intervals to ensure its continuing suitability, adequacy, effectiveness and
alignment with the strategic direction of the organization

 making decisions regarding opportunities for improvement need for changes in the QMS and resources needed for
the upcoming period

 Clause 10. Improvement

o Opportunities identification for continual improvement

o 10.1 Nonconformity and Corrective Action

 taking actions to control NCs by making corrective actions to remove the cause and prevent recurrence

o 10.2 Continual improvement

 selecting opportunities for improvement and implement necessary actions to meet customer requirements and
enhance customer satisfaction

Benefits of ISO 9001:2015 QMS to State Colleges and Universities

 Demonstrating its commitment to service quality and customer satisfaction

 Educating the SUCs with the best Quality Assurance (QA) method, in fulfillment of CMO No. 46, Art. 1, Sec.3.

 Giving the best value of service to Filipino and foreign students who come to our country in search of quality education

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