INTEGRATEDQUALITY MANAGEMENTTRAINING (AlbertBalogh)

Fig.1

BODYOFKNOWLEDGEFORQUALITYMANAGERS TQM

EXCELLENCE MODELS EFQMMODEL

QMS ISO9001
PROCESSMANAGEMENT CONTINUOUSIMPROVEMENT PROBLEMSOLVINGMODELS

INTEGRATED MANAGEMENT SYSTEMS

ISO(9001+14001+ 18001+27001)

SIXSIGMA

LEANMANAGEMENT QUALITYTOOLS

LEANSIXSIGMA

Fig.2

Knowledge criteria for Quality Sytem Managers in EOQCoS 90002009 1. Quality management 2. Organisation ofthe quality function 3. Process managementprinciples 4. Quality improvement techniques 5. Resource management 6. Quality in logistics,sales andafter sales services 7. Designanddevelopment process management 8. Purchasing andsubcontracting 9. Production andserviceprocesses 10.Monitoringandmeasurment ofprocesses/product 11.Datacollection andanalysis,statistical methods 12.Inspection,TestingandMetrology 13.Control ofnonconformity 14.Social aspects NOTCOVERED BYBOK 15.Legal andregulatory aspects

C O V E R E D B Y B O K

Fig.3

COMPARISONBOKFORQUALITYMANAGERS andEOQCoS 9000 TQM (1)

(i)

Number in EOQCoS 9000

INTEGRATED MANAGEMENT SYSTEMS

EXCELLENCE MODELS(1) EFQMMODEL

QMS(2)(13) ISO9001
PROCESSMANAGEMENT(3) CONTINUOUSIMPROVEMENT(4) PROBLEMSOLVINGMODELS(4)

ISO(9001+14001+ 18001+27001)

SIXSIGMA

LEANMANAGEMENT QUALITYTOOLS(4),(11)

LEANSIXSIGMA

Fig.4 IntegratedQualityManagementTraining
Integrated definition forquality Integrated Management Systems Integrated quality approach Integrated improvement andquality tools Integrated qualityand financial metrics Integrated PDCA cycles

Fig.5 INTEGRATEDINTERPRETATIONOFQUALITY FORANORGANIZATION OWNERS (SHAREHOLDERS) NEEDS:income,profit,ROI>0,8 SOCIETY Needs:safe enviroment, jobs CUSTOMERS Needs:good products MANAGERS Needs:carrier,success

SUPPLIERS
Need:winwin relation

QUALITY (organization)

SU

IE PL

HA C R

IN
EMPLOYEES Needs:salary, recognition,progress working conditions

Figure ofGeorgeMik

Fig.6 Integratedinterpretationqualityfororganization ISO9000:2005: quality degreetowhichasetofinherentcharacterisitcs fulfills requirements ISO9004:2009: sustainedsuccess (organization)resultoftheabilityofanorganizationto achieveandmaintainitsobjectivesinthelongterm ISO9004:2009: toachievethesustainedsuccesstopmanagementshould identifyallitsrelevantinterestedpartiesanddeterminehowto meettheirneedsandexpectationsinabalancedway qualityofanorganization degreetowhichanorganizationmeets therequirementsoftheirinterestedpartiesinabalancedway

Fig.7 INTEGRATEDMANAGEMENTSYSTEMS
ISO1800118002) (OHSAS)

ISO14001(EMS)

ISO2700127002 (ISMS)

Integrationwithother managementsystems

ISO9001(QMS)
Integrationwithothersector managementsystems

ISOTS16949 (Automotive sector)

ISO22000 (Foodindustry)

GMP,GLP,GXP (Pharmaceutical sector)

Fig.8Modelofaprocessbasedqualitymanagementsystem

Fig.9Product PDCA
7.5. Productionand serviceprovision

7.1Planningof productrealization

8.5Improvement

8.2.4 Monitoringand measurementofproduct

Fig.10Process PDCA
7.1Planningof productrealization 7.5.Productionand serviceprovision

8.5Improvement 8.2.3Monitoringand measurementofprocesses

Fig.11SystemPDCA 4. Qualitymanagement system

5.4Planning

8.5Improvement

8.2.2Internalaudit

Fig.12CustomerfocusPDCA 5.2Customerfocus 7.2.Customerrelated processes

8.5Improvement

8.2.1. Customer satisfaction

Fig.13 IntegratedPDCAinISO9001

Integrated PDCA

Fig.14 7problemsolvingsteps
I M P O V E M E N T A N D T O O L S

l 7basicquality tools F Flowchart

1.Problemandgoal description 2.Datacollection 3.Data process Data

Datasheet Histogram

l4 4.Cause detection 5.Rootcausedetection andsolutionsearch E 6.Evaluation 7.Implementation

Paretodiagram Ishikawadiagram SPCchartand Scatterdiagram SPCchart

Fig.15 Homework Goal: timereduction Implementation

Data collection
Randomtime points

Timemanagement

Evaluation
Individual controlchart

Data process
Frequency analysis

Causedetection
Paretodiagram

Rootcauses solutions Ishikawa diagram

Fig.16 Timepointsforobservation(25observationsperdays) 5daysinaweek 8weeks40days 1000observations Monday 6.35 7.18 8.12 9.34 11.14 Tuesday 6.28 7.45 10,43 11.02 12.31 Wednesday Thursday Friday 6.05 7.02 9.45 10.32 11.09 6.45 6.59. 7.58 8.39 9.06 6.23 7.32 9.43 10.21 10.49

Fig.17
Code Activity

Frequencyanalysisforhometimemanagement
Goalhours perday 1,5 1,5 1,0 1,0 1,0 0,9 0,8 1,5 0,7 0,8 0,1

Frequency Percents Hours Average hours perday A WatchingTV 108 10,8 77,76 1,94 B Sleeping 97 9,7 69,84 1,75 C Leisure 70 7,0 50,40 1,26 D Commutingtoandfromwork 68 6,8 48,96 1,24 E Mealsathome 56 5,6 40,32 1,00 F Housekeeping 51 5,1 36,72 0,92 G Showers 43 4,3 30,96 0,77 H Reading 40 4,0 28,8 0,72 I Yardwork 33 3,3 23,76 0,59 JK PartiesHobbies 30 3,0 21,60 0,54 L+M Bills+Financialadministration 4 0,4 2,88 0,07

Source: PatrickM.Courtney:TimeManagementUsingQualityTools,QualityProgress, 2005August

Fig.18
Code Activity N O P Q R S T U V X Y

Frequencyanalysisforofficetimemanagement
Goalhours perday 0,5 1,5 0,6 0,8 0,7 0,65 0,7 0,5 0,45 0,4 0,4

Frequency Percents Hours Average hours perday Phones,emails 52 5,2 37,44 0,94 Trainingpreparation 48 4,8 34,56 0,865 Lunchandbrakeatwork 48 4,8 34,56 0,865 Measurementadminstration 44 4,4 31,68 0,79 Generalqualitystuff 40 4,0 28,80 0,72 Statisticalresearch 36 3,6 25,92 0,65 Qualitymanagementtraining 34 3,4 24,48 0,61 Staffmeeting 28 2,8 20,16 0,5 Readingscientificpapers 26 2,6 18,72 0,47 Travel 26 2,6 18,72 0,47 Continuingeducation 18 1,8 12,96 0,32

Source: PatrickM.Courtney:TimeManagementUsingQualityTools,QualityProgress, 2005August

Fig.19

Fig.20Individual controlchart

Fig.21

Fig.22 Usefinancialmetricstojustifythecostofqualityimprovement formanagement! Qualitymetrics 1.Mean 2.Standarddeviation 3.Sigmalevel 4.DPMO 5.SPCcharts 6.Processcapability 7.Paretodiagram Sleep? Financialmetrics 1.Revenues 2.Costs Income 3.Savings statement 4.Margins 5.ReturnOnInvestment(ROI) 6.Operatingleverage(DOE) 7.Breakevenanalysis Happy and satisfy

Fig.23Projectcostsavings waterfallchart

Source:PeterJ.ShermanandJamesG.Vono:AllEars, QualityProgress,2009 July

Fig.24Breakevenanalysis

Source:PeterJ.ShermanandJamesG.Vono:AllEars, QualityProgress,2009 July

Fig.25 IIntegrated QualityApproach TheQualityBridge

ISO9001 Process Management Requirements What?

LeanSixSigma

Excellence Project Management

Methods How?

Sustained C success

Result!