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Unit-3
CAPACITY PLANNING
Systematic determination of resource requirements for the projected output, over a
specific period. Capacity planning is the process of determining the
production capacity needed by an organization to meet changing demands for
its products. In the context of capacity planning, design capacity is the maximum
amount of work that an organization is capable of completing in a given period.
Effective capacity is the maximum amount of work that an organization is capable
of completing in a given period due to constraints such as quality problems, delays,
material handling, etc. The phrase is also used in business computing as a synonym
for capacity management.
A discrepancy between the capacity of an organization and the demands of its
customers results in inefficiency, either in under-utilized resources or unfulfilled
customers. The goal of capacity planning is to minimize this discrepancy. Demand
for an organization's capacity varies based on changes in production output, such
as increasing or decreasing the production quantity of an existing product, or
producing new products. Better utilization of existing capacity can be
accomplished through improvements in overall equipment effectiveness (OEE).
AGGREGATE PLANNING
Aggregate Planning is Concerned With Determining The Quantity And
Timing Of Production For The Intermediate Future, Often From Three To
18 Months Ahead.
Aggregate planning is an operational activity that does an aggregate plan for
the production process, in advance of 2 to 18 months, to give an idea
to management as to what quantity of materials and other resources are to be
procured and when, so that the total cost of operations of the organization is kept to
the minimum over that period..
The quantity of outsourcing, subcontracting of items, overtime of labour, numbers
to be hired and fired in each period and the amount of inventory to be held in stock
and to be backlogged for each period are decided. All of these activities are done
within the framework of the company ethics, policies, and long term commitment
to the society, community and the country of operation.
4. Subcontracting
Bottleneck Problems
Planning Horizon
The number of periods for which the demand is to be forecasted, and hence
the number of periods for which workforce and inventory levels are to be
determined, must be specified in advance.
If a company purchases excessive quantities of an item, money is wasted the excess quantity ties up cash while it remains as stock and may never even
be used at all.
MRP is a tool to deal with these problems. It provides answers for several
questions:
MRP can be applied both to items that are purchased from outside suppliers and to
sub-assemblies, produced internally, that are components of more complex items.
The data that must be considered include:
The end item (or items) being created. This is sometimes called Independent
Demand, or Level "0" on BOM (Bill of materials).
Inventory status records. Records of net materials available for use already
in stock (on hand) and materials on order from suppliers.
Planning Data. This includes all the restraints and directions to produce the
end items. This includes such items as: Routing, Labor and Machine Standards,
Quality and Testing Standards, Pull/Work Cell and Push commands, Lot sizing
techniques (i.e. Fixed Lot Size, Lot-For-Lot, Economic Order Quantity), Scrap
Percentages, and other inputs.
The Master Production Schedule gives production, planning, purchasing info to top
management which is needed to plan and control the manufacturing operation. The
application ties overall business planning and forecasting to detail operations through
the Master Production Schedule.
This plan quantifies significant processes, parts, and other resources in order to
optimize production, to identify bottlenecks, and to anticipate needs and completed
goods.
Since an MPS drives much factory activity, its accuracy and viability dramatically
affect profitability. Typical MPS's are created by software with user tweaking.
Due to software limitations, but especially the intense work required by the
"master production schedulers", schedules do not include every aspect of
production, but only key elements that have proven their control effectivity, such as
forecast demand, production costs, inventory costs, lead time, working hours,
capacity, inventory levels, available storage, and parts supply. The choice of what
to model varies among companies and factories. The MPS is a statement of what
the company expects to produce and purchase (i.e. quantity to be produced,
staffing levels, dates, available to promise, projected balance.
The MPS translates the business plan, including forecast demand, into a production
plan using planned orders in a true multi-level optional component scheduling
environment. Using MPS helps avoid shortages, costly expediting, last minute
scheduling, and inefficient allocation of resources. Working with MPS allows
businesses to consolidate planned parts, produce master schedules and forecasts for
any level of the Bill of Material (BOM) for any type of part.
MPS issues:
Planning horizon
Rolling plan
Time fencing
Schedule freezing
Production plan
An example of a master production schedule for "product A".
cars do not arrive before nor after they are needed, rather they arrive just as they are needed.
This inventory supply system represents a shift away from the older "just in case" strategy where
producers carried large inventories in case higher demand had to be met.
The principle that underpins JIT is that production should be pulled through rather than pushed
through. This means that production should be for specific customer orders, so that the
production cycle starts only once a customer has placed an order with the producer. Stocks are
delivered when they are needed. Consequently, this approach requires much more frequent
delivery of stocks. Developing a JIT approach requires sophisticated planning and considerable
experience in this field. This is why leading companies contract out their supply chain
management to a specialist company like Exel with considerable experience of this area.
Just-In-Time is the key element in what is termed lean production. Lean production is a
philosophy and a way of working involving eliminating all forms of waste (where waste is
defined as anything that does not add value in the production process and supply chain).
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing
in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals
or Kanban between different points, which are involved in the process, which tell production when to make the
next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a
part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a
manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement
key areas of focus could be flow, employee involvement and quality.
JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be
independent of other key components of a lean manufacturing system or it can "end up with the opposite of the
desired result. In recent years manufacturers have continued to try to hone forecasting methods such as
applying a trailing 13-week average as a better predictor for JIT planning; however, some research
demonstrates that basing JIT on the presumption of stability is inherently flawed.
Just-in-time manufacturing goes hand in hand with concepts such as Kanban, continuous improvement and
total quality management (TQM).
Just-in-time production requires intricate planning in terms of procurement policies and the manufacturing
process if its implementation is to be a success.
Just-in-time manufacturing keeps stock holding costs to a bare minimum. The release of storage space
results in better utilization of space and thereby bears a favorable impact on the rent paid and on any insurance
premiums that would otherwise need to be made.
Just-in-time manufacturing eliminates waste, as out-of-date or expired products; do not enter into this
equation at all.
As under this technique, only essential stocks are obtained, less working capital is required to finance
procurement. Here, a minimum re-order level is set, and only once that mark is reached, fresh stocks are
ordered making this a boon to inventory management too.
Due to the aforementioned low level of stocks held, the organizations return on investment (referred to
as ROI, in management parlance) would generally be high.
As just-in-time production works on a demand-pull basis, all goods made would be sold, and thus it
incorporates changes in demand with surprising ease. This makes it especially appealing today, where the
market demand is volatile and somewhat unpredictable.
Just-in-time manufacturing encourages the 'right first time' concept, so that inspection costs and cost
of rework is minimized.
High quality products and greater efficiency can be derived from following a just-in-time production
system.
Close relationships are fostered along the production chain under a just-in-time manufacturing system.
Disadvantages:
Following are the disadvantages of Adopting Just-In-Time Manufacturing Systems:
Just-in-time manufacturing provides zero tolerance for mistakes, as it makes re-working very difficult
in practice, as inventory is kept to a bare minimum.
There is a high reliance on suppliers, whose performance is generally outside the purview of the
manufacturer.
Due to there being no buffers for delays, production downtime and line idling can occur which would
bear a detrimental effect on finances and on the equilibrium of the production process.
The organization would not be able to meet an unexpected increase in orders due to the fact that there
are no excess finish goods.
Just-in-time manufacturing may have certain detrimental effects on the environment due to the
frequent deliveries that would result in increased use of transportation, which in turn would consume
more fossil fuels.
Precautions:
Following are the things to Remember When Implementing a Just-In-Time Manufacturing System:
Management buy-in and support at all levels of the organization are required; if a just-in-time
manufacturing system is to be successfully adopted.
Building a close, trusting relationship with reputed and time-tested suppliers will minimize
unexpected delays in the receipt of inventory.
Just-in-time manufacturing cannot be adopted overnight. It requires commitment in terms of time and
adjustments to corporate culture would be required, as it is starkly different to traditional production
processes.
The design flow process needs to be redesigned and layouts need to be re-formatted, so as to
incorporate just-in-time manufacturing.
Quality enhancement programs should be adopted, so that total quality control practices can be
adopted.
Motion waste should be minimized, so the incorporation of conveyor belts might prove to be a good
idea when implementing a just-in-time manufacturing system.
Japanese
Translation
English
Seiri
Proper arrangement
Sort
Seiton
Orderliness
Simplify
Seiso
Cleanliness
Sweep
Seiketsu
Cleanup
Standardize
Shitsuke
Discipline
Sustain
LEAN MANAGEMENT
The principle that underpins JIT is that production should be pulled through
rather than pushed through. This means that production should be for specific
customer orders, so that the production cycle starts only once a customer has
placed an order with the producer. Stocks are delivered when they are needed.
Consequently, this approach requires much more frequent delivery of stocks.
Developing a JIT approach requires sophisticated planning and considerable
experience in this field. This is why leading companies contract out their supply
chain management to a specialist company like Exel with considerable experience
of this area.
Just-In-Time is the key element in what is termed lean production. Lean production
is a philosophy and a way of working involving eliminating all forms of waste
(where waste is defined as anything that does not add value in the production
process and supply chain).
What is 'Lean Manufacturing' and how does it differ from 'Just-inTime Manufacturing (JIT)'?
The second idea is that while supply chains have existed for a long time, most
organizations have only paid attention to what was happening within their four
walls. Few businesses understood, much less managed, the entire chain of
activities that ultimately delivered products to the final customer. The result was
disjointed and often ineffective supply chains.
Supply chain management, then, is the active management of supply chain
activities to maximize customer value and achieve a sustainable competitive
advantage. It represents a conscious effort by the supply chain firms to develop and
run supply chains in the most effective & efficient ways possible.
Supply chain activities cover everything from product development, sourcing,
production, and logistics, as well as the information systems needed to coordinate
these activities.
The organizations that make up the supply chain are linked together through
physical flows and information flows. Physical flows involve the transformation,
movement, and storage of goods and materials. They are the most visible piece of
the supply chain. But just as important are information flows. Information flows
allow the various supply chain partners to coordinate their long-term plans, and to
control the day-to-day flow of goods and material up and down the supply chain.
Manufacturers
Warehouses
Distribution centers
So that the product is produced and distributed
In the right quantities
The problem with inventory management is that keeping stock has both advantages and
disadvantages.
The advantages include,
Inventory allows customers to be served quickly and conveniently (otherwise you would have to
make everything as the customer requested it).
Inventory can be used so a company can buy in bulk, which is usually cheaper.
Inventory allows different parts of the operation to be decoupled. This means that they can
operate independently to suit their own constraints and convenience while the stock of items
between them absorbs short-term differences between supply and demand. In many ways this is
the most significant advantage of inventory.
It is expensive. Keeping inventory means the company has to fund the gap between paying for the
stock to be produced and getting revenue in by selling it. This is known as working capital. There
is also the cost of keeping the stock in warehouses or containers.
Items can deteriorate while they are being kept. Clearly this is significant for the food industry
whose products have a limited life. However, it is also an issue for any other company because
stock could be accidentally damaged while it is being stored.
Products can become obsolescent while they are being stored. Fashion may change or commercial
rivals may introduce better products.
Stock is confusing. Large piles of inventory around the place need to be managed. They need to
be counted, looked after and so on.
Generally the operations objectives of managing the companys inventories include the
following.
Quality products need to be maintained in as good a condition as possible while they are being
stored. For perishable products this means not storing them for very long.
Speed inventories must be in the right place to ensure fast response to customer requests.
Dependability the right stock must be in the right place at the right time to satisfy customer
demand. There is no point having the wrong products in stock.
Flexibility stock should be managed to allow the operation to be flexible. For example, that
may mean keeping sufficient stock to allow the operations processes to switch to producing
something else and yet being able to satisfy customers during that period from existing stock
levels.
Cost if possible the total cost of managing stock levels should be minimised. This is the
objective of the various quantitative models covered in the chapter.
Facts
Business owners usually create internal policies and procedures for inventory planning and control. Managers and
employees must follow these policies and procedures when handling the companys inventory. Policies and
procedures outline who can order inventory, how inventory flows through the company, accounting policies for
valuing inventory and procedures to deal with obsolete goods. Inventory planning and control has several benefits
for companies who derive the majority of their revenue sales from inventory.
Inventory planning and control can help companies manage cash flow. Small businesses do not have large capital
balances for purchasing copious amounts of inventory. Business owners implement policies and procedures to limit
the amount of money spent on inventory. Cash flow improvements also come from purchasing the lowest cost
inventory available in the business environment. Not only does low-cost inventory save the company money, but it
also allows companies to develop a cost advantage in the economic market.
Higher Profits
Business owners can use inventory planning and control to generate higher profits. Purchasing the right type of
inventory to meet consumer demand often leads to higher business profits. Companies who sell through their entire
inventory multiple times each year also increases business profits. Inventory planning and control procedures can
also limit the amount of obsolete inventory in the company. Obsolete inventory must be disposed of and written off
by the company. Writing off obsolete inventory creates a loss on the income statement.
Limits Abuse
Inventory policies and procedures prevent employee abuse of inventory. Loose work environments can allow
employees to steal inventory items for personal use. Stolen inventory results in a financial loss for the company.
Employees can also use a companys inventory items in the workplace for personal reasons. Previously used
inventory may be unsellable depending on the companys operating industry. Proper employee behavior is a
significant factor relating to inventory cash flow and profitability.
Considerations
Business owners should consider implementing business technology to help manage inventory. Business and
accounting software provides business owners with electronic methods to order, receive, manage and sell inventory.
Technology usually helps business owners spend less time on inventory planning and control functions. Spending
less time on these back office functions allows business owners to remain at the forefront of business sales in
increasing their companys profitability.
UNIT-2
PRODUCT DEVELOPMENT PROCESS
Product Development
The development of competitive new products is a prerequisite for many companies'
success. Product development does not necessarily mean discovering revolutionary new
inventions, nor does it just involve re-vamping old solutions. A successful product often
results from thinking along new lines, free from conventional approaches and traditional
choices of materials and designs.
Today, the word product can have many different meanings. Here, we will be using the
term in the sense of a mechanical product. To a car salesman, a car is the product. But a
car consists of a number of components which are often supplied by independent
manufacturers. To an engine supplier, an engine is the product. To take this analogy one
step further, an engine is also comprised of a number of different components, all of
which may be viewed as separate products.
The task of developing a new product and, to an even greater extent, the task of
designing a new product, may rightfully be called "creating" a product. Each individual
step of the process has to be examined and approached as though it were a "development
project" in its own right, whether we look at the car as a whole or at one of thecomponents used
to make it.
modifications, and new brands through the firms own R & D efforts.
New
New
Ideas for new products can be obtained from basic research using a SWOT
analysis (Strengths, Weaknesses, Opportunities & Threats). Market and consumer
trends,
competitors,
focus
groups,
employees,
Lots of ideas are generated about the new product. Out of these ideas many are
implemented. The ideas are generated in many forms. Many reasons are responsible
for generation of an idea.
2. Idea Screening
Will the customer in the target market benefit from the product?
What is the size and growth forecasts of the market segment / target
market?
What is the current or expected competitive pressure for the product idea?
What are the industry sales and market trends the product idea is based
on?
Who is the target market and who is the decision maker in the purchasing
process?
4. Business Analysis
Estimate likely selling price based upon competition and customer feedback
Estimate sales volume based upon size of market and such tools as the FourtWoodlock equation
Produce an initial run of the product and sell it in a test market area to determine
customer acceptance
6. Technical Implementation
Resource estimation
Requirement publication
Department scheduling
Supplier collaboration
Logistics plan
CONCURRENT ENGINEERING
What is Concurrent Engineering?
Concurrent engineering, also known as simultaneous engineering, is a method of designing and
developing products, in which the different stages run simultaneously, rather than consecutively.
It decreases product development time and also the time to market, leading to improved
productivity and reduced costs.
Concurrent Engineering is a long term business strategy, with long term benefits to business.
Though initial implementation can be challenging, the competitive advantage means it is
beneficial in the long term. It removes the need to have multiple design reworks, by creating an
environment for designing a product right the first time round.
Why do companies adopt concurrent engineering methods?
The notable business benefits of concurrent engineering make it a compelling strategy to adopt.
Introducing concurrent engineering can lead to:
Competitive Advantage- reduction in time to market means that businesses gain an edge over
their competitors.
Enhanced Productivity- earlier discoveries of design problems means potential issues can be
corrected soon, rather than at a later stage in the development process.
Decrease Design and Development Time- make products which match their customers needs,
in less time and at a reduced cost.
Concurrent Engineering is not a quick fix for a company's problems and it's not just a
way to improve Engineering performance. It's a business strategy that addresses
important company resources. The major objective this business strategy aims to
achieve is improved product development performance. Concurrent Engineering is a
long-term strategy, and it should be considered only by organizations willing to make
up front investments and then wait several years for long-term benefits. It involves
major organizational and cultural change.
In traditional serial development, the product is first completely defined by the design
engineering department, after which the manufacturing process is defined by the
manufacturing engineering department, etc. Usually this is a slow, costly and lowquality approach, leading to a lot of engineering changes, production problems,
product introduction delays, and a product that is less competitive than desired.
Concurrent Engineering brings together multidisciplinary teams, in which product
developers from different functions work together and in parallel from the start of a
project with the intention of getting things right as quickly as possible, and as early as
possible.
While the Quality Function Deployment matrices are a good communication tool at each step in
the process, the matrices are the means and not the end. The real value is in the process of
communicating and decision-making with QFD. QFD is oriented toward involving a team of
people representing the various functional departments that have involvement in product
development: Marketing, Design Engineering, Quality Assurance,
Manufacturing Engineering, Test Engineering, Finance, Product Support, etc.
Manufacturing/
The aim of any organization is to produce quality products and services. In today's competitive
environment, quality is a requirement that customers expect. Quality function deployment (QFD)
is a critical aspect of the quality control policy of an organization. It is a process for translating
customer requirements into manufacturing standards. QFD is used for new product development.
It is very powerful as it incorporates customer needs into the design parameters so the final
product
will
be
better
designed
to
meet
customer
expectations.
Features of QFD
first to break down the product into parameters that will be viewed by potential customers as
most beneficial, influencing them to purchase. Attention is paid to the quality cues, that is, those
features of the product that communicate its overall level of quality. These quality cues are
incorporated as very precise engineering standards that provide measurements for implementing
and monitoring the manufacturing process.
A Customer-driven Process
The main advantage of QFD is that it is a customer- and not technology-driven process.
Allowing only technological innovations to dictate new product policies is not always beneficial.
For instance, technology enables smaller keypads in mobile phones, making the end product
more compact. However, potential phone users require a certain level of keypad size to be able to
use their phone effectively. QFD helps you determine exactly what your customer wants and how
this input can be used in new product development.
Design for manufacturability (also sometimes known as design for manufacturing or DFM) is the
general engineering art of designing products in such a way that they are easy to manufacture.
The basic idea exists in almost all engineering disciplines, but of course the details differ widely
depending on the manufacturing technology. This design practice not only focuses on the design
aspect of a part but also on the producibility. In simple language it means relative ease to
manufacture a product, part or assembly. DFM describes the process of designing or engineering
a product in order to facilitate the manufacturing process in order to reduce its manufacturing
costs. DFM will allow potential problems to be fixed in the design phase which is the least
expensive place to address them. The design of the component can have an enormous effect on
the cost of manufacturing. Other factors may affect the manufacturability such as the type of raw
material, the form of the raw material, dimensional tolerances, and secondary processing such as
finishing.
The design stage is very important in product design. Most of the product lifecycle costs are
committed at design stage. The product design is not just based on good design but it should be
possible to produce by manufacturing as well. Often an otherwise good design is difficult or
impossible to produce. Typically a design engineer will create a model or design and send it to
manufacturing for review and invite feedback. This process is called a design review. If this
process is not followed diligently, the product may fail at the manufacturing stage.
If these DFM guidelines are not followed, it will result in iterative design, loss of manufacturing
time and overall resulting in longer time to market. Hence many organizations have adopted
concept of Design for Manufacturing.
Quality by Design
Quality by Design (QbD) is a concept first outlined by quality expert Joseph M.
Juran in publications, most notably Juran on Quality by Design Juran believed that
quality could be planned, and that most quality crises and problems relate to the
way in which quality was planned.
While Quality by Design principles have been used to advance product and process
quality in every industry, and particularly the automotive industry, they have most
recently been adopted by the U.S. Food and Drug Administration (FDA) as a
vehicle for the transformation of how drugs are discovered, developed, and
commercially manufactured.
Mass customization
Mass customization is enabling a customer to decide the exact specification or
personal attributes of a product or service, at or after the time of purchase, and
have that product or service supplied to them at a price close to that for an ordinary
mass produced alternative, or have this exact requirement supplied using the
vendor's knowledge of the individual customer's needs".
the process of delivering wide-market goods and services that are modified to satisfy a specific
customer need. Mass customization is a marketing and manufacturing technique that combines
the flexibility and personalization of "custom-made" with the low unit costs associated with mass
production. Many applications of mass customization include software-based product
configurations that allow end-users to add and/or change certain functionalities of a core product.
Sometimes called "made to order" or "built to order."
Cosmetic Customization - where companies produce standardized products but market the
products in different ways to various customers.
Process Selection is basically the way goods or services are made or delivered, which
influences numerous aspects of an organization, including capacity planning, layout of facilities,
equipment and design of work systems. Process selection is primarily used during the planning
of new products or services that is subject to technological advances and competition. Process
selection is dependent on the company's process strategy, which has two main components:
capital intensity and process flexibility..
Facility Layout is simply the way a facility is arranged in order to maximize processes that are
not only efficient but effective towards the overall organizational goal. It is also dependent on
process selection.
Process selection influences
Capacity planning
Layout of facilities
Equipment
LINE BALANCING
Line Balancing is the process of assigning tasks to workstations in such a way that
the workstations have approximately equal time requirements.
The process of deciding how to assign tasks to workstations is referred to as line
balancing. The goal of line balancing is to obtain task groupings that represent
approximately equal time requirements.
Line balancing involves assigning tasks to workstations. Usually, each workstation has
one worker who handles all of the tasks at that station, although an option is to have
several workers at a single workstation. For purposes of illustration, however, all of the
examples and problems in this chapter have workstations with one worker. A manager
could decide to use anywhere from one to five workstations to handle five tasks. With
one workstation, all tasks would be done at that station; with five stations, for example,
one task would be assigned to each station. If two, three, or four workstations are used,
some or all of the stations will have multiple tasks assigned to them. How does a manager
decide how many stations to use?
work measurement is the application of techniques designed to establish the time for an average
worker to carry out a specified manufacturing task at a defined level of performance.[1] It is
concerned with the length of time it takes to complete a work task assigned to a specific job .
Work measurement helps to uncover non-standardization that exist in the workplace and nonvalue adding activities and waste. A work has to be measured for the following reasons:
1. To discover and eliminate lost or ineffective time.
2. To establish standard times for performance measurement.
3. To measure performance against realistic expectations.
4. To set operating goals and objectives.
Quality
In manufacturing, a measure of excellence or a state of being free from defects, deficiencies and
significant variations. It is brought about by strict and consistent commitment to certain
standards that achieve uniformity of a product in order to satisfy specific customer or user
requirements. ISO 8402-1986 standard defines quality as "the totality of features and
characteristics of a product or service that bears its ability to satisfy stated or implied needs." If
an automobile company finds a defect in one of their cars and makes a product recall, customer
reliability and therefore production will decrease because trust will be lost in the car's quality.
'Quality Management'
The act of overseeing all activities and tasks needed to maintain a desired level of excellence.
This includes creating and implementing quality planning and assurance, as well as quality
control and quality improvement. It is also referred to as total quality management (TQM).
While quality control and quality assurance departments have been around for a long time, the
concept of quality management is relatively new. In a sense, it is a "first cause" approach to
quality assurance, as it approaches the issue of quality from many different angles
Management activities and functions involved in determination of quality policy and its
implementation through means such as quality planning and quality assurance (including quality
control).
http://asq.org/learn-about-quality/cost-of-quality/overview/overview.html
http://friendsnrc.org/continuous-quality-improvement
http://www.health.gov.au/internet/publications/publishing.nsf/Content/oatish-accreditationmanual_toc~sn1%3Aterms_definitions~cont-qty-improvement
It is designed to help businesses ensure that they are meeting the needs of their customers and
shareholders. The system is published by the International Organization of Standards (ISO), and
deals with the fundamentals of quality management as well as the eight management principles
on which they are based.
ISO 9000 was first published in 1987, although its roots go back to the MIL-Q-9858 United
States Department of Defense standard that was published in 1959. ISO 9000 is based on the
standards put forth by the British Standards Institution (BSI) that were presented to the ISO
committee in 1979. MIL-Q-985 was revised into a NATO AQAP standard in 1969, which were
then revised into the BS 5179 standard in 1974, which were once again revised to become the BS
5750 standard submitted to ISO to become ISO 9000.
The ISO 9000 series consists of the following standards: ISO 9000, ISO 9001, and ISO 9004.
They are used when necessary with the ISO 10000 series of guidelines, as well as ISO 16949 and
ISO 19011, specific guidelines for the automotive and environmental industries respectively. In
its latest edition, ISO 9000 is ISO 9000:2005, and provides the fundamentals and establishes the
vocabulary used in the remainder of the ISO 9000 series.
The main standard, ISO 9001:2008, lists the requirements for a QMS, and is the basis for all of
the other ISO standards and guidelines in the 9000 and 10000 series. It is the only auditable
standard in the series. ISO 9004:2000, the latest edition of that standard, provides guidelines for
performance improvements in a wider spectrum than does ISO 9001 for sustained success in
quality systems.
The ISO 9001:2008 standard consists of eight sections, with the last five being specific to the
establishment of a quality management system that is sustainable and auditable. Specifically,
they are:
Chapter 5: Overview of Management Requirements This section defines the six sets
of requirements that the management of a business must follow. It states that management
must satisfy customers, support quality requirements, establish the policy for quality
within an organization, perform periodic reviews, carry out the quality policy laid out,
and control the quality system.
Presently, there are over 350,000 companies in over 100 different countries that are certified in
the ISO 9000 process.
Organizations who invest the time and effort to become certified under the ISO 9000 process
demonstrate to the business community that they are committed to creating their product based
on a set of internationally-accepted standards.
Certification involves creating a QMS based on the criteria set forth in ISO 9001:2008, and then
agreeing to commit to audits, both internal and external to the organization, to ensure that they
are maintaining those standards.
ISO 9000 certification helps a business not only helps the organization develop and maintain an
actionable QMS, but can also help it market that quality commitment to other businesses and
consumers to expand its presence in its market niche.
ISO 9004:2009 - focuses on how to make a quality management system more efficient
and effective
ISO 19011:2011 - sets out guidance on internal and external audits of quality
management systems.
http://novellaqalive2.mhhe.com/sites/dl/free/0070601690/27158
1/ISO14000.pdf
http://en.wikipedia.org/wiki/Malcolm_Baldrige_National_Qualit
y_Award