Module 1 QMS Concepts

An Introduction to Quality Management
Systems and the Standards ISO 9001 & TL

9000
QIQMS1-02A
Module 1: QMS Concepts
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How to Navigate
Course Programme Objectives

To outline and explain NSNs quality
management system and facilitate
engagement with the TL 9000
programme by introducing
participants to:
Quality and Quality Management
System concepts
ISO 9001 requirements
TL 9000 requirements
TL 9000 measurements
How NSN meets the requirements
of these standards
The audit and certification process
Course Modules
Concepts
Module 1: Quality Management System Concepts
Standards Briefing
Module 2: ISO 9001: 2008 & TL 9000 Requirements Outline
Module 3: TL 9000 Measurements Outline
Requirements and Measurement Description
Module 4: TL 9000 Common Requirements and Measurements

Module 5: TL 9000 Hardware Requirements and Measurements
Module 6: TL 9000 Software Requirements and Measurements
Module 7: TL9000 Service Requirements and Measurements
Introduction
Implementer per TL 9000 Specialty
Modu
les
Auditors
Aware
ness
H
(Hardware)
S
(Software)
V
(Services)
H,S
H,V
S,V
H,S,
V
Module 1
Quality Management System
Concepts
Learning Objectives
To enable participants to explain the basic concepts of
Quality and quality management and describe the main
constituents of the NSN Quality Management System
This will be achieved through material delivered in the
following sections:
What is Quality?
Cost of Quality and Cost of Poor Quality
Quality Management Principles
ISO 9001 Management System Model
NSN Quality Management System Outline
Audits and Certification
PROPERTIES
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PROPERTIES
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PROPERTIES
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Processes Oriented Management
The Plan Do Check Act cycle
Management System Concepts
Process-Oriented Management
Management Policies
Measurable objectives
Inputs
Product requirements
Raw materials
Service requests
Outputs
Process
Resources
People
Procedures/documentation
Equipment
Facilities
Time
Money
Products
Service delivery
Plan-Do-Check-Act Cycle (PDCA)

Objectives
Processes
Plan
Plan
Act
Analysis
Improvements
Corrective Actions
Do
Act
Do
Implementation
Execution
Check
Check
Data Collection
Verification
Process-Oriented Management
Plan
Management
Act
Do
Check
Outputs
Inputs
Process
Resources
The PDCA can be applied to

process
inputs
outputs
resources
etc
Management System
A set of interrelated or interacting elements
to establish policy and objectives and to
achieve those objectives.
(ISO 9000:2005, 3.2.1 and 3.2.2)
Process
Dept A
Dept B
Crossfunctional
PDCA
Local PDCA
Dept C
System-wide PDCA
Processes that are connected and aligned by overarching Policy & Objectives
PROPERTIES
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8 Quality Management Principles
The Eight Quality Management Principles

Fundamentals of quality which underpin ISO 9001
1.
2.
3.
4.
5.
6.
7.
8.
Customer Focus
Leadership
Involvement of people
Process approach
Systems approach to management
Factual approach to decision making
Continual improvement
Mutually beneficial supplier relationships
Principle 1 Customer Focus
Depend on their customers

Understand current and future customer needs
Meet customer requirements
Strive to exceed customer expectations
Typically leads to
Benefits
Understanding customer needs and expectations
Increased
revenue
and market are
share
obtained
Objectives
of the organization
linked
to
through
flexible
and
fast
responses
to
market
customer needs and expectations
opportunities
Communicating customer needs and expectations
Increased
effectiveness
in the use
of acting
the on the
Measuring
customer satisfaction
and
organizations
resources to enhance customer
results
satisfaction,
Customer and
relationships
Improved
customer
leading
to repeat
Balanced approachloyalty
between
satisfying
customers
business.
and other interested parties
Principle 2 - Leadership
Unity of purpose and direction of the
organization
People can become fully involved in
achieving
the
organizations
objectives.
Typically
leads
to
Benefits
of all interested
parties
Considering
Employees the
willneeds
understand
and be motivated
towards
A clear vision
of the organizations
the organizations
goalsfuture
and objectives
Setting challenging goals and targets
Activities are evaluated, aligned and
Sustaining shared values, fairness and ethical role
implemented
in a unified way, and
models
Establishing
Miscommunication
levels
trust andbetween
eliminating
fear of an
will be
minimized.
organization
Providing required
resources,
training and freedom
Inspiring, encouraging and recognizing peoples
contributions.
Principle 3 Involvement of people

From all levels
Enables their abilities to be used for the
organizations benefit
Typically
leads to
Benefits
Eager
to participate
in andand
contribute
Motivated,
committed
involved people
within
Understanding
the importance of their contribution
the organization
and role
Innovation and creativity in furthering the
Identifying constraints to their performance
objectives,
and
organizations
Accepting ownership
& responsibility
of problems
People being
accountableagainst
for their
ownand
Evaluating
their performance
goals
performance
objectives
Enhance competence, knowledge and experience
Sharing knowledge and experience
Open discussions
Principle 4 Process approach

A desired result is achieved more efficiently when
activities and related resources are managed as a
process.
Typically
Benefits leads to
D
efiningcosts
the necessary
activities
Lower
and shorter
cycle times through
Establishing
clear
responsibility and accountability
effective use
of resources
Analyzing
measuring
of the
capability results,
Improved,and
consistent
and
predictable
Identifying the interfaces of key activities
and
Focusing on the factors
Focused and
improvement
Evaluating
risks,prioritized
consequences
and impacts of
opportunities.
activities
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.
Typically
Benefitsleads to
Structuring
a system
Integration
and alignment of the processes that
Understanding the interdependencies between the
will
best achieve the desired results
processes
to approaches
focus effort
onharmonize
the keyand
processes
Ability
Structured
that
integrate and
processes
Providing confidence to interested parties as to
the
Better
understanding
of the roles andand
responsibilities
consistency,
effectiveness
efficiency of
Understanding organizational capabilities and establishing
the
organization.
resource
constraints
Targeting and defining how specific activities
Continually improving the system
Principle 6 Factual approach to decision

making
Effective decisions are based on the
analysis of data and information
Benefits
Typically leads to
Informed
Data and decisions
information are sufficiently accurate
An
andincreased
reliable ability to demonstrate the
effectiveness
of past
decisions
Data accessible
to those
who through
need it reference
to
factual records
Analyzing
data and information using valid
Increased
methods ability to review, challenge and
change
opinions
and decisions.
Decisions
and action
based on factual analysis,
balanced with experience and intuition.
Principle 7 Continual improvement

To be a permanent objective of the
organization.
Benefits
Typically
leads to
Performance advantage through improved
organizational
Consistent organization-wide
approach to
capabilities
continual
Alignmentimprovement
of improvement activities at all
levels
Training
people
in the methods
andintent
tools and
to an
organizations
strategic
Making
improvement
as antoobjective
of everyone
Flexibility
to react quickly
opportunities.
Establishing goals to guide, and measures to
track, continual improvement
Recognizing and acknowledging improvements.
Principle 8 Mutually beneficial supplier

relationships
Interdependent and a mutually beneficial
relationship enhances the ability of both to
create value.
Typically
Benefitsleads to
Increased
Relationships
that balance
short-term
ability
to create
value forgains
bothwith
parties
long-term considerations
Flexibility
and speed of joint responses to
changing
Pooling ofmarket
expertise
and resources
withand
partners
or customer
needs
Identifying and selecting key suppliers
expectations
Clear and open communication
Optimization of costs and resources.
Sharing information and future plans
Joint development and improvement activities, and
Inspiring, encouraging and recognizing
improvements and achievements by suppliers.
PROPERTIES
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ISO 9001:2008
A Framework for Managing and
Improving an Organization using a
Process Approach
Proven Track Record
BS 5750
ISO 9001:1994
ISO 9001:2000
ISO 9001:2008
ISO 9004:2000
ISO 9004:2009
TL 9000
Consistency
Quality Assurance, Customer
Satisfaction
Process Orientation
Continual Improvement
Towards Excellence
Organizational Sustainability
Based on ISO 9001 meet the supply
chain quality requirements of the
worldwide telecommunications
industry
ISO 9001 Model and Requirement

Outline
Management Process Model ISO 9001:2008

Continual improvement of the Management System
Management
Responsibility
Customers
(and other
interested
parties)
Measurement,
Analysis
and
improvement
Resource
management
Requirements
Input
Customers
(and other
interested
parties)
Product
realization
Product
Satisfaction
Output
ISO 9001: 2008 Outline

SECTION 1 Scope
SECTION 2 Normative references
SECTION 3 Terms and definitions
SECTION 4 Quality Management

System
SECTION 5 Management responsibility
SECTION 6 Resource management
SECTION 7 Product realization
SECTION 8 Measurement, analysis
and improvement

Customers
(and other
interested
parties)
Requirements
Customers
(and other
interested
parties)
Management
Responsibility
4 Quality management system

4.1
General Requirements
4.2
Documentation Requirements
Measurement,
Resource
analysis and
4.2.1
General Requirements
management
improvement
4.2.2
Quality Manual
4.2.3
Control of Documents
4.2.4
Control of Records
Input
Product
realization
Product
Satisfaction
output

Customers
(and other
interested
parties)
Requirements
Customers
(and other
interested
parties)
Management
Responsibility
5 Management responsibility
Input
Measurement,
5.1Resource
Management commitment
analysis and
5.2
Customer focus
management
improvement
5.3 Quality policy
5.4 Planning
5.4.1 Quality objectives
5.4.2 Quality management system
planning Product
realization authority and Product
5.5 Responsibility,
communication
5.5.1 Responsibility and authority
5.5.2 Management representative
5.5.3 Internal communication
5.6 Management
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Satisfaction
output

Management
Responsibility
Customers
(and other
interested
parties)
Customers
(and other
interested
parties)
Measurement,
analysis and
improvement
Resource
management
Satisfaction
6 Resource Management
Requirements
Input
Product
realization
6.1 Provision of resources

6.2 Human Resources
output
Product
6.3 Infrastructure
6.4 Work Environment

Management
Responsibility
Customers
(and other
interested
parties)
Measurement,
analysis and
improvement
7.1
Satisfaction
7 Product realization
Resource
management
Requirements
Input
Customers
(and other
interested
parties)
Product
realization
Planning of product
realization processes
7.2 Customer-related
processes
7.3 Design & development
output
7.4 Purchasing
Product
7.5 Production & service
provision
7.6 Control of monitoring &
measuring equipment

Management
Responsibility
Customers
(and other
interested
parties)
Resource
management
Customers
(and other
interested
parties)
Measurement,
analysis and
improvement
Satisfaction
8 Measurement, analysis and improvement

Requirements
Input
8.1 General
Product
8.2 Monitoring and measurement
realization
8.3 Control of
output
nonconforming
product
Product
8.4 Analysis of Data
8.5 Improvement
8.2.1 Customer satisfaction

8.2.2 Internal audit
8.2.3 Monitoring & measurement of
8.5.1 Continual
processes
improvement
8.2.4 Monitoring & measurement of
8.5.2 Corrective action
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product
8.5.3
Preventive action
TL 9000 based on Release 5.5

What does TL 9000 Add?
Anticipated benefits of TL 9000 Certification to NSN
What does TL 9000 Add?

The intent of TL 9000 is to improve the supply chain
performance within the telecommunications industry
The standard has been developed by the industry for the
industry and is supported by major telecom service providers
E.g. Bell South, Belgacom,
Bouygues Telecom, BT,
France Telecom, KPN, SBC,
Telecom Italia, Verizon
The standard adds requirements specific to

the telecommunications industry:
e.g. management of ESD
The measurements handbook adds
mandatory measurements to enable
performance benchmarking of participating suppliers
e.g. on-time delivery
Book 1 Requirement Categorization

The TL 9000 requirements are categorized by a specialty
option, identifying its applicability (area) as a suffix to the
paragraph number see table below:
CODE
DESCRIPTION
Example
C
H
S
V
HS
HV
SV
Common (H,S, and V)

Hardware only
Software only
Services only
Hardware & Software
Hardware & Services
Software & Services
5.2.C.1
7.3.2.H.1
7.3.1.S.2
7.3.3.V.1
7.1.HS.1
6.2.2.HV.1
(None)
Content: Book 1 TL 9000 Requirements

Contains additional 92 requirements, over those of ISO 9001, broken down into
requirements for hardware, software and services.
TL 9000 Sections follow ISO 9001 Structure:

4.0 Quality management system added the requirement to customer supplied
documentation and data
5.0 Management responsibility includes customer focus, covering customer
relationship development ,customer communication methods, etc.
6.0 Resource management defines requirements for provision of resources.
7.0 Product realization extensive information about planning of product realization
including life-cycle model, design and development, supplier management, service
provision including software patching, tool changes, software virus protection etc.
8.0 Measurement analysis and improvement, requirements for monitoring and
measurement, control of non-conforming product.
Content: Book 2 TL 9000 Measurements

Contains 15 measurements, structured in 5 sections and broken down into
measurements for common, outage, hardware, software and services.
Sections 5 to 9 contain the measurement definitions:

5.0 Common Management measurements that apply to all product categories (e.g.
number of problems reports, response times in fixing problems, on time delivery).
6.0 Outage Measurement defines outages and how to measure them, covering
systems, network elements and engineering/installation caused outages.
7.0 Hardware Measurement measures the amount of product returned by customers
over three different shipment periods (early, one year and long term).
8.0 Software Measurement applies to two measures. One of them is a subset of
problem reports and one measures the quality of software corrections.
9.0 Service Quality Measurement a measure of conformance of a service to a
specified criterion.
NSNs Quality Management System
Level 1 NSN System Manual, ISO 9001 and

Quality Policy
& Manuals
Quality
Procedures
Processes &
Work Instructions
TL 9000 Correspondence Document
Level 2 NSN Common Procedures, e.g.

Document Control, Record Management etc.
Level 3 NSN processes, way of working,
and work instructions
Templates
Records
Level 1 NSN System Manual, ISO 9001 and TL

Quality Policy
& Manuals
9000 Correspondence Document
Level 2 NSN Common Procedures, e.g.

Quality
Procedures
Processes &
Work Instructions
Templates
Records
Document Control, Record Management etc.

Level 3 NSN processes, way of working,
and work instructions
Level 4 Templates and Forms
NSN Process Variants for

Level 5 Records, e.g. test
Businesses
records, audit records, customer
Functions
feedbacks, etc.
Including processes, forms
and templates
Continual Improvement Governance

Customer
Drives Goals
NSN Business Goal

Drives NSN targets in Product Lifecycle
Program/Project Management Teams

Milestones Integration & Status Monitoring
Implementing defined plans according processes,
procedures, way of working.
Business Unit/Line CI Program
Metrics
Audits
Defect Supplier
Analysis Interfaces
Quality
Reviews
Employee Customer
Surveys/
Survey
Suggestions
Improvement Opportunities
What is an audit?
Systematic, independent and documented process for
obtaining audit evidence and evaluating it objectively
to determine the extend to which audit criteria are
fulfilled.
Where
Audit evidence records, statements of fact or other
information, which are relevant to the audit criteria and
verifiable.
Audit criteria set of policies, procedure or requirements
Types of Audits
Internal audits
sometime called first-party audits, are conducted by, or on behalf of,
the organization itself for management review and other internal
purposes, and may form the basis for an organizations declaration of
conformity.
External audits
include those generally termed second- and third-party audits.
Second party audits are conducted by parties having an interest in
the organization, such as customers, or by other persons on their
behalf. Third-party audits are conducted by an external independent
audit organization, such as those providing certification of conformity
to ISO 9001 or TL 9000.
Typical Audit Process

1. Planning
2. Communication
3. Opening Meeting
4. Interview Sessions
5. Closing Meeting
6. Report Distribution
7. Follow-up
Benefits of ISO 9001 Certification

Independent assessment of QMS
Assurance to customers that processes are consistent
Inputs, processes, resources and outputs controlled
Problems detected and eliminated (corrective actions)
Risks anticipated and mitigated (preventive actions)
Continual improvement
Reduce costs of customer audits
Anticipated Benefits of TL 9000 Certification to

NSN
1.Satisfy telecom customer requirements
2.Improve focus upon strategic market
3.Measure performance as measured by
telecom customers
4.Improve performance compared to
other telecom suppliers
5.Demonstrate commitment to continual
improvement of measured performance
6.Improve customer confidence
in (audited) performance measurements
Review of Main contents in Module 1
What is Quality?
Cost of Quality and Cost of Poor Quality
ISO 9001 Management System Model
TL 9000 Management System Model
NSN Quality Management System Outline
Go to assessment

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An Introduction to Quality Management

Systems and the Standards ISO 9001 & TL

2013 Nokia Solutions and Networks. All rights reserved.

2013 Nokia Solutions and Networks. All rights reserved.

If you wish to download the material, please

2013 Nokia Solutions and Networks. All rights reserved.

2013 Nokia Solutions and Networks. All rights reserved.

Course Programme Objectives

Requirements and Measurement Description

Module 4: TL 9000 Common Requirements and Measurements

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Quality Management Principles

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Plan-Do-Check-Act Cycle (PDCA)

The PDCA can be applied to

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8 Quality Management Principles

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The Eight Quality Management Principles

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Principle 1 Customer Focus

Depend on their customers

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Principle 3 Involvement of people

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Principle 4 Process approach

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Principle 5 System approach to

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Principle 6 Factual approach to decision

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Principle 7 Continual improvement

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Principle 8 Mutually beneficial supplier

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Proven Track Record

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ISO 9001 Model and Requirement

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Management Process Model ISO 9001:2008

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ISO 9001: 2008 Outline

SECTION 4 Quality Management

Management Process Model ISO 9001:2008

4 Quality management system

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Management Process Model ISO 9001:2008

Management Process Model ISO 9001:2008

6.1 Provision of resources

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Management Process Model ISO 9001:2008

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Management Process Model ISO 9001:2008

8 Measurement, analysis and improvement