ASSIGNMENT

ON

TOTAL QUALITY MANAGEMENT

IN
PHILLIPS
Submitted in the partial fulfillment
for the award of degree in

BACHELORS OF BUSINESS ADMINISTRATION

IN

University of Central Punjab, Bahawalpur

Submitted by

MUHAMMAD FAISAL AMIN

Under the guidance of

MA’M MAHUM TARIQ

Department of Business Management

University of Central Punjab, Bahawalpur
Q#1. Definitions of quality in terms of business and services?

Philips means quality

I was reflecting on what a year it’s been - our 125th as a company and my 1st in the role –
when I realized that this intersection of old and new, past and future, actually describes where
we stand as an organization.

Usually we’d celebrate an anniversary like this by using our history of great products to tell
each other and the world how future-proofed we were. In other words, we’d look back.

But instead of being self-congratulatory, we decided that it would be more honest and
productive to be self-aware. So, we took a hard look at ourselves, reviewed the passing days,
and made a commitment to change.

We no longer think of Philips as making products but creating futures for people – most
importantly our staff and customers in China. And why is this? Because only by creating such
futures can we create a future for our brand.

Changing our thinking was the first step. The second has been to turn this into reality by
relentlessly pursuing one goal – Quality.

We used to see quality as a product issue, and the responsibility of the Quality & Regulatory
department. This meant that sometimes a launch deadline or sales target was our top priority.
But not any more. Quality is now understood to be a culture. And it’s now our top priority,
always. For everyone, everyday, everywhere in the company.

As a result, we’re using quality to transform our culture, our organization and our people.
Including myself.

But how will we achieve this? By going beyond simply having a strong Quality & Regulatory
department, although we’re hiring more Q&R professionals, who’ll have more authority, than
ever before. By implementing a single China-wide Quality Management System for which I
will take personal responsibility. By putting quality on the agenda at every top-level
discussion in China and around the world. By placing a premium on talent - taking everyone
currently at Philips on a transformational journey to activate (and keep activating) the
‘Quality Gene’, and recruiting only those with the right attitude and behavior as well as the
right skills.

And what will success look, sound, taste, smell and feel like? When people inside or outside
the company are asked what Philips means, and they answer “quality”.

Q#2. Range of quality management approaches that can be adopted by the

organization.
Phillips Precision has adopted and realizes the benefits of Quality Management Principles
into our daily activities. The intent of the Quality Management Principles is to provide a
foundation to continually improve upon the Company’s performance. Subsequent sections of
the QMS Manual will provide our commitments of the following QMP elements:

 customer focus;
 leadership;
 communications and the engagement of our people;
 process approach;
 improvement;
 risk & opportunity as well as evidence-based decision making;
 relationship management.

Process Approach

Phillips Precision has adopted the “Process Approach” into our daily operations including the
PDCA Cycle. We have considered the utilization of Risk-Based Thinking Philosophy when
developing, implementing, and improving the effectiveness of our Quality Management
System. This approach will enable Phillips Precision to enhance the overall performance of
the Company by effectively controlling the interrelationships and the interdependencies
among the QMS processes. The implementation of the “Process Approach” in our QMS
enables;

 the understanding and consistency with achieving customer specific requirements;

 the consideration of our processes in terms of added value;
 the achievement of effective process performance;
 improvement of our processes based on the evaluation of data and information.

Q#3. How Quality management can be measured?

Monitoring, Measurement, Analysis and Evaluation

The objectives of monitoring, measurement, analysis and evaluation are: process criteria,
product characteristics, performance and effectiveness of the QMS. Results from monitoring
and measurement are evaluated. Informational reports are presented to management for
general review and making decision on opportunities for improvement.

Customer Satisfaction

Phillips Precision monitors information relating to customer perception of our continual

ability to fulfill their requirements. Maintaining customer satisfaction is one of the principal
objectives of the QMS. Collecting and analyzing customer feedback and complaints, and
customer satisfaction is conducted during management review. Customer satisfaction data is
used by management to identify opportunities for improvement.
Q#4. Complaint procedure and analyze used to improve quality.

Analysis and Evaluation

Phillips Precision performs necessary analyses and evaluates appropriate data and
information initiated from monitoring and measurement and uses the results to evaluate
conformity of products and services, customer satisfaction, the performance and effectiveness
of the QMS, the performance of external providers, and the need for improvement of the
QMS.

Internal Audit

Phillips Precision plans and conducts internal audits at planned intervals. Internal audits are
conducted to verify quality activities and related results comply with planned expectations
including customer contractual requirements and other QMS requirements as deemed
necessary and applicable. The Business Manager is responsible for organizing and
coordinating the internal audit to ensure that the audit scope, the frequency and methods are
defined, and the following requirements are satisfactorily achieved:

 definition of audit responsibilities;

 definition of requirements for planning and conducting the audit including taking
appropriate correction and corrective actions without undue delay;
 assurance of auditor independence;
 recording of audit results;
 communication of audit results to management;

Management Review

Phillips Precision Management Review process is planned and includes the following
considerations:Management Review Inputs: Assessment of the QMS is based on a review of
information inputs to Management Review. Input examples include:

 the status of actions from previous management reviews;

 changes in external and internal issues that are relevant to the QMS; customer
satisfaction and feedback from relevant interested parties;
 the extent to which quality objectives have been met;
 process performance and conformity of products and services;
 nonconformities and corrective actions;
 audit results;In addition, management review inputs shall include the adequacy of
resources, the effectiveness of actions taken to address risks and opportunities and
 opportunities for improvement. Results of Management Review meetings shall be
retained.

Q#5. Importance of communication and record keeping.

As stated by ISO 15489, approaches to the creation, capture, and management of records
ensure that authoritative evidence of business is created, captured, managed and made
accessible to those who need it, for as long as it is required. This enables the following:

 Improved transparency and accountability.

 Effective policy formation.
 Informed decision-making.
 Management of business risks.
 Continuity in case of disaster or catastrophe.
 The protection of rights and obligations of organizations and individuals.
 Protection and support in litigation.
 Compliance with legislation and regulations.
 Improved ability to demonstrate corporate responsibility, including meeting
sustainability goals.
 Reduction of costs through greater business efficiency.
 Protection of intellectual property.
 Evidence-based research and development activities.
 The formation of business, personal and cultural identity.
 The protection of corporate, personal and collective memory.

A Records Management Solution (RMS) is an electronic archive tool that allows users to
manage and control their records, through a secure and restricted access (by user profile), for
both electronic and physical formats. It enables to search, track, store, organize, share and
manage documents and relevant information for multiple business purposes.

If you are considering the implementation of a new RMS (digital and physical), ensure it
covers the following main features:

 Secure access to documents and facilities based on user profile.

 Documents search by Metadata, by Free search or by Tags, or by georeferentiation
(physical records).
 Document classification by multiple metadata fields (departments, entities, process,
year, document type, subject, etc.).
 Retention schedules management per document type. Notifications control (alerts) for
scheduled document destruction.
 Reporting status and monitoring per document/process.
 Metadata editing / deleting (depending on user profile).
 Image availability for downloading and sharing, or to be printed.
  Easy and secure online search.
 Online document storage.
 Files uploading (by document type and process type).
 User profiles / access conditions management.
 Status per document.
 Integration with the Document Management System and third-party applications.

Retention periods are critical to ensuring compliance with existing regulations. An automated
monitoring service streamlines all the process and can be configured for each document type
that alerts users on destruction dates and proceeds as per document retention policies. This
allows an efficient document retention management policy for both physical and electronic
records.