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MEASUREMENT CHALLENGES WITH QUALITY SYSTEMS LIMITS OF ISO 9000
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The ISO 9000 standards process model is depicted in Figure 3-1. According to the process model, any activity, or set of activities, that uses resources to transform inputs to outputs can be considered a process. For a company to effectively implement a quality management system, it needs to identify and manage various processes and their interactions. The output of one process is an input to another process. To implement a
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Continual Improvement of the Quality Management System
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Measurement, Analysis, and Improvement
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Output
FIGURE 3-1.
Process-based quality management system. (ISO 9000:2000.)
companywide quality management system, the company must implement process management at each process (function or subsystem) level. To manage a process, the process owner needs to control inputs, in process, and output as shown in Figure 3-1. The process owner must not only understand the requirements but also be able to receive, produce, or supply according to the requirements. Verification methods are needed to ensure compliance to the requirements at various stages of the process. This might involve controlling suppliers or monitoring the product or process through data analysis, inspections, testing, or measurements. If the verification shows that requirements are not met, the process owner needs to initiate corrective action. Once we learn how to manage a process effectively, we must identify critical process steps throughout operations, verify them, ensure that they comply with requirements, and then produce acceptable results. According to ISO 9001:2000, a process is run effectively when the process owner ensures the following: processes are clearly defined and documented, steps are clearly documented, employees are trained, good data are collected, data are analyzed, and corrective actions are taken.
CHAPTER THREE
If the roles and responsibilities of every employee are defined and documented and accountability is established, company management can smoothly run the business with the process management mentality. Of course, if it s not monitored, the quality management system can be blamed for any problems. With process management, the difference between employees and management disappears. Everyone, including management, must perform the assigned tasks according to the intent and processes of quality management. With this synergy and harmony, the company develops an effective quality management system that can facilitate growth as well as downsizing equally well. A well-run quality management system should make the company perform like a well-oiled machine. Today, about 500,000 businesses have invested heavily in the ISO 9000 system. The ISO 9000 system allows a company to create an infrastructure that guides process management throughout the organization. The most common benefits of implementing ISO 9000 quality systems include the following:
G G G G
Consistency, standardization, and repeatability of processes Increased business Customer confidence Better management and less confusion in the plant
There are challenges with the system, however, that have led to suboptimal performance. Some of the industrywide concerns include
G G G G
Excessive documentation or paperwork No change in the way of doing business Management ignorance Invisible improvement in performance
The challenges imply the lack of a performance measurement system that maintains the accountability between leadership and the operator. In other words, some roles are not played well typically, the nonproduction roles.
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SHORTCOMINGS OF SIX SIGMA MEASUREMENTS
At the same time as the ISO 9000 standards were released, the Six Sigma initiative was launched at Motorola. Some companies that have implemented Six Sigma have had difficulty sustaining the optimum level of performance. Each successful Six Sigma implementation was passionately led by the company s chief executive. Some of the key aspects of successful Six Sigma implementation include the following:
G G G G G G G G G G
Commitment Accountability Aggressive goal setting Communication Common language Process thinking Innovation Metrics Rate of improvement Rewarding experience
To ensure that these key aspects are implemented successfully, measurements are needed to monitor progress. Typical measurements include the following:
G G G G G G
Defects per unit (DPU) Defects per million opportunities (DPMO) Process yields Customer satisfaction Customer returns Employee suggestions
It appears that Six Sigma measurements focus on performance at the process level; however, the measurements are not aggregated
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