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QMS – from basic form to performance improvement

SO SR. QMS – from basic form to performance improvement Mária Dologová, QM, SO SR, Slovakia Ján Dolog, EOQ senior consultant for QMS Q2010, Helsinki, 3-6 May 20 10. Contents QMS of the SO SR implementation, achievements further development.

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QMS – from basic form to performance improvement

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  1. SO SR QMS – from basic form to performance improvement Mária Dologová, QM, SO SR, Slovakia Ján Dolog, EOQ senior consultant for QMS Q2010, Helsinki, 3-6 May 2010

  2. Contents • QMS of the SO SR • implementation, achievements • furtherdevelopment

  3. QMS implementation Choice of the system implementation of internat. acknowledged QMS: QMS according toISO 9001 + CAF (some elements), CoP Approach to the system implementation adaption of the existing system to ISO requirements following the value creation process flow (approach used in ISO standard)

  4. QMS implementation • - achieved status - • the SO SR has: • General • defined scope of the QMS, • determined, described processes needed for QMS, + process interfaces • elaborated QMS documentation, incl. control

  5. Strategy - Tactics - System • determinedcustomerneeds & expectations • established quality policy, development strategy, strategic obj.; quality objectives • determined responsibilities, authorities and internal communication channels, topmanagement representative re QMS • Resource management • determined and provided resources for QMS

  6. Production planning, production • developed processes needed for production of stat. products • determined requirements related to stat. product(req. of customers, - regulations) • ensured product design and development • ensured that data obtained from data suppliers(and other inputs) conform to specified requirements • ensured identification& traceability of the stat. product throughout the production • ensured protection of confidential stat. data, …

  7. Monitoring, measurement, analysis • Review, evaluation; Action - Improvement • established processesfor monitoring and measurement • determined means of preventing nonconforming products and eliminating root causes of nonconformity • established process for continual improvement of the QMS

  8. QMS presents / ensures: systemised way of doing things in the institution continual performance improvement by enhancing customer satisfaction(+ other inter. parties) demonstration of the ability to provide products that consistently meet requirements(customers, regulat.) Good basis for effectiveness gains through further development of the QMS

  9. QMS - development QMS development determined by the SO SR Development Strategy by 2012: Strategy map(BSC) Value of the institution Trustworthiness of products / services Acknowledgement on nat. & internat. level via relevant, mutually harmonised & consistent efficient statistical systems Customer satisfaction Products meeting customer requirements, emphasis on Q (stressing facilitation of the right interpretation & convenient access) Relations, partnerships Effective internal processes Know customers better, Create value-added products, provide convenient access to products Improve input effectiveness Improve int. effectiveness of processes Vision MissionValues Systems, knowledge IS/ICT (supporting VAP m:n) Knowledge basis, Culture of the institution Financial resources, Cost management Quality management system

  10. State admin; EU & int. org.; other org. clear data  information  knowledge facilitating right interpretation Support - managerial effective communication Communicat. with customer Customer &hisrequirements Product creation Delivery Dissemin. Customer &hissatisfaction Data collection & processing consolidated DB easily accessible low burden „1 x and enough“ Methodology consistency integrity Support - resources Supplier- Adm.s, oth. Supplier – oth. Rep. U Other org. Main focus

  11. QMS – as management system has to focus on the following QMS principles: • Leadership& Involvement of people • Strong customer orientation • Establishment of effective relations with customers, data suppliers, employees(knowledge workers) • Process approach - performance measurement - optimisation of processes*)(interfaces) - effective allocation of resources *)for production of statistical products + necessary supporting processes

  12. QMS enhancement by key tools for performance improvement: Value-based management & Cost management improvement of the system performance through: analysis of value creation for customer vs cost consumption Consequence for managers: - Keep, develop useful (VA) performance - Optimise non-value-adding but necessary performance - Eliminate unplanned performance (unnecessary, erroneous)

  13. Implementation through Action programmes: • Optimisation of process interfaces • restructuring of value-added process (production of stat. products); main new structures: • Coordination of ensuring data basis (cost-optimal) necessary for production of stat. products • Central general methodology • Implementation of cost management(+ project) • completion of transaction info systems (... allocation of working time to project / activities,... model m:n, GSBPM) • establishment of MIS ( ... EIS)

  14. Thank you for your attention Change of mental model

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