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Chapter 14

Chapter 14. ISO 9000 and Total Quality: The Relationship. Objectives. After reading the chapter and reviewing the materials presented the students will be able to: Understand ISO 9000 Quality Management System Compare ISO 9000 and Total Quality Management. ISO 9000 Basics.

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Chapter 14

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  1. Chapter 14 ISO 9000 and Total Quality: The Relationship

  2. Objectives • After reading the chapter and reviewing the materials presented the students will be able to: • Understand ISO 9000 Quality Management System • Compare ISO 9000 and Total Quality Management

  3. ISO 9000 Basics • ISO 9000 is based on 8 principles: • 1. Customer Focus: Understand customer needs, meet customer requirements, and strive to exceed customer expectations. • 2. Leadership: Establish unity of purpose and organizational direction. • 3. Involvement of people: Use abilities of employees for the benefit of the organization. • 4. Process approach: Things accomplished are the results of processes and processes and resources must be managed. • 5. System approach to management: Multiple processes contribute to system and should be managed as a system. • 6. Continual improvement: Of people, processes, systems and products. • 7. Factual approach to decision making: Decisions must be based on the analysis of accurate, relevant, and reliable data and information. • 8. Mutually beneficial supplier relationships: Both the organization and the supplier benefiting from each other’s resources and knowledge results in value for all.

  4. Origins of ISO 9000 and TQM • Dr. Edward Deming introduced the Plan-Do-Check-Act (PDCA) cycle to the Japanese in 1950 and it became one of the seeds of the Japanese quality revolution that gave us TQM. • PDCA has made its way to ISO 9000 and is said to be the operating principle of ISO’s management system standard. • Its function is to operate as a never ending loop resulting in continual improvement for products, services, processes and systems.

  5. Aims of ISO 9000 • The original aim of ISO 9000 was to ensure that the products or services provided by registered organizations were consistently fit for the intended purpose. • Customer focus and continual improvement have been added to make the registered organizations more competitive. • This is essentially the same objective of total quality management.

  6. ISO 9000 and TQM are not Interchangeable • Although ISO 9000 made a great leap towards TQM with its 2000 release, they are not yet the same (fig 14-3, page 237). • TQM is defined as an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its processes, products, services, people, and environments.

  7. Management Motivation for Registration to ISO 9001 • To improve operations by implementing a quality management system that satisfies the ISO 9000 requirements for management responsibility: resource management, product realization, measurement, analysis, and continual improvement. • To create or improve a quality management system that will be recognized by customers worldwide. • To improve product or service quality or the consistency of quality. • To improve customer satisfaction. • To improve competitive posture. • To confirm the requirements of one or more major customers.

  8. ISO 9000 and TQM Working Together • ISO 9001 registration can be a good first step into TQM. • ISO 9000 registration often is the most practical route to demonstrate compliance for European regulations with a quality system element.

  9. Summary • Dr. Edward Deming introduced the Plan-Do-Check-Act (PDCA) cycle to the Japanese in 1950 and it became one of the seeds of the Japanese quality revolution that gave us TQM. PDCA has made its way to ISO 9000 and is said to be the operating principle of ISO’s management system standard. Its function is to operate as a never ending loop resulting in continual improvement for products, services, processes and systems. • The original aim of ISO 9000 was to ensure that the products or services provided by registered organizations were consistently fit for the intended purpose. Customer focus and continual improvement have been added to make the registered organizations more competitive. This is essentially the same objective of total quality management. • TQM is defined as an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its processes, products, services, people, and environments. • ISO 9001 registration can be a good first step into TQM. • ISO 9000 registration often is the most practical route to demonstrate compliance for European regulations with a quality system element.

  10. Home Work • Answer Questions 1, 3 on page 241. • 1. List 6 statements that summarize the comparative scope of ISO 9000 and TQM. • 3. Contrast the aims of ISO 9000 and TQM.

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