Qms conversion a process approach download

It is also suitable reading for graduate students. The need to maintain high-quality education standards is a critical requirement for HEIs to remain competitive in the market and for government and regulatory bodies to ensure the quality standards of programs offered. From being an implicit requirement that is internally addressed, quality assurance activities become an explicit requirement that is regularly audited and appraised by national and international accreditation agencies.

HEIs are voluntarily integrating quality management systems QMS , institutional and program-specific, in response to the political and competitive environment in which it exists. Through its higher education department or by creating non-profitable accreditation bodies, many governments have implemented a quality framework for licensing HEIs and invigilates its adherence based on which accreditation statuses are granted for HEIs.

Global Perspectives on Quality Assurance and Accreditation in Higher Education Institutions provides a comprehensive framework for HEIs to address quality assurance and quality accreditation requirements and serves as a practical tool to develop and deploy well-defined quality management systems in higher education.

The book focuses on the critical aspects of quality assurance; the need to develop a concise and agile vision, mission, values, and graduate attributes; and to develop a system that effectively aligns the various activities of the HEI to the attainment of the strategic priorities listed in the institutional plans. The chapters each cover the various facets of the quality assurance framework and accreditation agencies' requirements with practical examples of each.

This book is useful for HEI administrators, quality assurance specialists in HEIs, heads of academic departments, internal auditors, external auditors, and other practitioners of quality, along with stakeholders, researchers, academicians, and students interested in quality assurance and accreditation in higher education.

Book Summary: Whenever I step into an aeroplane I cannot avoid considering the risks associated with flying. Thoughts of mechanical failure, pilot error and ter rorist action fill my mind. I try to reassure myself with statistics which tell me there is greater chance of injury crossing the road. The moment the plane takes off I am resigned to my fate, placing faith in pilots who are highly qualified and superbly trained for the task of delivering me safely to my destination. To be a passenger in an aeroplane is to express faith in the systems used by the airline.

It is to express a faith in the quality of the airline's organisation and the people who work within it. The same is true of surgery. Thoughts of mortality are difficult to avoid when facing the surgeon's knife.

However, faith in the surgeon's training and skill; faith in the anaesthetist and theatre technicians, faith in the efficient resources and quality of the hospital all help to convince that there is little need to worry. Apart from flying and surgery there are many facets of life which entail risk, but, knowing the risks, we willingly place our confidence in others to deliver us safely. In the consumption of food, however, few of us consider the risks. Everyday, if we are fortunate, we eat food.

Food sustains and gives us pleasure. Food supports our social interactions. Book Summary: Integrated management systems IMS are an innovative way of handling the plethora of management functions and procedures that are applied throughout major construction projects. Contracting companies use management systems to shape and define the corporate arrangement of their business activities, translating these into operational procedures for application to the construction projects they undertake.

The management of quality, environment, and safety are at the forefront of systems evolution where the integration of these traditionally independent and dedicated standards-based and process-orientated systems can provide the potential to deliver greater organisational efficiency and effectiveness.

This is the first textbook to cover each of the international standards for quality, safety and environment ISO, ISO and ISO and to discuss integrating them. This book provides a detailed yet accessible text to support the study of quality, environment, and safety management systems on professionally accredited undergraduate courses throughout the built environment and for advanced postgraduate courses in construction, project, and engineering management.

It is also an indispensible reference for construction professionals working for principal contractors, subcontractors and construction industry supply chain organisations. The reaction rate profiles were obtained by solving the mass transfer and kinetics of reaction in a 2-dimensional model of the system. The primary challenge of this research was to develop the kinetic model of the reaction to describe the kinetic behavior as the reaction occurred on the membrane surface.

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Book Summary: Quality Systems Handbook is a reference book that covers concepts and ideas in quality system. The book is comprised of two parts. Part 1 provides the background information of ISO , such as its origin, composition, application, and the strategies for registration.

Part 2 covers topics relevant to the ISO requirements, which include design control, internal quality audits, and statistical techniques.

The text will be useful to managers, auditors, and quality practitioners who require reference in the various aspects of quality systems. Book Summary: What is risk based thinking? Do you know how to address risks and opportunities? Did you ever analyzed risks?

Are you sure it is that what the ISO expects? What do you really know about knowledge management? Can you identify the types of knowledge in your organization? How do you maintain knowledge? What is awareness in the eyes of the ISO Standard? Can you tell the relation between awareness and the effectiveness of the QMS? This book explains in details all the new issues and topics required by the ISO Standard and gives you the tools and tricks to answer the new requirements.

Just read and do. The table of contents in the book are identical to the table of contents of the standard so you can orient yourself quite easily and find the specific advice you are looking for.

Book Summary: This book examines the various quality management systems applied to the construction industry in Hong Kong and other parts of the world. Hong Kong's experience is particularly important because it plays a leading role in construction quality management globally.

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The contributions in each volume offer readers fresh insights into the latest findings, emerging applications, and ongoing research in the field from a diverse perspective. What is required is clearly a change in direction away from documenting what exists to designing effective processes—a task, the complexity of which will become apparent from reading this chapter.

Nature of processes Processes comprise the actions and decisions required to transform the inputs into outputs that meet process objectives. However there are different types of activities and every activity requires adequate resources, information and a suitable environment for an effective transformation to take place.

A popular way to define a process is through a flow chart. However, the flow chart should not be construed as being the process, as it is often merely a diagrammatic representation of the steps of a process. Each process has a number of inherent characteristics.

Constraints that prevent, restrict, limit or regulate events. Information gathered about the existing processes should be recorded in a Process Description and the results of the analysis in a Process Analysis Report, as this will contain the changes to be made. Process design 1. Determine the purpose and overall objectives of the process 2. Determine measures of success 3. Determine measurement methods 4.

Identify key stages 5. Construct process flow charts for these key stages 6. For each stage: a. Define inputs c. Define the tasks that make up the flow charts b.

Define resource requirements Define information needs Define the outputs and constraints, relating each to measures of success 7. Perform control analysis a. Identify planning activities d. Identify feedback loops for corrective actions 8. Conduct functional relationship analysis and simplify as necessary 9. Conduct analysis of relationships with other processes and simplify as necessary. This is key to ensure the provision and maintenance of information needs Identify the specific skills and competencies required to deliver the outputs at each key stage Identify other resource requirements Process validation, and improvement 1.

Determine current performance and future targets 2. Perform cultural analysis and prepare cultural change program as necessary 3. Perform failure modes and effects analysis and install failure prevention features as necessary 4. Perform productivity assessment and improve process efficiency as necessary 5. Deploy system requirements a. Identify process element where requirement applies c. Insert additional effectiveness b.

Identify compliance or omissions elements if essential for d. Complete system requirement compliance matrix a. Identify stages where requirement will be satisfied c. Complete stakeholder requirement compliance matrix process 6.

Deploy customer and other stakeholder requirements b. Repeat process performance measurement and recycle sequence as necessary 87 Process analysis Key performance indicators KPIs The process objectives were identified in Chapter 5 and having produced a diagrammatic representation of the process it is necessary to determine how achievement of these objectives will be indicated.

For example, the objective of a purchasing process might be to supply the organization with the products and services it requires to meet its objectives. Data should be collected using the agreed performance measures and the gap between desired and current performance determined. Process flow charts On completion of the System model, the descriptions of business processes and the Function Matrix, the Process Development Team can commence development of the process charts. The first series of charts to develop is the business process charts.

As each is completed, charts for each work process can be developed. This is an iterative process whereby the business process charts and system model are revisited to modify them as more and more facts emerge. Some simple charting conventions are shown in Figure 8. These are not drawing logic charts or software data flow charts—these represent the sequence of actions and decisions that occur in the process and notes of some key facts about them.

The source can be customers, suppliers, processes or procedures. Input and output connections can be made on any side, but the normal flow should be top to bottom. Process No Decision This shape represents a decision and the possible results are depicted on the output lines. Yes Lines with single arrows show the direction of flow from one shape to another.

Lines with double arrows indicate two way flow between the same shapes Enquiry Text on a line identifies the nature of the product or information that is flowing between the connected shapes Data collection points are attached to the shape that generates the data Product specification Inspection procedure Route card Call out annotation contains information that is used in the action or decision This symbol attached to the shape indicates an event that achieves a specified customer requirement Figure 8.

The chart should reflect how business is currently conducted, not how people think it is conducted or how it should be conducted.

An example is shown in Figure 8. Although, it is not the purpose of quality system development to merely document what you currently do, it is necessary to commence with an accurate description of processes, as they currently exist. Chart the sequence of events that follow receipt of the input from the feeding processes to the output that is transmitted to the receiving processes.

Either start or end with a link to that process. All work requires an input to commence. In many cases the input is System either a product or a piece of information. Even with time Sub-system or Process dependent tasks, the task commences with the release of Process or Sub-process the time schedule that stipulates when the task is to be performed. Task or Activity Ask the question "Where do the instructions come from to trigger Activity or Step this process?

The diagram shows Figure 8. The sub-system category may be used to classify major processes that comprise processes or sub-processes. Product realization and resource management are examples where an intermediate division of processes is needed in order to capture different versions of the same generic process. For instance, the process for acquiring physical resources will differ from the process for acquiring human resources.

Here we take one of the business processes of the system model, identify the tasks that constitute the business process and form the second tier of flow charts.

Next we take each task of a business process and identify the activities that constitute the work processes to form further flow charts. This illustration is symbolic. The tasks may interface with other processes and there may be decision tasks as well as action tasks. The tasks in the business process chart are likely to cross-functional boundaries so that the responsibility for each task is different.

At the work process level, the responsibility for each activity may be the same but it may take several tiers before reaching this level. So that the set of charts reflects a coherent system, it is important to ensure all process linkages are in place.

Ensure all process initiators and terminators link to other processes, or in the case of business inputs and outputs, ensure they link to the external organizations. Also ensure the titles used in the initiators 93 Process analysis and terminators are the same as the processes feeding the inputs or receiving the outputs. Task analysis Often what is known about a task is that which is described in the related procedures.

If these have been produced using ISO or ISO as the guide, many aspects essential for its effective operation may have been overlooked.

The task itself may also not fulfill a useful purpose within the process. Does the task provide an output which serves the process objective? Do we have measures for its performance? Have we got an effective method of measuring performance? Do we have results that indicate that the task is performing to target?

Is the output provided at the appropriate stage in the process? Is this the only process that generates this output? It is also useful to perform a comprehensive task analysis in order to discover the characteristics upon which its effectiveness depends. Such an analysis will reveal the current basis for performing the task as well as any omissions. Who receives them? How are they supplied? When are they supplied?

How frequently are they supplied? How are they held pending use? What happens if they are late? What skills and competencies are required to deliver the outputs? What happens if they are incorrect? What source traceability is required? What is the preceding step? What approvals are needed to start? What precautions need to be observed? How is performance measured? What happens when failure is encountered? What happens if the task is omitted? What effect do they have on performance? Who checks that the constraints are maintained?

What happens if they are not maintained? How frequently are the checks performed? What is at risk if constraints are removed? How would their removal be detected? How are they measured? What happens if they are not correct? How is waste dealt with? What happens next?

The results may be used as inputs into a Process Description or displayed on the relevant process charts. Process constraints The constraints on a process are the things that limit its freedom. Actions should be performed within the boundaries of the law, regulations impose conditions on hygiene, emissions and the internal and external environment.

They may constrain resources including time and costs , effects, methods, decisions and many other factors depending on the type of process, the risks and its significance with respect to the business and society. Almost all constraints are imposed by stakeholders. Therefore constraints invariably are related to outcomes or measurable outputs. Process resources The resources in a process are the supplies that can be drawn upon when needed by the process.

Resources are classified into human, physical, information and financial resources. The human resources include managers and staff including employees, contractors, volunteers and partners. Physical resources include materials, equipment, plans, machinery but also include time. Information includes all the necessary knowledge required to enable the human and physical resources to achieve the process outputs.

The financial resources include money, credit and sponsorship. Resources are used or consumed by the process. People are a resource when used by the process but are inputs when transformed by a process such as a training process that imparts skills. Each process manages the utilization of resources not their acquisition, deployment or maintenance. The resources required by a process are therefore acquired and delivered to the process from a resource management process.

This resource management process also plans, maintains and disposes of these resources. All processes require physical resources that are available and capable, human resources that are available and competent, financial resources that are 96 Process analysis available and sufficient and information resources that are available and dependable.

Capability When assessing physical resources it is necessary to determine the capability required to deliver the process objectives. For example, production equipment would need to be serviceable, safe and capable of producing the product features required within specified limits. Measuring equipment would need to be serviceable, safe and capable of measuring the required parameters accurately and precisely i.

Lifting equipment would also need to be serviceable, safe and capable of carrying the load required. Competence When assessing human resources it is necessary to determine the competence required to deliver the process objectives. Simply possessing the ability to operate a machine is not a mark of competence.

Competence is concerned with demonstrating the ability to achieve objectives. The competent operator delivers results that meet the process objectives. When identifying the competence needed, it is important to distinguish between competence and qualification. If a person has the appropriate education, training and skills to perform a job the person can be considered qualified. If a person demonstrates the ability to achieve the desired results the person can be considered competent.

A professional football player with a broken leg is not competent to play the game until his leg has healed and he is back in top form.

Dependability When assessing information resources it is necessary to establish their integrity, accuracy, legitimacy, authenticity and hence their dependability. Information from an unreliable source is likely to be suspect.

Information that has not completed the preparation cycle and passed through relevant approval stages may be incomplete or inaccurate. Information that was produced using invalid data is likely to be unsuitable. Information that is simply not relevant or obsolete is likely to be inadequate. Information needs to be deemed dependable before use in the process. It is therefore the function of the process that produces information to ensure its dependability before being routed to processes that use the information.

The process using the information simply verifies that it is received from a dependable source. Control analysis Once the initial chart has been developed a control analysis should be performed to identify key controls. Using the generic process model in Figure 8. The inputs should be shown on the input feed lines and outputs on the output feed lines. The interfaces between processes should be matched with one another so that the charts represent the flow of work through a process and the complete suite of charts reflects a coherent system with no gaps, overlaps, dead ends or loose ends.

System requirement deployment An approach taken to ISO by many organizations was to respond to the requirements of the standard in the sequence they were stated. This approach assumed that the requirements were firstly listed in a logical order and secondly that the requirements covered every process the organization needed to employ.

There are therefore activities that were not addressed by the standard. A more appropriate approach is to model the business as described in Chapter 6 and then deploy or map the requirements onto the identified processes.

In this way any gaps will be identified where the processes would be noncompliant. After creating the system model, associated business processes and work process charts, the requirements of the external standards and regulations should be deployed onto the flow charts and a series of Compliance Matrices of the form in Table 8.

An even more robust approach is to use ISO in the matrix thereby identifying opportunities for improvement beyond mere compliance with ISO Where requirements of the standard cannot be matched with any task or decision in the set of charts, a gap may have been identified. In principle, a requirement of an external standard e. A failure modes and effects analysis is a systematic analytical technique for identifying potential failures in the design of a product or process, assessing the probability of occurrence and likely effect and determining the measures needed to eliminate, contain or control the effects.

Firstly each function of the process is identified, i. This element is not essential but does make the result numerical and hence comparable. The higher the result the higher priority needs to be given to it. Failure prevention features For each process failure mode ensure that provisions are in place to eliminate, control or reduce the effects of failure.

This is computed after the actions have been taken so as to indicate the degree of improvement. Relationship analysis From the function descriptions and flow charts, relationships should be assessed for conflict of responsibility and authority. Productivity assessment Actual information flow should be assessed to identify the number of transactions caused by inputs or outputs not being completed before work commences.

The frequency that work recycles the feedback loops should also be assessed to identify ineffective practices. In developing the ISO system many more checks, inspections and reviewing points than are actually necessary may have been introduced. Assess decision points and establish whether they are justified in terms of their impact on process objectives and are being taken neither too soon, too frequently, or too late to detect failure.

Information needs analysis The task analysis will produce a great deal of information about the process and it is necessary to determine what information will be needed for the effective and efficient operation and control of the process.

ISO defines a document as information and its support medium. Therefore documents are carriers of information. The needs for documentation should be derived from the needs of the process. From the task analysis a list of information needs can be generated. Having obtained an answer to each question in the task analysis, establish the form in which the information will be conveyed to, within and from the process.

A range of information carriers is defined in Table 8. Cultural analysis If we ask people to describe what it is like to work for a particular organization, they often reply in terms of their feelings and emotions that are their perceptions of the essential atmosphere in the organization.

This atmosphere is encompassed by two concepts—culture and climate. The founder gathers around people of like mind and values and these become the role models for new entrants. It is an invisible force that consists of deeply held beliefs, values and assumptions that are so ingrained in the fabric of the organization that many people might not be conscious that they hold them. Culture is expressed by the values, beliefs and norms that permeate an organization and help shape the behavior of its members.

Culture guides an organization in meeting its objectives, in working with one another and in dealing with the stakeholders. Culture is therefore the most powerful force in an organization for making things happen.

If the culture is value-based, one can issue instructions, rules and regulations with monotonous regularity with little Process analysis effect. They will simply be ignored as people go about their work, determining for themselves the right things to do. If the culture is command-and-controlbased, expounding principles and values will equally have little effect as people await instructions telling them what to do.

If the culture is one that is based on trust, the introduction of approval levels will meet with resistance. Where fire fighting is the norm, people thrive on fixing things and avoid the less macho image of silent study and careful planning to secure success and prevent failure. Things do not change simply because someone in authority releases a document, a policy an edict!

There has to be a desire for change, the motivation for change and a leader who will create and nourish the environment in which cultural change will evolve. There will be cultural factors that are affecting the current performance of a process.

Some of these may be advantageous and some detrimental. In moving to a process approach, some beliefs will have to change.

The cultural traits that act as drivers and barriers to system effectiveness need to be identified so that the impact of change is fully recognized and accepted by management before proceeding beyond system design. As processes serve to achieve objectives it follows that culture is a key factor in the effectiveness of business processes. A cultural analysis is therefore necessary to establish those aspects of behavior that impact process performance. Any installation requires a firm foundation and the purpose of analysis to establish what changes have to be made to prepare the foundations for a successful installation.

Some of these will pervade all processes and some may be process-specific and not become apparent until much later. What is important at this stage is to identify the key cultural changes that need to pervade the whole organization. Determine what the current perceptions are relative to each factor then look forward to what you want the perceptions to be.

The difference between the two is the objective to aim at. By identifying measures and targets for establishing whether the objectives have been met, progress along the journey towards cultural change can be determined. The factors that characterize each of the eight principles of quality management in Tables 3. It may include policies, business process overview and process descriptions and be used for management and training purposes Policies Policies are used to define constraints over actions and decisions so that they meet the needs of stakeholders.

Business Process Overview Diagrammatic description of Business processes that is used to show their interrelationship Process Descriptions Descriptions of each business process which show the process purpose, objectives, measures, necessary inputs, flow or sequence of key tasks, outputs, and performance review activities.

Control procedures Control procedures control work on a product or information as it passes through a process. Work Instructions Instructions describe how specific tasks are to be performed or controlled as product, information or service passes through a process. Standards Standards define acceptance criteria for judging the quality of an activity, a document, a result, a product or a service.

Specifications Specifications are used to define requirements for a task, a product, a service or a process. Blank labels Labels identify product status and are often disposed of when the status changes. The process approach is one of the Principles of QMS. Basically, the customer intimates the order to the customer representative marketing and then the organization executes the job activities according to their process approach.

Then the process manager arranges the process accordingly to execute the process and simultaneously QC team monitor the process and product characteristics to confirm the product and allow passing the next operation and doing so the product is made and supply to the customer with the fulfillment of their requirement.

I hope, you got a complete idea of how the process and several departments are interacted with each other to complete the jobs.

So actually this is called process approach. Thank you for reading…keeps visiting Techiequality. The real value of the process approach is its focus on results thereby eliminating activities and procedures that do not add value in the organization's quest to satisfy its customers and other interested parties. Written in a straightforward, non-technical manner, the approach is easily understood and followed by managers or engineers at any level.

It allows readers to focus on results rather than functions, activities, procedures or standards. Applying this methodology to the management of quality will give you a distinctive competitive edge over the companies that end the certification process once the requirements have been met.

The chapters follow the sequence of the conversion process and each addresses the change in direction brought about by the ISO family of standards.