Appreciative Internal Audit: A Strength-Based Approach to Quality System Auditing – A Case Study. Jon Morris President JDQ Systems Inc. Vancouver‚ BC‚ Canada Introduction Traditional internal audits fulfill an important need for companies with fresh ISO 9001:2000 Quality Management System implementations‚ but for companies with mature systems‚ those registered for more than five years‚ an innovative approach to auditing called “Appreciative Internal Quality Audit” can take them beyond compliance to excellence
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communication‚ define and clarify quality activities‚ rationalize the work of quality assurance‚ facilitate quality control‚ provide a base for system audit‚ and as teaching materials. While the above benefit bases on 4 types of documents‚ according to ISO9001: 2008‚ 4.2.1‚ the quality management system documentation shall include: 1. Quality Policy and Quality Objectives‚ Quality Manual Quality Policy refer to the company’s position‚ developed by managerial and quality professionals to express the
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LIST OF CONTENTS CHAPTER NO PARTICULARS PAGE NO. 1 INTRODUCTION 1.1 About the study. 1.2 About the industry. 1.3 About the company. 1 2 5 2 Purchase department 2.1 Purchase of Yarn. 2.2 Purchase of Machineries. 9 10 10 3 Production department 3.1Basic production process. 3.2 production process. 3.3 other process. 12 12 13 16 4 Human Resource department 4.1 Recruitment & Selection. 4.2 Training. 4.3 Time Office 4.4 Security Office 4.5 Leave Facility 4.6 Training And Development 4.7 Wages And Salary
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William Edwards Deming was a master of quality improvement. His demonstration called the “Red Bead Experiment” was an amazingly simple‚ but effective way to highlight some problems in quality management. The example‚ which he used in many of his seminars‚ involved a batch consisting of approximately 80% white beads and 20% red beads. A group of willing workers were trained to use paddles that collected samples of beads for quality testing. The workers showed their paddles to managers who would then
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Hank Kolb‚ Director‚ Quality Assurance Problem Definition The fundamental problem is management. Senior management lacks the policies and visible support of a quality philosophy such as following a ISO 9000 Quality System. Even though they have recently appointed Hank Kolb to oversee their quality program‚ which is a move in the right direction‚ there is still a lack of visible senior management support for quality. The fundamental problem shows up in a number of symptoms such as putting schedule
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consistent quality conformance in today’s markets to help ensure that suppliers are able to meet consumer requirements. (p 343 Hill) Following the 1980’s there was a massive surge in international trade and heavy emphasis was placed on the need for standardised quality practises. This led to the International Organisation for Standards coming together and creating the ISO 9000 series in 1987. The aim was to create the framework for governing activities and procedures for managing quality (p 344‚ Hill)
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GOA INSTITUTE OF MANAGEMENT BHEL’s Journey towards Business Excellence Business Excellence for Competitive Advantage 9/2/2010 Submitted by: Team 4 Amit Shroff (2009008) Akshay Sharma (2009067) Prabhakar Kudchadkar (2009097) Siddarth Naik (2009113) Vishwesh Singbal (2009119) Table of Contents Introduction to Bharat Heavy Electronics Limited (BHEL) ...................................................................... 3 BHEL’s Quality Policy ...........................................
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SCIENCES DEPARTMENT OF INFORMATION TECHNOLOGY NAME: TANUI MAGDALENE REG NO: IS/1032/09 COURSE: ICT MANAGEMENT COURSE CODE: INS 433 PRESENTED TO: DR .BII TASK: CAT 2 DATE: 27th JUNE 2013 QUESTION: Discuss ISO’s quality principle. As a manager which of the principle is above would guide you in IT management. Definition of Quality Management Principle: A quality management principle is a comprehensive and fundamental rule / belief‚ for leading and operating an organization‚ aimed
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more relevant to the desired results of the organization’s process activities. ISO 9001:2008 Quality management systems – Requirements has achieved these objectives‚ and the purpose of this additional guidance is to explain the intent of the new standard with specific regard to documentation. ISO 9001:2008 allows an organization flexibility in the way it chooses to document its quality management system (QMS). This enables each individual organization to develop the minimum amount of documentation
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or service quality – it is a way of managing people and business processes to ensure complete customer satisfaction at every stage‚ internally and externally. TQM‚ combined with effective leadership‚ results in an organisation doing the right things right‚ first time. The core of TQM is the customer-supplier interfaces‚ both externally and internally‚ and at each interface lie a number of processes. This core must be surrounded by commitment to quality‚ communication of the quality message‚ and
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