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Function
To incorporate a quality management system, think of operations as processes that you must
improve. Quality is not a one-off result, so, to achieve it, you must focus on continuous
improvement in all processes. The steps you take to improve quality must be evidence-based.
You also must hold suppliers to high standards when it comes to satisfying requirements. Most
importantly, focus on your customers -- their requirements, perceptions, and needs.
Extension
For many businesses, the idea of quality management goes beyond product and service
improvements. These businesses conduct business activities in a sustainable manner. They use
raw materials and leave minimal environmental footprint. They do this by investing in
technologies and processes that are environmentally friendly. They report their processes,
accounts, finances, future goals and activities without prompting from regulators. By integrating
the concepts of quality management systems in their reporting practices, they reduce regulator
and investor demands for transparency.
Purpose
The primary goal of a quality management system is to beat the competition. It does this by
adding value at each stage of production. It defines long term plans for your company while at
the same time providing a framework for it. Quality management systems make every employee
the owner of customer satisfaction. Internally, it generates a sense of collaboration and
motivation. You might set yearly objectives for sales growth or product innovation, but every
objective will be methodically driven on the basis of quality product, care and service. Initiation
of a quality management system in your business can identify waste, straighten out processes and
hence reduce costs by decreasing inefficiencies. It, therefore, improves customer satisfaction,
increases sales and furthers the goodwill of your business.
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1. Check sheet
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
3. Pareto chart
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method