Académique Documents
Professionnel Documents
Culture Documents
by
John Joseph J
2008HZ79621
PILANI (RAJASTHAN)
October 2010
Quality Improvement through QMS
implementation at Business Partners Works
by
John Joseph J
2008HZ79621
Prabhakar K, Manager
PILANI (RAJASTHAN)
October 2010
CERTIFICATE
This is to certify that the Dissertation entitled Quality Improvement through QMS
Prabhakar K
Place: Bangalore
Supervisor : Prabhakar K
ID No. : 2008HZ79621
In recent years, many companies around the world have adopted different
forms of quality systems, such as ISO (International Organization
for Standardization). -based quality systems. It has been perceived that a
quality-based company provides higher quality services and products in
comparison with non quality-based companies. As a result, quality-based
companies have become reputable and attract more customers. In
manufacturing industry, quality has become very essential for Customer,
Supplier and End user. Suppliers tend to provide high quality deliverables
to satisfy their customers, and to remain successful in this turbulent
business field. The Customer want to receive high quality products and
services, and to ensure that their deliverables matching contractual
quality requirements. Therefore Customer has developed different means
to measure quality in their projects.
Bosch Limited.
ACKNOWLEDGEMENT
I have taken efforts in this project. However, it would not have been
possible without the kind support and help of my supervisor Mr.
Prabhakar & my organization Bosch Limited which always motivates
employees to go for higher education. I would like to extend my sincere
thanks to all of them.
I would like to express my gratitude towards my parents for their kind co-
operation and encouragement which help me in complete this project.
John Joseph J
LIST OF SYMBOLS AND ABBREVATIONS USED
AQL: Acceptance Quality Level
II) Abstract II
V) List of Figures V
1) Chapter – 1 1
1.4.1 Definitions 6
2) Review of Literature 16
2.1 Introduction 16
3) Methodology 30
6) Appendices 50-56
7) References 57
CHAPTER – 1
INTRODUCTION
1. Introduction
This chapter will provide the reader with the appropriate understanding of the research
work field. A brief introduction of the concept and the background of QMS (Quality
Management System) will be given. After which, the significance of the study discussed.
Finally, the dissertation scope and arrangements will be presented.
Quality generally refers to the totality of characteristics of a product or service that bears
on its ability to (i) efficiently meet the outlined requirements/specifications and (ii)
effectively satisfy the stakeholders’ needs.
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Ø So, the selected topic for the project will be vital for business growth for both Bosch
and Business partner.
Ø The Business partner considered for implementing QMS has been finalized by
consulting with Purchase department and analyzing the Quality statistics.
Ø Supplier Selected : M/s. Precision Techniques,
No. 89, 1st Main Road, Petechennappa Industrial Estate,
Kamakshipalya,
Bangalore – 560 079.
Quality Statistics:
Ø From Apr’2008 to Till date:
o Number of items supplied = 746 nos.
o Number of items rejected = 31 nos.
o Total rejection percentage = 4.2 %
30
25
No. of Rejection
20
16
15
15 14
9
10 8
7
6 6 6
5 5
5 4 4
3 3 3
2 2 2
1 1 1 1 1 1 1
0
Precision Techniques
I
J
N
O
Y
Z
Z1
Supplier
Rejection Details
(Figure 1-1)
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1.2 Introduction about BOSCH
The history of Bosch as a company can be broken down into a total of five phases.
In the first phase, from 1886 to around 1900, Bosch was a small craft business in Stuttgart
that survived at subsistence level for the first few years until the development of magneto
ignition transformed it into a fast-growing automotive supplier.
In the second phase of its history from around 1900 to 1925, the company moved solidly
into the automotive technology sector. At the same time, it began to internationalize, with
the founding of the first sales offices and manufacturing sites outside Germany. This
period, however, was marked by a major disruption, with the loss of property and assets
outside Germany after the First World War and the reconstruction of the company.
In the third phase of the company's history from around 1925 to 1960, new business units
were founded covering areas outside the field of automotive technology, and the corporate
constitution was redrafted. During this phase, Robert Bosch withdrew from the
operational side of the business. In his last will and testament dated 1937, five years
before his death in 1942, he laid the groundwork for the corporate constitution that is still
valid today. This period, however, was also overshadowed by National Socialism and the
Second World War. After the end of the war in 1945, the company again had to rebuild
production and trading networks outside Germany and the production facilities that had
been destroyed in Germany itself.
In the fourth phase of its history from around 1960 to 1990, Bosch began by introducing
far-reaching reforms to its corporate structure and constitution. The end of this phase was
marked by the fall of the Iron Curtain.
The fifth phase in the history of Bosch spans the period from 1990 to the present day. It
includes the opening up of the eastern European markets, the rapid growth of Asian
economies, and global networking of development, production, and sales.
Robert Bosch's success is based upon the quality, performance, and economics of our
products. The quality of our products depends on Zero Defect product purchased from our
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suppliers. To assure the highest product quality possible, Robert Bosch considers its
suppliers as valuable team members.
1. Our goal is to fully satisfy our customers expectations through the quality of our
products and services.
2. Quality and Quality improvement is every associates responsibility and ultimate goal
– from the board of directors to apprentices.
3. Our directives, processes, systems and goals are based on requirements from
international standards, customer expectations, our knowledge and experience.
Knowledge of and compliance with these directives and processes is the foundation of
our quality.
4. Quality means doing the detail from the beginning, thus preventing failures in the end.
Continuous improvement of the quality of processes lowers costs and increases
productivity.
5. Avoiding failures is more important than eliminating defects. We apply methods and
tools for preventive quality assurance systematically, learn from mistakes and
eliminate their root causes without delay.
6. Our suppliers contribute substantially to the quality of our products and services.
Therefore our suppliers must live up to the same high quality standards we have
adopted.
ATMO is the internal machine-builder and service-provider for Bosch, with a range
of solutions for the complete process chain, from production planning and process
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development to machine building, ramp-up support and after-sales service. Besides
this broad range of services, ATMO as a technology partner is also characterized by
excellent closeness to the customer. The company’s business sites in Europe, North
America and Asia form a powerful international network and provide intensive
support to the Bosch plants in all regions.
ATMO is delivering assembly systems, testing and process technology, as a single-
source general contractor from Feuerbach and Homburg (Germany), Madrid (Spain),
Charleston (USA), Toluca (Mexico), Bangalore (India), Changsha (China), Suzhou
(China) and starting in 2009 from Bursa (Turkey).
The company was started by Mr. Venugopal who has very good years of experience on
the specific field. The process knowledge and commitment of the proprietor attracts
more customers in and around the city.
Now the company has grown and built a good infrastructure to manufacture precision
components, Gauges, Jigs & Fixtures for its valuable customers. The company also
recruited 7 people for its manufacturing operations.
As the employee of BOSCH Group & BITS student, I understood that further
implementation of QMS at Business partners will help both Business Partner & Bosch
Group. The effective implementation of QMS attracts more and more customer for the
Business partner and also makes him to analyze what is strength and weakness of the
organization.
One may ask why Bosch a well known company in manufacturing and technology had
chosen a supplier who does not possess an ISO certificate. The reason behind is like this,
ATMO (Assembly System and Special Machinery) manufacture and supports the
internal Bosch group to build assembly lines like Pump assembly line, Spark Plug
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assembly line, Sensors assembly line, etc., and testing stations. It also provides services
and spare parts for the existing line at internal Bosch through out the world.
Now I have taken this as my dissertation to know and make aware of existing QMS
practice at Business Partner Works (M/s. Precision Techniques). I am sure that this study
would help the Business partner how important a QMS for manufacturing organization
and benefits both Bosch and Business Partner in long run.
It should be mentioned that there are many terminologies related to quality which must
be defined according to: dictionaries; international standards; and quality field experts,
combined with the historical evolution of quality management as indicated by the
relevant literature from Dahlgaard (1999) and Yong et al (2002)
1.4.1 Definitions
1.4.1.1 Quality
The ISO 8402-1986 standard defines quality as “the totality of features and
characteristics of a product or service that bears its ability to satisfy stated or implied
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needs.” It has been defined in the Encarta Dictionary as excellence, the higher or finest
standards. It also means standard, the general standard or grade of something.
1.4.1.2 Inspection
The Encarta Dictionary defines inspection as: critical examination; a critical examination
of somebody or something aimed at forming a judgment or evaluation;
an official examination; an official authoritative examination, such as a motor vehicle
inspection. (Encarta Dictionary, 2008).
In addition, British standards and ISO standards define inspection as activities such as:
measuring, examining, testing, and gauging one or more characteristics of a product or
service and comparing these with specified requirements to determine conformity (BS
4778, 1987; ISO 8402, 1986, cited in Yong et al, 2002).
In the Business Dictionary, quality control is defined as: a subset of quality assurance
(QA) processes, it comprises of activities employed in detection and measurement of the
variability in the characteristics of output attributable to the production system, and
includes corrective responses. (Business dictionary, 2008)
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1.4.1.4 Quality Assurance (QA)
The Business Dictionary defines quality assurance as being often used interchangeably
with quality control (QC). It is a wider concept that covers all policies and systematic
activities implemented within a quality system. QA frameworks include: the
determination of adequate technical requirements of inputs and outputs; the certification
and rating of suppliers; testing of procured material for its conformance to established
quality; performance; safety; reliability standards; proper receipt; storage; issuance of
material; auditing of the process quality; evaluation of the process to establish required
corrective responses; and auditing of the final output for conformance to (a) technical,
(b) reliability, (c) maintainability, and (d) performance requirements. (Business
dictionary, 2008)
According to British and ISO standards, Quality Assurance (QA) is defined as: all those
planned and systematic actions necessary to provide adequate confidence that a product
or service will satisfy given requirements of quality (BS 4778, 1987; ISO 8402, 1986
cited in Yong et al, 2002).
In the project management field, according to the PMBOK guide, Quality Assurance
(QA) is defined as: the process of applying planned systematic quality activities to
ensure that the project employs all processes needed to meet requirements (PMBOK,
2004).
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aims to reduce and eventually eliminate non-conformance to specifications, standards,
and customer expectations in the most cost effective and efficient manner (business
dictionary, 2008).
According to the internet Wikipedia, QMS can be defined as a set of policies, processes
and procedures required for quality planning, quality assurance, and quality control. QMS
enables the organization to identify, measure, control, and improve the various core
processes that will ultimately lead to improved project performance (Wikipedia, 2008).
In the field of project management, according to the PMBOK guide, project quality
management includes all the activities of the performing organization that determine
quality policies, objectives, and responsibilities so that the project will satisfy the needs
for which it was undertaken (PMBOK, 2004).
The majority of quality theoreticians accept Garvin’s model (Garvin, 1988, cited in
Dahlgaard 1999) of the quality evolution history, which consists of four different stages:
inspection; statistical quality control; quality assurance and strategic quality management
which are suitable for explaining US and perhaps other western countries’ quality
practice evolution in general. In contrast, Japan’s quality evolution history shows a
different picture.
It can be understood from the literature on quality evolution that the history quality
evolution can be divided into two different dimensions:
1.4.2.1 Quality Evolution and History of Implementation (US and Western Countries)
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production and accountability of work. Similarly, this can said of the Springfield
Armoury of America during the 1830s.
From the historical evidence, inspection work was the responsibility of the responsible
craftsman, however after the industrial revolution and the mass production, which was
dominated by the division and specialization of labour, the quality responsibility became
shared amongst the different labors (Yong et al, 2002).
In World War II, large volume production required new set of sampling tables based on
the concept of acceptable quality levels (AQLs). This concept met with great success as
inspections became less time-consuming because they were conducted only when defect
rates constantly exceeded AQL (Yong et al, 2002).
Quality Assurance: Yong et al (2002) also states that the quality assurance era shifted
the industry’s focus from detecting defect activities to preventing defect activities. The
main aim of quality assurance was seen as serving the people who were not directly
responsible for the operations, but those who needed to know or to be informed. The
evolving of this concept took place during the 1950s and 60s in the defence sector, then,
gradually broadened into the private sector. In the 1970s customers of large industrial
companies were demanding their suppliers to assure them of the quality of their
purchases, so as to remain in business and continue supplying these customers. Since
that time customers’ audits have become an inevitable fact in the business sector.
However, each customer had different perceptions and expectations of the products’
quality which resulted in multiple assessments, eventually leading to the adoption of
worldwide standards such as BS standards (British standards) in 1979, and ISO 9000
series standards (International Organization of Standardization) which superseded the
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BS, they have become widely accepted world-wide by companies as a guarantee of a
company’s quality practices.
Delivery Schedule Achievement looks at how well a supplier delivers what the customer
needs, when they need it.
The goal is 100% on-time delivery of the correct goods or services. Businesses need to
achieve this in a cost-effective way, without resorting to expensive special deliveries or
Overtime payments. Neither should you incur increased costs for stock, scrap or
reworking to meet a deadline. If you do end up with extra costs, it shows you are not in
control of your processes.
• Analyzing the ability of your suppliers to deliver in accordance with agreed schedules.
Calculate your overall DSA then measure individual suppliers against your
businessaverage.
• Time taken for a sales team to respond to an enquiry
DSA can be measured in a variety of ways – for some supply chains a delivery on or
before the date requested may suffice – for others only delivery on the exact day
requested may suffice (early deliveries may incur extra storage costs for example). When
analyzing delivery it is imperative that capture the data required to make the calculation
this may mean making small changes to your process to enable you to make effective
measurements.
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Example:
In one week, a company makes 200 deliveries. Of those deliveries, five are late and three
are of incorrect quantities. To measure how well you’re delivering what the customer
needs, you need to work out the ratio of correct to incorrect deliveries.
Incorrect deliveries include deliveries of the wrong quantity (too many, too few, and
parts that are not right for the job).
If a delivery is both ‘not on time’ and ‘incorrect quantity’, count it only once. Once
you’ve measured your performance, you need to look at ways of improving it.
“We want to reach an understanding with our suppliers on how we can work together to
meet the challenges of global competition.”
We all know that no company can meet these challenges on its own; we have to look at
the whole supply chain. Open relationships with our suppliers, based on a spirit of
partner-ship, are therefore the condition for our mutual success. We have written this
folder to document how we envisage such successful partnerships. More detailed
information can be found at http://purchasing.bosch.com
You need to compete. Your company is out there in a global economy that has less
money to spend. Why should anyone choose your product? Because it’s the best — and
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you know it. In this economy, you need to make sure that your suppliers give you the
best materials at the best price. Then you can turn around and offer a superior product to
your customers at the lowest price.
Supplier rating and survey status reports are updated quarterly, and published on-line by
Quality Assurance. Suppliers with whom Harris has not previously conducted business
with during the past three years are removed from the database/report. Supplier survey
data is used as a method of determining the supplier's quality system acceptance and
identifying system weaknesses. The survey data is not part of the supplier's numerical
rating, but is used during evaluation of the supplier's quality system.
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• Receiving/Source Inspection lot acceptance rates by division
Detailed supplier reports are available upon request to assist in individual supplier
performance evaluations and identification of risk reduction areas.
1. Our goal is to fully satisfy our customers expectations through the quality of our
products and services.
2. Quality and Quality improvement is every associates responsibility and ultimate
goal – from the board of directors to apprentices.
3. Our directives, processes, systems and goals are based on requirements from
international standards, customer expectations, our knowledge and experience.
Knowledge of and compliance with these directives and processes is the
foundation of our quality.
4. Quality means doing the detail from the beginning, thus preventing failures in the
end. Continuous improvement of the quality of processes lowers costs and
increases productivity.
5. Avoiding failures is more important than eliminating defects. We apply methods
and tools for preventive quality assurance systematically, learn from mistakes and
eliminate their root causes without delay.
6. Our suppliers contribute substantially to the quality of our products and
services. Therefore our suppliers must live up to the same high quality
standards we have adopted.
In our Business division, we calculate yearly once Supplier Quality Rating (SQR) and
Supplier Performance Rating (SPR) and publish to all our Business Partners. SQR &
SPR speaks and convey message about Business Partners Quality and Delivery
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Performance. The calculation methodology is more or less same like methodology
explained in 1.5.3 section.
Chapter 1: Introduction
Chapter 2: Review of Literature
Chapter 3: Methodology Adopted
Chapter 4: Dissertation Findings
Chapter 5: Discussion & Conclusion
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CHAPTER – 2
REVIEW OF LITERATURE
2.1 Introduction
The Literature review was done for this dissertation to compare with the previous QMS
study conducted for implementing Quality Management Systems (QMS) for a Garri4
project in National Electricity Corporation Power Plant.
Section 1: Introduction
Section 2: QMS framework design
Section 3: Research methodology and Findings
The purpose of this study (Literature review) conducted for Power Plant work is to
design, implement, and measure effectiveness of QMS in the Garri4 power plant project
in Sudan. In the second section, we extensively reviewed relevant literature, which can
be used to enhance the QMS work frame design and also to assess its effectiveness.
It has been stated that the scope of this dissertation is to analyze the QMS gap in the
existing workplace of Business Partner, bridge the gap by fixing action and make follow-
up to implement the action fixed.
The existing gap was identified through a process of exploring ISO 9001:2008 standard,
departmental procedure, CDQ documents, Books.
1- Quality planning.
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2- Quality assurance.
3- Quality control.
As has been stated in the PMBOK, the whole QMS system is considered to be built and
implemented within one organization. However, the Garri4 situation is completely
different. The Garri4 project is owned by NEC as stated before. Therefore, the owner
role is considered to be within the quality assurance, which is the aspect of focus in this
thesis work.
A very important point should be considered here, as was stated in chapter 2, section 2.2,
the entire project management processes is aggregated into five process groups. These
are: initiating, planning, executing, monitoring and control, and closure. As, stated in the
PMBOK guide, there are 9 knowledge areas associated with these five process groups.
Quality management is one of them as is illustrated in Figure (3-1) below:
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Project Management Process Flow diagram, Source: PMBOK (2004) pp.183
Figure (2-2)
Certainly it can be stated that quality planning is a part of the whole project planning.
This clearly shows the importance of early quality planning in the earliest project stages.
However, being that there is, there is no quality plan or even quality manual for the
Garri4 project, and the project to this point in time has completed a bit more than 60% of
its work, one can only consider the remaining erection period and the upcoming
commissioning (trial operation) phases of the complete power plant. As a result, taking
into consideration the limitation of the thesis time (up to fall 2008), the QMS will only
cover a maximum period of 3 months of the remaining erection phase, which is divided
into two finishing stages, the first one on 15th November 2008, and the second one on
15th January 2009.
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QMS simple flow chart
Figure (2-3)
Here in table (3-1) are some of the important inputs, processes used, and outputs of the
QMS as stated in the PMBOK guide (PMBOK guide, 2004, pp.182)
Table (2-1)
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2- Organiza onal 2- Quality metrics. 2- Quality
process assets. 3- Quality control metrics.
3- Project scope measurements 3- Work
statement. performance
informa on
It is known that, when a contract is signed to build a power plant, the owner, contractor,
and consultant will agree on the quality standards and protocols. While the contractor is
responsible for delivering the final project according to the contractual agreement,
therefore, he will definitely do all the required actions to fulfil that. This includes
erection work, quality control, and so forth. Whereas the owner and consultant are
required to assure that the project has been done as the contract specified. Based on these
points, considering the different roles of each party, the following general QMS has been
designed accordingly.
The general QMS framework which was discussed previously has been shown in a
presentation to Garri4 project staffs, accompanied with definitions on the meaning of
QMS, differences between QA and QC, and the benefits that the project will gain from
applying it.
After this presentation, two meetings were held with the project staffs. They mainly
consisted of brainstorming to set QMS objectives and requirements. Many jobs were
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assigned to staff members, in order to classify all the project jobs into traceable system
loops. Finally, the following items came out:
1- QMS objectives
2- QMS requirements
3- Traceable activity loops and the final QMS frame.
The objectives and requirements can be discussed later, here we can talk about traceable
activity loops in the final and approved QMS frame work.
The erection activities in the Garri4 project, for the purpose of applying the QMS, have
been divided into 6 loops. Each loop with its documentation system:
Figure (2-4)
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1- Inspection procedures received from CMEC must be checked for approval, the
approved procedures should be kept in (Approved Procedures) file, if not
approved, then, it should be returned back to CMEC with clarifications.
2- After CMEC runs an inspection, which should be witnessed by NEC/LI, the
inspection form/test, result/film should be sent to NEC/LI, after the proper check
according to the requirements. If it is consistent, then the job is over and should be
kept in (Received Inspection) file. The same file can be divided into finished
inspection work /pending inspection work.
3- If the inspection result is not consistent with requirements, a NCR (Non-Conform-
Report) should be sent to CMEC cited by the inspection form/results. A copy
should be kept in (NCR) file.
4- The corrective actions which to be done by CMEC accordingly, which should be
kept on (Corrective Actions Report) file, and then the loop continues again to
the procedures and the re-inspection.
2.4.2 The Final QMS frame work
Finally, the previous general frame work is extended and detailed by the objectives/requirements/
and activity loops outcomes. Figure (3-6) shows it. It is not clear (has been drawn to be seen in
an A0 paper) but it will also be shown in separate figures to be clearer:
Figure (2-5)
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Below is the Summary of QMS Process flowchart
• CMEC should send all the QC results, all the requested corrective actions reports,
all change requests, all defect repairs reports, procedures, and so on, before
reasonable time to NEC/LI.
• NEC/LI should check all these documents received from CMEC and assign each
document to the relevant loop, they should check the conformity to standards and
contractual requirements, they should inspect the QC results, and they should
carry out the appropriate auditing process, this audit and evaluation process is an
expert judgement, which includes certified knowledge and experience.
• NEC/LI should report to CMEC any defect detected in project site and state the
corrective actions required, also NEC/LI should consider the commercial issues
followed by inconsistencies in contractual requirements by the contractor, or as an
impact of design modifications.
• CMEC should send back a report about any requested action from NEC/LI, also
CMEC is requested to send their inspection schedule and procedures in advance
to allow enough time for NEC/LI preparing for it.
• Every step/loop should be documented.
• QC/QA results should be analyzed periodically.
• NEC staff should be given scheduled certified QA training opportunities, so as to
do the auditing/evaluation/supervision job efficiently.
2.5 Research Methodology
Implement of the matrix model to measure the effectiveness of the QMS in Garri4
project will be made. There are two matrices:
• First row: Quality characteristics which will be defined and determined by the
firm.
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• Second row: Percentage or weight (frequencies) should be assigned to each of the
above quality characteristics according to the questionnaire result, given the
symbol (W).
• Third row: Sequence of importance of these characteristics to the firm. They can
be given as a scale from 1 to 10 or to 6 according to the total number of quality
characteristics, and can be determined by the management team’s priorities in the
questionnaire, given the symbol (I).
• Fourth row: showing the Score, which equals the sum of W and I multiplied. The
score reflects the effectiveness rate of QMS in the company, given the symbol (S).
The following example table illustrates the matrix model for objectives as an example.
Only two characteristics are given for illustration purposes:-
Table (2-2)
Weight(Yes answers
percentage) (W)
Importance (I)
Score = W × I
The outcome from the above matrices will be used to produce the following matrix
characteristics in order to measure the effectiveness of the QMS:
• L (limit): it is the limit of success and effectiveness, the company will make
assumptions about it, for example 60% can be the minimum limit of success to
meet the QMS objectives (we will add it to the questionnaire, and we will take the
higher frequency choice (the Mode), if they become varied, then the Mean can be
taken in consideration.
n
• FQS (Final Quality Score): which equals ∑ S , where n is the number of scores.
i =1
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n
• FQL (Final Quality Limit): which equals L ∑ I , where I is the importance, and
i =1
L is the limit. The FQL after applying the QMS will equal the FQS before
applying the QMS. Because the FQS before applying the system will be a good
indicator of the real situation prior to the QMS implementation. Therefore we
equate it to the FQL after QMS implementation to examine whether the QMS
implementation would change it or not.
The normal process is to compare FQS with FQL, if FQL ≥ FQS, then the project
has successfully met the QMS objectives and goals effectively, and if it is less,
then the opposite is true; it has failed to meet it.
1- Implementation of the matrix model before and after the QMS implementation
must be done. A comparative analysis should be made, the resulting FQS from
the first measure will be the FQL for the second measure, in order to check
whether things will improve after the QMS implementation or not.
2- The above needed data from the questionnaires will be collected.
2.5.2 Matrices Inputs
The quality requirements for the matrix of principles and the QMS objectives for the
matrix of goals have been determined, after the literature review and the meetings which
were held with the project staff, to be the following:
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9- An excellent case study for future projects
(2) Quality requirements:
The above quality objectives and requirements will be included in the questionnaire.
From it the weight and rank of these items can be determined. The weight will be the
percentage of (Yes) answers in relation to the total number of (Yes/No) answers. Each
individual will be asked to rank these items according to their perceived importance to
him/her. Following this, the rank of each item can be statistically determined, by taking
the higher frequencies of the given ranks. In addition to that, for sensitivity and validity
considerations, other trial calculations will be made for our matrix result using different
ranking according to the mean for each of the QMS objectives and requirements.
1- QMS objectives have been met during the experiment period, FQL > FQS in both
cases, either by using the Mode or the Mean.
2- QMS requirements have not been met, as FQL<FQS by 543 (2157-2700 = - 543)
when we calculate by the Mode, and have been met when we used the Mean in
our calculations, however, FQL>FQS slightly (2560-2547 = 13). Therefore, for
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sensitivity considerations, we can assume from these results that the QMS
requirements during the experiment period were not satisfied and have not been
met accordingly.
2.7 ISO Standards
ISO 9001:2008 Quality Management Systems - Requirements contains the general
requirements for a quality management system. The standard is applicable to all
companies including manufacturing and service providers. The most recent revision was
in 2008. The ISO 9001 standard is on a regular schedule of review and improvement.
The emphasis on continual improvement has changed to maintaining your product and
system. The emphasis on customer has taken a slightly different form. More
documentation is required by this standard than in the ISO 9001 standard.
There are many other standards that may be of interest or use to you. A few of these are
listed below including some industry specific standards. All ISO standards are available
through the International Organization for Standardization. They may also be available
through other organizations or through the approving body in your country.
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• AS9100 Quality Systems - Aerospace - Model for Quality Assurance in Design,
Development, Production, Installation and Servicing is available from the Society
of Automotive Engineers.
• ISO 15161:2001 Guidelines on the application of ISO 9001:2000 for the food and
drink industry
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• ISO 22000:2005 Food Safety Management Systems- Requirements for any
Organization in the Food Chain. This standard applies to all organizations in the
food supply chain: including but not limited to: feed producers, food producers,
food manufacturers, transport and storage, subcontractors, retailers, equipment
and packaging manufacturers, additivies, ingredients, and sanitation chemicals.
Page 29 of 57
CHAPTER – 3
METHODOLOGY
3.1 Approach Adopted
3.1.1 Gap Analysis / Need Analysis Method
A need Assessment is a systematic exploration of the way things are and the way they
should be. These "things" are usually associated with organizational and/or individual
performance.
• Current situation: We must determine the current state of skills, knowledge, and
abilities of our current and/or future employees. This analysis also should examine
our organizational goals, climate, and internal and external constraints.
The difference the "gap" between the current and the necessary will identify our needs,
purposes, and objectives.
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are real, if they are worth addressing, and specify their importance and urgency in view
of our organizational needs and requirements.
• Cost-effectiveness: How does the cost of the problem compare to the cost of
implementing a solution? In other words, we perform a cost-benefit analysis.
• Legal mandates: Are there laws requiring a solution? (For example, safety or
regulatory compliance.)
If some of our needs are of relatively low importance, we would do better to devote our
energies to addressing other problems with greater impact and greater value.
This will require detailed investigation and analysis of our people, their jobs, and our
organizations -- both for the current situation and in preparation for the future.
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be called for if sufficient importance is attached to moving our people and their
performance into new directions.
Use multiple methods of Needs Assessment. To get a true picture, don't rely on one
method. It is important to get a complete picture from many sources and viewpoints.
Don't take some manager's word for what is needed.
There are several basic Needs Assessment techniques. Use a combination of some of
these, as appropriate:
• Direct observation
• Questionnaires
• Interviews
• Focus groups
• Tests
• Work samples
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An excellent comparison of the advantages and disadvantages of each of these methods
can be found in the Training and Development Journal. (7)
Remember that actual needs are not always the same as perceived needs, or "wants".
Look for what the organization and people really need they may not know what they
need, but may have strong opinions about what they want.
• Use your data to make your points. This avoids confronting management since
your conclusions will follow from your Needs Assessment activities.
Having identified the problems and performance deficiencies, we must lay out the
difference between the costs of any proposed solutions against the cost of not
implementing the solution. Here's an economic "gap analysis":
Several types of interviews exist: topical oral history, life history, evaluation interview,
focus group interview, and cultural interviews.
Topical interviews: are concerned with the facts and sequence of an event. The
interviewer is interested in a reconstruction of the experience and what happened; for
instance, what happened at the InSEA Conference in Brisbane Australia. The researcher
actively directs questions in pursuit of precise facts.
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Life histories: deal with individual experiences or rites of passage. In oral histories, one
collects information about a dying lifestyle or art skills. These result in narratives and
stories that interpret the past.
In focus group interviews: people meet to share their impressions and changes of
thinking or behavior regarding a product or an institution. Participants may be strangers
and make an effort to preserve their competency and may not admit faults.
The cultural interview focuses: on Òthe norms, values, understandings, and taken-for-
granted rules of behavior of a group or societyÓ (p. 28). This type of interview reports
on TYPICAL shared activities and their meanings. The style of interview is relaxed and
questions flow naturally with no fixed agenda. People are interviewed several times so
that emerging themes are pursued later. The interviewer, for example, may ask them to
DESCRIBE A TYPICAL DAY. The partner then relates what is important with
examples. The truth of the fact is not as important as Òhow well it illustrates the
[cultural] premises and normsÓ (p.29). For example, in a Christian culture, you may be
told about the significance of the value of behaving with concern for other people (p.
29). In the cultural interview, the interviewer is partner and co-constructs the interview
and report. The cultural report, besides being the expertÕs story, is credible because it
consists of the words of members of the culture. We assume that people are basically
honest and that they share similar views. The researcher can mix types of interviews and
approaches.
Qualitative interview method had been used to analyze current situation at Business
partner works.
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advance, and later analyze and report results. The interviewer guides the questions and
focuses the study. Good interview skills require practice and reflection. Finally, beyond
the acquisition of interview skills, interviewing is a philosophy of learning. The
interviewer becomes a student and then tries to get people to describe their experiences
in their own terms. The results are imposed obligations on both sides. The qualitative
researcher’s philosophy determines what is important, what is ethical, and the
completeness and accuracy of the results (Rubin & Rubin, 1995, p.2).
3.2.2.1 Advantage
• Provides depth and detail : looks deeper than analysing ranks and counts by
recording attitudes, feelings and behaviours
• A emp t s to avoi d pr e- judgeme nt s: if used alongside quan ta ve dat a col l ec on, i t can
explain why a par cul ar respons e wa s gi ven
3.2.2.2 Disadvantage
• Less easy to generalize: because fewer people are generally studied it is not
possible to generalize results to that of the population. Usually exact numbers are
reported rather than percentages.
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3.2.3 Guidelines for Structured Interview
• Never let another person interrupts the interview; do not let another person answer
for the respondent or offer his or her opinions on the question.
• Never suggest an answer or disagree with an answer. Do not give the respondent any
idea of your personal views on the topic of the question or survey.
The Questionnaire was prepared based on referring the Quality Management System
(ISO 9001:2008), Departmental Procedures, CDQ directory of Bosch. This structured
Questionnaire was prepared to evaluate existing QMS available at Business Partner
Works.
Sample Questionnaire
Figure (3-1)
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CHAPTER – 4
RESULT AND DISCUSSION
4.1 Findings through Gap Analysis
4.1.1 Top Management
Resource Management:
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How project schedule are Not communicating / one man show
11
communicated with all levels?
General Discussion: For effective QMS implementation top management must have
total commitment, in communicating the importance of meeting customer requirements
as well as statutory and regulatory requirements, establishing the Quality Policy &
Quality Objectives, conducting management review meetings and ensuring availability
of resources.
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- Cost worked out in a book
How it is assessed? (in terms of Quality,
Cost, Delivery) - Delivery not worked
6 How follow-up done for project - Not doing Quotation status follow-up.
7 How status follow-up done for the project - New Project not shared with department
officially
4.1.3 Planning
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Risk assessment is carried out? (In - Not available
2
terms of Quality, Cost & Delivery)
- No Records available
How process planning done and - Separate note book available where
4
executed? process is defined for each component
4.1.4 Manufacturing
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Sl.No. Description Observation / Findings
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drilling machine, milling machine, jig boring machine, horizontal and vertical boring
machine, grinding machine, etc.,
So planning these machines to be loaded for each day is very important to meet
delivery schedule and quality of the component or jigs or fixtures supplied by business
partner. Especially maintaining the machine at good condition is very important. To
maintain machine properly organization must have periodical maintenance of machine,
daily checklist to keep the machine clean, breakdown register and wear out parts planned
much before.
4.1.5 Quality
Quality plan available for critical - Not making quality plan for critical
2
assemblies / critical parts? items
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Periodical Inspection planned for - Not available
7
instruments and gauges
General Discussion: Generally quality department checks the quality of product at each
process, incoming and final inspection to assure the quality requirements of product is
met to keep the customer satisfied.
To meet the quality requirements the instruments, gauges used to check the component
or product are planned for periodical maintenance, repair or buy new.
It also keeps record of all quality related complaints at in-house manufacturing and
outsourced components. The quality department takes initiative to solve the quality
complaints by using quality tools like CAPA, 8D, 7 QC tools, etc.,
4.1.6 Purchase
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only after receiving new requirements or
specification
6 How Cost & Delivery worked out - Enquiry not send to different supplier
Supplier selection is very vital for manufacturing and delivering the quality component
with exact delivery schedule. The organization must have approved supplier master list
and categorizing each supplier according to specialization of job type.
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CHAPTER – 5
CONCLUSION AND RECOMMENDATION
5.1 Overview of Study
According to section 1.1, section 1.2.1 & section 1.3, a study has been conducted to
implement Quality Management Systems at Business partner works (M/s. Precision
Techniques). The sections mentioned above had been taken as input for further process
of this study to assess and analyze the existing QMS available at Business partner works
through Qualitative interview method.
The observed findings were listed out in the previous section according to the specific
questionnaire adopted or structured for this business partner. Most of the questions were
answered “Not following”, “Not available”, “No”. This really made the Business partner
to think about the benefits that can be reaped through implementing QMS at his work
place.
The results were discussed with Mr. Venugopal proprietor of M/s. Precision Techniques
and arrived to a conclusion of taking action for all the open points to bridge the gap.
According to section 3.1.1, step 2 of gap analysis or need analysis, the significant and
essential points had been taken for first phase of QMS implementation. Once first phase
get stabilized the second phase of implementation can be planned.
In this chapter, going to see which points are taken care on the phase of QMS
implementation and second phase of implementation.
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# Description Observation Action Respon. Status
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7 Periodical No Plan periodical Venugop CW45
maintenance carried maintenance for all al
out for all machines
machines?
Rework - Yellow
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13 Master list of Not available To make a master Venugop Done
measuring list of instrument al
instruments and and PI planned
periodical
maintenance
available?
All other points which are left in the first phase have to be planned at second phase of
QMS implementation. This work will be carried out sincerely because this study was
conducted not only for academic fulfillment but also for my organization benefits.
Business Partner:
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Organization:
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APPENDICES – A
Defined Quality Policy and Quality Objectives for M/s. Precision Techniques
QUALITY POLICY
QUALITY OBJECTIVES.
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APPENDICES – B
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APPENDICES – C
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APPENDICES – D
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APPENDICES – E
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APPENDICES – F
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APPENDICES – F
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REFERENCES
5) http://www.globalqualityvillage.com/qmprinciples.php
6) http://www.questanalytical.com/ISO%20Standards/ISO%2016949/ISOts16949.htm
7) http://alumnus.caltech.edu/~rouda/T2_NA.html
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Dissertation_Quality Improvement through QMS Implementation
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distribution, as well as in the event of applications for industrial property rights.
Dissertation_Quality Improvement through QMS Implementation
Importance of Study
è ATMO (Assembly System & Special Machinery), a Business Unit of Bosch, is a globally
acting Bosch-integrated special machine builder.
è The range of services reaches from manual lines to fully automated systems.
è The manual and automated lines are built through various elements such as mechanical,
electrical, pneumatics, hydraulic and integrating the elements through software. The
qualities of these elements directly or indirectly affect Quality, Cost & Delivery (QCD).
è ATMO customers look for cost effective solution without compromising quality & delivery
of the service.
è To accommodate the customer requirement, ATMO team working towards developing
the supplier who can meet both quality & delivery time at low cost.
è I strongly believe to meet QCD; an industry should possess an effective Quality
Management System (QMS).
è So, the selected topic for the project will be vital for business growth for both Bosch and
Business partner.
è The Business partner considered for implementing QMS has been finalized by consulting
with Purchase department and analyzing the Quality statistics.
è Supplier Selected : M/s. Precision Techniques,
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Dissertation_Quality Improvement through QMS Implementation
è Identify Gap
è Implementation of actions
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Dissertation_Quality Improvement through QMS Implementation
standard
l The difference between the existing and desired will identify our
and requirements.
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Dissertation_Quality Improvement through QMS Implementation
needs
l We must know what our performance requirements are;
solution
l In some cases, organization development may provide solution
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Dissertation_Quality Improvement through QMS Implementation
Advantage:
è Information: Provides depth and detail information
è Create openness: Can open up new topic which was not considered
group
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Dissertation_Quality Improvement through QMS Implementation
Structured Questionnaire
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Dissertation_Quality Improvement through QMS Implementation
Employee competency Not available Competency matrix format John Joseph Done
2 matrix available? to be formulated
3 Receiving customer Not following Customer feedback form to John Joseph Progres
feedback? be prepared
4 How project enquiry, Order register and A excel format to be John Joseph Done
quotation, change request change request register prepared for monitoring
and response time are not available response time and change
monitored? request
5 How follow-up done for Time schedule not To start time schedule has John Joseph Done /
project planned and recorded to be planned and recorded Progress
for critical project. Format
to be planned
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Dissertation_Quality Improvement through QMS Implementation
8 Have Breakdown register Not available To format a register to John Joseph CW43
for machines? monitor
9 Work instruction available Not available 1. Work instruction format John Joseph Done
for all the machines? to be given. Venugopal Progress
2. To display the work
instruction
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Dissertation_Quality Improvement through QMS Implementation
14 Master list of approved Not available To make master list of Venugopal Done
supplier available approved suppliers
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Dissertation_Quality Improvement through QMS Implementation
è Faster response time for enquiry. Approximately from 4 days to 2 days. (Appendices – C “Final Report”)
è Consistent quality of part produced. Through proper Preventive maintenance of machine and PI of instruments
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