Overview of Lean

(JMD)
Notes (2011) are based on
Lean Production Simplified,
2nd ed.
by Pascal Dennis

Dennis Chapter 2
The LEAN Production System
Look at the basic elements in Figure 2.4 (page
19) and 2.5 (page 20).
Core goal is customer focus
Muda = waste
Actual work adds value to the product
Auxiliary work supports the actual work
Muda activity that creates no value. Test: if you
stopped doing this, there would be no adverse effect
on the product.
Types of Muda motion, waiting, conveyance,
correcting, overprocessing, overproduction, inventory,
knowledge disconnection

LEAN
Lean is about reducing muda. Overproduction is a
most serious waste that leads to the other wastes.
Mura unevenness or fluctuation of work, caused by
fluctuting production plans.
The lean system seeks to reduce mura through
heijunka or production leveling
Muri means hard to do, caused by variations in
production, poor job design or ergonomics, poor part
fit, inadequate tools or jigs, unclear specifications, etc.
See figure 2.8 (page 26) for relation. Think about a
system for the lego-production example. What could
have worked better?

Dennis Ch. 2 - Stability

5S and TPM are two keys to achieving production stability.

5S is a system of workplace organization and
standardization whose goal is to support visual
management. Visual management means managing by
exceptions. Out-of-standard conditions should be
immediately seen and corrected.
5S leads to TPM. In Total Productive Maintenance Production team members are involved in basic
maintenance activities.
TPM targets the 6 big losses that afflict equipment.
Machine Loss Pyramid highlights importance of
identifying hidden and minor losses early on, by involving
production team in checking & improving equipment
performance

Visual Management
Seeing as a group
Knowing as a group
Acting as a group
The 5S system is (page 31):
Sort Set in order Shine (and
inspect) Standardize- Sustain

Dennis Ch3. -Total Productive

Maintenance (TPM)
TPM represents a shift from I operate, you fix to
We are all responsible for our equipment, our
plan, and our future. The target is zero
breakdowns.
Figure 3.2 (page 40)
Key measures availability, performance
efficiency, and overall equipment effectiveness
(OEE). Accurate data is essential (MTBF, MTTR)
6 big losses (page 41) breakdowns, setup
delays, idling, reduced speed, process defects
and reduced yield.

The Machine Loss Pyramid

Breakdown means function loss
Minor stoppage means function reduction
Minor failfure means substandard condition that
causes function loss
Hidden failure means a condition that leads to
minor failure
See figure 3.4 (page 43). Breakdowns are the
tip of the iceberg. Prevention of the higher
levels are done by preventing failures at the
lower levels.
Minor anomalies fail to attract our attention.
TPM is looking for anomalies, and taking action
before breakdown.

Dennis Ch4. - Standardized

Work
The industrial engineering assumptions:
1. There is a single best way
2. Workers are not involved in the designing of the
work or maing improvements
3. Standards are rarely changed
Old concept was to maximize the utilization of
machines. New concept is to maximize the
utilization of people.
Lean system develops people-centered processes.
The measure of efficiencty is labor density.
Labor density = Work/Motion

Why standardized work?

1. Process stability repeatability, meet targets every time.
2. Clear stop and start points for each process. Know the pace
of production, know if ahead or behind.
3. Organizational learning knowledge in the organization,
not with the person only.
4. Audit and problem solving can assess and identify
problems, checkpoints, easy to track
5. Employee involvement and poka-yoke team members
develop standardized work
6. Kaizen standardized work provides baseline against
which we measure improvement
7. Training- workers more easily respond to changes in
demand.

Elements of Standardized
Work
Takt time = how frequently we must produce
a product = Daily operating time/Required
quantity per day
Takt time should sync with cycle time. Cycle
time = actual time it takes to do the process.
Work sequence what is the best way to do
the process? (posture, etc.)
In-process stock how much inventory
should be there? Requires to know work-inprocess standards per process.

Charts used to define standardized

work
Production capacity chart (page 55) determine capacity of the
machines in process
Standardized work combination table (page 56) Shows work
elements, their sequence, time per each, operator and machine
time, interactions.
Standardized work analysis chart (page 57) Showes work
layout, process steps and times, critical quality, safety items,
standardized WIP stock.
Job element sheets (JES)
A job element is the minimum action or group of actions required to
advance a process
JES are one-page that define: actions making up the job element,
rationale, photos of key points, revsion record.

How to measure Time breaking the process into elements.

Noting the start and stop time of each element. (p.58 steps)

Overall Efficiency
Efficiency = Output/Manpower
Overall efficiency involves all the processes
Some processes will be harder than others. The
challenges are: identify the bottlenecks, decide
how to exploit the bottlenecks, elevate the
bottlenecks by allowing the team members to
help each other.
Identifying Kaizen (small improvement)
opportunities use guidelines (p.62) for motion,
layout, grips. (Use of layout cells, p. 63-65).

Elements of JIT
Manufacturing
Inventory reduction exposes
problems
Kanbans & pull production systems
Small lots & quick setups
Uniform plant loading
Flexible resources
Efficient facility layouts

Role of Inventory
Reduction
Inventory = Lead Time (less is better)
Inventory hides problems

The Pull System

Number of Kanbans
Required
DT S
N
C

N = number of containers
D = demand rate at the withdraw station
T = lead time from supply station
C = container size
S = safety stock

Computing the Number of Kanbans: an aspirin manufacturer has

converted to JIT manufacturing using kanban containers. They wish to
determine the number of containers at the bottle filling operation which fills
at a rate of 200 per hour. Each container holds 25 bottles, it takes 30
minutes to receive more bottles, safety stock is 10% of demand during LT.

Solution :
D 200 bottles per hour
T 30 minutes .5 hour
C 25 bottles per container
S 0.10(deman d)(T) 0.10(200)( .5) 10 bottles
DT S (200)(.5) 10
N

4.4 kanban containers

C
25

Small Lot Sizes & Quick

Setups
Small lots mean less average inventory
and shorten manufacturing lead time
Small lots with shorter setup times
increase flexibility to respond to demand
changes
Strive for single digit setups- < 10 minutes
Setup reduction process is welldocumented
External tasks- do as much preparation while
present job is still running
Internal tasks- simplify, eliminate, shorten
steps involved with location, clamping, &
adjustments

Uniform Plant Loading

A level schedule is developed so that the same mix

of products is made every day in small quantities
Leveling the schedule can have big impact along whole
supply chain
Weekly Production Required
A
B
C
D
E
Traditional Production Plan
Monday
Tuesday
AAAAA
BBBBB
AAAAA
BBBBB
JIT Plan with Level Scheduling
Monday
Tuesday
AABBBB
AABBBB
CDEE
CDEE

10 units
20 units
5 units
5 units
10 units
Wednesday
BBBBB
BBBBB

Thursday
DDDDD
CCCCC

Friday
EEEEE
EEEEE

Wednesday
AABBBB
CDEE

Thursday
AABBBB
CDEE

Friday
AABBBB
CDEE

Flexible Resources
Moveable, general purpose
equipment:
Portable equipment with plug in power/air
E.g.: drills, lathes, printer-fax-copiers, etc.
Capable of being setup to do many different
things with minimal setup time

Multifunctional workers:
Workers assume considerable responsibility
Cross-trained to perform several different
duties
Trained to also be problem solvers

Effective Facility Layouts

Workstations in close physical proximity to
reduce transport & movement
Streamlined flow of material
Often use:
Cellular Manufacturing (instead of process
focus)
U-shaped lines: (allows material handler to
quickly drop off materials & pick up finished
work)

Traditional Process Focused

Layout
Jumbled flows, long cycles, difficult to
schedule

JIT Cellular Manufacturing

Product focused cells, flexible equipment,
high visibility, easy to schedule, short
cycles

JIT and TQM- Partners

Build quality into all processes
Focus on continuous improvement - Kaizen
Quality at the source- sequential
inspection
Jidoka (authority to stop line)
Poka-yoke (fail-safe all processes device
that allerts operator that an error has
occured.)
Preventive maintenance- scheduled
Work environment- everything in its place,
a place for everything

Respect for People: The Role of

Employees

Genuine and meaningful respect for associates

Willingness to develop cross-functional skills
Actively engage in problem-solving (quality circles)
Everyone is empowered
Everyone is responsible for quality: understand
both internal and external customer needs
Associates gather performance data
Team approaches used for problem-solving
Decisions made from bottom-up
Everyone is responsible for preventive
maintenance

The Role of Management

Responsible for culture of mutual
trust
Serve as coaches & facilitators
Support culture with appropriate
incentive system including nonmonetary
Responsible for developing workers
Provide multi-functional training
Facilitate teamwork

Supplier Relationships and

JIT

Use single-source suppliers when possible

Build long-term relationships

Work together to certify processes
Co-locate facilities to reduce transport if
possible
Stabilize delivery schedules
Share cost & other information
Early involvement during new product
designs

Benefits of JIT

Smaller inventories
Shorter lead times
Improved quality
Reduced space requirements
Lower production costs
Increased productivity
Greater flexibility

Implementing JIT
Implementation needs a designated
Champion
Make quality improvements- all processes
O-P
Reorganize workplace
Remove clutter & minimize storage

Reduce setup times

Reduce lot sizes & lead times
Implement layout changes
Cellular manufacturing & close proximity

Switch to pull production

Extend methods to suppliers

JIT in Services

Most of the JIT concepts apply equally to

Service companies
Cellular layouts, product focused, &
flexible employees shorten response times
Service inventory, paperwork, should be
eliminated, simplified, examined for
waste
Fail-safe all processes from OrdersPayment
Team based organizations

Summary of Ch 5
TQM concepts incorporate JIT
manufacturing
Team based work systems,
empowerment, cross-functional
flexibility, with appropriate reward
systems are all part of JIT.
Most of the JIT concepts are equally
applicable to Service Organizations.
JIT requires changes to be made in all
functional areas and examination of all
processes for waste.

Jidoka (from Dennis

Chapter 6)

Jidoka : built in quality

The zero defect philosophy
Autonomation
Andon
Pokayoke
Maintenance system

Jidoka : built in quality

It refers to the ability of the production lines to be
stopped in the event of such problems as equipement
malfunctions, quality problems or work being late, either
by machines which have the ability to sense
abnormalities or by workers who pusheda line-stop
button. Preventing, in this way, the passing of the
defects, recoccurence prevetion becomes simpler as
abnormalities becomes more obvious, making it possible
to built in quality at the production process.
At the same time, since defects are prevented
automatically, inspectors become unnecessary, which in
turn in significant labor savings.

The zero defect philosophy :

- Stopping the process to built in
quality
- Pokayoke, Andon, Problem solving...
- Keep it simple...
- Procedure and standards built for
operation...

Autonomation

Autonomation describes a feature of machine design

to effect the principle of jidoka used in the
Toyota Production System (TPS) and Lean manufacturing.
It may be described as "intelligent automation" or
"automation with a human touch."[1] This type of
automation implements some supervisory functions rather
than production functions. At Toyota this usually means
that if an abnormal situation arises the machine stops and
the worker will stop the production line. Autonomation
prevents the production of defective products, eliminates
overproduction and focuses attention on understanding
the problem and ensuring that it never recurs. It is a
quality control process that applies the following four
principles:
Detect the abnormality.
Stop.
Fix or correct the immediate condition.

Autonomation

This illustration shows how a limit switch stops Operation #10 when
the transfer conveyor has five pieces.

Andon

An electrical Board which lights up to show at a

glance the current state of the work operations.
Andon boards allow speedy corrective action to be
taken by supervisors when a problem araises,
Besides indicating abnormal situations sone Andon
provide work instructions (such as quality checks,
change of cutting tools, and conveyance of parts)
and job progress information.

Visual control example

Andon

8. Jidoka

Andon

Pokayoke
Examples of poka-yoke in consumer products include:

Automatic transmissions: the inability to remove a car key from the ignition
switch of an automobile if the automatic transmission is not first put in the
"Park" position, so that the driver cannot leave the car in an unsafe parking
condition where the wheels are not locked against movement. (This is an
example of ).
3.5" floppy disks: the top-right corner is shaped in a certain way so that the
disk cannot be inserted upside-down.
High-security padlocks: it is impossible to remove the key from some highsecurity padlocks unless the shackle on the padlock is closed. Only by
locking the padlock can the key be removed. Security mistakes/accidents
are therefore much less likely to occur, particularly where the padlock key is
kept on a chain attached to someone's belt. This is because the design
ensures that a key cannot easily be left in an unlocked padlock, or a
padlock left unlocked after opening it, or not fully closing the shackle of a
padlock. Each of these three scenarios would be dangerous in high-security
scenarios such as military installations, armories, prisons or
bonded warehouses. In contrast, most standard-security padlocks do allow
a key to be removed from a padlock, regardless of whether the shackle is
closed or not.

Pokayoke
Examples of poka-yoke in consumer products include:

UK 13 amp electric plugs: it is impossible to wrongly insert the plug

into the socket, due to its arrangement of three rectangular pins.
Microwave ovens: a door switch automatically disconnects the
activation button when the door of the oven is opened. As a result,
it is impossible to cook anything in a microwave oven unless the
door (which contains a Faraday cage to block microwaves) is fully
closed. If it were possible to activate an oven with the door open,
this would allow dangerous leakage of high intensity
microwave radiation, which would be very harmful to any living
creatures in the immediate area.
SIM (Subscriber Identity Module) cards: The SIM card used in
cellular phones has its upper left corner trimmed diagonally to
guide the card correctly into position.

Pokayoke

JIDOKA video
http://www.youtube.com/watch?v=JSQ0WfY86k0

Chapter 8 Hoshin Planning

(Dennis)
Strategic Planning Strategic Planning is
focused on answering
the questions:
A. Who are we?
B. Where are we?
C. Where do we want to
go?
D. When do we want to
be there?
E. How do we get there?

One of the keys to effective

planning that Hoshin attempts to
address is how to keep your plans
from ending up in a binder on the
shelf collecting dust. The picture
of the aligned arrows and arrows
in disarray on page 126 gives a
great visual of what effective
planning can do for an
organization. How do we develop,
communicate, and implement
strategic initiatives with flexibility
and buy-in throughout the
organization? Most of us can
probably think of examples where
the goals of top management are
not aligned with the various
departments and activities.

Hoshin planning
Five steps to
becoming a learning
organization can be
tied to Hoshin
planning.
1. Personal Mastery
2. Mental Models
3. Shared Vision
4. Team Learning
5. Systems Thinking

Key steps in Policy

Deployment of the
Hoshin Planning System
are:
1. PDCA
2. Process cycles (Figure
8.6)
3. Catchball
4. Pacemaker (Control
dept, p.132)
5. A3 Thinking

PDCA
PDCA refers to Demings
Plan-Do-Check-Act cycle.
A simple application to
strategic deployment might
look like:
Plan -Reduce average cycle
time by 10% during the year
Do-Make the parts
Check-Reduced cycle time
by 8%. Did not accomplish.
Act-Continue team activities
to review and modify the
process.

Process refers to 3 concurrent

PDCA cycles. As analogy one can
visualize a series of shafts and
gears working in harmony.

On the top level was a large

shaft spinning slowly. This shaft
represents the organization and its
long term plan. It contains the
vision for PQCDSM. (productivity,
quality, cost, delivery, safety,
morale)

A series of gears connected the

top shaft to a series of parallel
shafts spinning at a faster rpm.
These shafts represented the
various divisions and their 1-year
plans for achieving PQCDSM.

PQCDSM
Another series of gears connected
these to numerous smaller shafts on
the third level that represented the
day-to-day activities of the individual
departments and temporary teams
all trying to accomplish PQCDSM.
While some of them might be
temporarily inactive for various
reasons (teams that completed their
project), most of them are making a
humming sound spinning at very
high rpms as they focus on
accomplishing the 1-year plan that is
being driven by the long term plan.
Lines of communications between
the three shafts provide feedback to
the higher levels to adjust their
focus if necessary.

Figure 8.6 on page 128

shows his version in a flow
chart form that shows the
closed-loop design of the 3
cycles interacting with
each other.
Dennis mentions
Nemawashi, to prepare a
tree for transplanting
(p.130) This implies group
consensus about the plan
of action, and is really the
outcome of the catchball
process.

Catchball and Pacemakers

Catchball is described on
page 130 and is the
communications and give-andtake back and forth within
management to gain
understanding and buy-in to
the objectives and goals. Have
you ever seen or heard a goal
from someone higher up that
you or other key people were
unaware of? Worse yet, have
you ever heard of one that key
people dont agree with?
Obviously, these situations
arent conducive to high
performance.

Pacemakers are departments

that align activities by leading
the process, making the
process visible, coordinating
solutions, and building
required management
systems. These can be
traditional departments such
as Engineering or positions
that many of us are unfamiliar
with such as Value Stream or
SQDC Managers (Safety,
Quality, Delivery, Cost). This is
the control department
concept, pp. 131-132.

A3 Thinking
A3 Thinking combines scientific
methods with telling the story. It
can be used for planning, problem
solving, proposals and summarizing
current status of conditions.
Combining with the Tools of Quality
can increase the effectiveness of the
presentation. Dennis discusses the
benefits of standardizing and
shortening reports.
Departmental scoreboards can
display departmental metrics and
summaries to drive their
performance. Visualizing their plan
and activities makes it is easy for
staff and management to get a feel
for what they are doing and verify
their alignment with top level
activities.

To make Hoshin Planning work, it is

important that managers do not
accept their leaders Hoshin
without questioning. Leaders
should not attempt to deploy
without verifying their subordinates
understanding and support of the
plan. Review of the plans on a
routine basis is critical to their
success. Dennis shared his
amazement the first time he was
informed that he had a bi-monthly
2 hr. Hoshin review scheduled with
his superior, Mr. Cho. Obviously,
their plans werent going to sit on
the shelf and collect dust. Hoshin
follow through can also be audited
as part of the PDCA check process.

Telling stories with A3 Thinking

Example of a Problem solving A3

Hoshin Planning - Tools

The following is a summary from an
early book published in the states
(1989) on Hoshin Planning that
focused on various tools that could
be used to facilitate the Hoshin
process and organizational
performance. It is a slightly different
definition to Hoshin that we read in
Dennis.
Similar to Maslows Hierarchy of
Needs, the Hoshin process developed
the Organizational Hierarchy of
Needs. Success requires moving
from the bottom level (5) to the top
(1).
1. One Vision
2. Alignment
3. Self-Diagnosis
4. Process Management
5. Target Focus Alone (leads to
misaligned operations)

The steps in the Hoshin cycle

include:
1. Vision (Hoshin generation)
2. 1 Yr Plan
3. Deployment (individual &
alignment) (Hoshin deployment)
4. Execution (process management)
(Hoshin implementation)
5. Monthly Diagnosis (Hoshin
evaluation)
6. Annual Diagnosis
. It is important to remember that
this is a cycle, so the diagnosis
steps will come prior to the vision
and 1 year planning steps as we
repeat the process.

Quality Tools
It is important to
remember that this is a
cycle, so the diagnosis
steps will come prior to
the vision and 1 year
planning steps as we
repeat the process.
There are 3 sets of tools
to assist with the
process. They are:
7 Tools of Quality
7 Management Tools
Alignment Tools.

The 7 Tools of Quality are

designed to perform analysis where
quantifiable data exists. Kaoru
Ishikawa is generally given credit
for advancing the 7 Tools of Quality
in a formalized problem solving
discipline. Of the 7 Tools, the
Fishbone Chart to assist with root
cause analysis is the only tool that
he developed. Even though there
have been several tools added to
the arsenal of problem solving tools,
and sometimes the list of 7 Tools
slightly varies, some of them are:
1. Check Sheet, 2. Scatter
diagrams, 3. Histograms, 4. Pareto
analysis, 5. Process Flow Chart, 6.
Fishbone chart, 7. Control Chart

Managment Tools and Alignment Tools

The planning process often involves analysis of
thoughts and ideas that are not easily
quantifiable. To assist with this analysis are
the 7 Management Tools. They are:

Affinity Diagram (KJ analysis) Gathers

large amounts of data (thoughts) and
organizes it into groupings based on the
natural relationship between each item.
Interrelationship Diagraph Explores
and displays interrelated factors involved in
complex problems. Shows the relationship
between problems.
Tree Diagram Systematically maps out
the full range of tasks / methods needed to
achieve a goal.
Matrix Diagram Displays the
relationship between necessary tasks and
people or other tasks, often to show the
responsibility for the task.
Matrix Data Analysis Show the strength
of the relationship between variables that
have been statistically determined.
Process Decision Program Chart
(PDPC) Maps out every conceivable
event that may occur when moving from a
problem statement to the possible

Another set of tools are called the Alignment

tools. Their purpose is to help align strategy
between functions (processes) and levels.
Among these are:
Flag system Shows how key actions
(means, policies) of each manager can be
aligned to support key directions (targets) of
the organization. Can be shown as a tree or
series of charts aligned sided by side.
Target / Means - Shows the relationships
between targets and means to identify control
items and methods. Generally formatted on
tree or systems chart.
Quality Function Deployment Matrix that
translates customer requirements into
technical requirements at different stages of
product development and production. Often
referred to as the House of Quality.
Proper use of these three sets of tools can
improve the development, alignment,
deployment, execution and diagnosis (PlanDo-Check-Act) of the organizations strategic
and operational plans plan. You dont have to
use all the tools all the time. Like golf, you
just need to know how different clubs can be
used, and determine which one will get the job
done.

Dennis (Ch 9) The Culture of Lean

&
Own summary on Quality
Management Systems

Toyotas LEAN Culture

Day-to-day behavior
Plan-do-check-act (PDCA)
Standardization
Visual Management
Teamwork
Paradox
Intensity
The do (path) concept

Chapter 9 - The Culture of Lean Production

During the book we reviewed
Denniss House of Lean. There can
be other Houses of Lean that are
similar but a little different in their
interpretation.

Different people have different

interpretations of Lean. But there is a
robustness of Lean tools and systems
that fit different applications.

According to the House, Stability

and Standardization are the
foundation. Just-in-Time and Jidoka
are the pillars. Involvement is the
Heart. All are focused on satisfying
the customer with quality, cost and
lead-time by continually eliminating
waste from the processes.
Several of the Lean ideas seem to be
paradoxical in nature (pg 141) but if
you approach the system with
humility and open-mindedness you
too can enjoy a Lean journey!

Lean success requires a certain

culture that not everyone is
accustomed to or comfortable
with. In Chapter 9, we see a
summary of keys to this culture
including:
1. Human Resources issues and
questions.
2. Grasping the situation through
PDCA.
3. The Warm Heart Principle
Hard on the problem, easy on the
people.
4. Standardization, visual controls
and Management as Theater.
5. Intensity.
6. Respect for people.
7. Continual improvement.

PDCA
GTS grasping the situation, big picture, key parts, what
is-should happen, trends, value-goal-related.
Plan 5Ws + 1H, measurement plan, visual system
Do contains its own PDCA cycle with pilot activities;
assessment of team capabilities, assess current condition.
Check metrics to check outcome (final score) and process
(along the way). Go see what is happening.
Act reflect on our condition, standardize when outcomes are
on-target, make countermeasures when outcome or process
results are substandard. (stop bleeding or root cause)

A managers job is to practice and teach PDCA, do it in the

day-to-day.
Warm Heart Principle Hard on problem, easy on
people.

Standardization
Standard the best current method, but is
meant to continually change.
Standards make out-of-standard conditions
obvious.
A problem is a deviation from a standard (gap).
Problem-solving funnel (p.151).
Five Whys (should get at root cause), which is
usually: inadequate standards, inadequate
adherence to standard, or inadequate system.

Visual Management
Visual management triangle (p.31)
Management as theatre make
problems visible
Line-side process reviews
Safety or quality auctions presentation
(attendees can ask questions, give
advice, offer to help investigation)
Current condition presentations
Hoshin (strategic) planning presentations

Teamwork
Safety first core value, like productivity &
quality
Employment security last choice
Uniforms same regardless of position
No executive offices and no walls
No executive dining rooms or parking
Genchi genbutsu (Go see) shop floor

Paradox
Jidoka Stop production so that production never has to
stop.
Standards change all the time.
One-at-a-time production is more effective than batch
production.
Maximizing unit efficiencies does not maximize
overall efficiency.
Dont make something - unless a customer has ordered
it.
Team members not industrial engineers, develop
standardized work.
Seek perfection even though we know we will never
achieve it. (humility)

Intensity & do of the Lean Culture

Intensity (more and greater demands)
compels recognizing muda (waste) and kaizen
(make small improvements).
Recognize strain
Provide support and training
Maintain intensity of improvement

The do concept is a path or a way

Humility
Lifelong learning
Respect for people

Exercise
Give an example of where an organization,
or you in your personal life utilize PDCA
cycle.
Include an example of where activities are
adjusted using the act stage as a result
of what was discovered during the check
stage.

Quality Management Systems

Good
design
Voice of the process
(measurement activities)

Consistent
Good Inputs - ingredients
method,
equipment
, materials
Satisfactor
y
instruction
s

Operati
on &
control
of
process

Voice of the customer

(marketing activities)

Consistently Satisfied Customer

How does Jamie make great food at all his

restaurants?
Upper St
Martin's Covent
Garden

Westland
Place
Old Street
More than
17 around
the London
area

20 New
Change
Passage

Churchill Place,
Canary Wharf

Quality Management
System
Jamie cannot run to each restaurant to make the
food.
He can: ensure consistency of output by design/use of
a system,
make sure everyone uses it,
periodically check the people are operating according to
the system (system audit) and the food-system still
meets the requirements (system review).

A good QMS will meet:

the customer requirements to deliver the desired
product &
the organization requirements efficient utilization of
resources (material, HR, technology, information).

QMS design
Four main areas of process-based QMS
Management responsibility
Resource management
Product realization
Measurement, analysis and improvement

ISO9001:2000 QMS process model

ISO9000:2000 family of standard
Based on Eight principles: customer focus,
leadership, involvement, process approach, system
approach to management, continual improvement,
factual approach, mutually beneficial supplier
relationships.

QMS continuous
improvement
One person alone cannot document a QMS: the task
is the job of all who have responsibility for part of it.
The quality system must be a practical working
one that way it ensures that consistency of
operation is maintained and it may be used as a
training aid.
Operation of any process:

No
No
No
No

process without data collection (measurement)

data collection without analysis
analysis without decisions
decisions without actions (improvement)

Good QMS: audit (check) & review (possible

improvements) leads to -> corrective action

Management responsibilities - the first

of four categories of the QMS
Management Responsibilities
Focus on customer needs,
publish a quality policy,
top management commits,
written quality objectives
define who are responsible,
management review at intervals,
Quality manual (has a cycle of review)

See example: http://kvalitet.himolde.no/

The other three categories of the QMS

Resource Management
Human Resources training (when, who)

Product Realization

- how processes influence/help meet product

requirements
Customer related processes customer specified, fitness-for-purpose, customer
requirements, legal requirements
Plan and control design and development of product. Concerned with stages,
interfaces, verification against input requirements, validation to needs of customer.
Validation can come from 3rd party reviews, modelling and simulation studies, pilot
products (sales and reviews).
Purchasing supplier evaluations, supplier audits
Production and service delivery processes suitable instructions, suitable
installations, monitoring, inspection, testing actives, etc.
Post-delivery services monitor, calibrate, maintain, handle & store, measuring and
inspecting. Concerns with accuracy and precision.

Measurement, analysis and improvement

Measuring and monitoring internal audit (1.plan and schedule activities, 2. assign
trained independent of those being audited, 3. assure consistent basis for conducting
audits is defined)
Control of non-conforming products
Analysis of data
Improvement