ISO 9000 and Total Quality: The Relationship

1
Chapter 14

• ISO 9000 and Total Quality The Relationship

2
Objectives

• After reading the chapter and reviewing the
  materials presented the students will be able
  to
• Understand ISO 9000 Quality Management System
• Compare ISO 9000 and Total Quality Management

3
ISO 9000 Basics

• ISO 9000 is based on 8 principles
• 1. Customer Focus Understand customer needs,
  meet customer requirements, and strive to exceed
  customer expectations.
• 2. Leadership Establish unity of purpose and
  organizational direction.
• 3. Involvement of people Use abilities of
  employees for the benefit of the organization.
• 4. Process approach Things accomplished are the
  results of processes and processes and resources
  must be managed.
• 5. System approach to management Multiple
  processes contribute to system and should be
  managed as a system.
• 6. Continual improvement Of people, processes,
  systems and products.
• 7. Factual approach to decision making Decisions
  must be based on the analysis of accurate,
  relevant, and reliable data and information.
• 8. Mutually beneficial supplier relationships
  Both the organization and the supplier benefiting
  from each others resources and knowledge results
  in value for all.

4
Origins of ISO 9000 and TQM

• Dr. Edward Deming introduced the
  Plan-Do-Check-Act (PDCA) cycle to the Japanese in
  1950 and it became one of the seeds of the
  Japanese quality revolution that gave us TQM.
• PDCA has made its way to ISO 9000 and is said to
  be the operating principle of ISOs management
  system standard.
• Its function is to operate as a never ending loop
  resulting in continual improvement for products,
  services, processes and systems.

5
Aims of ISO 9000

• The original aim of ISO 9000 was to ensure that
  the products or services provided by registered
  organizations were consistently fit for the
  intended purpose.
• Customer focus and continual improvement have
  been added to make the registered organizations
  more competitive.
• This is essentially the same objective of total
  quality management.

6
ISO 9000 and TQM are not Interchangeable

• Although ISO 9000 made a great leap towards TQM
  with its 2000 release, they are not yet the same
  (fig 14-3, page 237).
• TQM is defined as an approach to doing business
  that attempts to maximize the competitiveness of
  an organization through the continual improvement
  of the quality of its processes, products,
  services, people, and environments.

7
Management Motivation for Registration to ISO 9001

• To improve operations by implementing a quality
  management system that satisfies the ISO 9000
  requirements for management responsibility
  resource management, product realization,
  measurement, analysis, and continual improvement.
• To create or improve a quality management system
  that will be recognized by customers worldwide.
• To improve product or service quality or the
  consistency of quality.
• To improve customer satisfaction.
• To improve competitive posture.
• To confirm the requirements of one or more major
  customers.

8
ISO 9000 and TQM Working Together

• ISO 9001 registration can be a good first step
  into TQM.
• ISO 9000 registration often is the most practical
  route to demonstrate compliance for European
  regulations with a quality system element.

9
Summary

• Dr. Edward Deming introduced the
  Plan-Do-Check-Act (PDCA) cycle to the Japanese in
  1950 and it became one of the seeds of the
  Japanese quality revolution that gave us TQM.
  PDCA has made its way to ISO 9000 and is said to
  be the operating principle of ISOs management
  system standard. Its function is to operate as a
  never ending loop resulting in continual
  improvement for products, services, processes and
  systems.
• The original aim of ISO 9000 was to ensure that
  the products or services provided by registered
  organizations were consistently fit for the
  intended purpose. Customer focus and continual
  improvement have been added to make the
  registered organizations more competitive. This
  is essentially the same objective of total
  quality management.
• TQM is defined as an approach to doing business
  that attempts to maximize the competitiveness of
  an organization through the continual improvement
  of the quality of its processes, products,
  services, people, and environments.
• ISO 9001 registration can be a good first step
  into TQM.
• ISO 9000 registration often is the most practical
  route to demonstrate compliance for European
  regulations with a quality system element.

10
Home Work

• Answer Questions 1, 3 on page 241.
• 1. List 6 statements that summarize the
  comparative scope of ISO 9000 and TQM.
• 3. Contrast the aims of ISO 9000 and TQM.