Unlocking the Power of Your QMS

Charles A. Cianfrani, John (Jack) E. West

Description

Some organizations just get by. While they may realize some successes over time, they often aren’t traceable to the organization’s quality management system (QMS). Other organizations can trace performance improvements to their QMSs, and therefore are able to sustain and expand upon them. Working from the tenet that performance improvement is too important to be left to chance, the authors of Unlocking the Power of Your QMS have meticulously combed the most fundamental, globally accepted quality standards and criteria, and have culled 12 principles that can serve as a foundation for mature quality management systems. Next, through an assessment by top management, the mission, vision, and business model of the organization are determined and aligned with these 12 principles.West and Cianfrani make the case that “…there is nothing an organization can do that can have more benefit than the development and deployment of its principles.” This book not only convinces you, it provides you with the guidelines you need to dramatically improve performance in your organization.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Organizational Behavior
• Employabilité, métiers et formations
• Economics
• QMS

Informations

• Publié par: ASQ Quality Press
• Date de parution: 01 février 2005
• Nombre de lectures: 0
• EAN13: 9780873890748
• Langue: English

Extrait

Unlocking the Power of Your QMS

Also available from ASQ Quality Press:

How to Audit the Process-Based QMS Dennis R. Arter, Charles A. Cianfrani, and John E. (Jack) West

Cracking the Case of ISO 9001:2000 for Manufacturing Charles A. Cianfrani and John E. (Jack) West)

Cracking the Case of ISO 9001:2000 for Service Charles A. Cianfrani and John E. (Jack) West

ISO 9001:2000 Explained,Second Edition Charles A. Cianfrani, Joseph J. Tsiakals, and John E. (Jack) West

The ASQ ISO 9000:2000 Handbook Charles A. Cianfrani, Joseph J. Tsiakals, and John E. (Jack) West

ISO 9001:2000—An Audio Workshop and Master Slide Presentation, Second Edition CD Version Charles A. Cianfrani and John E. (Jack) West

Certified Quality Manager Handbook,Second Edition Duke Okes and Russell T. Westcott, editors

From Quality to Business Excellence: A Systems Approach to Management Charles G. Cobb

The Recipe for Simple Business Improvement David W. Till

ISO 9001:2000 Aplicada a la Fabricación Charles A. Cianfrani and John E. (Jack) West

ISO 9001:2000 Aplicada a los Servicios Charles A. Cianfrani and John E. (Jack) West

To request a complimentary catalog of ASQ Quality Press publications, call 8002481946, or visit our Web site at http://qualitypress.asq.org.

Unlocking the Power of Your QMS

Keys toBusiness

Performance Improvement

John E. (Jack) West Charles A. Cianfrani

ASQ Quality Press Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee 53203 © 2005 by American Society for Quality All rights reserved. Published 2004 Printed in the United States of America 12 11 10 09 08 07 06 05 04 03 5 4 3 2 1 Library of Congress Cataloging-in-Publication Data West, Jack, 1944– Unlocking the power of your quality management system : keys to performance improvement / John E. (Jack) West, Charles A. Cianfrani. p. cm. Includes bibliographical references and index. ISBN 0873895924 (alk. paper) 1. Total quality management—Evaluation. 2. Industrial management— Evaluation. 3. Industrial productivity—Evaluation. 4. Organizational effectiveness—Evaluation. 5. ISO 9000 Series Standards—Evaluation. I. Cianfrani, Charles A. II. Title.

HD62.15.W465 2004 658.4'013—dc22 2004015613 ISBN 0873895924 No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Publisher: William A. Tony Acquisitions Editor: Annemieke Hytinen Project Editor: Paul O’Mara Production Administrator: Randall Benson Special Marketing Representative: David Luth

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

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Printed on acidfree paper

Contents

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 1 The Principles Behind Quality Management Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Origins of the Principles of Organizational Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The 12 Principles of Organizational Quality Management . . . . Interaction among the 12 Principles . . . . . . . . . . . . . . . . . . . . . Maturity of the Quality Management System . . . . . . . . . . . . . . Dimensions of Quality Management System Maturity . . . . . . . The Dilemma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Principles and Organizational Transformation . . . . . . . . . . Using the Principles of Organizational Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 2 Engage Top Management . . . . . . . . . . . . . . . . . . . . What Motivates Top Management . . . . . . . . . . . . . . . . . . . . . . . Integration of Quality Management with the Purposes of the Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Emphasis on Process and Performance Rather Than Paper . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Understanding the Role of Quality Management . . . . . . . . . . . Quality Speak vs. Money Speak . . . . . . . . . . . . . . . . . . . . . . . . How to Engage Top Managers—The Eight Virtues . . . . . . . . . Engaging Top Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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1

2 4 8 9 10 11 12

18 18 19 19

23

23 23 24 25 31 32

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Contents

Chapter 3 Shift the Focus from Internal Operations to the External Customer . . . . . . . . . . . . . . . . . . . . Internal Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Using Quality Management to Focus the Entire Organization on the Customer . . . . . . . . . . . . . . . . . . . . . . . Customer Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Process Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Policy, Objectives, and Alignment . . . . . . . . . . . . . . . . . . . . . . . Management Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Customer Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 4 Achieve Alignment . . . . . . . . . . . . . . . . . . . . . . . . . Why Is Alignment So Critical? . . . . . . . . . . . . . . . . . . . . . . . . . Align Mission, Vision, Plans, and Policy . . . . . . . . . . . . . . . . . Align the Organization’s Objectives . . . . . . . . . . . . . . . . . . . . . Measure Progress toward Objectives and the Balanced Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Develop and Deploy the Key Drivers of Performance . . . . . . . Achieve Alignment of the Leaders . . . . . . . . . . . . . . . . . . . . . . Top Management Review, Action, and Ongoing Alignment . . . Modify the Infrastructure to Include Improvement . . . . . . . . . . Align People—Get Everyone Involved . . . . . . . . . . . . . . . . . . Information, Expectations, Boundary Management, and Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizational Culture and Behavior . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 5 Use Process Management Techniques . . . . . . . . . . System Approach to Management and Systems Thinking . . . . Basics of Process Management . . . . . . . . . . . . . . . . . . . . . . . . . Manage the System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Process Champions, Process Ownership, and Process Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SIPOC—Identify Customers and Suppliers for Each Key Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Resources and Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other Process Interactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Flowchart of the Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Process Analysis and Improvement . . . . . . . . . . . . . . . . . . . . . .

33 33

35 36 37 38 39 40 41 48 51 51 53 54

57 57 58 58 59 59

61 64 64 67 69 71 72

7

5

77 80 80 82 86

Contents

Determine and Measure Key Independent Process Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Preventive Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Implementation of Process Changes . . . . . . . . . . . . . . . . . . . . . Measures of Process Performance . . . . . . . . . . . . . . . . . . . . . . . The Role of Top Management . . . . . . . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 6 Embrace Continual Improvement . . . . . . . . . . . . . The Basics of Continual Improvement . . . . . . . . . . . . . . . . . . . Continual Improvement—Incremental and Breakthrough . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Continual Improvement—Improve the Processes . . . . . . . . . . . Continual Improvement—Common Causes and Special Causes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Continual Improvement—Project by Project . . . . . . . . . . . . . . Continual Improvement—Teamwork Is Always Best . . . . . . . . Lean, Six Sigma, Kaizen, JIT, COQ, and the Rest . . . . . . . . . . Continual Improvement—Implementation . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 7 Change Your Thinking on Corrective Action and Preventive Action . . . . . . . . . . . . . . . . . Correction and Corrective Action . . . . . . . . . . . . . . . . . . . . . . . Corrective Action Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corrective Action Tools and Training . . . . . . . . . . . . . . . . . . . . Preventive Action—A Formal Management Activity . . . . . . . . Preventive Action—Risk Assessment and Mitigation . . . . . . . . Preventive Action—Chaos, Complexity, and Simple Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Preventive Action—Anticipating and Managing Uncertainty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 8 Change the Way You Audit . . . . . . . . . . . . . . . . . . . Why Audit? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . How Internal Audits Can Be Different—Going Beyond . . . . . . Train the Auditors to Go Beyond . . . . . . . . . . . . . . . . . . . . . . . . Structuring the Audit Process . . . . . . . . . . . . . . . . . . . . . . . . . . Tactics to Maximize the Value of the Audit Process . . . . . . . . . Audit Results and Corrective Action . . . . . . . . . . . . . . . . . . . . .

vii

89 94 95 97 97 98 99 101

103 105

105 106 107 108 108 109

111 112 115 117 120 121

122

123 124 127 128 130 132 133 134 136

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Contents

How to Justify Investment in a Robust Internal Audit Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leaders Need to Take Action . . . . . . . . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 9 Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . SelfAssessment and Internal Audit—Two Different Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Why Conduct SelfAssessments . . . . . . . . . . . . . . . . . . . . . . . . Conducting SelfAssessments . . . . . . . . . . . . . . . . . . . . . . . . . . Prioritization of Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Relationship to Management Review . . . . . . . . . . . . . . . . . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 10 Revitalize the Organization . . . . . . . . . . . . . . . . . . Longterm Sustained Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . Strategic Planning and the Quality Management System . . . . . The External Scan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SelfAssessment and Internal Scan . . . . . . . . . . . . . . . . . . . . . . Strategic Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Drivers of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Workforce Readiness to Make the Changes . . . . . . . . . . . . . . . Review Organizational Basics . . . . . . . . . . . . . . . . . . . . . . . . . . Reevaluate the Organization’s Objectives and Alignment . . . . . Determine, Develop, and Manage the New Key Processes . . . . What Can I Do Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reflections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Parts of the Organization Are at Different Levels of Readiness to Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Do Less and Get More Done . . . . . . . . . . . . . . . . . . . . . . . . . . . Do the Things You Know You Know How to Do . . . . . . . . . . . Actions Speak Louder Than Words . . . . . . . . . . . . . . . . . . . . . .

Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

136 138 139 141

142 142 143 148 150 150 151 151 153 153 154 155 155 157 159 160 160 160 163 163

163 164 164 164

165 169

Acknowledgments

Thanks to family, friends, and colleagues who contributed to the creation of this book.There’s always a danger in making specific acknowledgments, because invariably someone very important is not recognized. But we would like to recognize the contributions of San West, Marilyn Cianfrani, Bob Peach, Larry Wilson, Chief Joseph Akpieyi, Craig Johnson, Anna McSorley and Thomas A. Bacus. Your help, support, and encouragement are appreciated.

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