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Quality management is a method for ensuring that all the activities necessary
to design, develop and implement a product or service are effective and
efficient with respect to the system and its performance.
Quality Improvement
W. Edwards Deming is best known for his management philosophy establishing
quality, productivity, and competitive position. He has formulated 14 points of
attention for managers, some of these points are more appropriate for service
management:
* Break down barriers between departments;
* Management should learn their responsibilities, and take on leadership;
* Improve constantly;
* Institute a programme of education and self-improvement.
The following diagram is the Shewhart cycle (PDCA) for quality improvement, made
popular by Deming.
Shewhart Cycle
The philosophy is to keep improving the quality of an organization. It is
defined by four keys:
* Plan: Design or revise business process components to improve results
* Do: Implement the plan and measure its performance
* Check: Assess the measurements and report the results to decision makers
* Act: Decide on changes needed to improve the process
The consolidation phase enables the organization to take stock of what has been
taking place and to ensure made to processes that require documentation (both to
allow processes to be repeatable and to facilitate recognition of the
achievement of some form of quality standard).
Quality Standards
The International Organization for Standardization (ISO) created the Quality
Management System (QMS) standards in 1987. These were the series of standards
comprising ISO 9001:1987, ISO 9002:1987 and ISO 9003:1987; which were applicable
in different types of industries, based on the type of activity: designing,
production or service delivery. The standards have been regularly reviewed every
few years by the International Organization for Standardization. The version in
1994 and was called the series; comprising of the ISO 9001:1994, 9002:1994 and
9003:1994 versions. The last revision was in the year 2000 and the series was
called series. However the ISO 9002 and 9003 standards were integrated and one
single certifiable standard was created under ISO 9001:2000. Since December
2003, ISO 9002 and 9003 standards are not valid, and the organizations
previously holding these standards need to do a transition from the old to the
new standards. The document gives guidelines for performance improvement over
and above the basic standard (i.e. ISO 9001:2000).
What is Production Planning?
At its core, production planning represents the beating heart of any
manufacturing process. Its purpose is to minimise production time and costs,
efficiently organise the use of resources and maximise efficiency in the
workplace.
Production planning incorporates a multiplicity of production elements, ranging
from the everyday activities of staff to the ability to realise accurate
delivery times for the customer. With an effective production planning operation
at its nucleus, any form of manufacturing process has the capability to exploit
its full potential.
Capacity Planning
As defined by the APICS Dictionary, “Capacity planning or capacity requirements
planning is the function of establishing, measuring and adjusting limits or
levels of capacity. The term “capacity requirements planning” in this context is
the process of determining how much labor and machine resource is required to
accomplish the tasks of production”.
Finite capacity scheduling uses basically the same data as capacity requirements
planning but adjusts the schedule to ensure that the capacity required never
exceeds a work center’s defined capacity limits in a given time period.
The above figure depicts the hierarchy of capacity planning decisions that can
be made within a planning and control environment. These range from long-term
capacity decisions down to short-term shop floor monitoring and control tasks:
* Planning resource capacities over long time horizons.
* The rough-cut evaluation of capacity required by the master production
schedule.
* Detailed capacity requirements of a particular production schedule.
* The use of finite loading procedures.
* The simulation of the use of alternate capacity plans.
* Monitoring actual outputs versus plan.
The source of the loading data changes as you move down this hierarchy. While
resource planning takes its capacity requirements from the business plan,
rough-cut capacity planning uses the master production schedule as the source of
its information. Capacity requirements planning and the remainder of these
shorter-term planning modules take their loading data from the Material
Requirements Planning output.
The Quality Management System standards created by ISO are meant to certify the
processes and the system of an organization and not the product or service
itself. ISO 9000 standards do not certify the quality of the product or service.
Recently the International Organization released a new standard, ISO 22000,
meant for the food industry. This standard covers the values and principles of
ISO 9000 and the HACCP standards. It gives one single integrated standard for
the food industry and is expected to become more popular in the coming years in
such industry.
The most elaborated and accepted concept of quality management is the model of
the EFQM Excellence Model.
Academic resources
* International Journal of Productivity and Quality Management, ISSN 1746-6474,
Inderscience
* International Journal of Quality & Reliability Management, ISSN: 0265-671X,
Emerald Publishing Group
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