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Introduction to IMS

ElSaeed Group IMS by Ahmed Fahim, Organization Manager.
by

Ahmed Fahim

on 17 December 2017

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Transcript of Introduction to IMS

Ishikawa
FEATURES
Main operating
characteristics such as
power, sound, speed etc.
PERFORMANCE
The extras that supplement
the main characteristics
such as trim, sunroof etc.
RELIABILITY
How often it breaks down .
How close it is to
the design specification
or service to
the customers experience.
CONFORMANCE
Length of life,
toughness in use,
service frequency etc.
DURABILITY
Ease, cost
and friendliness of service.
SERVICEABILITY
Appearance and impression.
AESTHETICS
The feel, finish
and manner in which
the customer is dealt with.
PERCEIVED QUALITY
QM Dimensions
The Eight
Quality
Dimensions
Involvement
of people
Process approach
Mutually beneficial supplier relationships
Customer Focus
Leadership
Factual approach to decision making
Systems approach
for management
8
QM principles

ISO 9001:2008
- Sets out the requirements of a quality management system
ISO 9000:2005
- Covers the basic concepts and language
ISO 9004:2009
-Focuses on how to make a quality management system more efficient and effective
ISO 19011:2011
- Sets out guidance on internal and external audits of quality management systems.
ISO 9000 family
principles
2
3
4
5
6
7
8
st
nd
rd
th
1
th
th
th
th
The 4 QM principle
Process approach
th
process control
process improvement
Effective daily management
prepare the foundation of long term improvement
short term corrective actions by process owner
long term remedial actions responsibility of the management
planning
process
Management
Cause-and-effect
Scatter diagrams
Process Control Tools
Pareto diagram
Control charts
The 5 QM principle
Continual Improvement
th
6 sigma
Zero defect
Just In Time
Kaizen
Principles
Development
to....
control
Quality
concept
Assurance
Till reach the
Philosophies
Definitions
Quality
What is Quality
History
Evolution
1911
Frederick W. Taylor
Wrote Principles of Scientific Management.
1924
Walter A. Shewhart
1950’s
Went to
Developed quality management practices in Japanese plants, and become major theme in Japanese management philosophy, such that, by 1960, quality control and management had become a national concept.
1960
Kaoru Ishikawa
Formalized “quality circles” - the use of small groups to eliminate variation and improve processes.
1969
Armand V. Feigenbaum
Used the term “total quality” for the first time
In the first international conference on quality control, sponsored by Japan, America and Europe, was held in Tokyo

Gave paper explaining how “total quality control” in Japan was different, it meaning “company wide quality control”, and describing how all employees, from top management to the workers, must study and participate in quality control.
W. Edwards Deming
Joseph M. Juran
Japan
GURUS
1856 – 1915
Used statistics in quality control and inspection,
Showed that productivity improves when variation is reduced
Made the first sketch of a modern control chart
1891 1967
1900 –1993
1904- 2008
1915 –1989
1922 –1989
1970's
Philip Crosby
Established the management consulting company Philip Crosby Associates, Inc.
Published his book "Quality is Free".
1926- 2001
1979
BS 5750 was issued
1986
Bill Smith
Formulate Six Sigma in Motorola
1929 – 1993
1986
Masaaki Imai
Established the Kaizen Institute to help Western
companies introduce Kaizen concepts, systems and tools.
1930
1994
ISO issued the second version of the ISO 9000 series
2000
ISO issued the third version of the ISO 9000 series
2008
ISO issued the fourth version of the ISO 9000 series”
&
Then....
Ispection
?
The totality
of characteristics
of an entity that bear on
its ability to
satisfy
stated and implied need
( ISO 9000:2005)
Conformance to requirements
(Crosby)
(Juran)
Fitness for use
Degree to which a set
of inherent characteristics
fulfills requirements.
Do itف
first time
right
every time
1987
ISO issued the first version of the ISO 9000 series.
Excellence
Value-added care and service
Operational techniques and activities that are used to fulfill requirements for quality
detection mode
If alone,will not improve product or service quality, but highlights when it is not present
from
Total
Quality
Management
Ishikawa
Follow up
C
O
R
G
Build systems,
Academy activities ,
compliance
22/1
world map , cloud background
MIS principles
origin
idea
tree
A
N
I
Z
E
S
Y
S
T
E
M
I
Z
E
A
T
E
G
O
R
I
Z
E
SYSTEMS
FLAT
SLIM
FIT
FAST
FAIR
FIRM
Definitions
Operational
activities
activities
3F
FSF
Manage using 5M's/7T's.
Organize
, change culture,

time management
Academy meeting
principles
concepts
COMMITTEE
ORGANIZATION
Series of
Approved
Update
committee
meetings
Management
Review
systems
Policies &procedures
Document
Truthfulness
Honesty
which allows a more effective use of spatial relativity to convey meaning.
Is the output of process
External
Internal
characteristics
Requirements
Product
customer
Goods
software
service
any one who is impacted by product
Idea
Others in
the same
organization
output
Input
output
Input
supplier
customer
Triple- role concept
process owner
ISO 14001:2004
Quality Management System
ISO 9001:2015
Environmental Management System
FSMS
Management
SYSTEMS
QMS
EMS
OHSAS 18001:2007
Occupational Health and safety
Management
system
ISO 22001:2005
Food Safety Management
Systems
ISO 17025:2005
Management Systems
The competence of testing and calibration laboratories
ISO 50001:2011
Energy Management System
EnMS
ISO 26000:2010
Guidance on Social Responsibility
SR
Information Security
Management System
ISO 27000:2005
BRC -IoP
Issue 5
ISMS
Issue 7
PILLARS
Quality
circles

Discussion
Create
Recruitment
Manpower
planing
Appraisal
Organogram
Loyalty
Perseverance
Lean
Retention
Training
Loyalty

&
Sincerity
Spiritual
JIT
TPS
M1
M2
M3
M4
M5
M
Manpower
Material
Market
Machine
Money
Management
systems
5 M'S+ 1
7 Tools
5 M's + M
and
7 Balanced Tools of Management
PLAN
ORGANIZE
FOLLOW
UP
EVALUATE
IMPROVE
EXECUTE
THINK
A management philosophy embracing

all activities

through which

the

needs and expectations
of the
customer

and
community
, and the
objectives of the organization

are satisfied in the most efficient and cost effective way by maximizing the potential of

all employees

in a continuing drive for improvement.
ETHICS
BUSINESS
END
+
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