Elements / Clauses in ISO 9001:2000

The ISO 9001:2000 has eight major parts or clauses they are

SNo	Elements of ISO 9001:2000
1	Scope
2	Normative reference
3	Terms and Definitions
4	Quality management system
5	Management responsibility
6	Resource Management
7	Product realization
8	Measuring, Analysis and Improvement

 

 

Clause	Title	Description
1	Scope	Tells what organisation, location, process, products and so on are covered
2	Normative reference	Other standards which, by being listed, constitute provisions of the ISO 9001 standard.
3	Terms and Definitions	As given in ISO 9000
4	Quality management system	Provides general requirements for the QMS and defines documentation requirements.
5	Management responsibility	Defines the requirements top managers must provide to ensure the effectiveness of the QMS It includes specific requirements for:       Management commitment       Customer focus       Quality policy       Planning       Responsibility, authority and communication       Management review
6	Resource Management	Defines the requirements companies must meet to provide adequate resources to implement and maintain the QMS and to continually improve its effectiveness. It includes specific requirements for:       Provision of resources       Human resources       Infrastructure       Work environment
7	Product realization	Defines requirements for process related to product realisation It includes specific requirements for       Planning of product realisation       Customer related processes       Design and development       Purchasing       Production and service provision       Control of monitoring and measuring devices
8	Measuring, Analysis and Improvement	Defines requirements for monitoring, measuring, analysis and improvement processes needed to demonstrate conformity of the product, ensure conformity of the QMS, and continually improve the effectiveness of the QMS.   It includes specific requirements for:       Monitoring and measurement       Control of nonconforming product       Analysis of data       Improvement

 

 

Seven Old Statistical Tools

Seven Old Statistical Tools

S.NO	STATISTICAL TOOLS	PURPOSE
1	Check Sheet	For systematic data gathering and registering to get clear view of the facts
2	Histogram	For showing a distribution of variable quantities or characteristics
3	Cause and Effect diagram	For analysing potential causes for a given problem
4	Pareto diagram	For finding out causes that account for more losses in quality
5	Stratification	For analysing data by grouping it in different ways
6	Scatter diagram	For depicting the relationships between two variables
7	Control charts	For displaying data taken over time and their variations

Check sheet

Histogram

Cause and Effect diagram

Pareto Diagram

Stratification

Scatter Diagram

Control Charts

Difference between ISO 9000 QMS and ISO 14000 EMS

S.NO	ISO 9000 QMS	ISO 14000 EMS
1	Quality of product	Quality of life
2	Contract to customer	Contract to society
3	Environmental risk management	Environmental risk minimisation
4	Check, comply and improve	Correct comply and improve
5	Pollution control	Pollution prevention
6	Environmental protection	Proactive environmental care
7	Provide and manage resources	Conserve and save earths resources.
8	Qualitative, quantitative and mechanistic orientation.	Qualitative Quantitative and holistic orientation
9	Commitment to work	Commitment to future generations

Crosby's 14 step to Quality

Philip B Crosby is a popular American Quality Guru, he published a popular book "Quality is Free", he has given fourteen steps to Quality they are as follows

1. Declare management commitment to quality
2. Setup quality improvement teams
3. Set in place quality measurement to provide display of trends of problems
4. Determine the cost of quality
5. Raise the level of quality awareness
6. Take corrective actions on problems raised
7. Plan a zero defects program
8. Train all supervisors in quality improvement process
9. Hold a zero defects day
10. Set goals and encourage individuals to set their own improvement goals.
11. Encourage employees to communicate to the management about the difficulties they have in achieving their goals
12. Recognize and appreciate all those who participate in the program
13. Establish quality councils to interact on a regular basis on quality matters
14. Do the above 13 steps all over again to emphasize that quality program never ends.

TQM Framework

TQM Framework means the elements of TQM, we can classify into two groups

• TQM principles and practices
• TQM tools and techniques

Entrepreneurship as a career option

One frequently referenced definition comes from Harvard Business School professor Howard Stevenson: “Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.” What this means, according to Dave Valliere, professor of entrepreneurship at Ryerson University, is that you see an opportunity that’s “so compelling,” you have no other choice but to pursue it—even if you don’t have the necessary resources. You simply assume that you’ll find a way to get it done, he says.

If you have graduated from college before 2000 in India and and have said that you are going to pursue Entrepreneurship as a career, chances of people laughing at you is very high. They are not to blame as during that period people got into business if their family is in business.

What changed this perception towards entrepreneurship and why is it so attractive?

• India is growing and people are more demanding this fueled many business opportunity
• Many organisations are promoting entrepreneurship and government is actively wooing people to start new ventures
• Banks and financial institutions are more open to provide loans and there are many agencies available for support
• Attitude and aspirations of the people have changed as the economic growth emboldened people and increased their confidence level
• Indian families have become richer and they are able to bear and support their loved ones in their ventures

This being the change in mentality of people can entrepreneurship really become a career option?

i personally believe that entrepreneurship can be a career option because
- It is an really great time to be in India, people are being exposed to various modern lifestyles and are demanding new and better services and products and there is a general lack of good service providers.
-Increasing urbanisation contributes to a lot of opportunities for more service oriented business.
- The government is encouraging a lot with various subsidy schemes and it is very easy to get loans.
- The new payment gateways and online market places have increased the choices for people to buy and sell

At the end of the day, having that drive and passion will be your most important key to success as an entrepreneur. If you’re doing what you love, and doing it on your own terms, you can achieve what many are striving for: being your own boss. 

Quality Gurus and their contribution

We all know the different Quality Gurus and their contribution but we don't tend to remember them and struggle to recall them. so this post is to recall their contributions and summarise them in a table

TQM Gurus

• Japanese Gurus
• Kaoru Ishikawa
• Genichi Taguchi
• Shigeo Shingo
• Masaaki Imai
• American Gurus 
• Walter Shewhart
• Edward W Deming
• Joseph M Juran
• Philip Crosby
• Armand Feigenbaum

House Of Quality - Construction example 2

House Of Quality - Construction example 3

House Of Quality - Construction example 1

Information Systems controls - facility control and procedural control

Facility CONTROLS and Procedural Controls

Controls are constraints and other restrictions imposed on a user or a system, and they can
be used to secure systems against the risks just discussed or to reduce damage caused to systems,
applications, and data.
 Controls are implemented not only for access but also to implement policies and ensure that nonsensical data is not entered into corporate databases.

Application Reliability and Data Entry Controls

 The most reliable programs consider every possible misuse or abuse. A highly reliable program includes code that promptly produces a clear message if a user either makes an error or tries to circumvent a process.

For example, a Web site invites users to select a username and password, and the operators demand passwords that are not easy to guess. The application should be programmed to reject any password that has fewer than a certain number of characters or does not include numerals. A clear message then must be presented, inviting the user to follow the guidelines.

Controls also translate business policies into system features. For example, Blockbuster Video uses its IS to implement a policy limiting debt for each customer to a certain level. When a renter reaches the debt limit and tries to rent another DVD, a message appears on the cash register screen: “Do not rent!” Thus, the policy is implemented by using a control at the point of sale. Similar systems do not allow any expenditures to be committed unless a certain budgetary item is first checked to ensure
sufficient allocation. A spending policy has been implemented through the proper software.

Access Controls

Unauthorised access to information systems, usually via public networks such as the Internet,
does not always damage IT resources. However, it is regarded as one of the most serious threats
to security because it is often the prelude to the destruction of Web sites, databases, and other
resources, or theft of valuable information.

Access controls are measures taken to ensure that only those who are authorised have
access to a computer or network, or to certain applications or data. One way to block access to
a computer is by physically locking it in a facility to which only authorised users have a key or
by locking the computer itself with a physical key. However, in the age of networked computers,
this solution is practical only for a limited number of servers and other computers. Therefore,
these organisations must use other access controls, most of which rely on software.

Experts like to classify access controls into three groups: what you know, what you have, and
who you are.

1. “What you know” includes access codes such as user IDs, account numbers, and

passwords.

2. “What you have” is some kind of a device, such as a security card, which you use

directly or which continuously changes coordinated access codes and displays them for you.

3. “Who you are” includes your unique physical characteristics.

The most common way to control access is through the combination of a user ID and a
password. While user IDs are usually not secret, passwords are. IS managers encourage users to
change their passwords frequently, which most systems easily allow, so that others do not have
time to figure them out and to limit the usefulness of stolen passwords.
Some organisations have systems that force users to change their passwords at preset intervals, such as once a month or once every three months. Some systems also prevent users from selecting a password that they have used in the past, to minimise the chance that someone else might guess it, and many require a minimum length and mix of characters and numerals.

Access codes and their related passwords are maintained either in a special list that becomes part of the operating system or in a database that the system searches to determine whether a user is authorised to access the requested resource.

A more secure measure than passwords is security cards, such as RSA’s SecureID. The device
is distributed to employees who need access to confidential databases, usually remotely. Employees
receive a small device that displays a 6-digit number. Special circuitry changes the number
both at the server and the device to the same new number every minute. To gain access,
employees enter at least one access code and the current number. The device is small enough to
be carried on a key chain or in a wallet. This two-factor access control increases the probability
that only authorised people gain access. This is an example of using both what you know and
what you have.

In recent years, some companies have adopted physical access controls called bio-metrics. A
bio-metric characteristic is a unique physical, measurable characteristic of a human being that
is used to identify a person. Characteristics such as fingerprints, retinal scans, or voice prints can
be used in bio-metrics. They are in the class of “who you are.” When a fingerprint is used, the user
presses a finger on a scanner or puts it before a digital camera. The fingerprint is compared
against a database of digitised fingerprints of people with authorised access. A growing number
of laptop computers have a built-in fingerprint scanner for the same purpose. The procedure is
similar when the image of a person’s retina is scanned. With voice recognition, the user is
instructed to utter a word or several words. The intonation and accent are digitised and
compared with a list of digitised voice samples.

Decision Making Process

Decisions are classified as structured, semi-structured, and unstructured.

Unstructured decisions are those in which the decision maker must provide judgment, evaluation, and insight to solve the problem. Each of these decisions is novel, important, and nonroutine, and there is no well-understood or agreed-on procedure for making them.

Structured decisions, by contrast, are repetitive and routine, and they involve a definite procedure for handling them so that they do not have to be treated each time as if they were new.

Many decisions have elements of both types of decisions and are semi-structured, where only part of the problem has a clear-cut answer provided by an accepted procedure.

In general, structured decisions are more prevalent at lower organizational levels, whereas unstructured problems are more common at higher levels of the firm.

Simon (1960) described four different stages in decision making: intelligence, design, choice, and implementation
Intelligence consists of discovering, identifying, and understanding the problems occurring in the organization—why a problem exists, where, and what effects it is having on the firm.

Design involves identifying and exploring various solutions to the problem.

Choice consists of choosing among solution alternatives.

Implementation involves making the chosen alternative work and continuing to monitor how well the solution is working.

Anna University Total Quality Management - December 2016

Anna University Total Quality Management - December 2015

Anna University Total Quality Management  Question Paper