Iso 9001 Case Study Total Quality Management

Quality control management

Implementation of ISO 9001

Continual improvement Case Study SC IAMU SA

Francu Alexandru Tudor

Contents

1. Introduction 3

2. Generalities 5

2.1. Quality Control and methods 7

2.2. Processes management 9

2.2.1. Short history and definitions 10

3. Quality management 12

3.1. Generalities 12

3.2. Principles 12

3.3. Process approach 15

3.3.1. Process performance 15

3.3.2. Process indicators 16

3.3.3. Continual improvement of the processes 17

4. Case study – Implementation of ISO 9001 at SC IAMU SA Blaj 20

4.1.1. Internal activities 21

4.1.2. External conditions 24

4.2. Designing, implementing and certifying QMS 26

4.3. Improvement potential 43

Bibliography 44

Bibliography 45

Annexes 47

1. Introduction

Ever

Shewhart in 1925. It is a method which put an emphasis on controlling the flow sheet, followed by the elimination of the pieces that were not executed properly in different phases of production. This diminished the production costs greatly (W.A. Shewhart, 1986).

• Quality assurance – a concept initiated by J.M. Juran (born in Romania, Braila) through which the emphasis is put on preventing defects in production. This implies the fact that all the organisations functions should work together in order to obtain the product. The system of quality assurance is an ensemble of organisational structures, functions, responsibilities, processes, resource etc. which are giving an input into obtaining the product exactly as it was designed.

• Quality management system is defined by ISO 9000:2008 as follows: QMS is a collection of business processes focused on achieving quality policy and quality objectives to meet customer requirements. It is expressed as the organisational structure, policies, procedures, processes and resources needed to implement quality

Designing, implementing and certifying QMS

In 2000 the top management of the organisation took the strategic decision of designing, implementing and get a certification for Quality Management System ISO 9001. The principle arguments that are at the basis of this decision are:

• The pressing necessity of continual improvement of the quality of the products;

• Inspiring trust among clients that IAMUs’ products are respecting the requirements;

• Continuing the collaboration with the foreign main partner;

• Competitive advantage;

• Pressure from foreign customers;

The organisation got certified one year later, in 2001 by TÜV Thüringen,