QMS Conversion: A Process Approach

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Butterworth-Heinemann, 2002 - Business & Economics - 176 pages
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QMS Conversion: A Process Approach assists organizations in converting their existing quality management systems of documentation into systems of managed processes that deliver business benefits.

The 2000 version of ISO 9000 requires a different approach to be taken towards the achievement of quality, an approach that delivers customer satisfaction not simply compliance with documented procedures. By using a process approach to the development of a management system, the significant time and expense invested should be utilized in a way that will help an organization achieve real business benefits through the application of ISO 9000: 2000. The real value of the process approach is its focus on results thereby eliminating activities and procedures that do not add value in the organization's quest to satisfy its customers and other interested parties.


Written in a straightforward, non-technical manner, the approach is easily understood and followed by managers or engineers at any level. It allows readers to focus on results rather than functions, activities, procedures or standards. Applying this methodology to the management of quality will give you a distinctive competitive edge over the companies that end the certification process once the requirements have been met.

With this book, the reader will be able to:
Recognize the difference between conformance to standard and system performance
Distinguish between procedures and processes and understand what makes the two fundamentally different from one another
Understand the large gap that exists between a procedural approach and a process approach
Comprehend the importance and power of the eight quality management principles
Understand the steps to be taken to convert element-based systems to process-based systems and identify the factors that affect success in the conversion process
Construct a model of the business that identifies the key processes and their interfaces
Establish performance indicators and measurements for each process and produce process flow charts that link together to form a coherent system description
Understand the steps to take to construct a system that fulfills the design criteria
Determine whether the conversion has been successful and identify where further improvement is required

Each chapter is structured with a set of learning outcomes that can be accomplished by covering its contents. The chapters follow the sequence of the conversion process and each addresses the change in direction brought about by the ISO 9000: 2000 family of standards.

Achieve real business benefits with ISO 9000:2000Focus on resultsProvides process modeling and analysis techniques
 

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Contents

A real change in direction
1
Processes versus procedures
7
Quality management principles
15
The conversion process
45
Planning for change
55
Modeling the business
65
Organizing process development teams
75
Process analysis
83
System construction
115
Successful system validation
127
Introduction
133
Sample level 1 flow charts
135
Sample level 2 flow charts
141
Sample level 3 process flow charts
155
Index
173
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About the author (2002)

David Hoyle is an international management consultant with over 30 years' experience in quality management. He has held senior positions in quality management with British Aerospace and Ferranti International and worked with such companies as General Motors, the UK Civil Aviation Authority and Bell Atlantic on their quality improvement programmes. As well as delivering quality management and auditor training courses throughout the world, he has participated in various industry councils and committees, including the Institute of Quality Assurance.

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