Guide for the implementation of a Quality management

Guide for the
implementation of a
quality management
system.
By * Angel Barbecho
* Jenny Flores
* DoméniKa Calvopiña.

ISO 9000 NORMS.
ISO 9000FAMILY.
1.- ISO 9000: 2000. It is important for the understanding and
use of the other family as it provides us with a basis to
understand the terminology used. Management systems
quality. Principles and vocabulary. The rule ISO 9000: 2000
is an introduction to the main rules.
2.- ISO 9001: 2000. This standard identifies the requirements
of a Management System for the Quality. An ISO 9001
(GSC) is one that is created in compliance with the
requirements by ISO 9001. It is the norm which is used for
System Certification. Management systems for quality, And
requirements.

ISO 9000 NORMS.
ISO 9000 FAMILY.
3.- ISO 9004: 2000. The ISO 9004 standard is a guide to Follow by
organizations wishing to go beyond what is marked in ISO
9001. It is a generic document that can be used as a means for
the Quality Management System to evolve towards excellence
management systems quality.
4.- ISO 19011: 2002. Guidelines on Audits of quality management
systems and environment. This standard provides Guidance on
the fundamentals of the audit and the performance of audits of
quality management systems and Environmental impacts. The
previous standard, ISO 10011 provided guidance on Audits of
quality management.

ISO 9001: 2000 STANDARD.
1. PURPOSE AND FIELD OF APPLICATION 1.1 General information 1.2 Application
2. STANDARDS FOR CONSULTATIONS
3. TERMS AND DEFINITIONS
4. QUALITY MANAGEMENT SYSTEM 4.1 General requirements 4.2 Documentation requirements.
5. MANAGEMENT RESPONSIBILITIES 5.1 Management commitment 5.2 Customer focus 5.3 Quality
policy 5.4 Planning 5.5 Responsibility, authority and communication 5.6 Review by management
6. RESOURCE MANAGEMENT 6.1 Provision of resources 6.2 Human resources 6.3 Infrastructure
6.4 Work environment.
7. REALIZATION OF THE SERVICE 7.1 Planning of the implementation of the service 7.2 Customer-
related processes 7.3 Design and development 7.4 Shopping 7.5.1 Control of production and
the provision of the service 7.5.2 Validation of processes of the service 7.5.3 Identification and
traceability 7.5.4 Client property 7.5.5 Preservation of the product 7.6 Control of the devices
measurement and monitoring
8. MEASUREMENT, ANALYSIS AND IMPROVEMENT 8.1 General information 8.2.1 Customer
satisfaction 8.2.2 Internal Audit 8.2.3 Monitoring and measurement of processes 8.2.4
Monitoring and measurement of the product 8.3 Control of nonconforming product 8.4 Data
analysis 8.5.1 Continuous improvement 8.5.2 Corrective Actions 8.5.3 Preventive actions.

AENOR.
It is an entity dedicated to the development of
standardization and certification (N + C) in all industrial and
service sectors. Its purpose is to contribute to improving
quality and competitiveness of enterprises, as well as
protecting the environment. It was designed to carry out
these activities by the order of the Ministry of Industry and
Energy, of 26 February 1986, Its presence in international
forums, Europeans and Americans guarantees our country
in the development of standardization and international
recognition Of AENOR certification.

IMPLEMENTATION OF A
QMS.
It is essential to have intention, willingness to change and
orientation to improvement. We must accept that you can
see the things in another way: It is imperative that people
involved in the process be proactive and work in our circles
of influence. The key is always to start to advance along the
chosen path. It is always necessary to have the support of
the cloister. The process is not against anyone, it's with
people. You have to accept that there are things that do not,
they are doing well, we can do something to improve them.
To do this you must be willing to change. If all is well and I
do not know to need changes or need improvement, quality
is not needed.

PROJECT APPROACH.
The initial approach can start from the management team
towards the center staff, or that there is a group of people
interested in the project and raise it to the Directorate. The
most usual is the first case, so we develop it to from this
hypothesis. To undertake the project, first an approach should
be made to the situation of departure:
 Conditions that should be able to carry it out.
 Determine areas or activities in that the necessary control does
not exist.
 Contact certified centers or in the process of preparing for a
meeting in which they give us a first vision.
 To be informed in the competent administration conditions and
procedure for the application.

TEAM FORMATION OF
WORK.
The quality team will be appointed by the Director from the
center. It will be convenient for it to be composed for
about four or five people and which, led by the head of
quality, coordinate the actions of other employees in the
project. It will also be more effective if its components is
there any team member and, if possible, the remainder
people belonging to different families professionals. The
work team should receive a training course on the
philosophy of quality and the ISO 9001: 2000 standard
and its application to schools. In addition, they should be
willing to their training on an ongoing basis, and in
everyday life, it is advisable to keep close collaboration
with other centers, both certified and others are in the
same situation.

PROCESS MAP.
We must start from the fact that the processes exist in
themselves. We do not invent them, simply we "identify,
determine their interactions, criteria and methods to ensure
effectiveness, resources and means necessary to support
them, their monitoring and measurement and, ultimately, the
necessary actions to achieve the planned results “. An
adequate document to comply with the first part of the previous
paragraph and, identify the processes and determine their
interactions, is what we usually call PROCESS MAP. It
includes both Those considered strategic, such as those
provide the results of the service obvious to the customer, such
as those Possible material and management conditions of all
the others, as you can see in the figure.

PROCESS MAP.
STRATEGIC PROCESSES. They provide guidelines,
strategies, guides, policies, Limits, to other processes.
KEY PROCESSES. They provide results that our "customers"
see: Students, families, companies...
SUPPORT PROCESSES. They are those who make possible
the material conditions and realization of all the others.

Implantation
Staff training
To achieve an effective implantation of the quality management
system, is necessary, that the entire people of the institution
have a basic quality training. This training should consist
almost in the basic knowing of the next aspects:
 Philosophy of quality
 Global knowing of the process, procedures, instruction and
indicators map of the institution
 Objectives which are pursued by an auditory
 General idea of the ISO 9001:2000 norm

Audits
An audit of quality is a systematic independent and
documented process to get evidences of the auditory and to
assess them in an objective way with the end of determining
the grade that is compliment the acceptable criteria.

Kind of audits
a) In function of who apply these
1. Audits of the first part: which are made by the same
organization, habitually with the own staff (internal audit)
2. Audits of the second part: which are made by the custom.
3. Audits of the third part: which are made over the
organization by an independent company to this company
and to the custom (external audit)

b) In function of what is audited
The audits of quality assume several forms. They can be apply to
the quality system in their set or to their elements, process,
products or services, determined fields to the organization so we
can speak of audits of system , audits of process, audits of the
field secretary, direction, leadership, departments
 All these are executed over a selective part of something i.e.
over a sample
 All these need to some norm or pattern of reference
 All these are carried out by people who don’t have direct
responsibility on the fields which will be audit

Role of internal quality audits
The fundamental role of internal audits in the quality system is
to gather and document the information that the management
team of the institute needs to determine
 The assessment of compliance with provided by the QMS
 Grade of implantation of the system
 The effectiveness and efficiency of the quality management

Methodology of internal audits
 Procedure for conducting an internal audit
 Election of the chief auditor and selection of the team
auditors
 The audit plan: preparation and communication to the
parties
 Assignment of tasks to members of the audit team
 Work documents
 Preparation of checklists

Execution of the audit
 Initial meeting
 Collection of evidence and information
 Meeting with the auditee
 Audit observations
 Elaboration of the report
 Test of the efficiency of the report
 Data to be contained in the report audit
 Final meeting
 Analysis of the audit report
 Definitive closure of the audit

Corrective actions and
preventive
 Identify
 Investigation
 The determination of the corrective actions
 The following to ensure the development of the corrective
actions and that these are effective

Certification
 Application for certification
 Process of certidfication
 Certification audit
 Maintenance of the Quality Management System

Tools of the Quality
 Affinity diagram
 Brainstorming
 Data collection sheets
 Histograms or other graphic organizer of fatas such as
scatter and stratification diagrams
 Pareto chart
 Poka-Yoke
 Gant diagram
 Benchmarking
 Interviews

Tools more used in the design
and implantation
 Brainstorming
 Affinity diagram
 Benchmarking

Toold for the analysis of causes
 Pareto chart
 Ishikawa diagram

Tool for the following and
mesure
 Histogram
 Stratification

EFQM model
The EFQM is a non-normative model that considers quality
management as the satisfaction of the needs and expectations of
its clients, its personnel, and the other implied entities, through a
self-evaluation in order to know itself better and improve their
functioning.
1.
Leadership
2. Strategy and
planning
3. Personnel
management
4. Resources
5. Quality system and processes
6. Customer satisfaction
7. Staff satisfaction
8. Impact on society
9. Results
Areas of a
company’s
management

ISO 9000
 A set of standards that have been periodically edited and revised by the
International Organization for Standardization (ISO) on quality assurance of
processes
ISO 9001: 2000
• It is the only one used
for system certification
• It identifies the
requirements for an
SGC that can be used
by an organization to
increase customer
satisfaction by meeting
the requirements
established by it and by
the applicable
mandatory legal
provisions.
ISO 9004:2000
• Aims to achieve not
only the satisfaction of
the organization's
customers, but also of
all interested parties.
• Gives guidelines for the
implementation and use
of a quality
management system to
improve the overall
performance of the
organization

Service letters
 The service letter is a document that collects the concrete
commitments of quality in the services offered by the
organization to the users. These commitments add value to
the user.
 This letters reflect the quality commitments of the institution
with all citizenship
 These letters also establish the channels of communication
of the user with the organization (suggestions, claims ..), as
well as the rights of users in relation to these services

The six sigma model
 Its objective is to avoid errors, being able to reach zero defects by
improving performance. Its goal is to achieve a control over the
processes to obtain products and services without errors.
 The system activity flow consists of: define the project, measure the
level of defects per million opportunities, analyze variability, improve
what is being done, and control what is improving.
 The Six Sigma Principles:
 Principle 1: Focus on the customer
 Principle 2: Data-driven management
 And facts
 Principle 3: Process Management
 Principle 4: Pre-active management
 Principle 5: Collaboration
 Principle 6: Pursuit of Perfection

Common Principles for
Quality Assurance in
Education and Training
 Quality assurance is necessary to ensure the effectiveness and improvement of education and
training
 Quality assurance policies and procedures should cover all levels of education and training
systems.
 Quality assurance should be an integral part of the internal management of education and training
institutions
 Quality assurance should include the regular evaluation of training bodies and programs carried
out by external monitoring bodies or agencies.
 External oversight agencies or agencies should themselves be subject to a regular evaluation.
 Quality assurance should include the context, content, processes and performance of training with
special attention to training and learning outcomes.
 Quality assurance initiatives at the international, national and regional levels should be
coordinated to ensure an overview, coherence, synergy and an analysis of the whole device.
 Quality assurance should be a cooperative process at all levels, involving relevant actors, within
each country and across Europe.
 Quality assurance guidelines at European level can serve as a benchmark for evaluations and
peer learning.

Reasons of national scope
to advance in the
management of the quality
 The National System of Qualifications and Vocational
Training aims to create an integrated set of all the elements
that form part of the vocational training, of whatever type,
defining four tools and actions:
 National Catalog of Professional Qualifications (CNCP) and its
associated Modular Training Catalog (CMF).
 Device for the evaluation and accreditation of skills acquired
through professional experience or non-formal learning.
 Integrated information and vocational guidance system.
 Quality and evaluation of the system

Reasons to apply quality
models in organizations
Get a better organization of the centers and a more efficient use of public resources and thus favor
customer satisfaction, which, in the context of education, we are all citizens. Also:
 To increase the efficiency and efficiency of the processes.
 To motivate and train all staff.
 To implement a new management model.
 To analyze our position "in the market" and detect opportunities for improvement.
 To change the culture of the organization.
 To "not stay behind".
 To aspire to get rewards.
 To follow a trend.
 For the search of an organizational prestige.
 To reorganize functional areas.
 To adapt to the new demands of the customers.
 To meet corporate strategic objectives

THE EXPERIENCE IN OTHER
COMMUNITIES
The project of quality and continuous improvement in Catalonia.
The development of the project has had several stages. It started by applying two fundamental tools:
self-assessment through the European Quality Management Model (EFQM) and the application of
continuous improvement methodologies, through improvement teams.
In this first stage, three major activities were carried out: adapting the above mentioned quality tools to
the reality of educational centers, applying them and evaluating them. In a second stage, it was
possible to develop very participatory instruments, which were also very useful for training as
participants. In this third stage, the EFQM self-assessment tools and the improvement teams have
continued to be used, but more as tools for raising awareness and training of the centers' human
resources than as rigorous and systematic instruments for improvement.
Currently, more than 20 institutes are certified, aiming to reach 30 in the 2006-2007 academic year. A
relevant feature is that most institutes provide ESO, baccalaureate and specific vocational training and
have been certified in all educational stages and in all the processes of the center
The great challenge is to have conclusive evidence to show that the improvement of quality in the
management systems of the centers, results in the improvement of the quality of education obtained by
the citizens of our country.

Guide for the implementation of a Quality management

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Guide for the implementation of a Quality management