POLITEHNICA UNIVERSITY OF BUCHAREST

FACULTY OF ENTREPRENEURSHIP, BUSINESS ENGINEERING

AND MANAGEMENT

Master's degree program: MANAGEMENT OF DIGITAL

ENTERPRISE

SCIENTIFIC RESEARCH REPORT No 2

“TEST REPORTS” THE BASIC TOOLS FOR QM

PERFORMANCE AND VALIDATION

Scientific Coordinator,
Prof. univ. GHEORGHE MILITARU
Master Student,
Badic Alexandru
Theodor
Year 1 Group MDE 2016-
2018
 Bucharest
Year 2017

CONTENTS

Introduction............................................................................................pag.3

Chapter 1. Quality management process

....................................................................................... pag. 5

1.1. Subchapter 1.....................................................................................pag

1.2. Subchapter 2………………………………………………..……...pag

1.3. .....

Chapter 2. Title

2.1. Subchapter 1……………………………………………………….pag

2.2. Subchapter 2………………………………………………………….

……pag

2.3......

Chapter 3. Title

3.1. Subchapter 1………………………………………………………pag

3.2. Subchapter 2………………………………………………………pag

3.3......

Chapter 4. Title

4.1. Subchapter 1………………………………………………………pag

4.2. Subchapter 2………………………………………………………pag

4.3......
Conclusions and proposals……………………………………………pag

Appendices (if applicable)……… ………………………………….pag

References …………………………………………………………pag

Introduction

The concept of quality as we think of it now first emerged from the Industrial

Revolution. Previously goods had been made from start to finish by the same person or
team of people, with handcrafting and tweaking the product to meet 'quality criteria'.
Mass production brought huge teams of people together to work on specific stages of
production where one person would not necessarily complete a product from start to
finish. In the late 19th century pioneers such as Frederick Winslow Taylor and Henry
Ford recognized the limitations of the methods being used in mass production at the time
and the subsequent varying quality of output. Birland established Quality Departments to
oversee the quality of production and rectifying of errors, and Ford emphasized
standardization of design and component standards to ensure a standard product was
produced. Management of quality was the responsibility of the Quality department and
was implemented by Inspection of product output to 'catch' defects.
Application of statistical control came later as a result of World War production
methods, which were advanced by the work done of W. Edwards Deming, a statistician,
after whom the Deming Prize for quality is named. Joseph M. Juran focused more on
managing for quality. The first edition of Juran's Quality Control Handbook was
published in 1951. He also developed the "Juran's trilogy", an approach to cross-
functional management that is composed of three managerial processes: quality planning,
quality control, and quality improvement. These functions all play a vital role when
evaluating quality.
Quality, as a profession and the managerial process associated with the quality function,
was introduced during the second half of the 20th century and has evolved since then.
Over this period, few other disciplines have seen as many changes as the quality
profession.
The quality profession grew from simple control to engineering, to systems
engineering. Quality control activities were predominant in the 1940s, 1950s, and 1960s.
The 1970s were an era of quality engineering and the 1990s saw quality systems as an
emerging field. Like medicine, accounting, and engineering, quality has achieved status
as a recognized profession[1]
As Lee and Dale (1998) state, there are many organizations that are striving to assess the
methods and ways in which their overall productivity, the quality of their products and
services and the required operations to achieve them are done.
The International Organization for Standardization's ISO 9001:2008 series describes
standards for a QMS addressing the principles and processes surrounding
the design, development, and delivery of a general product or service. Organizations can
participate in a continuing certification process to ISO 9001:2008 to demonstrate their
compliance with the standard, which includes a requirement for continual (i.e. planned)
improvement of the QMS, as well as more foundational QMS components such as failure
mode and effects analysis (FMEA).
(ISO 9000:2005 provides information on the fundamentals and vocabulary used in quality
management systems. ISO 9004:2009 provides guidance on quality management
approach for the sustained success of an organization. Neither of these standards can be
used for certification purposes as they provide guidance, not requirements).
The Baldrige Performance Excellence Program educates organizations in improving their
performance and administers the Malcolm Baldrige National Quality Award. The
Baldrige Award recognizes U.S. organizations for performance excellence based on
the Baldrige Criteria for Performance Excellence. The Criteria address critical aspects of
management that contribute to performance excellence: leadership; strategy; customers;
measurement, analysis, and knowledge management; workforce; operations; and results.
The European Foundation for Quality Management's EFQM Excellence Model supports
an award scheme similar to the Baldrige Award for European companies.
In Canada, the National Quality Institute presents the 'Canada Awards for Excellence' on
an annual basis to organizations that have displayed outstanding performance in the areas
of Quality and Workplace Wellness, and have met the Institute's criteria with documented
overall achievements and results.
The European Quality in Social Service (EQUASS) is a sector-specific quality system
designed for the social services sector and addresses quality principles that are specific to
service delivery to vulnerable groups, such as empowerment, rights.
The Alliance for Performance Excellence is a network of state and local organizations
that use the Baldrige Criteria for Performance Excellence at the grassroots level to
improve the performance of local organizations and economies. browsers can find
Alliance members in their state and get the latest news and events from the Baldrige
community.
In the last decades, several factors have contributed to raising public concerns over higher
education institutions quality, learning to the emergence of quality management and
improvement devices such as performance indicators, accreditations, programme, and
institutional assessment and quality audits, and there have been attempts to import models
from the private sector in to higher education institutions (Cardoso, 2010). This has led to
the emergence of a debate on the applicability of quality management principles,
methodologies, and tools to the Higher Education sector. As reported in the literature on
Higher Education, several voices have been heard about the non – applicability at all of
those management theories especially because they derived from industry and had
nothing to do with Higher Education ethos ( pratasavitskaya and Stensaker, 2010). The
overall scenario of higher education in Jordan not matches with global Quality standards.
Hence, there is enough justification for increased assessment of the quality of the
country's educational institutions. Traditionally, these institutions assumed that Quality
could be determined.
 1.1. Quality management purposes

A quality management system (QMS) is a formalized system that documents processes,

procedures, and responsibilities for achieving quality policies and objectives. A QMS
helps coordinate and direct an organization’s activities to meet customer and regulatory
requirements and improve its effectiveness and efficiency on a continuous basis.   

ISO 9001:2015, the international standard specifying requirements for quality

management systems, is the most prominent approach to quality management systems.

While some use the term QMS to describe the ISO 9001 standard or the group of
documents detailing the QMS, it actually refers to the entirety of the system. The
documents only serve to describe the system.

Quality management systems serve many purposes, including:

 Improving processes
 Reducing waste
 Lowering costs
 Facilitating and identifying training opportunities
 Engaging staff
 Setting organization-wide direction

Quality management systems: industrial influence on quality and

standardization

The history of quality can trace its roots back centuries when craftsmen began organizing
into unions called guilds. When the Industrial Revolution came, early quality
management systems were used as standards that controlled product and process
outcomes. As more people had to work together to produce results and production
quantities grew, best practices were needed to ensure quality results.

Eventually, best practices for controlling product and process outcomes were established
and documented. These documented best practices turned into standard practices for
quality management systems.

Quality became increasingly important during World War II, for example, when bullets
made in one state had to work with rifles made in another. The armed forces initially
inspected virtually every unit of product. To simplify the process without sacrificing
safety, the military began to use quality techniques of sampling for inspection, aided by
the publication of military-specification standards and training courses in Walter
Shewhart’s statistical process control techniques.
 The importance of quality only grew after the war. The Japanese enjoyed a quality
revolution, improving their reputation for shoddy exports by fully embracing the input of
American thinkers like Joseph M. Juran and W. Edwards Deming and shifting focus from
inspection to improving all organization processes through the people who used them. By
the 1970s the U.S. industrial sectors such as electronics and automobiles had been
broadsided by Japan’s high-quality competition.

The rise of quality management systems

The American response to the quality revolution in Japan gave birth to the concept of
total quality management (TQM), a method for quality management that emphasized not
only statistics but approaches that embraced the entire organization.

In the late 20th century, independent organizations began producing standards to assist in
the creation and implementation of quality management systems. It is around this time
that the phrase “Total Quality Management” began to fall out of favor. Because of the
multitude of unique systems that can be applied, the term “Quality Management System”
or “QMS” is preferred.

At the start of the 21st century, QMS had begun to merge with the ideas of sustainability,
and transparency, as these themes became increasingly important to consumer
satisfaction. The ISO 19011 audit regime deals with both quality and sustainability and
their integration into organizations.

Benefits of quality management systems

Implementing a quality management system affects every aspect of an organization's

performance.

Two overarching benefits to the design and implementation of documented quality

management systems include:

1. Meeting the customer’s requirements, which helps to instill confidence in the

organization, in turn leading to more customers, more sales, and more repeat business
2. Meeting the organization's requirements, which ensures compliance with
regulations and provision of products and services in the most cost- and resource-
efficient manner, creating room for expansion, growth, and profit

Within these overarching benefits are advantages like helping to communicate a readiness
to produce consistent results, preventing mistakes, reducing costs, ensuring that processes
are defined and controlled, and continually improving the organization's offerings.
 ISO 9001:2015 and other quality management standards

ISO 9001:2015 is by far the most recognized and implemented quality management
system standard in the world. ISO 9001:2015 specifies the requirements for a QMS that
organizations can use to develop their own programs.

Other standards related to quality management systems include the rest of the ISO 9000
family (including ISO 9000 and ISO 9004), the ISO 14000 family (environmental
management systems), ISO 13485 (quality management systems for medical
devices), ISO 19011 (auditing management systems), and ISO/TS 16949 (quality
management systems for automotive-related products).

Elements and requirements of a quality management system

Although any quality management system should be created to address an organization’s

unique needs, there are some general elements all systems have in common, including:

 The organization’s quality policy and quality objectives

 Quality manual
 Procedures, instructions, and records

1. Data management
2. Internal processes
3. Customer satisfaction from product quality
4. Improvement opportunities
5. Quality analysis

Each element of a quality management system serves a purpose toward the overall goals
of meeting the customers’ and organization’s requirements. Ensuring each of the
elements of a QMS is present ensures proper execution and function of the QMS.

Establishing and implementing a QMS

Establishing a quality management system helps organizations run effectively. Before

establishing a quality management system, the organization must identify and manage
various connected, multi-functional processes to ensure customer satisfaction is always
the target achieved.

There are many things to consider when establishing a QMS for your organization. Of
great importance is ensuring it is a strategic choice influenced by the varying objectives,
needs, and products and services provided. This structure is based largely on the Plan-Do-
Check-Act (PDCA) cycle and allows for continuous improvement to both the product and
the QMS. The basic steps to implementing a quality management system are as follows:

 Design
 Build
 Deploy
 Control
 Measure
 Review
 Improve

Control and measure

Control and measurement are two areas of establishing a QMS that are largely
accomplished through routine, systematic audits of the quality management system. The
specifics vary greatly from organization to organization depending on size, potential risk,
and environmental impact.

Review and improve

Review and improvement deal with how the results of an audit are handled. The goals are
to determine the effectiveness and efficiency of each process toward its objectives, to
communicate these findings to the employees, and to develop new best practices and
processes based on the data collected during the audit.

The Concept of Quality Management

 A Quality Management System in its basic concept is quite simple. It seeks to:
Recognize the external quality related requirements specified in Licenses to Trade,
guidelines, specified customer requirements, and the chosen management system
standard(s)
 Ensure that all requirements have been documented within the management
system in the appropriate location in terms of defined specific system requirements
 Confirm that employees receive applicable training in the quality system
requirements
 Outline performance processes, where applicable, to the quality system
requirements
 Produce records or evidence that system requirements have been met
 Measure, monitor and report the extent of compliance with these performance
procedures
 Continually monitor and analyze changes to the requirements and confirm that all
changes are reflected in changes to the specific requirements when necessary
 Execute the audit and analyze the system processes and correct them when
necessary
 Include processes that will help continually improve the quality system.
Bibliography
http://asq.org/learn-about-quality/quality-management-system/
Bibliografie
Journal of Finance & Economics Volume 1, Issue 1 (2013), 42-60 ISSN 2291-4951 E-
ISSN 2291-496X Published by Science and Education Centre of North Americ