Classification: Internal Use

CONTENTS

✓ WHAT IS QMS?
QUALITY
✓
✓
HISTORY OF QUALITY
WHAT IS THE IMPORTANCE OF QMS?
MANAGEMENT
✓
✓
WHAT ARE THE BENEFITS OF QMS?
WHAT ARE THE 8 PRINCIPLES OF QMS?
SYSTEM
✓ THE DIFFERENT METHODS OF QMS
✓ ISO CERTIFICATIONS (EXAMPLES)
✓ ACCREDITATION/INSPECTION/CERTIFICATION BASIC DEFINITION
✓ WHAT ARE QMS TOOLS?
✓ WHAT ARE THE ELEMENTS OF QMS?
✓ HOW COMPANIES ARE USING QUALITY MANAGEMENT SYSTEMS
TODAY TO IMPROVE PROFITABILITY?
✓ HOW IS QMS IMPLEMENTED?
✓ WHICH ACCREDITATION IS BEST FOR SIX SIGMA?
Classification: Internal Use

WHAT IS QUALITY MANAGEMENT SYSTEM?

 A quality management system (QMS) is a documentation of a business'

processes, functions and policies necessary for the continuous improvement of
quality aimed to ensure customer expectations and requirements are met or
exceeded.
 Expressed as a framework of organized structures, methods, techniques, policies,
procedures, processes, and resources, quality management systems are also methods by
which companies can ensure responsibilities, schedules, relationships, contracts, and
agreements are on par with environmental, food, and product safety standards
Classification: Internal Use

HISTORY OF QUALITY (THE EARLY 20TH CENTURY)

 1920 - WALTER A. SHEWHART developed the statistical sampling technique

which was introduced into quality control methodology. Walter A. Shewhart –
sometimes referred to as the father of statistical quality control.
 Joseph M. Juran and W. Edwards Deming – developed a more robust,
structured and logical approach to quality as demand for greater productivity
saw a breakdown in quality control.
 Classification: Internal Use
JOSEPH M. JURAN
 Considered as the father of many quality management techniques still used to manyindustries until today.
 Published his QualityControl Handbookin 1951 andstill regarded as “go-to-text on quality control”.
 His reputation in the field of quality management spread world-wide. In 1954, he was invited by the Union of Japanese
Scientist and Engineers to discuss the theories and techniques he had developed. Over the years, Dr. Juran had held
many sessions explaining how to incorporate quality control activities into their processes with senior and junior
managers invarious firms and industries in Japan.
 He helped many industries to create a culture in which quality processes is integrated into the management thinking
and a habitual practices and during the mid of 1960’s, Juran was highly influential in spreading Japanese attitudes to
quality, which even widespread in the United States.
 Dr. Juran’s quality management approach is based on three key principles. The first is application of the Pareto
principle – also known as the “80/20 rule.” In the context of quality, this means identifying “the vital few and the trivial
many” – in other words, the small percentage of root causes in manufacturing or service processes that account for the
largest effect in terms of defects or cost.
 The second principle of Juran’s approach to quality is management theory. This involves a change of thinking away
from mere focus on the quality of the end product, to a wider examination of the human dimension of quality
management. Education and training for managers in the workplace is as important as the nuts and bolts of the
manufacturing process, while other human factors such as resistance to change also need to be accounted for. Juran’s
management theory was fundamental in expanding quality management principles beyond the factory floor to
principles that could also be applied to service-related processes.
 The final principle consists of three processes often known collectively as the Juran Trilogy. These three elements are
quality planning (the design stage), quality control (ongoing inspections to ensure that processes are in control)
and quality improvement (including proactive refinement of processes to improve processes).
 In addition to many decades of work on quality management and consulting with organizations worldwide, in 1979 Dr.
Juran founded The Juran Institute, with a mission to “create a global community of practice to empower organizations
and people to push beyond their limits.” Still operating today as Juran, the institute he founded remains focused on
equipping organizations withthe tools they need to achieve long-term solutions to everyday problems.
W. EDWARDS DEMING
 While Dr. Juran is often hailed as “the father of quality,” quality management as we understand it
today would likely not exist without the contributions of another key figure – W. Edwards Deming.
Deming was born in 1900, and by the age of 28 had gained degrees in in engineering, mathematics
and physics, and a doctorate in mathematical physics from Yale. He spent the next decade writing
and lecturing in the fields of math, physics and statistics, and during this time became interested in
the statistical quality control principles of Walter Shewhart. Specifically, Deming was interested in
expanding Shewhart’s techniques beyond manufacturing, to administrative and management
activities.
 Deming worked with the US Census Bureau from 1939, and his development of Shewhart’s statistical
process control innovations resultedin a six-fold increase in productivity. After World War II, Deming
was posted to Japan as an adviser to the Japanese Census. In common with Dr. Juran, Deming
became involved with the Union of Japanese Scientists and Engineers, and his contributions directly
led to the development of what we now recognize as total quality management becoming
widespread in Japanese industry. His work is believed to have contributed greatly to the
reconstruction of Japan’s post-war economy, and in 1960 he was awarded the Order of the Sacred
Treasure for his services to the nation’s economic resurgence.
 While Deming’s management principles weren’t widely adopted in the United States over the next
couple of decades, by the early 1980s it was evident that there was a gap in quality between
Japanese and American products. One of the first US companies to seek Deming’s input was Ford
Motor Company, which between 1979 and 1982 had incurred $3 billion in sales losses. As a
consultant, Deming asked tough questions about the company’s organizational and management
culture – ultimately claiming that management actions were responsible for 85% of quality
problems. As unwelcome as this message may have been, by 1985 the changes that Deming had
introduced contributed to Fordbecoming the most profitable US auto company.
 Edwards Deming died in 1993, but in the years before his death he continued consulting, and
authored a number of seminal books, including Quality, Productivity, and Competitive Position –
later retitled Out of the Crisis – which outlined his critical “14 Points for Management.” Shortly
before his death, Deming founded the W. Edwards Deming Institute, which continues to honor his
legacies today
Classification: Internal Use

CERTIFICATION – EVOLUTION OF QUALITY MANAGEMENT

CERTIFICATION SYSTEMS

U.S. Dept. MIL-Q 9858 is BSI (British BSI ISO – the ISO
revised into the International ISO releases ISO releases The third 9001:2015 is
Defense NATO (North Standards publishes Organization for the first a second revision released and
MIL-Q 9858 Atlantic Treaty Institution) the BS Standardization revision of revision and of ISO becomes a
Organization) – publishes the
Standard is publishes guideline for
established.
AQAP (Allied
Quality Assurance the BS
5750 ISO 9001 the ISO merges ISO 9001 is organization-
Publications) series of standards, 9001 9002/3 into released. level quality
series of 5179 based on the BS standards. 9001 management
standards for “Guidelines standards. 5750 series. systems, and
quality assurance
systems. for Quality closer to a TQM
Assurance.” model

1959 1969 1974 1979 1987 1994 2000 2008 2015

The following is a timeline of key dates and events in the evolutionary process of quality management certification systems.
Classification: Internal Use

THE FIRST GURUS OF QUALITY

Deming Juran Feigenbaum Shewhart Shingo Crosby Taguchi Ishikawa

William Edwards Dr.Juran has a well- Armand V. Walter A Shewhart Shigeo Shingo Philip Crosby found Genichi Taguchi’s Kaoru Ishikawa
Deming deserved reputation Feigenbaum honed his skills was a frontrunner fame on publication methodology introduced the
is recognized as the as the founder of a is known for his while working at in continuous of his book Quality pushes the concept of quality
leading range of quality process is Free, in 1979. In concepts of quality circles and was a
management
work on total Bell Telephone,
management improvement and addition to that, he and reliability back fervent believer in
techniques. His quality control, where his work
thinker in the field operational is known for the to the design stage. the need for quality
quality and quality costs. focused on
of quality. His excellence. principle of “doing it It constitutes an to be company-
philosophy management He is the reducing variation He developed the right the first time” efficient technique wide.
espouses approach is based originator of the in a concept of the (DIRFT) and the for designing He is arguably best-
on three key concept of the manufacturing
cooperation, and Single-Minute Four Absolutes of product tests prior known for the
principles: “hidden plant,” process. He was
continual Exchange of Die Quality. to the Ishikawa Diagram –
the Pareto
improvement for
principle; quality
the assertion that recognized as the (SMED), aimed at (The performance commencement of also known as the
both individuals and management a proportion of originator of cutting waste in standard of “Zero manufacturing fishbone or cause
organizations. An principles; and the the capacity of statistical quality manufacturing Defects” is the third , so ensuring and effect
essential element is Juran Trilogy – every factory is control (SQC) and processes. absolute.) quality, not defect, diagram – used to
that it avoids quality planning, wasted due to not also created the His ideas have is designed in. identify the root
apportioning blame, quality control, impacted Lean Six In 1960 he was cause of an event
getting things “Shewhart cycle”,
but instead and quality Sigma principles awarded the and commonly
right first time or “Plan-Do-
recognizes improvement such as increasing Deming Application employed in quality
mistakes as Check-Act” operational prize defect prevention
opportunities for (PDCA). efficiency,
and nurturing a
initiatives .
improvement . culture of
continuous process
improvement
Classification: Internal Use
DRIVING QUALITY TODAY
Joseph A. DeFeo
 Dr. Joseph A. DeFeo, the Chairman and CEO of
Juran, is one of the world’s leading experts on
transformational change and breakthrough quality
management. He has been at the forefront of his
field for over 35 years and has advised numerous
businesses and business leaders,helping them to
increase sales, reduce costs, and improve
customer experience.
Noriaki Kano (Kano Model)
 Noriaki Kano recognized that different attributes of
a product or service had different levels of value to
a customer, meaning some created higher levels of
customer loyalty. From that he developed the Kano
model – a ranking system that distinguishes
between essential and differentiating attributes
related to concepts of customer quality. He is the
author of books including Guide to TQM in Service
Industries.
Classification: Internal Use

THE PRESENT AND FUTURE OF QUALITY MANAGEMENT

 To this day, individuals and organizations are benefiting from the work and teachings of both
Dr. Joseph M. Juran and W. Edwards Deming, alongside other thought leaders such as A. V.
Feigenbaum, Philip Crosby, and Kaoru Ishikawa. Quality management systems used by
modern organizations incorporate, but have also evolved beyond, the fundaments developed
by the key 20th-century quality pioneers.
 Mature quality control systems such as continually developing ISO standards, as well as key
process improvement tools such as Six Sigma, continue to perform as guiding principles
across the world. Organizations such as Juran’s continuing commitment to sharing knowledge
through training, certification and consultation help to contribute to the ongoing development
of quality management skills and techniques across the world.

Source: The History of Quality | Dr Juran and Quality Improvement | Juran

Classification: Internal Use

WHAT IS THE IMPORTANCE OF QMS? WHAT ARE THE BENEFITS OF QMS?

• greater efficiency and less waste

 It helps an organization achieve greater • better and consistent control of major business processes

consistency in tasks and activities that are involved • a better understanding of customer needs
in the production of products and services. • regulation of successful working practices

 It increases efficiency in processes, reduces • improved risk management

wastage, and improves the use of time and other • increased customer satisfaction
resources. • improved participation of employees

 It helps improve customer satisfaction • better internal communication

• greater consistency in the quality of products and services
• differentiation of your business from its competitors
• increased profits
• reduction of costly errors
• exploitation of new markets, both in the UK and overseas
• managing growth more effectively
• an embedded culture of quality

Source: Advantages of quality management systems | nibusinessinfo.co.uk

Classification: Internal Use

WHAT ARE THE 8 PRINCIPLES OF QMS?

Principle 3: People
Principle 1: Customer focus Principle 2: Leadership involvement Principle 4: Process approach

•As you’d expect, customer •Without clear and strong •The process approach is all • The process approach is all
focus is the first principle, leadership, a business about efficiency and about efficiency and
right where it should be. It flounders. Principle 2, is effectiveness. Well-managed
covers both customer needs concerned with the direction processes reduce costs, effectiveness. It’s also about
and customer service. This of the organisation. The improve consistency, consistency and
principle stresses that a business should have clear eliminate waste and promote understanding that good
business should understand goals and objectives, and continuous improvement. processes also speeds up
its customers, what they ensure its employees are •By becoming a more efficient activities.
need and when. While trying actively involved in achieving organisation, you will build • Great processes reduce
to meet, but preferably, those targets. confidence in your
customers’ costs, improve consistency,
exceed •The benefits are higher stakeholders by optimising
expectations. levels of employee performance. Manage eliminate waste and
•As the business’s ability to engagement and increased processes by making promotes continuous
spot new customer motivation to satisfy responsibilities clear and improvement.
opportunities and satisfy customer needs. Research ensuring your resources are
them improves — customer shows, if employees are kept used in the best way.
loyalty increases, revenue ‘in the loop’ and understand
rises and waste is then the business vision, they’ll be
reduced. More effective more productive. This
processes result in improved principle seeks to rectify
customer satisfaction overall. employees complaints about
‘lack of communication’
Classification: Internal Use

WHAT ARE THE 8 PRINCIPLES OF QMS (CONT.)?

Principle 5: Systematic Principle 6: Continual Principle 7: Factual approach Principle 8: Mutually

approach to management improvement to decision making beneficial supplier relations
•ISO defines this principle as: •This principle is very •A logical approach, based on This principle deals with supply
•“Identifying, understanding straightforward: continual data and analysis, is good chains. It promotes the
and managing interrelated improvement should be an business sense.
active business objective. Unfortunately, in a fast-paced relationship between the
processes as a system
contributes to the •The benefits of this are clear: workplace, decisions can company and its suppliers;
organisation’s effectiveness increased ability to embrace often be made rashly, recognising it is
and efficiency in achieving its new opportunities, without proper thought. interdependent. A strong
objectives.” organisational flexibility and Implementing the Quality relationship enhances
•A business focuses its efforts improved performance. Management Principles productivity and encourages
on the key processes as well Especially in difficult we’ve discussed will allow
decisions to be made with seamless working practices.
as aligning complementary economic times, the
businesses that thrive are clarity. The result is optimisation of
processes to get better
efficiency. This means that those that can adapt to new •Informed decisions lead to costs and resources, improving
multiple processes are market situations. improved understanding of and building long-term
managed together as a the marketplace as data is relationships and the ‘flexibility
system which should lead to collated and analysed, and of joint responses to changing
greater efficiency. the ability to defend past
markets or customer needs
decisions.
and expectations’.

Source: The 8 principles of QMS | British Assessment Bureau (british-assessment.co.uk)

Classification: Internal Use

THE DIFFERENT METHODS OF QMS

Standardized •Standardized systems are any quality management systems that follow a set of federal codes and regulations. These
include ISO certifications, such as ISO 9000/9001, ISO 13485, ISO 14000/14001, ISO 14971, ISO 17025, ISO 22000,
HACCP, TS 16949; TL 9000; AS9100; cGxP, 21 CFR Part 11, QSR Title 21 Part 820, A2LA, or OHSAS 18001.

Systems Organizations that attempt to follow these standards must meet all criteria and pass detailed audits. In some industries, it
is a requirement. In others, it may provide specific benefits that appeal to the company’s goals and overall objectives.

Total Quality •TQM is a management approach in which quality is emphasized throughout every aspect of a business. The
objectives focus on the long-term development of quality products and service by breaking down each individual
process and activity to determine if it contributes or detracts from the company’s productivity and quality goals.

Management (TQM) Deviant processes and functions are aligned with the company’s goals, values, and beliefs through the
development of flexible strategies

CQI is a quality system that is never satisfied. Its focus of continual and constant improvement focuses less
Continuous Quality on the processes and functions and places more emphasis on the role that teams and individuals play in
the road to quality. Rewards are an integral part of this quality management system. Its “Plan, Do, Check,
Improvement (CQI) Act” approach has been adapted to fit many industries and companies, including those that may not use
CQI as their sole or primary quality management system.

•Six Sigma is a disciplined, data-driven approach and methodology that aims for perfection in quality. It
focuses on the process of improvement and reduction of deviation through the application of specifically
Six Sigma outlined processes: define, measure, analyze, improve, and control. Used by multimillion dollar companies
such as Motorola and General Electric, aspiring Six Sigma businesses typically undergo intensive and
specialized training processes to learn how this QMS works.

Source: The Beginner’s Guide to Quality Management Systems (QMS) | QAD Blog
Classification: Internal Use

ISO CERTIFICATIONS (EXAMPLES)

ISO 9001 ISO/IEC 17025 ISO 14001 ISO 45001

• Quality management • ISO 17025 • Environmental

system (QMS) Accreditation proves a management system • ISO 45001 is an
laboratory has an (EMS)
international standard
• ISO 9001 is defined acceptable quality
management system in for health and safety at
as the international • ISO 14001 is a set of
standard that specifies place, and it has the standards put forward work developed by
requirements for a ability and competence by the International national and
quality management to provide testing and Organization for international standards
system (QMS). calibration results Standardization (ISO). committees
Organizations use the Its purpose is to clarify independent of
standard to the best practices for government. Introduced
demonstrate the ability organizations that wish
to consistently provide to reduce their in March 2018, it's
products and services environmental footprint replacing the current
that meet customer and by adopting an effective standard (BS OHSAS
regulatory requirements. environmental 18001) which will be
management system withdrawn.
(EMS)

Source: The 8 principles of QMS | British Assessment Bureau (british-assessment.co.uk)

Classification: Internal Use

ACCREDITATIONS INSPECTION CERTIFICATION

What is the purpose of
laboratory What is meant by ISO Who needs an ISO
What is ISO inspection? certified? certification?
accreditation?
• The accreditation of • An ISO audit is an • ISO certification is a • Who Needs ISO 9001
labs improves audit of your seal of approval from a Certification? While no
facilitation of accurate organization's third party body that a company needs a
and rapid diagnostics, compliance with one of company runs to one certification to operate,
efficiency of treatment the standards set forth of the international many companies will
and reduction of errors by the International standards developed find significantly greater
in the laboratory Organization for and published by the success if they are
process. Standardization (ISO) International certified. The ISO 9001
• Accreditation is not Organization for
is applicable in both
about who the best is, Standardization (ISO)
but who has a system production and service
of standard industries. Quality
procedures with aim to management can be
improve the quality very useful in
and patient safety. manufacturing and
customer-based
companies
Source: The 8 principles of QMS | British Assessment Bureau (british-assessment.co.uk)
Classification: Internal Use

WHAT ARE QMS TOOLS?

Pareto Principle
 Pareto Principle
 The principle states that, for many events, roughly 80 % of
 Scatter Plots the effects come from 20 % of the causes. It's an uneven
distribution that can be found in countless life and business
 Control Charts. situations. Practical examples of the Pareto principle would
be: 80 % of your sales come from 20 % of your clients.

 Flow Charts.  Example. 80% of sleep quality occurs in 20% of sleep. 80%
of results are caused by 20% of thinking and planning. 80%
 Cause and Effect , Fishbone, of family problems are caused by 20% of issues. 80% of
retail sales are produced by 20% of a store's brands.
Ishikawa Diagram.
 Histogram or Bar Graph.
 Check Lists.
 Check Sheets.
Classification: Internal Use
WHAT ARE QMS TOOLS (CONT.)?
Scatter Plots
 A scatter plot is a set of points plotted on a
horizontal and vertical axes. Scatter plots are
important in statistics because they can show the
extent of correlation, if any, between the values
of observed quantities or phenomena (called
variables)
Control Charts
 The control chart is a graph used to study how
a process changes over time. Data are plotted
in time order. A control chart always has a
central line for the average, an upper line for the
upper control limit, and a lower line for the lower
control limit. These lines are determined from
historical data.
Classification: Internal Use
WHAT ARE QMS TOOLS (CONT.)?
Flow Charts
 A flowchart is a picture of the separate steps
of a process in sequential order. It is a generic
tool that can be adapted for a wide variety of
purposes, and can be used to describe various
processes, such as a manufacturing process, an
administrative or service process, or a project
plan.
Cause and Effect , Fishbone, Ishikawa
Diagram
 What is a Fishbone Diagram? A fishbone
diagram is a cause-and-effect discovery tool
that helps figure out the reason(s) for defects,
variations or failures within a process. In
other words, it helps break down, in successive
layers, root causes that potentially contribute to
an effect.
Classification: Internal Use

WHAT ARE QMS TOOLS (CONT.)?

Histogram or Bar Graph Check Lists

 A bar graph is the graphical representation of  A list of items, as names or tasks, for
categorical data using rectangular bars where comparison, verification, or other checking
the length of each bar is proportional to the value purposes.
they represent. A histogram is the graphical
representation of data where data is grouped
into continuous number ranges and each range
corresponds to a vertical bar.
Classification: Internal Use
WHAT ARE QMS TOOLS (CONT.)?
Check Sheets
 A check sheet is a structured, prepared form
for collecting and analyzing data.
WHAT ARE THE ELEMENTS OF QMS?
9 Core Elements of a Quality Management
System
• Quality Policy and Objectives.
• Quality Manual.
• Organizational Structure and Responsibilities.
• Data Management.
• Processes.
• Customer Satisfaction with Product Quality.
• Continuous Improvement.
• Quality Instruments.
Classification: Internal Use

WHAT ARE THE ELEMENTS OF QMS (CONT.)?

Quality Policy and Objectives. Quality Manual

 A Quality Policy is typically a brief statement that aligns  A quality manual is a document that defines
with an organization's purpose, mission, and strategic
direction. It provides a framework for quality objectives and
the quality management system of an
includes a commitment to meet applicable requirements organisation and demonstrates how the
(ISO 9001, customer, statutory, or regulatory) as well as to quality management system should function.
continually improve.
Quality manuals may vary in format and detail, in
 Quality objectives are measurable goals relevant to order to fit the scope and complexity of your
enhancing customer satisfaction and are consistent
with the quality policy. These objectives are initially organisation.
established when planning your QMS and redefined in
management reviews as needed. Examples can include
goals to improve on time delivery, defects, or scrap
Classification: Internal Use

WHAT ARE THE ELEMENTS OF QMS (CONT.)?

Organizational Structure and

Data Management
Responsibilities
 Organizational structure is the method by  Data management is the practice of collecting,
which work flows through an organization. It keeping, and using data securely, efficiently,
allows groups to work together within their and cost-effectively.
individual functions to manage tasks.
 Organizational responsibility is defined
as context-specific organizational actions
and policies that take into account
stakeholders' expectations and the triple
bottom line of economic, social, and
environmental performance.
Classification: Internal Use

WHAT ARE THE ELEMENTS OF QMS (CONT.)?

Processes Customer Satisfaction with Product Quality

 a series of actions, motions, or operations
leading to some result the manufacturing
process.
 a series of changes that occur naturally the
growth process. process. verb. processed;
processing.
 According to Kotler (1996, p. 583), “customer satisfaction
and company profitability are closely linked to product and
service quality. Higher levels of quality result in greater
customer satisfaction, while at the same supporting
higher price and lower cost.”
 consumer satisfaction is the feeling of disappointment or
pleasure for each individual after comparing the
performance of the product that is thought of according
to the expected product performance. Customer
satisfaction is the goal of every company for the survival of
every company.
Classification: Internal Use
WHAT ARE THE ELEMENTS OF QMS (CONT.)?
Continuous Improvement
 Continuous improvement (sometimes known as
“rapid improvement”) is a Lean improvement
technique that helps to streamline workflows.
The Lean way of working enables efficient
workflows that save time and money, allowing
you to reduce wasted time and effort.
Quality Instruments
 The instrument is based on the classification
of quality in categories and classes; for each
of them, the objects of the evaluation, the
methodologies, techniques and indicators most
useful and used for the quality measurement and
control are described.
Classification: Internal Use

HOW COMPANIES ARE USING QUALITY MANAGEMENT SYSTEMS

TODAY TO IMPROVE PROFITABILITY?
While the emphasis of a QMS is not placed on profits, proper implementation can and often does increase a company’s bottom line. In fact, many
organizations have successfully used quality management systems to skyrocket their earnings, quite often through the hidden and unconsidered
benefits that may not immediately be seen when looking at the framework of a QMS. These benefits include:
1. Tangible gains in productivity
2. Increased effectiveness in the use of company resources
3. Improved customer loyalty that leads to repeat business
4. Heightened employee and company morale that reduces turnover rates (thereby decreasing costs of training new employees)
5. Challenging goals and targets that encourage company growth and expansion
6. A sense of accountability and an understanding of individual contribution that fosters open communication and active participation from
employees on all levels
7. Flexibility that enables fast and appropriate reactions to opportunities and obstacles
8. Measured and comprehensive tracking and monitoring systems that are capable of detecting defects, gaps in production and customer
satisfaction, and core issues within processes, goals, or functions
9. And much, much more

Source: The Beginner’s Guide to Quality Management Systems (QMS) | QAD Blog
Classification: Internal Use

HOW IS QMS IMPLEMENTED? REFERENCES

 To build an effective QMS, start by
developing internal control activities
designed to reduce risks associated
with any new systems. Next,
generate documented information
that explains all QMS processes, then
procure the necessary resources
needed for implementing QMS
procedures.
 The History of Quality | Dr Juran and Quality
Improvement | Juran
 The Beginner’s Guide to Quality Management Systems
(QMS) | QAD Blog
 Advantages of quality management systems |
nibusinessinfo.co.uk
‫‪Classification: Internal Use‬‬

‫مصادر إعتماد أو شهادات أحزمة الستة سيجما عامليا‪.‬‬

‫‪The Council for Six Sigma‬‬

‫‪https://lnkd.in/e7WYaat7‬‬

‫موقع االتحاد الدولي للستة سيجما وهو أول مصدر تاريخي ملنح أحزمة الستة سيجما وهذا األن جهة حكومية تابع لوزارة العدل األمريكية‪.‬‬

‫‪IQF –International Quality Federation‬‬

‫‪https://iqf.org/‬‬
‫االتحاد الفيدرالي للجودة وهذا تابع للحكومة الفيدرالية‪.‬‬

‫‪CPD- Contusions Professional Development‬‬

‫‪https://lnkd.in/eGHigVGt‬‬
‫التطوير املنهي املستمر‬
Classification: Internal Use

ASQ: American Society For Quality

https://asq.org/
‫الجمعية األمريكية للجودة‬

Exam Provider‫ باعتبارها‬The Council for Six Sigma ‫لديها تصريح من‬

)IASSC)
https://iassc.org/

Third-party independent lean

six sigma certification

‫هل فيه مركز أو جهة مانحة ألحزمة الستة سيجما بالشرق األوسط يعتبر معتمد وشهادتة معترف فيها؟‬

‫نعم في دولة اإلمارات يوجد‬

IMC
https://www.imcinstitute.ae/
‫يعتبر‬
Examination Center

‫جهة معتمدة والشهادة اللي يصدرها لك تكون عليها أختام الثالث مصادر الرسمية‬
CPD+ IQF+ The Council for Six Sigma
‫وسعرها أرخص من أي منصة لحالها‬
Classification: Internal Use

THANK YOU…

https://www.linkedin.com/in/metabalkhaldi/