Quality Improvement Throught QMS Implementation at Business Partner Works

Quality Improvement through QMS implementation at Business Partners Works

BITS ZG629T: Dissertation

by

John Joseph J

2008HZ79621

Dissertation work carried out at

Bosch Limited, Adugodi, Bangalore – 560 030

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE

PILANI (RAJASTHAN)

October 2010

Quality Improvement through QMS implementation at Business Partners Works

BITS ZG629T: Dissertation

by

John Joseph J

2008HZ79621

Dissertation work carried out at


Submitted in partial fulfillment of M.S. Manufacturing Management degree programme

Under the Supervision of

Prabhakar K, Manager


BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE

PILANI (RAJASTHAN)

October 2010

CERTIFICATE

This is to certify that the Dissertation entitled Quality Improvement through QMS

implementation at Business Partner Works and submitted by John Joseph J

having ID-No. 2008HZ79621 for the partial fulfillment of the requirements of

M.S. Manufacturing Management degree of BITS, embodies the bonafide work

done by him/her under my supervision.

Prabhakar K

Signature of the Supervisor

Place: Bangalore

Date : 20/10/2010 Prabhakar K, Manager, Bosch Ltd., Bangalore

Name, Designation & Organization &Location

ABSTRACT Dissertation Title : Quality Improvement through QMS implementation at

at Business partner works

Supervisor : Prabhakar K

Name of Student : John Joseph J

ID No. : 2008HZ79621

In recent years, many companies around the world have adopted different

forms of quality systems, such as ISO (International Organization

for Standardization). -based quality systems. It has been perceived that a

quality-based company provides higher quality services and products in

comparison with non quality-based companies. As a result, quality-based

companies have become reputable and attract more customers. In

manufacturing industry, quality has become very essential for Customer,

Supplier and End user. Suppliers tend to provide high quality deliverables

to satisfy their customers, and to remain successful in this turbulent

business field. The Customer want to receive high quality products and

services, and to ensure that their deliverables matching contractual

quality requirements. Therefore Customer has developed different means

to measure quality in their projects.

The study is aim to assess the existing level of Quality Management

System (QMS) at Business Partner Works and implement necessary action

to bridge the gap. The gap was identified using the need or gap analysis

method, fix action to bridge the gap along with Business partner’s

consensus, implement the action fix in two phases. First phase of action

can be completed before the November and second phase can be

implemented after the viva-voce.

Signature of Student Signature of Supervisor

Date: Prabhakar K, Manager,

Bosch Limited.

ACKNOWLEDGEMENT

I have taken efforts in this project. However, it would not have been possible without the kind support and help of my supervisor Mr. Prabhakar & my organization Bosch Limited which always motivates employees to go for higher education. I would like to extend my sincere thanks to all of them.

I am highly grateful to my Manager Mr. Murari for his guidance and constant supervision as well as Mr. Giridhar for providing necessary information regarding the project & also for their support in carrying out the project.

I would like to express my special thanks to Mr. Venugopal proprietor of M/s. Precision Techniques and our Business partner for giving me such attention and time.

I would like to express my gratitude towards my parents for their kind co-operation and encouragement which help me in complete this project.

My thanks and an appreciation also goes to my colleagues in developing the project and people who have willingly helped me out with their abilities.

John Joseph J

LIST OF SYMBOLS AND ABBREVATIONS USED

AQL: Acceptance Quality Level

ATMO: Assembly Systems and Special Machinery

CDQ: Central Directive Quality

CMEC: Chinese National Machinery Import and Export Company

DSA: Delivery Schedule Achievement

FQS: Final Quality Score

FQL: Final Quality Limit

ISO: International Standards for Organization

PMBOK: Project Management Body of Knowledge

QMS: Quality Management Systems

QCD: Quality Cost Delivery

QC: Quality Control

QA: Quality Assurance

SQC: Statistical Quality Control

SRS: Supplier Rating System

SCAR: Supplier Corrective Action Record

SQR: Supplier Quality Rating

SPR: Supplier Performance Rating

TQM: Total Quality Management

US: United States

NEC: National Electricity Corporation

PI: Periodical Inspection

LIST OF FIGURE

Figure No. Title Page No.

Figure 1-1 Rejection details 2

Figure 2-1 PMBOK knowledge areas 17

Figure 2-2 Project Management process flow diagram 18

Figure 2-3 QMS Simple flow chart 19

Figure 2-4 Inspection loop and its documentation system 21

Figure 2-5 Final QMS frame work for Garri4 Project 22

Figure 3-1 Sample Questionnaire 36

LIST OF TABLES

Table No. Title Page No.

Table 2-1 QMS System data 19

Table 2-2 Matrix model 24

Table 4-1 Top Management Questionnaire & Findings 37

Table 4-2 Sales & Marketing Questionnaire & Findings 38

Table 4-3 Planning Questionnaire & Findings 39

Table 4-4 Manufacturing Questionnaire & Findings 40

Table 4-5 Quality Questionnaire & Findings 42

Table 4-6 Purchase Questionnaire & Findings 43

Table 5-1 First phase of QMS implementation-Action plan 45

TABLE OF CONTENTS

Ch No. Title Page No.

I) Certificate I

II) Abstract II

III) Acknowledgement III

IV) List of Symbols IV

V) List of Figures V

VI) List of Tables VI

1) Chapter – 1 1

1.1 Background of Study 1

1.2 Introduction about BOSCH 3

1.2.1 Quality Policy 3

1.2.2 Business Division 4

1.3 Introduction about Business Partner 5

1.4 Background of QMS 6

1.4.1 Definitions 6

1.4.2 Evolution of QMS 9

1.5 Information gathering and significance of study 11

1.5.1 Importance of delivery 11

1.5.2 Delivery importance at Bosch 12

1.5.3 Importance of Quality 12

1.5.4 Quality importance - Bosch & Business division 14

1.6 Scope of study 15

1.7 Outline of study 15

2) Review of Literature 16

2.1 Introduction 16

2.2 Design and implementation QMS at Power plant 16

2.3 The PMBOK guide 16

2.4 Setting QMS objectives and requirements 20

2.5 Research Methodology 23

2.6 Summary before and after QMS-Briefly 26

2.7 ISO Standards 27

3) Methodology 30

3.1 Approach adopted 30

3.1.1 Gap Analysis / Need Analysis Method 30

3.2 Method of investigating organizational and personal 32

3.2.1 Interview method for Gap/Need analysis 33

3.2.2 Qualitative Interview 34

3.2.3 Guidelines for Structured Interview 36

3.3 Qualitative Interview Questionnaire 36

4) Result and Discussion 37

4.1 Findings through Gap Analysis 37

4.1.1 Top Management & General Discussion 37

4.1.2 Sales and Marketing & General Discussion 38

4.1.3 Planning & General Discussion 39

4.1.4 Manufacturing & General Discussion 40

4.1.5 Quality & General Discussion 42

4.1.6 Purchase & General Discussion 43

5) Conclusion and Recommendation 45

5.1 Overview of Study 45

5.1.1 First phase of QMS implementation 45

5.1.2 Second phase of QMS implementation 48

5.2 Expected benefits through study 49

6) Appendices 50-56

7) References 57

Page 1 of 57

CHAPTER – 1 INTRODUCTION

1. Introduction

This chapter will provide the reader with the appropriate understanding of the research

work field. A brief introduction of the concept and the background of QMS (Quality

Management System) will be given. After which, the significance of the study discussed.

Finally, the dissertation scope and arrangements will be presented.

1.1 Background of Study

Quality generally refers to the totality of characteristics of a product or service that bears

on its ability to (i) efficiently meet the outlined requirements/specifications and (ii)

effectively satisfy the stakeholders’ needs.

As an employee of BOSCH Limited and BITS student, considered the effective

implementation of QMS (Quality Management Systems) at Business partners works will

help both the sides benefits and creates atmosphere of more business transaction for long

term.

Ø ATMO (Assembly System & Special Machinery), a Business Unit of Bosch, is a

globally acting Bosch-integrated special machine builder.

Ø The range of services reaches from manual lines to fully automated systems.

Ø The manual and automated lines are built through various elements such as

mechanical, electrical, pneumatics, hydraulic and integrating the elements through

software. The qualities of these elements directly or indirectly affect Quality, Cost &

Delivery (QCD).

Ø ATMO customers look for cost effective solution without compromising quality &

delivery of the service.

Ø To accommodate the customer requirement, ATMO team working towards

developing the supplier who can meet both quality & delivery time at low cost.

Ø I strongly believe to meet QCD; an industry should possess an effective Quality

Management System (QMS).

Page 2 of 57

Ø So, the selected topic for the project will be vital for business growth for both Bosch

and Business partner.

Ø The Business partner considered for implementing QMS has been finalized by

consulting with Purchase department and analyzing the Quality statistics.

Ø Supplier Selected : M/s. Precision Techniques,

No. 89, 1st Main Road, Petechennappa Industrial Estate,

Kamakshipalya,

Bangalore – 560 079.

Quality Statistics: Ø From Apr’2008 to Till date:

o Number of items supplied = 746 nos.

o Number of items rejected = 31 nos.

o Total rejection percentage = 4.2 %

Rejection Details

(Figure 1-1)

Supplier Rejection Details

31

1615

14

98

76 6 6

5 54 4

3 3 32 2 2

1 1 1 1 1 1 1

0

5

10

15

20

25

30

35

Precision Techniques

B C D E F G H I J K L M N O P Q R S T U V W X Y Z Z1

Supplier

No.

of R

ejec

tion

Page 3 of 57

1.2 Introduction about BOSCH

The history of Bosch as a company can be broken down into a total of five phases.

In the first phase, from 1886 to around 1900, Bosch was a small craft business in Stuttgart

that survived at subsistence level for the first few years until the development of magneto

ignition transformed it into a fast-growing automotive supplier.

In the second phase of its history from around 1900 to 1925, the company moved solidly

into the automotive technology sector. At the same time, it began to internationalize, with

the founding of the first sales offices and manufacturing sites outside Germany. This

period, however, was marked by a major disruption, with the loss of property and assets

outside Germany after the First World War and the reconstruction of the company.

In the third phase of the company's history from around 1925 to 1960, new business units

were founded covering areas outside the field of automotive technology, and the corporate

constitution was redrafted. During this phase, Robert Bosch withdrew from the

operational side of the business. In his last will and testament dated 1937, five years

before his death in 1942, he laid the groundwork for the corporate constitution that is still

valid today. This period, however, was also overshadowed by National Socialism and the

Second World War. After the end of the war in 1945, the company again had to rebuild

production and trading networks outside Germany and the production facilities that had

been destroyed in Germany itself.

In the fourth phase of its history from around 1960 to 1990, Bosch began by introducing

far-reaching reforms to its corporate structure and constitution. The end of this phase was

marked by the fall of the Iron Curtain.

The fifth phase in the history of Bosch spans the period from 1990 to the present day. It

includes the opening up of the eastern European markets, the rapid growth of Asian

economies, and global networking of development, production, and sales.

1.2.1 Quality Policy

Robert Bosch's success is based upon the quality, performance, and economics of our

products. The quality of our products depends on Zero Defect product purchased from our

Page 4 of 57

suppliers. To assure the highest product quality possible, Robert Bosch considers its

suppliers as valuable team members.

The Robert Bosch Corporation Quality Policy is:

"Customer Satisfaction through People Dedicated to Excellence"

This policy is base on the following 6 principles:

1. Our goal is to fully satisfy our customers expectations through the quality of our products and services.

2. Quality and Quality improvement is every associates responsibility and ultimate goal – from the board of directors to apprentices.

3. Our directives, processes, systems and goals are based on requirements from international standards, customer expectations, our knowledge and experience. Knowledge of and compliance with these directives and processes is the foundation of our quality.

4. Quality means doing the detail from the beginning, thus preventing failures in the end. Continuous improvement of the quality of processes lowers costs and increases productivity.

5. Avoiding failures is more important than eliminating defects. We apply methods and tools for preventive quality assurance systematically, learn from mistakes and eliminate their root causes without delay.

6. Our suppliers contribute substantially to the quality of our products and services. Therefore our suppliers must live up to the same high quality standards we have adopted.

Bosch measures customer satisfaction using 'Key Indicators' such as:

Quality - Delivery - Cost - Technology

We expect our Business Partner/Suppliers to participate in our efforts.

1.2.2 Business Division

ATMO is the internal machine-builder and service-provider for Bosch, with a range

of solutions for the complete process chain, from production planning and process

Page 5 of 57

development to machine building, ramp-up support and after-sales service. Besides

this broad range of services, ATMO as a technology partner is also characterized by

excellent closeness to the customer. The company’s business sites in Europe, North

America and Asia form a powerful international network and provide intensive

support to the Bosch plants in all regions.

ATMO is delivering assembly systems, testing and process technology, as a single-

source general contractor from Feuerbach and Homburg (Germany), Madrid (Spain),

Charleston (USA), Toluca (Mexico), Bangalore (India), Changsha (China), Suzhou

(China) and starting in 2009 from Bursa (Turkey).

1.3 Introduction about Business Partner

The Objective and Purpose of M/s. Precision techniques existence is to make precision

components, gauges, Jigs and fixture for its valuable customer. The company was started

in the year 2007 with a humble beginning of one bench and chair but with very strong

technical background of the proprietor.

The company was started by Mr. Venugopal who has very good years of experience on

the specific field. The process knowledge and commitment of the proprietor attracts

more customers in and around the city.

Now the company has grown and built a good infrastructure to manufacture precision

components, Gauges, Jigs & Fixtures for its valuable customers. The company also

recruited 7 people for its manufacturing operations.

As the employee of BOSCH Group & BITS student, I understood that further

implementation of QMS at Business partners will help both Business Partner & Bosch

Group. The effective implementation of QMS attracts more and more customer for the

Business partner and also makes him to analyze what is strength and weakness of the

organization.

One may ask why Bosch a well known company in manufacturing and technology had

chosen a supplier who does not possess an ISO certificate. The reason behind is like this,

ATMO (Assembly System and Special Machinery) manufacture and supports the

internal Bosch group to build assembly lines like Pump assembly line, Spark Plug

Page 6 of 57

assembly line, Sensors assembly line, etc., and testing stations. It also provides services

and spare parts for the existing line at internal Bosch through out the world.

The manufacturing of assembly line involves or consist of many manufactured parts

which is unique (in terms of design, geometrical accuracy, manufacturing process) from

other manufactured parts. Our Business division has our own supplier selection process

(Appendices – F) and this supplier was qualified to supply manufactured to ATMO.

Now I have taken this as my dissertation to know and make aware of existing QMS

practice at Business Partner Works (M/s. Precision Techniques). I am sure that this study

would help the Business partner how important a QMS for manufacturing organization

and benefits both Bosch and Business Partner in long run.

1.4 Background of QMS

It should be mentioned that there are many terminologies related to quality which must

be defined according to: dictionaries; international standards; and quality field experts,

combined with the historical evolution of quality management as indicated by the

relevant literature from Dahlgaard (1999) and Yong et al (2002)

1.4.1 Definitions

1.4.1.1 Quality

According to the internet Encyclopedia dictionary definition (2008): Quality is the

totality of features and characteristics of a product or service that bear on its ability to

satisfy stated or implied needs. Not to be mistaken for "degree of excellence" or "fitness

for use" which meet only part of the definition, (Encyclopedia, 2008)

According to the Business Dictionary, quality in general is a measure of excellence or

state of being free from defects, deficiencies, and significant variations, (Business

Dictionary, 2008)

The ISO 8402-1986 standard defines quality as “the totality of features and

characteristics of a product or service that bears its ability to satisfy stated or implied

Page 7 of 57

needs.” It has been defined in the Encarta Dictionary as excellence, the higher or finest

standards. It also means standard, the general standard or grade of something.

Quality management experts, according to Yong et al (2002) define it in many different

ways, such as: quality as a value in terms of costs and prices; quality as being

conformance to specification (Garvin); quality as meaning the meeting, exceeding

customer’s expectations or both (Juran, Deming, Crosby), (Yong et al ,2002).

1.4.1.2 Inspection

The Encarta Dictionary defines inspection as: critical examination; a critical examination

of somebody or something aimed at forming a judgment or evaluation;

an official examination; an official authoritative examination, such as a motor vehicle

inspection. (Encarta Dictionary, 2008).

In addition, British standards and ISO standards define inspection as activities such as:

measuring, examining, testing, and gauging one or more characteristics of a product or

service and comparing these with specified requirements to determine conformity (BS

4778, 1987; ISO 8402, 1986, cited in Yong et al, 2002).

1.4.1.3 Quality Control (QC)

In the Business Dictionary, quality control is defined as: a subset of quality assurance

(QA) processes, it comprises of activities employed in detection and measurement of the

variability in the characteristics of output attributable to the production system, and

includes corrective responses. (Business dictionary, 2008)

In the field of project management, according to the PMBOK guide (Project

Management Body Of Knowledge, which is considered to be the sum of knowledge

within the profession of project management, published by PMI, Project Management

Institute, the United States of America) Quality Control (QC) is the process of

monitoring specific project results to determine whether it complies with relevant quality

standards and identifying ways to eliminate unsatisfactory performance. (PMBOK,

2004)

Page 8 of 57

1.4.1.4 Quality Assurance (QA)

The Business Dictionary defines quality assurance as being often used interchangeably

with quality control (QC). It is a wider concept that covers all policies and systematic

activities implemented within a quality system. QA frameworks include: the

determination of adequate technical requirements of inputs and outputs; the certification

and rating of suppliers; testing of procured material for its conformance to established

quality; performance; safety; reliability standards; proper receipt; storage; issuance of

material; auditing of the process quality; evaluation of the process to establish required

corrective responses; and auditing of the final output for conformance to (a) technical,

(b) reliability, (c) maintainability, and (d) performance requirements. (Business

dictionary, 2008)

According to British and ISO standards, Quality Assurance (QA) is defined as: all those

planned and systematic actions necessary to provide adequate confidence that a product

or service will satisfy given requirements of quality (BS 4778, 1987; ISO 8402, 1986

cited in Yong et al, 2002).

In the project management field, according to the PMBOK guide, Quality Assurance

(QA) is defined as: the process of applying planned systematic quality activities to

ensure that the project employs all processes needed to meet requirements (PMBOK,

2004).

1.4.1.5 Total Quality Management (TQM):

According to the internet Wikipedia, TQM is a management strategy aimed at

embedding awareness of quality in all organizational processes. TQM has been widely

used in manufacturing, education, government, and service industries. Total Quality

provides an umbrella under which everyone in the organization can strive and create

customer satisfaction at continually lower real costs (Wikipedia, 2008).

1.4.1.6 Quality Management System (QMS):

According to The Business Dictionary, the quality management system is a collective of

policies, plans, practices, and the supporting infrastructure by which an organization

Page 9 of 57

aims to reduce and eventually eliminate non-conformance to specifications, standards,

and customer expectations in the most cost effective and efficient manner (business

dictionary, 2008).

According to the internet Wikipedia, QMS can be defined as a set of policies, processes

and procedures required for quality planning, quality assurance, and quality control. QMS

enables the organization to identify, measure, control, and improve the various core

processes that will ultimately lead to improved project performance (Wikipedia, 2008).

In the field of project management, according to the PMBOK guide, project quality

management includes all the activities of the performing organization that determine

quality policies, objectives, and responsibilities so that the project will satisfy the needs

for which it was undertaken (PMBOK, 2004).

1.4.2 Evolution of Quality Management

The majority of quality theoreticians accept Garvin’s model (Garvin, 1988, cited in

Dahlgaard 1999) of the quality evolution history, which consists of four different stages:

inspection; statistical quality control; quality assurance and strategic quality management

which are suitable for explaining US and perhaps other western countries’ quality

practice evolution in general. In contrast, Japan’s quality evolution history shows a

different picture.

It can be understood from the literature on quality evolution that the history quality

evolution can be divided into two different dimensions:

1- The history of quality evolution in relation to implementation, according to Garvin’s

model in the US and other Western countries

2- The history of quality evolution in relation to TQM’s conceptual development, as it

can be understood from the Japanese experience in the total quality management field.

1.4.2.1 Quality Evolution and History of Implementation (US and Western Countries)

Inspection: According to Yong et al (2002), the inspection work historically found in

past time periods such as the middle ages, allowed administrators to have control over

Page 10 of 57

production and accountability of work. Similarly, this can said of the Springfield

Armoury of America during the 1830s.

From the historical evidence, inspection work was the responsibility of the responsible

craftsman, however after the industrial revolution and the mass production, which was

dominated by the division and specialization of labour, the quality responsibility became

shared amongst the different labors (Yong et al, 2002).

Quality Control: In addition, according to Yong et al (2002), in 1924, Shewhart

developed the statistical quality control chart (SQC). Simple statistical techniques for

determining variation limits of the production process and graphic methods for plotting

values to assess whether they fell within an acceptable range were developed (Shewhart,

1931, cited in Yong et al, 2002). These graphic results are now known as `process

control charts. Shewhart is referred to as the ‘‘father of statistical quality control’’, Best

(2006a).

In World War II, large volume production required new set of sampling tables based on

the concept of acceptable quality levels (AQLs). This concept met with great success as

inspections became less time-consuming because they were conducted only when defect

rates constantly exceeded AQL (Yong et al, 2002).

Quality Assurance: Yong et al (2002) also states that the quality assurance era shifted

the industry’s focus from detecting defect activities to preventing defect activities. The

main aim of quality assurance was seen as serving the people who were not directly

responsible for the operations, but those who needed to know or to be informed. The

evolving of this concept took place during the 1950s and 60s in the defence sector, then,

gradually broadened into the private sector. In the 1970s customers of large industrial

companies were demanding their suppliers to assure them of the quality of their

purchases, so as to remain in business and continue supplying these customers. Since

that time customers’ audits have become an inevitable fact in the business sector.

However, each customer had different perceptions and expectations of the products’

quality which resulted in multiple assessments, eventually leading to the adoption of

worldwide standards such as BS standards (British standards) in 1979, and ISO 9000

series standards (International Organization of Standardization) which superseded the

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BS, they have become widely accepted world-wide by companies as a guarantee of a

company’s quality practices.

1.5 Information Gathering and Significance of Study

As it was discussed in the section 1.3 (Introduction about Business Partner) in the last

three paragraph, this section emphasis how much Quality and Delivery is important in

general and specific to my organization

1.5.1 Importance of Delivery

Delivery Schedule Achievement looks at how well a supplier delivers what the customer

needs, when they need it.

The goal is 100% on-time delivery of the correct goods or services. Businesses need to

achieve this in a cost-effective way, without resorting to expensive special deliveries or

Overtime payments. Neither should you incur increased costs for stock, scrap or

reworking to meet a deadline. If you do end up with extra costs, it shows you are not in

control of your processes.

Measuring delivery or timeliness allows organizations to review the overall effectiveness

of their (or their suppliers) processes. Commonly referred to as Delivery Schedule

Adherence – examples of measuring delivery include

• Analyzing the ability of your suppliers to deliver in accordance with agreed schedules.

Calculate your overall DSA then measure individual suppliers against your

businessaverage.

• Time taken for a sales team to respond to an enquiry

DSA can be measured in a variety of ways – for some supply chains a delivery on or

before the date requested may suffice – for others only delivery on the exact day

requested may suffice (early deliveries may incur extra storage costs for example). When

analyzing delivery it is imperative that capture the data required to make the calculation

this may mean making small changes to your process to enable you to make effective

measurements.

Measuring Delivery Schedule Achievement:

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Example:

In one week, a company makes 200 deliveries. Of those deliveries, five are late and three

are of incorrect quantities. To measure how well you’re delivering what the customer

needs, you need to work out the ratio of correct to incorrect deliveries.

Incorrect deliveries include late and early deliveries.

Incorrect deliveries include deliveries of the wrong quantity (too many, too few, and

parts that are not right for the job).

If a delivery is both ‘not on time’ and ‘incorrect quantity’, count it only once. Once

you’ve measured your performance, you need to look at ways of improving it.

Delivery Schedule Achievement = 200 – (5+3) / 200 * 100 = 96%

1.5.2 Delivery Importance at Bosch

“We want to reach an understanding with our suppliers on how we can work together to

meet the challenges of global competition.”

For our industry as a whole, it is a constant challenge to find ways of delivering

excellence at globally competitive prices. Our customers expect to be supplied with

quality products exactly when they are needed. But this is not enough. If we are to retain

our position as market leaders in our areas of business and compete successfully in an

increasingly tough environment, then we also have to demonstrate technological

competence and innovative ability.

We all know that no company can meet these challenges on its own; we have to look at

the whole supply chain. Open relationships with our suppliers, based on a spirit of

partner-ship, are therefore the condition for our mutual success. We have written this

folder to document how we envisage such successful partnerships. More detailed

information can be found at http://purchasing.bosch.com

1.5.3 Importance of Quality

You need to compete. Your company is out there in a global economy that has less

money to spend. Why should anyone choose your product? Because it’s the best — and

http://purchasing.bosch.com

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you know it. In this economy, you need to make sure that your suppliers give you the

best materials at the best price. Then you can turn around and offer a superior product to

your customers at the lowest price.

1.5.3.1 Supplier Rating System Information:

The Supplier Rating System (SRS) collects and processes quality and delivery

performance data from all suppliers of material intended for use engaged in the

production and delivery of contractual end items. Supplier quality and schedule

performance ratings are derived from data gathered during the previous 12 months of

procurement activity, and ultimately calculated into numerical ratings to rate supplier

performance.

The Quality data utilized in supplier rating calculations is obtained from:

• Receiving/Source Inspection acceptance/rejection results

• Supplier responsible line reject activity

• Receiving Discrepancy Report data

• Supplier Corrective Action Response (SCAR) results

• Government Industry Data Exchange Program (GIDEP) data

Supplier rating and survey status reports are updated quarterly, and published on-line by

Quality Assurance. Suppliers with whom Harris has not previously conducted business

with during the past three years are removed from the database/report. Supplier survey

data is used as a method of determining the supplier's quality system acceptance and

identifying system weaknesses. The survey data is not part of the supplier's numerical

rating, but is used during evaluation of the supplier's quality system.

Quality reports include:

• Supplier Rating Scorecard

• Schedule ratings by division

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• Receiving/Source Inspection lot acceptance rates by division

• Supplier Survey status

Detailed supplier reports are available upon request to assist in individual supplier

performance evaluations and identification of risk reduction areas.

1.5.4 Quality Importance at Bosch & Business Division

The Robert Bosch Corporation Quality Policy is:

1. Our goal is to fully satisfy our customers expectations through the quality of our

products and services.

2. Quality and Quality improvement is every associates responsibility and ultimate

goal – from the board of directors to apprentices.

3. Our directives, processes, systems and goals are based on requirements from

international standards, customer expectations, our knowledge and experience.

Knowledge of and compliance with these directives and processes is the

foundation of our quality.

4. Quality means doing the detail from the beginning, thus preventing failures in the

end. Continuous improvement of the quality of processes lowers costs and

increases productivity.

5. Avoiding failures is more important than eliminating defects. We apply methods

and tools for preventive quality assurance systematically, learn from mistakes and

eliminate their root causes without delay.

6. Our suppliers contribute substantially to the quality of our products and

services. Therefore our suppliers must live up to the same high quality

standards we have adopted.

Monitoring Methodology at Our Business Division:

In our Business division, we calculate yearly once Supplier Quality Rating (SQR) and

Supplier Performance Rating (SPR) and publish to all our Business Partners. SQR &

SPR speaks and convey message about Business Partners Quality and Delivery

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Performance. The calculation methodology is more or less same like methodology

explained in 1.5.3 section.

1.6 Scope of Study

Ø Assess existing level of QMS at Business Partner works

Ø Identifying gap

Ø Fix actions to bridge the gap

Ø Implementation of the actions

Ø Check for effectiveness of action

Ø Final assessment of QMS

1.7 Outline of the Study

In this section, the scope of this study outlined. It consists of five chapters, Chapter 1 has

already been presented above, and below are the chapter titles followed by a brief

description of each one:

Chapter 1: Introduction

Chapter 2: Review of Literature

Chapter 3: Methodology Adopted

Chapter 4: Dissertation Findings

Chapter 5: Discussion & Conclusion

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CHAPTER – 2 REVIEW OF LITERATURE

2.1 Introduction

The Literature review was done for this dissertation to compare with the previous QMS

study conducted for implementing Quality Management Systems (QMS) for a Garri4

project in National Electricity Corporation Power Plant.

2.2 Design and Implementation QMS at Power Plant

2.2.1 Outline of the Study

The study consists of four sections:

Section 1: Introduction

Section 2: QMS framework design

Section 3: Research methodology and Findings

Section 4: Analysis and Conclusions

2.2.2 Introduction

The purpose of this study (Literature review) conducted for Power Plant work is to

design, implement, and measure effectiveness of QMS in the Garri4 power plant project

in Sudan. In the second section, we extensively reviewed relevant literature, which can

be used to enhance the QMS work frame design and also to assess its effectiveness.

It has been stated that the scope of this dissertation is to analyze the QMS gap in the

existing workplace of Business Partner, bridge the gap by fixing action and make follow-

up to implement the action fixed.

The existing gap was identified through a process of exploring ISO 9001:2008 standard,

departmental procedure, CDQ documents, Books.

2.3 The PMBOK Guide

The quality management system in the PMBOK comprises of three linked parts:

1- Quality planning.

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2- Quality assurance.

3- Quality control.

As has been stated in the PMBOK, the whole QMS system is considered to be built and

implemented within one organization. However, the Garri4 situation is completely

different. The Garri4 project is owned by NEC as stated before. Therefore, the owner

role is considered to be within the quality assurance, which is the aspect of focus in this

thesis work.

A very important point should be considered here, as was stated in chapter 2, section 2.2,

the entire project management processes is aggregated into five process groups. These

are: initiating, planning, executing, monitoring and control, and closure. As, stated in the

PMBOK guide, there are 9 knowledge areas associated with these five process groups.

Quality management is one of them as is illustrated in Figure (3-1) below:

PMBOK knowledge areas

Figure (2-1)

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Project Management Process Flow diagram, Source: PMBOK (2004) pp.183

Figure (2-2)

Certainly it can be stated that quality planning is a part of the whole project planning.

This clearly shows the importance of early quality planning in the earliest project stages.

However, being that there is, there is no quality plan or even quality manual for the

Garri4 project, and the project to this point in time has completed a bit more than 60% of

its work, one can only consider the remaining erection period and the upcoming

commissioning (trial operation) phases of the complete power plant. As a result, taking

into consideration the limitation of the thesis time (up to fall 2008), the QMS will only

cover a maximum period of 3 months of the remaining erection phase, which is divided

into two finishing stages, the first one on 15th November 2008, and the second one on

15th January 2009.

As we discussed, quality as a system has inputs, processes and outputs, or outcomes,

used by the internal parts of the QMS. There is always feedback returning to the

planning part for continuous improvement purpose. The following figure simplifies the

QMS as a system:

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QMS simple flow chart

Figure (2-3)

The concept of the above figure is a combination of a thorough and comprehensive

understanding of the relationship between various quality components, in addition to the

understanding gained from the system theory. As stated previously, quality planning is a

part of the project planning, therefore, input is always received from there. Next, quality

planning gives required inputs to both quality assurance and quality control. After which,

the appropriate processing the outputs from QA and QC exchanged between them as

extra input source, which simply means QA gets its inputs from QC and quality

planning. The same is true for QC. Finally both QA and QC provide feedback to the

whole project planning, and from there new or modified quality plans feed the quality

planning accordingly.

Here in table (3-1) are some of the important inputs, processes used, and outputs of the

QMS as stated in the PMBOK guide (PMBOK guide, 2004, pp.182)

QMS System Data

Table (2-1)

Quality Planning Quality assurance Quality control

Inputs 1- Enterprise environmental factors.

1- Quality management plan.

1- Quality management plan.

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2- Organiza onal process assets.

3- Project scope statement.

2- Quality metrics. 3- Quality control

measurements

2- Quality metrics.

3- Work performance informa on

Processes used

1- Cost-benefit analysis.

2- Benchmarking 3- Cost of quality

1- Quality planning tools and techniques.

2- Quality audits. 3- Process analysis

1- Cause and effect diagram.

2- Sta s cal sampling.

3- Inspec on. Outputs 1- Quality

management plan.

2- Quality metrics. 3- Quality

checklists.

1- Requested changes.

2- Recommended correc ve ac ons .

3- Project management plan updates.

1- Quality control measurements.

2- Requested changes.

3- Validated deliverables.

It is known that, when a contract is signed to build a power plant, the owner, contractor,

and consultant will agree on the quality standards and protocols. While the contractor is

responsible for delivering the final project according to the contractual agreement,

therefore, he will definitely do all the required actions to fulfil that. This includes

erection work, quality control, and so forth. Whereas the owner and consultant are

required to assure that the project has been done as the contract specified. Based on these

points, considering the different roles of each party, the following general QMS has been

designed accordingly.

2.4 Setting QMS Objectives and Requirements

The general QMS framework which was discussed previously has been shown in a

presentation to Garri4 project staffs, accompanied with definitions on the meaning of

QMS, differences between QA and QC, and the benefits that the project will gain from

applying it.

After this presentation, two meetings were held with the project staffs. They mainly

consisted of brainstorming to set QMS objectives and requirements. Many jobs were

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assigned to staff members, in order to classify all the project jobs into traceable system

loops. Finally, the following items came out:

1- QMS objectives

2- QMS requirements

3- Traceable activity loops and the final QMS frame.

The objectives and requirements can be discussed later, here we can talk about traceable

activity loops in the final and approved QMS frame work.

2.4.1 Traceability Activity Loops:

The erection activities in the Garri4 project, for the purpose of applying the QMS, have

been divided into 6 loops. Each loop with its documentation system:

1- Inspection work loop and its documentation system

2- Erection Defects loop and its documentation system

3- Design Modifications (Change Requests) loop and its documentation system

4- Inspection Devices Folder

5- Equipments and Materials loop and their documentation system

6- Daily Work follow-up (site notes)

Inspection loop and its documentation system

Figure (2-4)

The following text explains this loop:

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1- Inspection procedures received from CMEC must be checked for approval, the

approved procedures should be kept in (Approved Procedures) file, if not

approved, then, it should be returned back to CMEC with clarifications.

2- After CMEC runs an inspection, which should be witnessed by NEC/LI, the

inspection form/test, result/film should be sent to NEC/LI, after the proper check

according to the requirements. If it is consistent, then the job is over and should be

kept in (Received Inspection) file. The same file can be divided into finished

inspection work /pending inspection work.

3- If the inspection result is not consistent with requirements, a NCR (Non-Conform-

Report) should be sent to CMEC cited by the inspection form/results. A copy

should be kept in (NCR) file.

4- The corrective actions which to be done by CMEC accordingly, which should be

kept on (Corrective Actions Report) file, and then the loop continues again to

the procedures and the re-inspection.

2.4.2 The Final QMS frame work Finally, the previous general frame work is extended and detailed by the objectives/requirements/

and activity loops outcomes. Figure (3-6) shows it. It is not clear (has been drawn to be seen in

an A0 paper) but it will also be shown in separate figures to be clearer:

Final QMS Frame Work for Garri4 Project

Figure (2-5)

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Below is the Summary of QMS Process flowchart

• CMEC should send all the QC results, all the requested corrective actions reports,

all change requests, all defect repairs reports, procedures, and so on, before

reasonable time to NEC/LI.

• NEC/LI should check all these documents received from CMEC and assign each

document to the relevant loop, they should check the conformity to standards and

contractual requirements, they should inspect the QC results, and they should

carry out the appropriate auditing process, this audit and evaluation process is an

expert judgement, which includes certified knowledge and experience.

• NEC/LI should report to CMEC any defect detected in project site and state the

corrective actions required, also NEC/LI should consider the commercial issues

followed by inconsistencies in contractual requirements by the contractor, or as an

impact of design modifications.

• CMEC should send back a report about any requested action from NEC/LI, also

CMEC is requested to send their inspection schedule and procedures in advance

to allow enough time for NEC/LI preparing for it.

• Every step/loop should be documented.

• QC/QA results should be analyzed periodically.

• NEC staff should be given scheduled certified QA training opportunities, so as to

do the auditing/evaluation/supervision job efficiently.

2.5 Research Methodology

Implement of the matrix model to measure the effectiveness of the QMS in Garri4

project will be made. There are two matrices:

1- Matrix of principles: used to measure the effectiveness of achieving specified

QMS requirements stated by Garri4 project management team.

2- Matrix of goals: used to measure the effectiveness of achieving prescribed QMS

objectives and goals expected by Garri4 project management team.

Each matrix is comprised of four rows as follows

• First row: Quality characteristics which will be defined and determined by the

firm.

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• Second row: Percentage or weight (frequencies) should be assigned to each of the

above quality characteristics according to the questionnaire result, given the

symbol (W).

• Third row: Sequence of importance of these characteristics to the firm. They can

be given as a scale from 1 to 10 or to 6 according to the total number of quality

characteristics, and can be determined by the management team’s priorities in the

questionnaire, given the symbol (I).

• Fourth row: showing the Score, which equals the sum of W and I multiplied. The

score reflects the effectiveness rate of QMS in the company, given the symbol (S).

The following example table illustrates the matrix model for objectives as an example.

Only two characteristics are given for illustration purposes:-

Matrix Model Example

Table (2-2)

Quality Characteris cs 1- Mee ng Cont ractual requirements

2- linking ac vi es systema cal ly

others à

Weight(Yes answers percentage) (W)

Importance (I)

Score = W× I

The outcome from the above matrices will be used to produce the following matrix

characteristics in order to measure the effectiveness of the QMS:

• L (limit): it is the limit of success and effectiveness, the company will make

assumptions about it, for example 60% can be the minimum limit of success to

meet the QMS objectives (we will add it to the questionnaire, and we will take the

higher frequency choice (the Mode), if they become varied, then the Mean can be

taken in consideration.

• FQS (Final Quality Score): which equals∑=

n

iS

1, where n is the number of scores.

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• FQL (Final Quality Limit): which equals L ∑=

n

i

I1

, where I is the importance, and

L is the limit. The FQL after applying the QMS will equal the FQS before

applying the QMS. Because the FQS before applying the system will be a good

indicator of the real situation prior to the QMS implementation. Therefore we

equate it to the FQL after QMS implementation to examine whether the QMS

implementation would change it or not.

The normal process is to compare FQS with FQL, if FQL ≥ FQS, then the project

has successfully met the QMS objectives and goals effectively, and if it is less,

then the opposite is true; it has failed to meet it.

The following shall be done:

1- Implementation of the matrix model before and after the QMS implementation

must be done. A comparative analysis should be made, the resulting FQS from

the first measure will be the FQL for the second measure, in order to check

whether things will improve after the QMS implementation or not.

2- The above needed data from the questionnaires will be collected.

2.5.2 Matrices Inputs

The quality requirements for the matrix of principles and the QMS objectives for the

matrix of goals have been determined, after the literature review and the meetings which

were held with the project staff, to be the following:

(1) Quality objectives:

1- Assure that the project as a whole meets contractual quality requirements.

2- Link the whole activities together systematically, so every one will know what to

do, when, and how

3- Provide powerful tools for documentation control

4- Provide the upper management of the project with adequate reports.

5- Involvement of every engineer in quality activities

6- Good communication with the contractor

7- Good cooperation between different client’s departments

8- Improve qualifications through learning and training

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9- An excellent case study for future projects

(2) Quality requirements:

1- Safety guidance implementation

2- Establishing proper documentation system

3- Determining quality objectives

4- Following the loop of each QMS process

5- Following ISO 9001:2000 guidance

6- Availability of activities and tests schedule in advance

7- Proper Computer database for all activities

8- Availability of all standards, scope, contract documents, and all quality related

documents

9- Clear job definition

10- Good understanding of the QMS principles

(3) Weight and Ranking procedures:-

The above quality objectives and requirements will be included in the questionnaire.

From it the weight and rank of these items can be determined. The weight will be the

percentage of (Yes) answers in relation to the total number of (Yes/No) answers. Each

individual will be asked to rank these items according to their perceived importance to

him/her. Following this, the rank of each item can be statistically determined, by taking

the higher frequencies of the given ranks. In addition to that, for sensitivity and validity

considerations, other trial calculations will be made for our matrix result using different

ranking according to the mean for each of the QMS objectives and requirements.

2.6 Summary Before & After QMS -Briefly

From the calculations using formula shown in section 2.5, the obtained results for QMS

implementation in Garri4 project are as the following:

1- QMS objectives have been met during the experiment period, FQL > FQS in both

cases, either by using the Mode or the Mean.

2- QMS requirements have not been met, as FQL<FQS by 543 (2157-2700 = - 543)

when we calculate by the Mode, and have been met when we used the Mean in

our calculations, however, FQL>FQS slightly (2560-2547 = 13). Therefore, for

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sensitivity considerations, we can assume from these results that the QMS

requirements during the experiment period were not satisfied and have not been

met accordingly.

2.7 ISO Standards

ISO 9001:2008 Quality Management Systems - Requirements contains the general

requirements for a quality management system. The standard is applicable to all

companies including manufacturing and service providers. The most recent revision was

in 2008. The ISO 9001 standard is on a regular schedule of review and improvement.

ISO 13485: Medical Devices - Quality Management Systems - Requirements for

Regulatory Purposes is designed for the medical device industry. A number of changes

from the ISO 9001 foundation have been made. These changes include the following:

The emphasis on continual improvement has changed to maintaining your product and

system. The emphasis on customer has taken a slightly different form. More

documentation is required by this standard than in the ISO 9001 standard.

ISO/TS 16949:2002 Quality management systems -- Particular requirements for the

application of ISO 9001:2008 for automotive production and relevant service part

organizations management systems is designed for the auto industry and suppliers to the

auto industry.

There are many other standards that may be of interest or use to you. A few of these are

listed below including some industry specific standards. All ISO standards are available

through the International Organization for Standardization. They may also be available

through other organizations or through the approving body in your country.

• AG9000:2000 International Quality Standard with Focus on Implementation

Guidelines for Grain Farmers is in development for farms, seed producers and

related businesses. This standard is an ISO 9001 based quality system. It will be

released by the American Society of Agricultural Engineers(ASAE).

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• AS9100 Quality Systems - Aerospace - Model for Quality Assurance in Design,

Development, Production, Installation and Servicing is available from the Society

of Automotive Engineers.

• ISO 10012:2003 Measurement management systems -- Requirements for

measurement processes and measuring equipment

• ISO 10013:2001 Guidelines for quality management system

documentation (available in English only)

• ISO 10015 Quality management -- Guidelines for training

• ISO 10993 Biological Evaluation of Medical Devices

• ISO 11607: Packaging for terminally sterilized medical devices

• ISO 14001:2004 Environmental management systems -- Requirements with

guidance for use. Revised in 2004 to make this standard easier to implement.

• ISO 14004:2004 Environmental management systems -- General guidelines on

principles, systems and support techniques

• ISO/TR 14969 Quality Management Systems - Medical Devices - Guidance on

the Application of ISO 13485

• ANSI/AAMI/ISO 14971:2000 and 14971/A1:2003 Medical Devices -Application

of Risk Management to Medical Devices

• ISO 15161:2001 Guidelines on the application of ISO 9001:2000 for the food and

drink industry

• ISO 15189:2003 Medical laboratories - Particular requirements for quality and

competence.

• ISO 19011 Guidelines for quality and/or environmental management systems

auditing

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• ISO 22000:2005 Food Safety Management Systems- Requirements for any

Organization in the Food Chain. This standard applies to all organizations in the

food supply chain: including but not limited to: feed producers, food producers,

food manufacturers, transport and storage, subcontractors, retailers, equipment

and packaging manufacturers, additivies, ingredients, and sanitation chemicals.

• ISO/TS 22004:2005 Food Safety Management Systems - Guidance on the

Application of ISO 22000:2005.

• ISO/TS 27001:2005 Information Technology - Security Techniques-Information

Security Management System - Requirements. A newer standard getting a lot of

emphasis rgiht now as so many of us rely on the internet.

• ISO/PAS 28000:2005 Specification for security management systems for the

supply chain .

• TL 9000 Requirements Handbook (Release 3.0) Quality Management System

(QMS) Requirements Handbook establishes and details hardware, software and

services quality system requirements for the telecommunications industry

• OHSAS 18000 is an international occupational health and safety management

system specification. It comprises two parts, 18001 and 18002 and embraces

BS8800 and a number of other publications.

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CHAPTER – 3

METHODOLOGY

3.1 Approach Adopted

3.1.1 Gap Analysis / Need Analysis Method

A need Assessment is a systematic exploration of the way things are and the way they

should be. These "things" are usually associated with organizational and/or individual

performance.

Four Steps to Conduct Gap Analysis / Need Assessment

Step: 1 Carry Out "GAP" Analysis

The first step is to check the actual performance of our organizations and our people

against existing standards, or to set new standards. There are two parts to this:

• Current situation: We must determine the current state of skills, knowledge, and

abilities of our current and/or future employees. This analysis also should examine

our organizational goals, climate, and internal and external constraints.

• Desired or necessary situation: We must identify the desired or necessary

conditions for organizational and personal success. This analysis focuses on the

necessary job tasks/standards, as well as the skills, knowledge, and abilities

needed to accomplish these successfully. It is important that we identify the

critical tasks necessary, and not just observe our current practices. We also must

distinguish our actual needs from our perceived needs, our wants.

The difference the "gap" between the current and the necessary will identify our needs,

purposes, and objectives.

Step: 2 Identify Priorities and Importance

The first step should have produced a large list of needs for implementation and/or other

interventions. Now we must examine these in view of their importance to our

organizational goals, realities, and constraints. We must determine if the identified needs

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are real, if they are worth addressing, and specify their importance and urgency in view

of our organizational needs and requirements.

• Cost-effectiveness: How does the cost of the problem compare to the cost of

implementing a solution? In other words, we perform a cost-benefit analysis.

• Legal mandates: Are there laws requiring a solution? (For example, safety or

regulatory compliance.)

• Executive pressure: Does top management expect a solution?

• Population: Are many people or key people involved?

• Customers: What influence is generated by customer specifications and

expectations?

If some of our needs are of relatively low importance, we would do better to devote our

energies to addressing other problems with greater impact and greater value.

Step: 3 Identify Cases of Performance Problems and / or Opportunity

Now that we have prioritized and focused on critical organizational and personal needs,

we will next identify specific problem areas and opportunities in our organization. We

must know what our performance requirements are, if appropriate solutions are to be

applied. We should ask two questions for every identified need

• Are our people doing their jobs effectively?

• Do they know how to do their jobs?

This will require detailed investigation and analysis of our people, their jobs, and our

organizations -- both for the current situation and in preparation for the future.

Step: 4 Identify Possible Solution and Growth Opportunity

If people are doing their jobs effectively, perhaps we should leave well enough alone.

("If it ain't broke, don't fix it.") However, some training and/or other interventions might

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be called for if sufficient importance is attached to moving our people and their

performance into new directions.

But if our people ARE NOT doing their jobs effectively:

• Training may be the solution, if there is a knowledge problem.

• Organization development activities may provide solutions when the problem is

not based on a lack of knowledge and is primarily associated with systematic

change. These interventions might include strategic planning, organization

restructuring, performance management and/or effective team building.

3.2 Method of Investigating Organization and Personnel

Use multiple methods of Needs Assessment. To get a true picture, don't rely on one

method. It is important to get a complete picture from many sources and viewpoints.

Don't take some manager's word for what is needed.

There are several basic Needs Assessment techniques. Use a combination of some of

these, as appropriate:

• Direct observation

• Questionnaires

• Consultation with persons in key positions, and/or with specific knowledge

• Review of relevant literature

• Interviews

• Focus groups

• Tests

• Records & report studies

• Work samples

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An excellent comparison of the advantages and disadvantages of each of these methods

can be found in the Training and Development Journal. (7)

Remember that actual needs are not always the same as perceived needs, or "wants".

Look for what the organization and people really need they may not know what they

need, but may have strong opinions about what they want.

Use your collected data in proposing QMS solutions:

• Use your data to make your points. This avoids confronting management since

your conclusions will follow from your Needs Assessment activities.

• Everybody should share the data collected. It is important to provide feedback to

everyone who was solicited for information. This is necessary if everyone is to

"buy into" any proposed training or organization development plan.

Having identified the problems and performance deficiencies, we must lay out the

difference between the costs of any proposed solutions against the cost of not

implementing the solution. Here's an economic "gap analysis":

• What are the costs if no solution is applied?

• What are the costs of conducting programs to change the situation?

The difference determines if intervention activities will be cost-effective, and therefore if

it makes sense to design, develop, and implement the proposed solutions.

3.2.1 Interview Method for Gap / Need Analysis

Several types of interviews exist: topical oral history, life history, evaluation interview,

focus group interview, and cultural interviews.

Topical interviews: are concerned with the facts and sequence of an event. The

interviewer is interested in a reconstruction of the experience and what happened; for

instance, what happened at the InSEA Conference in Brisbane Australia. The researcher

actively directs questions in pursuit of precise facts.

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Life histories: deal with individual experiences or rites of passage. In oral histories, one

collects information about a dying lifestyle or art skills. These result in narratives and

stories that interpret the past.

Evaluation interviews: examine new programs or school developments and suggests

improvements. Since evaluation deals with incorrect behaviors as well as positive ones,

justifications [accounts] of behaviors result. The result may consist of myths and

unresolved tensions (Patton, 1990).

In focus group interviews: people meet to share their impressions and changes of

thinking or behavior regarding a product or an institution. Participants may be strangers

and make an effort to preserve their competency and may not admit faults.

The cultural interview focuses: on Òthe norms, values, understandings, and taken-for-

granted rules of behavior of a group or societyÓ (p. 28). This type of interview reports

on TYPICAL shared activities and their meanings. The style of interview is relaxed and

questions flow naturally with no fixed agenda. People are interviewed several times so

that emerging themes are pursued later. The interviewer, for example, may ask them to

DESCRIBE A TYPICAL DAY. The partner then relates what is important with

examples. The truth of the fact is not as important as Òhow well it illustrates the

[cultural] premises and normsÓ (p.29). For example, in a Christian culture, you may be

told about the significance of the value of behaving with concern for other people (p.

29). In the cultural interview, the interviewer is partner and co-constructs the interview

and report. The cultural report, besides being the expertÕs story, is credible because it

consists of the words of members of the culture. We assume that people are basically

honest and that they share similar views. The researcher can mix types of interviews and

approaches.

3.2.2 Qualitative Interview

Qualitative interview method had been used to analyze current situation at Business

partner works.

Qualitative interview is different from everyday conversation in the following ways.

First it is a research tool and a good interviewer must prepare structured questions in

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advance, and later analyze and report results. The interviewer guides the questions and

focuses the study. Good interview skills require practice and reflection. Finally, beyond

the acquisition of interview skills, interviewing is a philosophy of learning. The

interviewer becomes a student and then tries to get people to describe their experiences

in their own terms. The results are imposed obligations on both sides. The qualitative

researcher’s philosophy determines what is important, what is ethical, and the

completeness and accuracy of the results (Rubin & Rubin, 1995, p.2).

3.2.2.1 Advantage

• Provides depth and detail : looks deeper than analysing ranks and counts by

recording attitudes, feelings and behaviours

• Creates openness: encouraging people to expand on their responses can open up

new topic areas not initially considered

• Simulates people's individual experiences: a detailed picture can be built up

about why people act in certain ways and their feelings about these actions

• A emp t s to avoi d pr e- judgeme nt s: if used alongside quan ta ve dat a col l ec on, i t can

explain why a par cul ar respons e wa s gi ven

3.2.2.2 Disadvantage

• Usually fewer people studied: collection of qualitative data is generally more

time consuming that quantitative data collection and therefore unless time, staff

and budget allows it is generally necessary to include a smaller sample size.

• Less easy to generalize: because fewer people are generally studied it is not

possible to generalize results to that of the population. Usually exact numbers are

reported rather than percentages.

• Difficult to make systematic comparisons: for example, if people give widely

differing responses that are highly subjective.

• Dependent on skills of the researcher: particularly in the case of conducting

interviews, focus groups and observation.

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3.2.3 Guidelines for Structured Interview

Use standard explanations of the study

• Never deviate from the study introduction, sequence of questions, or question

wording

• Never let another person interrupts the interview; do not let another person answer

for the respondent or offer his or her opinions on the question.

• Never suggest an answer or disagree with an answer. Do not give the respondent any

idea of your personal views on the topic of the question or survey.

• Never interpret the meaning of a question; just repeat the question.

• Never improvise, such as by adding answer categories, or make wording changes.

3.3 Qualitative Interview Questionnaire

The Questionnaire was prepared based on referring the Quality Management System

(ISO 9001:2008), Departmental Procedures, CDQ directory of Bosch. This structured

Questionnaire was prepared to evaluate existing QMS available at Business Partner

Works.

Sample Questionnaire

Figure (3-1)

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CHAPTER – 4

RESULT AND DISCUSSION 4.1 Findings through Gap Analysis

4.1.1 Top Management

Top Management - Questionnaire & Findings (Figure 4-1)

Sl.No. Description Observation / Findings

1 Business Plan available? Not available

2

Resource Management:

a) Records of education, skills, experience.

b) Work space, process equipment (Hardware, software)

c) Employee welfare ESI, EPF, etc.,

Not available

3 Quality Policy & Quality objective defined?

Not available

4 Quality Manual available Not available

5 Employee competency matrix monitored?

Not available

6 Development training program planned for employees?

Not in Practice

7 Lesson learnt & continuous improvement carried out?

Not recording and monitoring

8 Management Review & other project reviews?

Not happening

9 Receiving Customer feedback? Not Receiving

10 Review of Customer complaint done? Not happening

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11 How project schedule are communicated with all levels?

Not communicating / one man show

General Discussion: For effective QMS implementation top management must have

total commitment, in communicating the importance of meeting customer requirements

as well as statutory and regulatory requirements, establishing the Quality Policy &

Quality Objectives, conducting management review meetings and ensuring availability

of resources.

4.1.2 Sales and Marketing

Sales and Marketing – Questionnaire & Findings (Table 4-2)


1 How enquiry is received

- Over Phone, requirements/ drawings

through courier

- No marketing activity carried out, only

through personal touch getting enquiry

2 How Quotation is prepared?

- Targeted Response Time: 2days

- No register available for enquiry received,

Quotation sent, Order received

Capability to execute, how it is assessed? - In-house machine availability and based

on geometrical accuracy

Cost and delivery, how it is assessed? - Cost worked out in a book

- Delivery not worked

3 How Change request are handled?

- Stop production until receive new

drawing

- No register maintained

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How it is assessed? (in terms of Quality, Cost, Delivery)

- Cost worked out in a book

- Delivery not worked

How it is communicated? - Tear down old drawings/requirements and

update with new drawings

4 How order acceptance is given to Customer?

- Not giving order acceptance

5 Response time from enquiry to quote - Not monitoring the target fixed

- No CAPA for delayed ones

6 How follow-up done for project - Not doing Quotation status follow-up.

7 How status follow-up done for the project

- Project time schedule not available

- New Project not shared with department

officially

8 How work order numbers are given? - No register available

General Discussion: The general requirement of QMS implementation is to monitor,

measure, analyze and take necessary corrective and preventive action to meet the

customer requirements. Meeting customer requirements can be achieved by setting

quality policy and objectives. This will be reviewed monthly ones and take necessary

action if it crosses the quality objectives set by the organization.

4.1.3 Planning

Planning – Questionnaire & Findings (Table 4-3)


1 How requirements are received? - This is done by the same person who

does quotation and acceptance work.

Page 40 of 57

2 Risk assessment is carried out? (In terms of Quality, Cost & Delivery)

- Not available

3 How Scheduling done?

- Scheduling done based on long,

Medium & Short lead time

manufacturing

- No Records available

4 How process planning done and executed?

- Separate note book available where

process is defined for each component

5 Inspection plan available for each component?

- Process inspection are carried out but not documented

- Incoming inspection done but not documented

- Final inspection done for all component and record maintained

6 How raw materials are planned? - No register for material planning

7 How inputs for production or manufacturing given?

- Materials and drawings are given to

operator for that day

8 How planned processes tracked, and confirm all process completed?

- Process plan register monitored

9 How routing done for WIP - Process plan register monitored

General Discussion: To meet customer requirements organization must plan and

develop the process require for product realization. The plan consists of manufacturing

and inspecting during process and inspecting at final to ensure customer specification or

requirements met.

4.1.4 Manufacturing

Manufacturing – Questionnaire & Findings (Table 4-4)

Page 41 of 57


1 How capacity planning done? - Planning done 2 days back

- No record available

2 How requirements are received? - Materials and drawings are given to

operator for that day

3 How capacity availability is worked out?

- Priority wise planned

- No record available

4 How identification and traceability at various stages of manufacturing process followed?

- Not Following

5 Periodic maintenance of machine is carried out?

- Not Following

6 Checklist available? TPM? - Not Following

7 Spare parts for machine planned? - Not Following

8 History card available for machines? - Not Following

9 Have register for Breakdown maintenance?

- Not Following

10 Personnel Protective Equipments (PPE) is Planned?

- Not Following

11 General Work Instruction for Machines available?

- Not Following

12 Identification and traceability of WIP and FG components

- Not Following for WIP

- Done for FG components

General Discussion: The Manufacturing activity involves execution of process

planned for each component. Normally manufacturing activity for our business

requirement (section 1.3 6th paragraph) is done on general purpose machines like, lathe,

Page 42 of 57

drilling machine, milling machine, jig boring machine, horizontal and vertical boring

machine, grinding machine, etc.,

So planning these machines to be loaded for each day is very important to meet

delivery schedule and quality of the component or jigs or fixtures supplied by business

partner. Especially maintaining the machine at good condition is very important. To

maintain machine properly organization must have periodical maintenance of machine,

daily checklist to keep the machine clean, breakdown register and wear out parts planned

much before.

4.1.5 Quality

Quality – Questionnaire & Findings (Table 4-5)


1 Drawing availability with version control? How it is monitored?

- Old drawings are torn

- No register available

2 Quality plan available for critical assemblies / critical parts?

- Not making quality plan for critical

items

3 Incoming inspection is carried out and recorded?

- Incoming inspection done

- Deviation register not available

4 In-process inspection, incoming inspection and final inspection carried out and recorded?

- All three inspections are carried out

for each component

- Rejection register not available

5 Customer complaints register available?

- Not available

6 Master list of measuring instruments available?

- Not available

Page 43 of 57

7 Periodical Inspection planned for instruments and gauges

- Not available

8 Supplier Quality level monitored? - Not monitoring

9 House Keeping (5S) being done? - Not following

10 Problem solving tool 8D, CAPA followed?

- Not following

11 Periodical assessment of supplier done - Not doing

General Discussion: Generally quality department checks the quality of product at each

process, incoming and final inspection to assure the quality requirements of product is

met to keep the customer satisfied.

To meet the quality requirements the instruments, gauges used to check the component

or product are planned for periodical maintenance, repair or buy new.

It also keeps record of all quality related complaints at in-house manufacturing and

outsourced components. The quality department takes initiative to solve the quality

complaints by using quality tools like CAPA, 8D, 7 QC tools, etc.,

4.1.6 Purchase

Purchase – Questionnaire & Findings (Table 4-6)


1 Master list of approved supplier available?

- No available

2 On what basis supplier selection done? - Accuracy wise, Machine availability

- No document available

3 How alteration notes are communicated to the supplier?

- Stop manufacturing through phone or

oral communication.

- Production or further action planned

Page 44 of 57

only after receiving new requirements or

specification

4 How enquiry and PO placed on supplier?

- Not following

5 How specifications are conveyed to supplier?

- High light drawing or oral

communication

- Not following systematic

6 How Cost & Delivery worked out - Enquiry not send to different supplier

7 How follow-up with supplier being done?

- Orally

8 On what basis packing method defined? - Local Supply – Bubble Sheet

- Outside – Wooden box

9 How standard parts are planned? - Based on requirements/Part list

- No register available

General Discussion: Purchasing activity involves both outsourcing of complete

manufactured component or product from supplier and purchasing of standard part

available in the market.

Supplier selection is very vital for manufacturing and delivering the quality component

with exact delivery schedule. The organization must have approved supplier master list

and categorizing each supplier according to specialization of job type.

Page 45 of 57

CHAPTER – 5

CONCLUSION AND RECOMMENDATION

5.1 Overview of Study

According to section 1.1, section 1.2.1 & section 1.3, a study has been conducted to

implement Quality Management Systems at Business partner works (M/s. Precision

Techniques). The sections mentioned above had been taken as input for further process

of this study to assess and analyze the existing QMS available at Business partner works

through Qualitative interview method.

The observed findings were listed out in the previous section according to the specific

questionnaire adopted or structured for this business partner. Most of the questions were

answered “Not following”, “Not available”, “No”. This really made the Business partner

to think about the benefits that can be reaped through implementing QMS at his work

place.

The results were discussed with Mr. Venugopal proprietor of M/s. Precision Techniques

and arrived to a conclusion of taking action for all the open points to bridge the gap.

According to section 3.1.1, step 2 of gap analysis or need analysis, the significant and

essential points had been taken for first phase of QMS implementation. Once first phase

get stabilized the second phase of implementation can be planned.

In this chapter, going to see which points are taken care on the phase of QMS

implementation and second phase of implementation.

5.1.1 First Phase of QMS implementation

First Phase of QMS implementation (Table 5-1)

Page 46 of 57

# Description Observation Action Respon. Status

1

Quality policy and

quality objectives

available?

Not available Define quality

policy and

objective of the

organization

Venugop

al

Done

2

Employee

competency matrix

available?

Not available Competency matrix

format to be

formulated

John

Joseph

Done

3 Receiving customer

feedback?

Not following Customer feedback

form to be prepared

John

Joseph

Progre

s

4 How project

enquiry, quotation,

change request and

response time are

monitored?

Order register

and change

request register

not available

A excel format to

be prepared for

monitoring

response time and

change request

John

Joseph

Done

5 How follow-up

done for project

Time schedule

not planned and

recorded

To start time

schedule has to be

planned and

recorded for critical

project. Format to

be planned

John

Joseph

Done /

Progre

ss

6 How project

schedule are

communicated with

all level in

organization?

Not

communicating /

one man show

To plan for big

white board to

communicate

project scheduled

for each month

Venugop

al

Done

Page 47 of 57

7 Periodical

maintenance carried

out for all

machines?

No Plan periodical

maintenance for all

machines

Venugop

al

CW45

8 Have Breakdown

register for

machines?

Not available To format a register

to monitor

John

Joseph

CW43

9 Work instruction

available for all the

machines?

Not available 1. Work instruction

format to be given.

2. To display the

work instruction

John

Joseph

Venugop

al

Done

Progre

ss

10 Identification and

traceability of

component

available?

No identification

card available

for rejection and

rework

Card to be planned

for rejection and

rework.

Rejection – Red

Rework - Yellow

Venugop

al

CW45

11 Rejection register

available for in-

house and

outsource?

Not available To make rejection

register for inhouse

and outsource

component

Venugop

al

Done

12 Customer

complaints register

available?

Not available To make customer

complaint register

Venugop

al

Done

Page 48 of 57

13 Master list of

measuring

instruments and

periodical

maintenance

available?

Not available To make a master

list of instrument

and PI planned

Venugop

al

Done

14 Master list of

approved supplier

available

Not available To make master list

of approved

suppliers

Venugop

al

Done

5.1.2 Second Phase of QMS implementation

All other points which are left in the first phase have to be planned at second phase of

QMS implementation. This work will be carried out sincerely because this study was

conducted not only for academic fulfillment but also for my organization benefits.

5.2 Expected Benefits through study

Business Partner:

1. Common understanding and focus by all, regarding company objectives. Through

PDCA approach (Appendices-A)

2. Enhancement of knowledge/skill of personal through competency matrix(Appendice –B)

3. Customer focus through customer satisfaction feed back

4. Faster response time for enquiry. Approximately from 4 days to 2 days. (Appendices – C)

5. Faster delivery time for orders. Approximately 30% of improvement

6. Consistent quality of part produced. Through proper Preventive maintenance of machine and PI of instruments (Appendices – D)

7. Minimize accident through clear work instruction for machines

8. Reduction in incoming rejection. Reduce approximately 25% (Appendices – E)

9. Faster response to customer complaints and prevent recurrence of complaints

Page 49 of 57

Organization:

1. Reduction in rejection percentage. From 4.2% to 2%

2. Consistent Quality of Parts

3. Elimination of repeated complaints

4. Commitment of Business partner

5. Partner shall become more competitive.

Page 50 of 57

APPENDICES – A

Defined Quality Policy and Quality Objectives for M/s. Precision Techniques

QUALITY POLICY

PRECISION TECHNIQUES IS COMMITTED TO MANUFACTURE & SUPPLY OF JIGS & FIXTURE, PRECISSION MACHINED COMPONENTS TO THE SATISFACTIOM OF THE CUSTOMER.

THIS SHALL BE DONE BY.

01. COMPLYING WITH ALL STATUTORY AND REGULATORY REQUIREMENTS .

02. THROUGH SYSTEMATIC MONITORING, MAINTAINING AND CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM.

03. PROVIDING A FRAMEWORK FOR ESTABLISHING REVIEWING AND IMPROVING QUALITY OBJECTIVES.

04 INVOLVING ALL ITS EMPLOYEES.

QUALITY OBJECTIVES.

PRECISSION TECHNIQUES HAS ESTABLISHED THE FOLLOWING QUALITY OBJECTIVRS IN LINE WITH THE QUALITY POLICY.

01. REDUCTION OF CUSTOMER COMPLAINTS.

02 REDUCTION OF RE WORK & REJECTION.

03 IMPROVEMENT OF ON TIME DELIVERY

04 IMPROVEMENT OF CUSTOMER SATISFACTION.

05 IMPROVEMENT OF PRODUCTION PERFORMANCE.

Page 51 of 57

APPENDICES – B

Competency Matrix Format

Page 52 of 57

APPENDICES – C

Order Tracking Register

Page 53 of 57

APPENDICES – D

Periodical Inspection of Instrument – Master List format

Page 54 of 57

APPENDICES – E

Rejection Register for Incoming & In-House

Page 55 of 57

APPENDICES – F

Supplier Selection Process followed at Business Division

Page 56 of 57

APPENDICES – F

Page 57 of 57

REFERENCES

1) Bosch Guidelines & standards, Central Directives Quality (CDQ’s),

CDQ_Management of Quality Management System and Process audits internally and

at suppliers.

2) Quality Management Systems – Requirements (Third Version), Bureau of Indian

Standards.

3) Supplier assessment, internal system audit format.

4) Departmental Procedures and guidelines

5) http://www.globalqualityvillage.com/qmprinciples.php

6) http://www.questanalytical.com/ISO%20Standards/ISO%2016949/ISOts16949.htm

7) http://alumnus.caltech.edu/~rouda/T2_NA.html

http://www.globalqualityvillage.com/qmprinciples.php

http://www.questanalytical.com/ISO%20Standards/ISO%2016949/ISOts16949.htm

http://alumnus.caltech.edu/~rouda/T2_NA.html

1

Dissertation_Quality Improvement through QMS Implementation

Internal | QMM-AT | 20/10/2010 | © Bosch Limited 2010. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Quality Improvement through QMS implementation at Business Partner Works

2



Importance of Studyè ATMO (Assembly System & Special Machinery), a Business Unit of Bosch, is a globally

acting Bosch-integrated special machine builder.è The range of services reaches from manual lines to fully automated systems.è The manual and automated lines are built through various elements such as mechanical,

electrical, pneumatics, hydraulic and integrating the elements through software. The qualities of these elements directly or indirectly affect Quality, Cost & Delivery (QCD).

è ATMO customers look for cost effective solution without compromising quality & delivery of the service.

è To accommodate the customer requirement, ATMO team working towards developing the supplier who can meet both quality & delivery time at low cost.

è I strongly believe to meet QCD; an industry should possess an effective Quality Management System (QMS).

è So, the selected topic for the project will be vital for business growth for both Bosch and Business partner.

è The Business partner considered for implementing QMS has been finalized by consulting with Purchase department and analyzing the Quality statistics.

è Supplier Selected : M/s. Precision Techniques,

3



Assembly Machine: Example

4



Reason for Selecting Precision Techniquesè Manufacturer : Precision components, Jig, Fixtures & sub assemblies

è Positive Point: Technically sound, good attitude, good workmanship.

è Number of Employees: 7 Persons working for the company

è Infrastructure:

l Manufacturing Department : General purpose machines like, Jig Boring,

Milling machine, drilling machine.

l Quality department: Skilled person with essential equipments

l Planning Department: Process planning done for all the components.

è Negative Points: Repeated complaints, Not tracking/registering

customer complaints, Not tracking rejection of in-house and

outsourced rejection

è Rejection percentage: 4.2%

5



Reason for Selecting Precision TechniquesOne of the Quality Policy of BOSCH:

è “Our suppliers contribute substantially to the quality of our products and services. Therefore our suppliers must live up to the same high quality standards we have adopted”.

è This study helped/helping our business partner to understand andimplement QMS at work place

6



Scope of the Studyè Assess existing level of QMS at Business partner works

è Identify Gap

è Fix actions to bridge Gap

è Implementation of actions

è Check for the effectiveness of action

è Final assessment of QMS

7



Methodology Adopted: Gap Analysis Method

è First Step: Carry out GAP analysisl Check actual performance of the organization against existing

standardl The difference between the existing and desired will identify our

need for improvement.

è Second Step: Identify Priority and Importancel The first step should have produced a large list of needs.l Now we must examine these in view of their importance l The importance and urgency in view of our organizational needs

and requirements.

8



Methodology Adopted: Gap Analysis Method

è Third Step: Identify the cases of Performance Probleml Now that we have prioritized and focused on critical organizational

needsl We must know what our performance requirements are;

l Are our people doing their jobs effectively?l Do they know how to do their jobs?

è Fourth Step: Identify Possible Solution / Growth opportunityl If people are not doing the job effectively, training may be the

solutionl In some cases, organization development may provide solution

9



Qualitative Interview Method

è Gap Analysis can be done through multiple methods.

è Multiple Methods are;

l Direct observation

l Questionnaires

l Interviews

l Focus groups

l Test

l Records and report studies

l Work Samples

10



Qualitative Interview Techniqueè Qualitative interview method had been used to analyze current

situation at Business partner works.è A good interviewer must prepare structured questions in advance,

and later analyze and report results

Advantage:è Information: Provides depth and detail informationè Create openness: Can open up new topic which was not considered

during preparation of questionsè Attitude: Pave a path to understand the behavior of the individual or

group

11



Guidelines for Structured Interviewè Never deviate from the study introduction, sequence of questions, or

question wordingè Never let another person interrupts the interview; do not let another

person answer for the respondent or offer his or her opinions on the question.

è Never suggest an answer or disagree with an answer. Do not give the respondent any idea of your personal views on the topic of the question or survey.

è Never interpret the meaning of a question; just repeat the question.è Never improvise, such as by adding answer categories, or make

wording changes

12



Structured Questionnaire

è The structured Questionnaire prepared to analyze current situation of business partner.

è The Questionnaire covers, Department, Description, Notes, Responsible person from organization, etc.,

13



First Phase: Action for Findings

Done / Progress

John JosephTo start time schedule has to be planned and recorded for critical project. Format to be planned

Time schedule not planned and recorded

How follow-up done for project

5

DoneJohn JosephA excel format to be prepared for monitoring response time and change request

Order register and change request register not available

How project enquiry, quotation, change request and response time are monitored?

4

ProgresJohn JosephCustomer feedback form to be prepared

Not followingReceiving customer feedback?

3

DoneJohn JosephCompetency matrix format to be formulated

Not availableEmployee competency matrix available?2

DoneVenugopalDefine quality policy and objective of the organization

Not availableQuality policy and quality objectives available?1

StatusRespon.ActionObservationDescription#

14



First Phase: Action for FindingsStatusRespon.ActionObservationDescription#

CW45VenugopalCard to be planned for rejection and rework.Rejection – RedRework - Yellow

No identification card available for rejection and rework

Identification and traceability of component available?

10

DoneProgress

John JosephVenugopal

1. Work instruction format to be given.2. To display the work instruction

Not availableWork instruction available for all the machines?

9

CW43John JosephTo format a register to monitor

Not availableHave Breakdown register for machines?

8

CW45VenugopalPlan periodical maintenance for all machines

NoPeriodical maintenance carried out for all machines?

7

DoneVenugopalTo plan for big white board to communicate project scheduled for each month

Not communicating / one man show

How project schedule are communicated with all level in organization?

6

15



First Phase: Action for FindingsStatusRespon.ActionObservationDescription#

DoneVenugopalTo make master list of approved suppliers

Not availableMaster list of approved supplier available

14

DoneVenugopalTo make a master list of instrument and PI planned

Not availableMaster list of measuring instruments and periodical maintenance available?

13

DoneVenugopalTo make customer complaint register

Not availableCustomer complaints register available?

12

DoneVenugopalTo make rejection register for inhouse and outsource component

Not availableRejection register available for in-house and outsource?

11

16



Second Phase of actionè Quality Manual

è Training program for Quality Inspection person at BOSCH

è Employees welfare scheme like, ESI, EPF

è Management Review Meetings

è Capacity Planning

è History card for machines

è Personnel Protective Equipments

è Monitoring Supplier Quality Level

17



Benefits through Study: Business Partnerè Common understanding and focus by all, regarding company objectives. Through PDCA approach

(Appendices-A “Final Report”)

è Enhancement of knowledge/skill of personal through competency matrix (Appendices – B ”Final Report”)

è Customer focus through customer satisfaction feed back

è Faster response time for enquiry. Approximately from 4 days to 2 days. (Appendices – C “Final Report”)

è Faster delivery time for orders. Approximately 30% of improvement

è Consistent quality of part produced. Through proper Preventive maintenance of machine and PI of instruments

(Appendices – D” Final Report)

è Minimize accident through clear work instruction for machines

è Reduction in incoming rejection. Reduce approximately 25% (Appendices – E “Final Report”)

è Faster response to customer complaints and prevent recurrence of complaints

18



Benefits through Study: Organization (BOSCH)

è Reduction in rejection percentage. From 4.2% to 2%

è Consistent Quality of Parts

è Elimination of repeated complaints

è Commitment of Business partner

è Partner shall become more competitive.

Documents

Quality Improvement Throught QMS Implementation at Business Partner Works