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Total Port Quality - Coggle Diagram
Total Port Quality
Total Quality
Normalization and certification
ISO 9001:2000 "Quality Management Systems.
It contains only the minimum requirements of a quality management system to be certified.
ISO 9004:2000: "Quality management systems.
Guide to Continuous Improvement" provides guidelines that consider both the efficiency and efficiency of the quality management system.
Advantages of in-company certification
It assumes a competitive advantage to the company and encourages the development of the company.
Facilitates access to new markets and international expansion.
It denotes a concern with the environment.
Facilitates continuous improvement.
Introduces rationality to production processes.
Gives a picture of consumer confidence
It is a defense against unfair competition.
ISO 9000:2000 "Quality Management Systems.
Principles and Vocabulary" Describes the fundamentals of quality management systems and specifies terminology.
The application of Total Quality in service companies
It allows to know what the changes are in the internal and external environment and how to guide them according to the client and the user.
Achieving quality in a process requires designing it in order to achieve products and services that meet a need.
Responsibilities should not be assigned by obligation, they must be part of each other's desire.
The company that implements a Total Quality system often reduces its costs considerably.
Quality from the company's point of view
Quality, on the other hand, requires a permanent effort to stay at its proper level and the setbacks are difficult to recover.
True quality is only feasible when considering the needs and desires of customers and consumers.
Quality must understand every corner of the company. That is why quality is built and generated in every activity, task and process of the company.
Quality from the consumer's point of view
When we talk about perceived quality we mean quality from the point of view of the consumer.
The customer will look at the intrinsic characteristics of the product, comparing them with the ability to meet their specific needs.
Consumers cannot assess many of the characteristics of the products.
Tools for continuous improvement
Tools for continuous improvement
A cost-benefit analysis is used to determine whether the benefits of a given process or procedure are in proportion to the costs.
How to develop a cost-benefit analysis:
Estimate investment costs.
Estimate additional annual operating costs.
Estimate annual cost savings.
Classify the impact of alternatives by studying which problems they eliminate.
Evaluate customer satisfaction by eliminating alternatives that reduce it.
Calculate net annual operating costs.
Calculate the annual costs of investment costs.
Calculate the total annual costs (sum of the above).
Revise los datos y clasifique las alternativas según el orden relativo de importancia.
Tools for the development of creativity and innovation
The organization must make creativity a way to solve and prevent problems, meet new needs and requirements of internal and external customers.
Innovation
It refers to radical contributions or large changes made <br>soradically by specialists in the respective subjects
Teaming
From this arise two important concepts of clarification: team and teamwork.
Teamwork refers to the series of strategies, procedures and methodologies that a human group uses to achieve the proposed goals.
In a team it is necessary to promote a process in which aspects related to the following concepts are explored and developed:
Cohesión.
Assignment of roles and standards.
Comunicación.
Definition of objectives.
Interdependencia.
The team is the set of assigned or self-assigned people, according to specific skills and competencies
Conditions to be met by team members:
To have a spirit of self-criticism and constructive criticism.
Have a sense of responsibility to meet the goals
Be loyal to yourself and others.
Have the capacity for self-determination, optimism, initiative and tenacity.
Being able to build satisfactory relationships with team members
Have concern for improvement, for overcoming.
Tools for Statistical Quality Control
Elementary Statistical Method
Scatter Plot
it is the easiest way to define whether or not there is an effect relationship between two variables and how firm this relationship is, such as height and weight.
Estratificación
This is a method that allows you to find the source of a problem by studying separately each component in a set.
Histogramas.
Presentation of data in an orderly manner in order to determine how often something happens.
Check or Check Sheets.
It is a special format constituted to collect data easily, in which all the necessary articles or factors are previously established
Cause Diagram Effect
This diagram is also known as a fishbone diagram, by its shape; as Kaoru Ishikawa diagram
Charts and Control Boxes
The features that have in common the previous Seven Tools of C.C. is that they are all visual and have the form of graphics or diagram.
Pareto Diagram:
this is a graph where various data classifications are organized in descending order, from left to right by means of simple bars after the data has been collected to qualify the causes.
Intermediate Statistical Method
It is aimed at engineers in general and young supervisors.
Sampling theory.
Statistical Sampling Inspection.
Various Methods of performing statistical estimates and tests.
Simple correlation and regression analysis.
Simple reliability techniques.
Methods of using sensory tests.
Methods of designing experiments.
Advanced Statistical Method (with computers).
This is intended for specialist engineers and some quality control engineers.
1) Advanced methods of designing experiments.
2) Multivariate analysis.
3) Advanced reliability techniques.
4) Advanced methods of sensory testing.
5) Various methods of investigation of operations.
6) Other methods.
Total Quality and Continuous Improvement as a way to reduce costs
Customer service as a competitive weapon
Having an adequate design of customer service is premise to work for an adequate business competitiveness.
An organization, whatever the activity it carries out, if it wants to maintain an adequate level of long-term competitiveness
The ability of a public or private organization, whether lucrative or not, to systematically maintain comparative advantages that enable it to achieve, sustain and improve a certain position in the socio-economic environment.
Non-quality costs
They are divided between internal and external non-quality costs
Internal failures: They occur before the sale is made, i.e. the product has not reached the customer.
External failures: External failures occur when the product has already been sold, it is already in the hands of the customer.
In turn in non-quality costs we can distinguish between tangible costs and intangible costs:
Tangible costs: these are those that are objectively calculated and easily translated into money.
Intangible costs: their calculation is subjective, they are not easily quantifiable.
Tools for continuous improvement
Productivity can be defined as the relationship between the quantity of goods and services produced and the amount of resources used.
Productivity assesses the system's ability to produce products that are required while at the same time the degree to which the resources used are leveraged, i.e. value added.
Cálculo
There are some techniques for calculating the cost of non-quality or the price of non-compliance. Among the most important are:
Assigned Workmanship
It includes the calculation of man-hours and other expenses involving a task specifically aimed at detecting
Default Price
This technique is particularly useful when there are multiple incidents.
Price per Person
This technique is basically used to calculate the cost of having positions whose only activity is based on correcting or amending the defective.
Ideal Deviation
The deviation from the ideal can be used to compare how much energy or raw material a process is currently consuming, against the amount for which it was designed to consume.
Accounting Items
This technique uses the account list or ledger of the company, division, or department to locate the accounts that
The meaning of ISO Standards
ISO 9000 Standards (Short Review)
It is a set of quality standards established by the International Organization for Standardization (ISO) that can be applied in any type of organization (production company, service company, public administration).
The main benefits are:
Reduction of rejections and incidents in the production or provision of the service.
Increased productivity
Increased commitment to customer requirements.
Continuos Improvement
ISO1400 Standards (Brief Review)
It is an accreditation with recognition and validity at the international level, focused on the establishment of a management system and environmental policies within a company or organization.
Some of its benefits are:
Increased efficiency in the use of energy and raw materials
Improves the chances of complying with environmental regulations
Establish a reliable and autonomous system in the company
Improves the public image
It is internationally recognized and many of its requirements are the basis for obtaining certifications in foreign countries
Quality language
To use docile language to implement a total quality system or an international standard is then to adopt the attitude of Wanting to teach or allow us to be taught.
Language is a good when we make ourselves understood, that is, when others understand what we want to communicate; then it's a bad thing when we don't make ourselves understood by others.
International standards and port handling
Ports and Environmental Control
Sustainable development is a permanent concern of the different productive and service activities and particularly of the port system.
Seals and Quality Accreditation: ISO 9000
In the arduous and ongoing struggle for competition between ports and within ports, the search for differentiations and competitive advantages are key elements
Port Security
Port security is a major element in reducing risk and costs in modern port systems A safe port is an indicator and a seal of its comprehensive improvement.
Total Quality implementation models in organizations
Development of quality systems documentation
Quality system documentation
This standard describes a typical hierarchy of quality system documentation in Annex A.
Documented quality system procedures:
Documented quality system procedures must form it basic documentation used for general planning and management of activities that have an impact on quality
Each documented procedure must cover a part of the system
It is the user who will determine the number of documented procedures, the volume of each and the nature of its format
Quality Manuals:
The quality manual should refer to documented quality system procedures designed to plan and manage all quality-affecting activities within an organization.
A quality manual can:
Be a compilation of documented procedures.
Be a series of documented procedures for specific applications.
Be more than one document or level.
Have a common nucleus with appropriate appendages.
Have numerous possible referrals based on organizational needs.
Strategies for involvement in quality practices
Process Reengineering
It is a technique by which the operation of one or more processes within a company is analyzed in depth in order to completely and substantially redesign them in order to bring greater value to the customer.
Features of Process Reengineering
The changes it proposes are final, not gradual or partial
Refers to "processes" as the set of activities that transforms inputs into value outputs for the customer and also consumes resources"
It seeks to get to the root of things, so it's not just about improving processes, it's about "reinventing them."
It is not a restructuring, but a "reinvention" of the company
It involves developing new procedures that challenge what we do.
It is not a reorganization, but a radical change, a "re-doing"
Requirements and application of ISO 9000 and 2000
ISO 9001:2000
outlines the requirements for a quality management system that can be used by an organization to increase customer satisfaction by meeting established requirements
Aplication
All requirements of this International Standard are generic and are intended to apply to all organizations regardless of their type, size and product supplied.
ISO 9000:2000 is an introduction to the main standards and a vital element of the new main sets of standards on quality management systems.
Design and implementation of quality plans
Management Responsibility
Step: 4. Process Analysis
Define clear, precious, reliable, controllable and shared work processes by all staff
Step: 5. Preparation of Procedure Manuals
Each Operational Unit shall have defined the processes through a body of Procedural Manuals
Step: 3. Setting goals and objectives
Turn promises and commitments into actions by encouraging staff to set improvement goals.
Step 6. Measurement System
Provide a measurement of the parameters in such a way that it allows both objective evaluation and corrective action.
Step: 2. Creation of the Quality Committee
The Company's Management establishes the Quality Committee, appoints its members.
Responsibilities of the Committee:
Setting Goals and Goals
Specify key points and define strategies
Defining priorities
Define the steps to follow
Step 7. Quality Cost
Define both the price of compliance and non-compliance.
Step: 1. Management Commitment
commitment to the development and implementation of the quality management system
The processes will be developed within the following elements:
Standard: Zero Defect
System: Prevention through the application of the quality manual.
Processes: Clear defined and with owners
Strategy: Win - Win
Priority: Satisfied customer
The implementation of Total Quality in the company
Continuous improvement
Importance of continuous improvement
It is that its application can help to improve weaknesses and strengthen the strengths of the organization.
The Improvement Process
The pursuit of excellence comprises a process of accepting a new challenge every day.
The improvement process is an effective means of developing positive changes that will save money
This process also involves investing in new, more efficient high-tech machinery and equipment
Continuous Improvement Strategies
Management is responsible for enunciating the company's philosophy, company goals, measurable goals and strategy for change.
A process must be established that identifies the most critical problems, determines their causes, and finds solutions.
A Total Quality Implementation Model
This process is convenient to divide it into the following phases:
Phase II: Scenario Preparation and Promotion
Some of the actions recommended at this stage are: Develop an intense program of dissemination of concepts and philosophy of quality to internalize it in people as a means of achieving their involvement and commitment.
Phase IV: Interfunctional Consolidation and Optimization
This phase will continue to develop improvement processes and continue training in more advanced quality techniques.
Phase I: Decision Making
It consists of seriously analysing whether there is a willingness to do whatever is necessary to undertake and maintain this process properly.
Managers have to devote time and resources, guide administrative management, accept all concepts and principles
Phase III: Implementation of Improvement Processes
In this phase will be started the improvement processes with the participation of the improvement teams, WISH for this moment have been sufficiently trained in improvement techniques and problem solving.
Quality Circles
Characteristic
Voluntary: The circles are not imposed, it is each worker who decides whether or not to participate.
Remuneration: The time workers spend in circles is paid for by the company.
Participation: even if the boss is part of the group, it is not he who makes the decisions, it is the group that does it.
Training: Members should receive ongoing training so that they can participate appropriately
Commitment: The management of the organization must be committed to the circles and must provide the necessary assistance and advice to the groups.
Periodicity: They meet at fixed intervals, ideally once a week.
Size: Must have minimum 4 and maximum 15 members, the ideal number would be located near 8.
Permanence: circles are not structured to fix problems then disjointed, they must remain in time
Objective of quality circulations
They are basically as follows:
Improve quality through the mentalization of the organization in the work well done and in the need to continuously improve processes and actions.
Generate a better working environment, fostering spaces of participation and dialogue, in which the worker participates in decision-making and proposes solutions.
Improve communication horizontally and vertically in organizations, i.e. both between workers and between workers and directive and vice versa.