Identification of quality issues and hurdles for successful implementation of ISO 9001:2015 based QMS in Manufacturing industry
1.1 Introduction
In the introductory part it is clear that implementation of quality management system (QMS) in the local industry is limited. "If the quality of a given product is defined as its ability to gratify Customer's needs, then the observation of a Customer's gratification becomes a synonymous with quality assessment. Product quality is a function of authentic performance and prospects, and it has been shown that higher prospects inspirit more subsidiary feedback from customers"(Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000). Handbook for implementing a quality management system in a national mapping agency)(1). "Customer contentment provides valuable information for maintaining resources by modification those processes and its quality aspects. Therefore the observation of customer's satisfaction should be visually perceived as an essential component of business management and should be highly organized as one of the key criteria of the success of an organization"( Nedelcu, A.-E. D.(2012). Project Costs and Risks Estimation) (2).In a quality management system (QMS) approach, have to be organized and described in a quality manner. Research work provides guidelines for the whole process mandatory and eliminates the hurdles issues through ISO 9001:2015 QMS. The appropriate of ISO 9001:2015 information is with all discussed. The objective is to identify the hurdles coming to implementing the ISO 9001:2015 and apply these standards to the organization. "It is possible to utilize ISO 9001:2015 standards but there are some characteristics similar to statistics of quality (inspection and testing, non-conform products, statistics). Guidelines for applying the ISO 9001:2015 are given. Establishing a quality management system may be viewed as a project with a significant convivial component, because it implicatively insinuates changes to a subsisting culture and practices. It suggests that a quality management system can only be prosperous if top management is persuaded to take a sustained, active role in establishing it. Identify a pilot project that will demonstrate benefits expeditiously, analysis subsisting processes identify amelioration sources and manage the quality management system. It provides an overview for implementing a quality management system with the different topics"( Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000). Handbook for implementing a quality management system in a national mapping agency)(1).
Establishing a quality management system in a Local Manufacturing circumscribed, this implicates statement suggests that there are management responsibilities. The top management has to be transformed and dedicated to quality. They have to encourage all the employees for its advantages and change the positively oriented environment. This point is an explanation for success if the outcome is continuing. Controlling quality costs is a very supplementary way to show the worth of put into operation of the QMS. In any environment, there will be faults occurring for one cause or another Quality assessment is a principal factor of quality management system. These procedures how well remedial action is taken. Before passing judgement, it is significant to knowledge the assessment procedure in order to recognize the serious steps to manage.
?1.2 Reasons For Focusing on the Tyre Industry
The LOCAL MANUFACTURING industry includes all process which faces quality hurdles. They include production, quality, and planning procedures'. This industry has observed exponential development in the last decade; and industrially, it is observed as a very complicated industry able to handle the speed, different ranges of regular operational procedures. as a result, organizations in this market are expected to have a very high number of production level such that quality is neglected. All most all local industries are production oriented and focusing on production targets. It is the reason for choosing this part of the industry.
Moreover, by focusing on one specific tyre industry, the organizational traditions and structure are additional probable to be similar. The net outcome is that the surrounding circumstances noted in the process are incompletely controlled. This minimizes the opportunity that the conclusions are quality two differences in the environmental circumstances.
1.3 Scope of the Research Work
Local manufacturing industry picked up as a sample and considers enough to peruse the research study. All results are given on the basis of this collected data to judge the organizational performance. A sample of 100 employees is conducted for this study. This study focus on " identification of quality issues and hurdles for successful implementation of ISO 9001:2015 based QMS in manufacturing industry". The scope of the study to investigate the organizational performance consequent to the measures and results of QMS implementation with a focus on review for continual improvement , deploying clear quality values and goals consistent with the vision and mission of the company . For saving quality, cost, achieving goals and efficient process one has to act on the QMS. This study segregates quality management system influences on process and quality of products and service.?
1.4 Objectives of the Research Work
·????????To clearly segregate quality issues and problems in centered in tyre manufacturing industry.
·????????To suggest solution on short term/long term basis.
·????????To access impact on overall organizational performance through effective implementation of ISO 9001:2015 based QMS.
1.5 Outcome of the Research Work
·????????To develop a professional approach on quality assurance for recognizable and effective implementation of ISO 9001:2015 based QMS.
1.6 Limitation of Research Work
2.1 What is Quality?
Ability to satisfy the customer's requirement.
2.2 What is Quality Assurance (QA)?
"It is the systematic measurement, comparison with a standard, monitoring of processes and an associated feedback loop that confers error prevention"( Dr. Joseph Plummer.(2011)The?Marketing Accountability Standards Board?(MASB) endorses this definition as part of its ongoing?Common Language: Marketing Activities and Metrics Project(27).
2.3 What is Quality Control (QC)?
QC is the fire fighting process when?the final product?is manufactured then entities calibrated by the standards given. If?it's?accepted then its ready for the dispatch or if it's not meet the given requirement it will be rejected or reworked" Process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects.
1.????Elements such as controls, job management, defined and well managed processes,?performance and integrity criteria, and identification of records
2.????Competence, such as knowledge, skills, experience, and qualifications
3.????Soft elements, such as personnel,?integrity,?confidence,?organizational culture,?motivation,?team spirit, and quality relationships
?(Dennis Adsit (November 9, 2007).?Call Center Industry Can Learn from Manufacturing: Part I. National Association of Call Centers. Retrieved 21 December 2012) (4) & ( Dennis Adsit (November 23, 2007). Call Center Industry Can Learn from Manufacturing: Part II. National Association of Call Centers. Retrieved 21 December 2012 ) (5).?
"Controls include product?inspection, where every product is examined visually, and often using a?stereo microscope?for fine detail before the product is sold into the external market. Inspectors will be provided with lists and descriptions of unacceptable?product defects?such as?cracks?or surface blemishes?for example.
The quality of the outputs is at risk if any of these three aspects is deficient in any way.
Quality control emphasizes testing of products to uncover defects and reporting to management who make the decision to allow or deny product release, whereas?quality assurance?attempts to improve and stabilize production (and associated processes) to avoid, or at least minimize, issues which led to the defect(s) in the first place.?For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract."(Position Classification Standard for Quality Assurance Series, GS-1910. US Office of Personnel Management. (March 1983) (6).
2.4 What is Quality Management System (QMS)?
"The definition of a QMS is evolving into a definition of good management. It is not an addition to an organization. It is an integral part of its management and production. A good QMS does not in itself make an organization?more profitable, efficient or customer focused, but it will give to an organization the ability to do anything better, from production to sales"( Salgé, F., & Jorgen Giversen, K. (Eds.).(18th August 2000). Handbook for implementing a quality management system in a national mapping agency. cerco working group on quality) (1)."A Quality Management System can be seen as a complex system consisting of all the parts and components of an organization dealing with the quality of processes and products. A QMS can be defined as the managing structure, responsibilities, processes, operations, and management resources to implement the principles and action lines needed to achieve the quality objectives of an organization"( Cortenbach, F. (2009). Application of the Aquo Standard in the Dutch Water Sector. (p. 98). Germany: GIMA (geographical Information Management & Application)(7).
"QMS can also extract more explanation as a collection of business processes focused on achieving your?quality policy?and quality objectives i.e. what your customer wants and needs.?It is expressed as the organizational structure, policies, procedures, processes and resources needed to implement?quality management. Early systems emphasized predictable outcomes of an industrial product production line, using simple statistics and random sampling. By the 20th century, labour inputs were typically the most costly inputs in most industrialized societies, so focus shifted to team cooperation and dynamics, especially the early signalling of problems via a?continuous improvement?cycle. In the 21st century, QMS has tended to converge with?sustainability?and transparency?initiatives, as both investor and customer satisfaction and perceived quality is increasingly tied to these factors. Of all QMS regimes, the?ISO 9000?family of standards is probably the most widely implemented worldwide - the?ISO 19011?audit?organization applies to both, and deals with quality and sustainability and their integration. Other QMS, e.g.?Natural Step, focus on sustainability issues and assume that other quality problems will be reduced as result of the systematic thinking, transparency, documentation and diagnostic discipline that sustainability focus implies"
(Anderson, Chris (Nov18, 2013).?What is a Quality Management System,?Bizmanualz) (26).
2.5 What purpose dose a Quality Management System Serve
2.6 The History of Quality Assurance
"QA Systems were first widely introduced during WWII. There was a need to tighten controls on industry output, particularly in the military industry. These were initially just inspection and testing, and relied on catching the defects at the final stage of the process. As the demand for better quality and more reliable products and services increased, the quality systems evolved to become the ISO 9001:2015 series" (Montgomery, D. (2007). Introduction to Quality Assurance & Total Quality Management. Page 06) (3).
ISO sets the requirements of the QA system when a business is involved in the development, production, and installation or servicing"(Montgomery, D. (2007). Introduction to Quality Assurance & Total Quality Management) (3).
2.7 About ISO Standards
A global standard it's quickly appropriate the most accepted quality standard. Many organizations in over 100 countries have adopted it, and many more are working on it.
For obtaining:
???????????Saves maximum!
???????????Our consumer is expecting it.
???????????Contender utilizes it.
QMS relate to all types of business. It doesn't substance what size they are or what they carry out. It can gain equally product and adjustment learn about organizations accomplish ISO standards of quality.
2.8 Implementation of Quality Management System
The ISO 9001:2015 standard (QMS) provides comprehensive guidance on the principles/scope/implementations. "Many organizations successfully adopt a QMS without an ISO 9001:2015 certification, relying on their internal review procedures to keep the whole process on track. ISO 9001:2015certification leads to formal review and approval of the QMS by an outside body and, more significantly, the certification body will review the QMS every six months. Accreditation bodies are being shown in a growing number of states. Certification bodies that meet the criteria of the official recognition system are duly qualified"(Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1). this independent review is very QMS for identifying potential quandaries ahead of time, and provides an incentive to maintain the QMS current and germane.
2.9 Quality Management System’s structured approach:
Structured approach of quality management system instigate about the surroundings of an organization’s structure, procedures, processes and resources; Systematic actions requisite to discover full confidence that a product (or accommodation) will delight given essentials for quality.
To incorporate a strong quality system surrounding good documentation perform, include but incomplete to treatment of objection, summon up, change controls, variation controls, and merchants experience using suitable risk management tools.
2.10 Gap Analysis
Gap analysis follows a comprehensive quality organization system development plan. A gap analysis will tell exactly what require doing to convince the QMS benchmark. It will help to recognize the gaps that exist between the standard and organization's development. Once know where the gaps are, can take steps to fill up organization gaps. By following this incremental come up to, will not only fulfil with the ISO standard, but also get better the overall efficiency of an association quality management system. A gap analysis will also help out to figure out how much period it will receive and how to a great extent cost to bring.
2.16 Customers' Trend's for Quality
Customer satisfaction targets for the best quality with the less price with feasibility and interactions between different product characteristics. This research study demonstrates a customer satisfaction driven quality improvement efforts in the product development. "The proposed framework facilitates a connection between corporate decision making and engineering decision making by integrating best practices, structuring technical activities and quality process. Customer satisfaction trends are established based on accurate business analysis and quality product studies"(Om Prakash Yadav, P. S. (2008, June). Production Ecnomic. Internal Journal of Production Ecnomic, 113(2), 997-1011) (10).
2.17 Cost of Quality (A Concept and Practice)
"Quality Cost” The term "quality costs" denotes the cost of poor quality. Mundanely, quality-cognate costs run in the range of 10 to 30 percent of sales or 25 to 40 percent of operating expenses. Some of this cost is visible and some are cover. The cost of quality not only includes factory operation, but the fortification operations significantly contribute to.?Most companies can evade quality costs. But these companies do not assign clear responsibility for action to reduce them. Nor do they engender a structured approach for doing so"( Broughton, R. (2013). Cost of Quality. Page 15)(11).
2.18 The Roll of Top Management
"Setting a quality management system is a much planned operation, which has to be sustained by the top management. The top management has to be convinced for committing the quality management approach in order to train all the staff to be involved also. Such an important change is a challenge which involves a lot of discussions and explanations from a social point of view to reach the expected success (Mercier, 1999). Implement a QMS is a changeover for the organization. It concerns almost every sector. It will come up against the habits and resistances. The team in charge of the execution of the QMS needs the backing of the very top of the management. One of the requirements of the ISO standard, the ISO standard describes the specific role of the management in the QMS"(Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000)(1).
"A strategic decision: Implementing a QMS involves investments and resources over a long time. All the ingredients listed above show that implementing a QMS is a strategic decision. So this decision depends on top management and it has to be actively fortified by the managing"(Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
2.19 Top Management by Involvement for the Initiation of QMS
Pilot project
"To implement a pilot QMS in one department can be a subsidiary way of understanding and demonstrating the benefits of a full QMS. It constrains investments at the commencement and provides experience for elongating the QMS throughout an organization" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
Commitment act
"The quality manager should be empowered by, and directly responsible to, the managing director. This should be formalized in a commitment act for quality policy, signed by the managing director" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
2.20 Top Management by Involvement for the Development of QMS
?Education
"Top management needs to be edified in the principles and postures that they require to demonstrate, for amelioration of quality, but without becoming specialists in the ISO 9001:2015 standards. If ISO 9001:2015 is the reference, they have to apperceive the principles of the standard, the main lexicon, and the mundane language of quality" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
Quality and service are our aims????????????????????????????????????????????????????
"Quality aims have to be defined limpidly. The managers must determine the aims and scope of the QMS for the actions for which they are responsible quality" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
2.21 Top Management by Involvement for the Implementation of QMS
Integrating quality and operational purposes
"Top management has to be judged on the impact of quality management of commercial and engenderment targets. Therefore these objectives must be in detailed" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
Leaders have to set an example
"The personal commitment of the top management has to be proven by concrete actions. For example; they can ask an internal quality audit on their sector of activity to show the transparency they require to their staff" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
Management reviews
"The quality policy has to be clear and has to live. At the caliber of top management, management reviews are the elements of quality" (Salgé, F., & Jorgen Giversen, K. (Eds.). (18th August 2000) (1).
First line managers
"Line managers have a very paramount role in process Improvement projects and the potential impact they cause is often greatly undervalued. Since they conventionally have a face-to-face daily link with the most immensely colossal number of staff in the organization, their paramount to process amendment is critical.
Line managers support continual Improvement by:??Being the link between the staff and management; Approval of individual staff members to participate in process change teams; Being good communicators; Understanding and fortifying management prospects and policy; revering the staff while communicating and implementing management prospects and policy; and, Practicing exemplary leadership" (Isaac Councill, L. G. (2006, April). Management of continual improvement for facilities and activities: A structured approach. International Atomic Energy Agency, 78.) (12).
Director's Continual Improvement Program
"The continual Improvement program director is appointed by the continual change program sponsor to oversee and sustain the overall continual change plan and to ascertain that those working on process change follow the ordinate dictations of the operation"(Isaac Councill, L. G. (2006, April). Management of continual improvement for facilities and activities: A structured approach. International Atomic Energy Agency, 78) (12).
Manager's Continual Improvement Program
"Provides administrative control for the continual Improvement program including?maintaining structure, organization, overview of CPIs and a CPI data base;?Works with process change team sponsors, bellwethers, and the Quality Council (or?Steering Committee) to identify potential areas of waste and organize teams to analyze these areas;?Ascertains that neither managers nor staff members have ‘hidden agendas’ of personal gain as they advocate amendment projects; Supervises the Continual Amendment Program Support Team and, through that group, provides training and support for mangers and staff involved in CPI activities; Promotes ebullience for and confidence in the continual amendment program through introducing and reinforcing CPI techniques at all levels of the organization; Utilize the performance designators of the organization to determine the baseline from which the prosperity of continual amendment will be quantified; uses observation and coaching to ascertain consistency and formality in implementation and evaluation of amendment projects;
Communicates continual amendment successes and ‘lessons learned’ throughout the organization; and, Makes customary reports to the Quality Council (or Steering Committee) on the successes,
“Lessons learned’ and the overall health of the continual amelioration program" (Isaac Councill, L. G. ( 2006, April) (12).
Support Team's Continual Improvement Program ?
"The process Improvement support team coordinates training and provides support in the practical application of process amendment skills as well as awareness of the philosophical system of process amendment. Training should be simple and customized for each division of the system so as to furnish a sufficient sum of money to ascertain employee efficacy without providing more information than is required. Trainer presentations should fixate on the practical application of process analysis, data amassment, process mapping, waste quantification, and process formalization. In the commencement-up phase of a continual amelioration program, the process amendment support team plays a vital role and is very active in advising, availing and motivating the process amelioration project teams and the process amendment working level teams" (Isaac Councill, L. G. (2006, April). Management of continual improvement for facilities and activities: A structured approach. International Atomic Energy Agency, 78) (12).
2.22 Different Approaches of Effective Implementation of QMS
The QMS makes it very clear that organizations must identify and manage the processes for continual improvement to strengthen processes and eliminate the occurrence of the problems. That promotes a process approach as a management strategy. When top management utilizes a positive process approach, it connotes that they manage the processes that make up their organizational performance, the relations between these processes, and the inputs and outputs that fasten these processes collectively.
It is to understand about inputs and outputs we can be described as in brief: a process uses inputs to stimulate outputs. More specifically, a process is an incorporated position of actions that consumes means to modernize inputs into outputs. A system exists when on earth numerous processes are interrelated exploiting such input-output interaction.
Processes make input to output by interconnected chains that effect; processes are “fastened” together by augurs of such input-output associations. And because the output of one process becomes the input of another operation, inputs and outputs are authentically identically equivalent.
Since the process approach is now central to the QMS standard’s loom, we have endeavoured to discover the processes that make up a Quality Management System (QMS)". As the following list shows,
We’ve recognized 10 practices:
1. Quality Management practice
2.guidance and responsiveness practice?
3.Product Purchasing practice?
4.Research and Development practice?
5.Manufacture Management practice?
?6. Product Management practice?
?7.Customers Relationship Management practice?
?8.Internal Quality Management Audit practice
?9.Monitoring and Measuring practice
?10.Management Review practice
2.23 Continual Improvement in Industrial process
"FACTS
2.24 Quality Management System Process
"A QMS process is an element of an organizational QMS. The?ISO9001:2000?standard requires organizations seeking?compliance?or?certification?to define the processes which form the QMS and the sequence and interaction of these processes.?Butterworth-Heinemann?and other publishers have offered several books which provide step-by-step guides to whom seeking the quality certifications of their products"
(Jump up Tricker, Ray; Bruce Sherring-Lucas (2005) (14), (Jump up?Tricker, Ray (2005).?ISO 9001: 2000 for Small Businesses. Butterworth-Heinemann. p.?480.?ISBN?978-0-7506-6617-6.)(16),?(Jump up Hoyle, David (2005).?ISO 9000 Quality Systems Handbook, Fifth Edition. Butterworth-Heinemann. p.?686.?ISBN?978-0-7506-6785-2.(17) , Jump up Dobb, Fred (2004).?ISO 9001:2000 Quality Registration Step-by-Step, Third Edition. Butterworth-Heinemann. p.?292.?ISBN?978-0-7506-4949-0.(18).
"Examples of such processes include:
·????????Order Processing
·????????Production Planning
·????????Measurement of?product/?service/?process?compliant with specified requirements ???????including statistical techniques such as?Statistical Process ????Control?and?Measurement Systems Analysis
·????????Calibration
·????????Internal Audit
·????????Corrective Action
·????????Preventive Action
·????????Identification, labeling and control of?non conforming?product?to preclude its inadvertent use, delivery or processing.
·????????Purchasing?and related processes such as?supplier?selection and?monitoring"
"ISO9001 requires that the performance of these processes be measured, analyses and?continually improved, and the results of this form an input into the?management?review process."( Anton, Doug; Carole Anton (2006).?(13), Jump up Tricker, Ray (2005) (15),
2.25 Manufacturing process management?(MPM)
“Collection of technologies and methods used to define how products are to be manufactured. MPM differs from?ERP/MRP?which is used to plan the ordering of materials and other resources, set manufacturing schedules, and compile cost data. A cornerstone of MPM is the central repository for the integration of all these tools and activities aids in the exploration of alternative?production line?scenarios; making?assembly lines?more efficient with the aim of reduced lead time to product launch, shorter product times and reduced work in progress (WIP) inventories as well as allowing rapid response to product or product changes” (Machover, Carl (1996-01).?The CAD/CAM Handbook. Beverly Beckert. McGraw-Hill Companies. p.?236.?ISBN?978-0-07-039375-2.) (19).
2.26 Quality Management System Benefits
Improvement in effectiveness
Organization obtaining QMS certification process is to follow the continual improvement and quality product. Once the organization is QMS certified standards are mentioned clearly and those are followed facilely. Within the organization such as process issues, evolution, and guidance is moreover deal with too easily.
Growth returns
An Organization which are QMS certified practice modify the financial presentation and increase efficiency when evaluate to uncertified corporations.
Increasing staff confidence
There is some feature in an organization that shows a position in motivating and rewarding staff. These include responsibility of administration, having clear roles and tasks, instituting training structures, present clearly how their responsibility not only affect the product value, but affect the overall richness of the organization.
Attain worldwide Apperception
ISO (International Organization for Standardization) is perceived worldwide as the superiority on quality management.
Realistic Approach to judgment
Quality Management System comes with a set of plain endorsement concerning process reviews and audits. These ordinate dictations facilitate decision making and in sequence gather on the data.
Modernize contractor associations
One of the key factors of QMS is the equally compassionate supplier relationships. In classifying to determine that quality raw resources go into the organization stimulates system, the processes relating to documents and trying should be researched thorough. Comprehensive assessment of initial suppliers ever changes are made is withal part of the process.
Controlled Documentation
Documents on all procedures as any discrepancy, faults, transmutes are a necessary part of the Quality Management System. Responsibility of all staff and reliability all through the engenderment are hereby guarantee. Distinguishable proceedings are thus additionally available in cases of raw materials and non-compliant goods.
Stability within all procedure
Consistency is one of the factors on which QMS is assembling. All development in service within a production, from the R & D step, from producing till booking, are defined, describe, and standard. This evenness minimizes the room for faults. Even the procedure of the transform is well orchestrated and implement; it is done in the best possible way to maximize competence.
Customer satisfaction
The adoption of the standards is responsible for structure customer trust. Customer gratification is determined through the benefits ISO 9001:2015 holds for company efficiency, reliability, and commitment to quality space.
Processes predicated on Facts
Audit procedure, management review, and alteration processes predicated on increased data are outlined by ISO 9001:2015 Quality Management System. Correction predicated on facts is highly organized and execute; this is done through the consumption of a structure of records and investigation. This in turn will establish the finest conclusions for Organization are made.
2.27 Inferences from Literature Review
1???????Implementation?of ?QMS
2???????Manufacturing process of tyre
3???????Quality Assurance Issues and Problems in Tyre Manufacturing
4???????Segregations of the faults
5???????Problem and Remedial
6???????Green Tyre Problems
7???????The solutions given and long term / short term categories
8???????Quality Control Issues and Problems in Tyre Manufacturing
9???????Customers Trend for Quality
10???Cost of Quality
11???The Roll of The Top Management
Top Management by Involvement for the Initiation of QMS
Top Management by Involvement for the Development of QMS
Top Management by Involvement for the Implementation of QMS
12???Different?Approaches of Effective Implementation OF QMS
?Quality Management Process
?Resource Management Process?
?Training and Awareness Process?
?Product Purchasing Process?
?Design and Development Process?
?Production Management Process?
?Service Provision Process?
?Product Management Process?
?Customers Relationship Management Process?
?Internal Quality Management Audit Process
?Monitoring and Measuring Process
?Management Review Process
13???Quality Management System Process
14???Continual Improvement in Industrial process
15 Quality Management System Benefits
This chapter describes the techniques and strategies which are used to get final results to meet the objectives developed in this thesis. However, this is subject to the way of information gathered throughout the questionnaire/interview. Therefore, this part took a gander at how the information was gathered for the exploration. The philosophy edified on the apparatuses or procedures for exploration plan, information gathering, the populace and examining systems, and information sources, information accumulation instruments, and information examination plan.
?There are two different types of methodology which can be used for the research work
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The approach which has been used in the research work is Quantitative.
?3.1 Purpose of the research
This research is aimed at
To identify major KPI (key performance indicators) which significantly impact on organizational performance by the limitations of the concerned title given below?
"An investigative research for identification of quality issues and hurdles for successful implementation of ISO 9001:2008 based QMS in tyre manufacturing industry"
·????????To clearly segregate quality issues and problems in centered in tyre manufacturing industry.
·????????To suggest solution on short term/long term basis.
·????????To access impact on overall organizational performance through effective implementation of ISO 9001:2008 based QMS.
?3.2 Research model as per research title
?Description of the variables.
Segregate Quality Issues
First step is to segregate the issues which are interrelated and effecting organizational performance .these issues must be segregate for overcome the hurdles.
Solution on Short term and long term
2nd step is most consequential part .after the segregations of the issues then initiate the long and short term solutions. These solutions enhance the efficiency of organization which is responsibility of top management.
?Over all Organizational performance
?After the initial two steps overall organizational performance are positively changes. These three variables are interconnected which affected each other performance.
3.3 Hypothesis
Segregate Quality Issues
Ho = segregate quality issues is not positively related to enhancement of organizational performance.
H1= segregate quality issues is positively related to enhancement of organizational performance.
Solution on Short term and long term basis
H01= Solution on Short term and long term is not positively related to enhancement of organizational performance.
H11= Solution on Short term and long term is positively related to enhancement of organizational performance.
3.4 The Study Area
?The territory of study was the specific Local Tyres industry situated at near lahore. The purpose of the study was to examine what is the level of improvements to control problems by implementing QMS.
The greater portion of the commercial enterprise administration felt that they are doing all the practices to verify processes according to ISO 9001-2015 requirements. This study was aimed to go over these practices. Regarding the objective of the study pick up for detailed study of the QMS practices and the measures adopted for improvement of performance and quality of product at the overall plant.
Because of the time and fiscal demands just one organization chose and information should be drawn from (100) staff/workers for the final results. Data was drawn from two sources; Primary sources. Primary sources incorporate information to be collected through polls and individual perceptions. The wellsprings of optional information incorporate information drawn from books, documents, diaries, magazines and website.
3.5 Population and Sampling Size
The target population for the gathering of data for the examination is the specialists in the divisions and units in the tyre industry. The analyst embraced simple random examining procedure, with a sample size of (100) respondent among 500 employees; with this strategy, a specimen of the populace is chosen so every part of the public has an equivalent risk of being removed. The fundamental notion underlying this strategy for testing is that the components or the people in the populace are judged to be homogenous.
3.6 Data Collection Procedure
Information gathering in an examination is the phase where the indispensable information helpful consistent with the purposes and goals of the exploration are accumulated from the field. The routes for social event this information is what is termed information gathering techniques. Two fundamental wellsprings of information were utilized for the exploration work; Primary sources and secondary sources. The procedures utilized within gathering essential information incorporate survey, and perceptions. The study made the utilization of primary information in the section four, which is the investigation stage. Secondary source incorporates information from distributed and unpublished books, magazines, diaries, sites and so forth.
3.7 Research Instrument
3.7.1 Primary Sources:
?Questionnaire
This took the demonstration of a record of inquiries given to respondents to reply with the basis of obtaining information on the topic under study. The scientists pick self controlled polls. The questions in the poll are close ended questions. The nearby finished inquiries offered a set of elective replies from which the respondents were asked to pick the particular topic that generally nearly stands for their situation. With this, the respondents' responses were recorded in full. The respondents again addressed the inquiries the way he perceived them.
It is to be stressed that survey permitted respondents time to thoroughly consider the inquiries to furnish exact replies.
Pretesting of Questionnaire
The specialist directed pretesting of the draft survey with few potential respondents in a casual way before catching up with the full scale survey management.
To check for correctness, fulfilment of information and guarantee quality, surveys and meeting aide were numbered serially. Research partners who recovered finished surveys checked completely to guarantee that respondents addressed polls.
As a moral thought, authorization was looking for from the different shapes that were included in the survey. The motivation behind the study was demonstrated to authorities and those who reacted to polls and meetings.
3.8 Data Analysis Plan
The analysis of the information gathered was finished at the end of the thesis. The responses were disciplined and reduced on the basis of the useful data furnished by the respondents. The analysis was finished utilizing quantitative apparatuses. With the quantitative devices, the present form of Statistical Product and Services Solution (SPSS) information investigation program, Microsoft outperform, categorical figures, tables, rates, and measurable devices, for example charts, outlines, maps, outlines were utilized, although qualitative made the utilization of portrayals, examination of reaction.?
3.9 Bar Charts
"A bar graph is a chart that utilizes either horizontal or vertical bars to show comparisons among categories. One axis of the chart shows the categorical categories being compared, and the other axis represents a discrete value. Some bar graphs present bars clustered in groups of more than one (grouped bar graphs), and others show the bars divided into subparts to show cumulate effect" (stacked bar graphs) (Kelley, W. M.; Donnelly, R. A. (2009) (23).
3.10 Reliability Test
"Generally, Alpha reliabilities above point .70 are considered good when measures are used is large surveys." (Nunnally, J.C & Bernstein, I.H.(1994). Psychometric Theory (3rd Ed.). New York: McGraw-Hill)(21) recommend that instruments used in basic research have reliability of about .70 or above. In this case Cronbach's Alpha 0.763 which is exceptionally good.
3.11 Correlation Test
"In statistics, dependence refers to any statistical relationship between two arbitrary variables or two sets of data. Correlation refers to any of a broad class of statistical relationships involving dependence"(Croxton, Frederick Emory; Cowden, Dudley Johnstone; Klein, Sidney (1968) (22).
?This chapter shed some light on the results, analysis & discussion based on the questionnaire / interview which has been utilized as a tool for the research methodology. The judgment of the sufficiency of the information accumulated instrument is the key component of any analysis; hence, before beginning the data analysis the Reliability of the research instrument has been described. Therefore, the profile of the respondents and examined organizations is evaluated.
This chapter comprises of the following two parts.
Part I
??Descriptive analysis and discussion
Part II
Inferential analysis and discussion consisting following two sub parts
??Correlation test
??Reliability test
4.1 Response of the questionnaire.
Questionnaire is composed of three different objectives each consists on ten questions. 100 questionnaires are subjected to collect the data from the employees (Officers, Supervisors & Workers) received the following feedback
4.2 Part I: Descriptive Analysis and Discussion
In this section descriptive analysis of all three objectives; there graphical representation followed by there analysis & discussion has been discussed in detail
Objective 1:
To segregate quality issues by organizations for the implementation of integrated approach as stated in research title. This section of the questionnaire consist on the following question 1 to 10
Analysis and Discussion
The outcome of the first objective shows that 53% of the total respondent strongly agrees with the questions stated in the first section of the questionnaire. 37% are disagreeing followed by 10% are neutral. If we summaries the above results then we came to know that almost 53% are strongly agree with the different practices of segregation of quality issues stead in the first part of the questionnaire.
Segregating quality issues containing "1st" 10 questions which include different components/planning. Majority of the respondents have no doubt about the facts that bead, ply and tread are the key components' in tyre quality. Organization must address these components in well efficient manner to avoid any complain from the customer. They are using different tools for the inspection of faults against the standard and make corrective action plan to avoid the reoccurrence of those faults. For the effective implementation of QMS they have trained their employees about different concepts, importance, methods and SOPs of QMS. ?Different components' affects the life of the tyre which is contained by the given standards. Material & Mold is also an important area for segregation the faults. Quality Management system also affects reducing wastage /rework& scrap.
4.3 Objective 2:
To Short Term/Long suggest solution for such identified obstacles for the successful implementation of integrated Quality management system. The second part of the questionnaire has Question number 11 to 20.
Analysis and Discussion
The graphical representation clearly shows that almost 60 % respondent are in the favor of all the questions which are the voice of the second part of the questionnaire. Where as 26% is disagreeing with the stated questions.
Majority of the respondents are disagreeing with the view that quality is the wastage of time. It’s the responsibility of the management to promote quality culture at the plant. They have trained their employees about the implementations and importance of the QMS. Management has to remove all the barriers and provide all the necessary resources to implement the successful QMS at the site. Implementation of Quality Management System effects the reduction of claim and internationally recognized. It's also reducing the duplication of documentation and change the overall organizational environment which positively affect the confidence in consumer / employee performance these are the long term measurement. Solutions can be in long term /short term measures like component / machinery & green tyre checking. All the solution can affect overall organizational performance of the character.??
?4.4 Objective 3
?To affect overall performance of quality management system on the performance of the organization. This objective is based on the third section of the questionnaire having 10 heads. The questions include 21 to 30.
Analysis and Discussion
Data shows that 60% of the respondents are in the favor that by following the steps states in this objective overall performance of an organization would increase where on the contrary 28% employees have the opposite opinion.
Ultimate goal of the organization is implement the successful QMS at the plant.?The core part in implementation of QMS is the management commitment. Management must provide all the necessary resources to the employees and create the sense that QMS can not be implemented until everyone plays his own role. It's not only the top management who can achieve the desired objective but it’s the responsibility of everyone. An organization survive in the market because of its quality product so, in order to sustain and excel in market continual improvement is the core value of the organization?Quality containing the most significant role in overall organizational performance. Different components & parameters that affect overall organizational output
Part II: 4.5 inferential analysis and discussion
?Reliability Test:
"Reliability involves the consistency, or reproducibility, of test scores. That is, the degree to which one can expect relatively constant deviation scores of individuals across testing situations on the same, or parallel, testing instruments. This attribute is not a stagnant function of the test. Rather, reliability estimates change with different populations (i.e. Population samples) and as a function of the error involved. These facts underscore the importance of consistently reporting reliability estimates for each administration of an instrument, as test
Samples, or subject populations, are rarely the same across situations and in different research settings. More important to understand is that reliability estimates are a function of the test scores yielded from an instrument, not the test itself" (Thompson, 1999) (24). "Accordingly, reliability estimates should be considered based upon the various sources of measurement error that will be involved in test administration" (Crocker & Algina, 1986) (25). In order to fully understand reliability then, it is first necessary to development a clearer picture of measurement error and test scores.
This section defines the reliability of the data which has been collected against the defined questionnaire.
Reliability Statistics
Analysis and Discussion
Table 4.1 defines the reliability statistics of the entered data this reliability test is applied on all the 30 questions which we used as the data collection media in our questionnaire for this purpose we use the software IBM SPSS Statistical version 20 .we entered the data of all the questions in the software with there respected ranking (Strongly agreed, Agreed, Neutral, Disagreed, Strongly Disagreed) that gives us the data view of all the questions which is further use for the analysis. We subjected our data for the cronbach alpha test and the value of 0.763 which is positive and shows that our collected data against 100 questionnaires is reliable. As our data is reliable, so in the next stage we applied correlation test on our objectives (1, 2, and 3)
The above table shows the Cronbach Alpha value which is 0.763. Which is good? Nunnally (1978, p.245) recommend that instruments used in basic research have reliability of about .70 or above. In this case Cronbach's Alpha 0.763 which is exceptionally good. It shows that the questionnaire is valid that has been used for data collection for the purpose of analysis SPSS 20 & Microsoft execel 2007 has been used.
4.6 Correlation Test:
Correlation test has been performed to check that there is a correlation among the objective which we defined for our research work, the results which we received from this test decides that is there a positive correlation among objectives or not?
Correlation test has been performed between the objectives which are explained by following statements;
Statement 1: correlation between segregate qualities issue (Objective 1) & suggest solution on short/long term basis (Objective 2)
Statement 2: ?correlation between suggest solution on short/long term basis (Objective 2) & organizational performance through effective implementation of ISO 9001:2015 based QMS (Objective 3)
Statement 3: Correlation between organizational performances through effective implementation of ISO 9001:2015 based QMS (Objective 3) & segregate quality issues (Objective 1) ?
Correlation Test of (statement 1)
Correlation test between the objective 1 “segregate quality issues” having the following questions number 1 to 10 and objective 2 “suggest solution on short/long term” having questions number 11 to 20 has been performed.
Analysis and discussion:
The above table describes that the results are significant and the relationship between quality issues and solution for short term/long term is positive that is 0.609. This is also shown that quality issues are segregated which include their component problems, process improvement problems and parameter problems are directly related to long term and short term solutions .If tyre components (PLY, TREAD, BEAD) are fixed by standards it will dilute the claim (customer complains) and customer satisfaction will increase. Implementation of quality management system follows the continual improvement and reduces the duplication of work. When Quality Management System affects the quality operational, environment of the organization repeatedly changes in the confident manner to produce consisted product quality.
Correlation Test of (statement 2)
Correlation test between the objective 2 “suggest solution on short/long term” having the following questions number 11 to 20 and objective 3 “Overall Organizational Performance Effective Implementation” having questions number 20 to 30 has been performed.
Table 4.3 defined the correlation analysis between objective 2 & 3
Analysis and discussion:
The above table describes that the results are significant and the relationship between solution for short term/long term and organizational overall performance is positive that is 0.436. Later on the segregation of faults solutions are provided for long term and short term which affects overall organizational performance .It includes Quality importance which is the most important part of the organization growing .Top management takes the important part in the quality management system which changes the performance and makes confidence to employer to employee. Short solutions like components remedies and machinery issues also effects the organizational process. As soon as possible we give the solution of potential non-conformities the organizational performance increased.
Correlation Test of (statement 3)
Correlation test between the objective 3 “Overall Organizational Performance Effective Implementation” having the following questions number 21 to 30 and objective 1 “segregate quality issues” having questions number 1 to 10 has been performed.
Following table 4.4 shows & the results of the correlation between objective 1 and 3 analyses performed.
Analysis and discussion:
The above table describes that the results are significant and the relationship between quality issues and organizational overall performance is positive that is 0.423. In this discussion segregate quality issues containing positively related to overall organizational performance .If tyre manufacturing component faults are segregated for the remedial action its effects at the end of overall organizational performance. Process lose are segregated or QMS strongly implements that change the overall organizational environment / system. In any organization if the problems and targets are segregated and so it is easy to achieve the goals.
4.7 Summarize view of results, analysis and discussions
This chapter depicts the final results according to the objects and research design on the behalf of the collective data from tyre industry. The data collected from the employees of tyre industry of all the fields like Quality, Production, Research and development for concluding the final remarks about the QMS practices. The present research concludes the abilities and capabilities of entire process and highlights the status of industry in the eyes of employees and customers. Discussions are given about the organizational performance of local industry currently and in the further .research can be expended to follow this matched in allover Pakistan tyre industries to find the organizational performance. This chapter also high lights the current process improvement gaps, deviations and hurdles to improve the quality of the product as per customer requirements. By following these results, Training schedules & implementation of QMS we may improve the processes, product quality, employees & customers confidence
This chapter contains three sections. ?Section 5.1 deals with the findings of the research work followed by the 5.2 conclusion. The third section (5.3) of this chapter suggests the different recommendations for the Quality Management System implementation in an organization.
5.1 Findings
Following are the findings from the research work
Management has been committed to implement the QMS in full spirit
·????????QMS has been shown a positive trend based on quality environment, with is the clear indication on performance efficiency clearly increased rapidly.
·????????It is a positive environment based program which turns behaviors into quality product habits at the work place.
·????????Almost all the staff has been trained on the QMS procedure.
·????????All the QMS standards from corporate have been implemented at the plant and followed consistently.
·????????To achieve the quality culture at their work place, they have a proper training need plan for their workers.
·????????No incentive programs have been implemented at the site to promote the QMS process at the site.
·????????Root causes and corrective action plan of all the faults and specifications shared with the affected employees.
·????????Management provides feedback to all the employees about the rejections and wastages.
·????????They are using rejection / wastages analysis software for take remedial actions.
·????????The production department is not fully performing the quality product focusing on production numbers.
·????????As all the departments have different situations, different faults and different activities, an organization must start the department wise QMS checklist rather than the general checklist for all the departments.
·????????Data analysis has not been communicated to the employees (Front line workers) they don’t know what fault affects the product.
·????????Organization must also take suggestions from the daily wagers employees before analysis of wastages and rejections.
·????????They have no participation of front line workers in quality direction committee.
·????????There have no means/method to check the transparency of the observation reports taken.
·????????No awareness conditions are the major causes of damages so; workers makes all the quality process parameters reports to save lose of the process
5.2 Conclusion
QMS is developed in 1987 decade and since then; it becomes first choice of thousands of companies and is a process technology to reduce the repair, rework even rejection. QMS is focused on organization culture and suggest ways to modified or change in to quality culture through positive reinforcement. Before implementing of QMS repair, rework and rejection (Cost of Quality) was high. But organization can overcome these issues rapidly by following and implementing the best QMS practices. The history and statistics shows that despite introducing more comprehensive rules and regulations to control process losses, a persuading trend of losses.
It shows that strategy based on providing more losses, the QMS practices cannot be promoted as desired. QMS is a sort of preventive measure to avoid any discrepancy in the product or process. QMS is based on standards, measurement of process and feedback system and any method can be used it to encourage quality culture and to decrease process losses and follow the continual improvement.
5.3 Recommendations
This is the first ever study in the Pakistani tyre sector which is based on the QMS practices.
Following are some of the recommendations which can improve the organizational functioning in the field of quality management system
The End !
Waleed Hassan
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QA-QPSD SKMCH || QEC FAST-Nuces || Gold Medalist || Quality Assurance || Mechanical Engineer
3 年well written sir
Presently working as full time Consultant in a mobile accessories manufacturing company (Ronin Lifestyle Gadgets - Pakistan's no.1 Mobile Accessories Brand).
3 年MashaAllah very good case study. Congratulations and best wishes to you. Feedback nicely managed and covered TQM, ISO9001, and Quality Management. Shared case study and information in it will definitely be helped full for the beginners. Do not stop yourself, carry on your selective research and do not forget the sharing of it. Keep it up, because Almighty Allah likes the spreading the knowledge sharing. Regards and Stay Blessed ABDUL ATIQUE Director Operations Ronin Pakistan Karachi. www.ronin.com.pk