Kalite çemberleri ve TS-ISO 9000 uygulamaları
Quality circles and TS-ISO 9000 practies
- Tez No: 39886
- Danışmanlar: PROF.DR. ATAÇ SOYSAL
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1994
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 201
Özet
ÖZET Kısaca, kullanıma uygunluk olarak tanımlanan kalite, zamanla niteliğinde ve sayılarında değişme olabilen kul lanım parametreleri ile bir anlam ifade etmekte olup, bu parametreler aracılığıyla tasarlanabilmekte, standartlaş- tırılabilmekte, ölçülebilmekte, denetlenebilmekte ve ge- liştirilebilmektedir ve tüm bunlar genel bazda kalite sisteminin birer alt sistem kümesini teşkil etmektedirler. Bir kuruluşun verimlilik, kalite gibi sorunlarını gö rüşmek, tartışmak ve kendine özgü tekniklerle çözüme ulaşmak amacı ile oluşturulan küçük çalışma kümeleri C Ka lite Çemberleri), kalitenin geliştirilmesi ve Toplam Ka lite Yönetimi felsefesini kuruluşa yerleştirmede önemli araçlardan biridir. Kalite Çemberleri, kuruluşun kalite ve yaratıcılık potansiyelini arttırmakta ve dolayısı ile kuruluşun rekabet gücüne olumlu yönde etki etmektedir. Toplam Kalite Yönetimi felsefesi sayesinde, müşteri ilişkileri yoluyla kalite parametrelerinin belirlenmesin den başlayıp, ürünün müşterinin kullanımına sunumuna ka- darki tüm aşamalarda ilgili departmanların kendi fonksi yonel görevlerinin yanında kalite ile ilgili yükümlülük leri de yerine getirmeleri mümkün kılınmakta ve ve glo balleşen piyasa koşullarında en üst düzeyde rekabet ede bilmek için kuruluşların bu felsefeyi benimsemelerinin gerekliliği ortaya çıkmaktadır. Yine bu felsefeye göre asıl hedef müşteri tatmini olduğundan, onların tatminkar- lı ki arı nı maksimum düzeyde tutmak amacıyla kalitenin gü vence altına alınmasına yönelik sistematik faaliyetlerin gerçekleştirilmesi gerekmektedir. Bu faaliyetlerden en başta geleni, Toplam Kalite Yönetimi felsefesini bir norm olarak kabul eden ve üretilen mal veya hizmetleri üretim aşamasında doğru yapmayı hedef alan bir yönetim sistemi standardı olan TS-ISO 90Ö0 serisi standartlarının kuru luşlarda benimsenmesi ve uygulanması çalışmalarıdır. Bu standartlar sayesinde kalite güvencesinin sağlandığına dair firmanın kendi yönetimine ve müşterilere güvence verme olgusu gerçekleşmektedir. Yine bu amaçla denetim mekanizmaları oluşturulmalı ve işletilmelidir. Zira, de netlemek kalitesizliği önlemenin ve kalite geliştirmenin önemli kriterlerinden biridir. Kalitesizliğin maliyeti ise kuruluşun yaşamına etki eden önemli faktörlerden bi ridir. Bu maliyetlerin ortadan kaldırılması için kalite maliyeti mekanizmaları iyi bir şekilde işletilmelidir. Kuruluşlar, müşterilerini tatmin edebilmek için bir kalite sistemi kurmak ve işletmek durumundadırlar. Böyle bir sistemde kalite, planlanmalı, kontrol edilmeli ve ge liştirilmeli ve bu konularda gerekli eğitim tüm kuruluş çalışanlarına ve fonksiyonel düzeylerine göre verilmeli dir. vı
Özet (Çeviri)
SUMMARY QUALITY CIRCLES AND TS-ISO 9000 PRACTICES Quality is defined as the weighted characteristics of a product Cor service) which in their totality add up to the consumer's satisfaction. The higher the deQr&e of satisfaction the higher the quality. Definition could b© represented by the simple equati - r> on, Z w. c., where, w, the weight C importance), c, a \, = ı v % particular characteristic, and n, number of the relevant characteristics of the product Cor service). This defi nition of quality shows that the quality is measured. Based on the above definition, quality has been given the short and most popular definition of“fitness for use”. Quality in production process is considered into three phases. These s.re ; - Quality of design, - Quality of manufacturing and, - Quality of usage. To achieve quality requires a clear definition of function, performance objectives, and design, environmen tal and service condition; translation of those require ments into working dokuments, such as spesif i cations, drawings, procedures and instructions; identification of the working dokuments in construction and manufacturing process control dokuments; performance of quality affec ting activities in accordance with requirements of work ing dokuments; and verification that the requirements have been met. For a company to be able to provide a product Cor service) numerous activities have to be carried out- through a set of functions. One of these functions is quality function. This function is vital to the company as its survival depends on its ability to sell its pro ducts, which in turn depens on fitness for use. Thus the quality function could be defined as“the set of the ac tivities in the firm through which fitness for use ca.ı~ı be achieved. Control of the quality is the measurement of the characteristics of an item or process to determine its conformance to specified requirements, and the taking of action when nonconformance exists. vaaWhen computers a.re used in design C CAD}, production CCAM}, calculations C CAE) and like that, a.nd they are used correctively ±n their usi g areas, their effects on quality will be always positive. TQC C Total Quality Control 3 is an efficient manage ment system providing entegration of the various groups of the firm that they works on achieving and improving quality for making activities of marketing, engineering, production or service in economically, and for satisfac tion of the customers. Customers can be internal or external. All the de partments, functions, activities and workers in the firm take place in the systems consisting of processes effec ted each other. Each process is the customer of the for mer one, and is the producer of the latter one. Main principles of the TQC can be shown like below : - The preventive approach. - Measurement and statistics. - Working in groups. - Continuity in improvement CKAIZEhD o Circle of PDCCo C PI anni ng-Doi ng-Check i ng-Cor rec ti ng). o Zero defect. - Management model. According to TQC, the quality functions includes the sequence of activities in the firm. Through marketing research activities, the company could determine what cha racteristics are most desired by the users. The research and devolppment engineers can then create a product con cept which can meet these characteristics. Design engi neer can proceed to prepare the spesi f i cati ons which in corporate the characteristics. Production engineers in their turn decide on the process and instruments nece- sarry to manufacture and measure the characteristics. There a^e other necesarry activities which complete the cycle, such as purchasing the raw materials C and/or com- ponenets) possesing the right qualities, training the personnel to use the equipments and instruments Cthis includes machine operators and labourers as well as ins-, pectors} and finally the salesman a,re made aware of the distinguishing features which make the product fit for use. Consumers having using the product might come with suggestions for modifications or. improvements which to gether with the data collected on in- service performance start the cycle again. A quality circle C QC3 is a small group of employess - the average number is 8 - who volunteer to meet regularly to undertake work-related projects designed to advance V1JL J.the company, improve working conditions, and spur mutual self -development, all by using quality techniques, and there are five elements of QC. These a.re-y - Administri tati ve commitee, - Coordinator, - Gui de, - Leader a.nd, - Members. QC is encouraged by Japanese companies and receive substantial training in quality concepts and techniques. These groups tend to select their own projects for inves tigation and can generally count on the support of mana gement in implementing their recommendations. QC's successes require creation of a participative environment and an understanding of small -group dynamics, decision-making processes, and structured-problem solving techniques, such as data gathering and sampling, brain storming, control charts, histograms, par e to. analysis and, cause and effect analysis. The types of projects are varied and may extend be yond quality to such areas as productivity, tool design, safety, maintenance, and environmental protection. Membership in QC is voluntary and there are no direct cash incentives. Members give the principal reasons for belonging to the groups as personal satisfaction from achievement and from recognition given at regional and na ti onal meeti ngs. » Finally, QC is an effective tool to gain employee involvement in problem identification and solving and have resulted in increased motivation of employees to attain quality. Quality Assurance CQA5 has become accepted to mean planned and systematic actions to provide confidence that specified requirements a.re met and that items, systems, and structures will perform satisfactorily in service. It will not improve quality when requirements a.re inade quately specified or design is inadequate. QA consantrates on preventing problems in addition to identifying and correcting them. QA includes both the functions of attaining cju&lity and verifying quality, and extends from the top executive to the workers and typi cally encompasses acti vi ti es of marketing, engineering, procurement, production control, material control, manu facturing, fabrication, inspection, testing, handling, storage, receiving, erection, installation, operation, maintenance, repair, and modification. The nature and extend of actions is depented upon the qua.li t y-af footing activities performed or contracted. axThe documented description of the planned and syste matic actions is the organization's QA program. It typically describes the interfaces and interface respon sibilities, fonctional responsibilities, level of authority, lines of communication, and methods or systems of control for quality-affecting activities. The following activities generally are included in a QA program : - Reviewing policies, objectives or incoming cont racts or order documents and organization of the company. - Controlling design activities. - Controlling procurement activities. - Establishing documented manuels, instructions, pro cedures, specifications, and drawings. - Controlling the preparation, review for adequacy, approval-, issuance, and revision of dok uments specifying quality requirements and describing quality-affecting ac- ti vi ti es. - Controlling purchased items and services. - Identifying and controlling material and items so that only accepted materials and i terns are used. - Controlling processes affecting quality throuh the use of process control dok uments. - Controlling inspections, examinations, and tests to verify conformance. - Controlling measuring and testing equipment to maintain its accuracy C calibration control 3. - Controlling handling, cleaning, preservation, sto rage, packing, and shipping of items to prevent damage. - Controlling activities and items that do not con form to specified requirements. - Identifying, preparing, maintaining, and later dis positions ng records that furnish evidence of quality. - Performing audits to determine compliance with the quality program and its effectiveness. Activities needed to establish the QA system to the company are shortly as follows : - Performing the companywide quality education. - Establishing quality clubs for meeting about impro ving quality. - Establishing QA system. o Determining the quality policies and objectives. o Determining the quality organization plan. o Establishing the communication and knowledge orders. o Determining the organizational, responsibilities and personnel relevant. o Determining the standards and spesif i cations nee ded. - Making the technique preparations propped up the system. o Determining the control equipments. o Designing of the papers such as procedures, ins- tractions, etc.c Establishing the computer system. - Organization of the activities controlling and propping up the system. c. Determining the control points. o Determining the equipment and method, used in the system. ° Determining the evaluation criterias. o Establishing reporting and analyzing methods of the results. - Preparing the manuals C QA manuals, QA procedures, QA instructions). - Taking into practice the system. - Certificating the system. A quality audit is an indepentent review conducted to compare some aspect of quality performance with a stan dard for that performance. In evaluation of an overall QA system, use is often made of reference standards issued by regulatory bodies or by contracting bodies. Examples are MIL-Q-9S58A C Qua lity Program Requirements!», BS 5750 C Quality Systems), and TS-ISO 9000 C Quality Systems). TS-ISO 90QO - accepting TQC as a norm - is a manage ment system standard that its objective is to make pro ducts or services correctly during the manufacturing phases. Although TS-ISO 9000 series don't depend on any special sector, it interests all the sectors. In other words, TS-ISO 9000 series don't depend on any product, but it is for the system producing the product. This standard series also interest all the depart ments of the firm, but not only the quality department, and they are concerned in the company system as a whole. Having the TS-ISO 9000 certificate enables to the company very large advantages, such as new marketing areas, new customers, competition advantages, credit ad vantages, etc. TS-ISO 9000 consists of a series of substandards shown bel ow : - TS-ISO 9000 Standards of Quality Management and QA - Guidebook for choosing and using. - TS-ISO 9001 Quality System - QA Model for Design/ Improvement, Production, Installation and Service. - TS-ISO 9002 Quality System - QA Model for Producti on and Installation. - TS-ISO 9003 Quality System - QA Model for Final Inspection and Tests. - TS-ISO 9004 Elements of Quality Management and Qua lity Systems - Guidebook. - TS-ISO 9005 Quality Dictionary - Definition of Qua lity Cone erA s.As you see that TS-ISO 9ÛOO consists of three systems CTS-ISO QOOl, 9003, 9ÜCGÜ, and TS-ISO QOOl is more exten- - sive than the others. Companies are free to select any substandard for sertif icati on and these substandards are required for external QA, although TS-ISO 9004 is requi red for internal OA. Contents of TS-ISO 9001 which covers also others' elements extend all the departments, and some of its con tents a.re management responsibility, quality system, edu cation, design control, statistical techniques and audits. The term ”quality costs" means the cost of poor qua lity. These costs is summarized into four categories C internal failure costs, external failure costs, appraisal costs and prevention costs). Quality costs s.re used to measure the effectiveness of quality programs and to control the efforts of all departments. Their use involves determining quality-re lated costs and their trends and taking action to reduce the costs and improve quality. Quality cost reports are a financial document which should be issued to top management by accounting on a mountly or quarterly basis. The basic concept is that in vestments in prevention and appraisal reduce internal and external failures, resulting in lower costs and less work. XI J.
Benzer Tezler
- Kalite çemberleri ve kalite çemberlerinde sorun önleme ve çözme teknikleri
Başlık çevirisi yok
EMİN ÇİVİ
- Kalite çemberleri ve verimliliğe etkileri
Başlık çevirisi yok
ÖZLEM ÖCEN
Yüksek Lisans
Türkçe
1995
Endüstri ve Endüstri MühendisliğiGazi ÜniversitesiEndüstri Mühendisliği Ana Bilim Dalı
PROF. DR. FEVZİ KUZAY
- Quality circles and applications at Turkish Air Forces
Kalite çemberleri ve Türk Hava Kuvvetleri'nde uygulamaları
MUSTAFA ATALAY
Yüksek Lisans
İngilizce
2002
Endüstri ve Endüstri MühendisliğiDokuz Eylül ÜniversitesiEndüstri Mühendisliği Ana Bilim Dalı
PROF. DR. EDİP TEKER