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Toplam kalite yönetimi ve ISO 9000 standartları

Başlık çevirisi mevcut değil.

  1. Tez No: 55775
  2. Yazar: BANU ÇORBACIOĞLU
  3. Danışmanlar: DOÇ.DR. MEHMET TANYAŞ
  4. Tez Türü: Yüksek Lisans
  5. Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1996
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: Belirtilmemiş.
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 139

Özet

ÖZET Yıllardır sadece iç pazara yönelik üretim gerçekleştiren ve pazar kaygısı olmadığı için, kendini yenilemeden yaşamım sürdüren kuruluşlar, Gümrük Birliğine girdiğimiz şu günlerde kendilerini uluslararası rekabet platformunda bulmuşlardır. Artık müşteri ihtiyaçlarım ön planda tutan, kendisini sürekli yenileyen, verimli ve ekonomik üretim yapan kuruluşlar hayatta kalabileceklerdir. Bu felsefeyi çalışma ortamına yansıtırken en iyi yol gösterici Toplam Kalite Yönetimi ve onun gereklerinden biri olan ISO 9000 Kalite Güvence Sistemleri karşımıza çıkmaktadır. Toplam Kalite Yönetimi, müşteri tarafından tanımlanan kaliteye öncelik verilerek kuruluşunu ürün ve hizmetler yanında yönetiminin de kalitesini ve verimliliğini artırmayı hedefleyen bir çalışma yada yönetim uygulamasıdır. Toplam Kalite Yönetimini bir amaç, ISO 9000 Kalite Güvencesini de bu amaca ulaşabilmek için kullanılan araçlardan biri olarak almalıyız. ISO 9000 Stadartl arının amacı, kuruluşların daha kapasiteli, daha kalıcı, sistemli ve düşük maliyetli çalışmasını ve bunun devamlılığını sağlamaktır. ISO 9000 ve Toplam Kalite Yönetimi hakkında bilgi verilmeye yönelik bu çalışmanın ikinci bölümünde Kalite, Toplam Kalite Yönetimi ve başlıca öğelerinden bahsedilmektedir. Üçüncü bölümde ise, Kalite Güvencesi tanımı yapılmakta ve ISO 9000 Kalite Güvencesi Sistemi hakkında bilgi verilmekte, Toplam Kalite Yönetimi ile ilişkilerine değinilmekte ve zamanımızda ISO 9000'den ileri kademeleri teşkil etmekte olan Deming Kalite ödülü Malcolm Baldrige Kalite Ödüle ve Avrupa Kalite Ödülünden bahsedilmekte, bunların birbiriyle karşılaştırılması yapılmaktadır. Dördüncü bölüm uygulama olup, ISO 9000 Kalite Güvencesi Sistemine paralel olarak dökümante edilen kalite politikası, prosedür, talimat ve kalite planları, iş akışları, organizasyon şeması örneklerini içermektedir.

Özet (Çeviri)

SUMMARY QUALITY & ISO-9000 QUALITY ASSURANCE STANDARDS With rising customer demands for better quality and increased foreign competition, U.S. and European manufacturers in all industries have been implementing programs to improve the quality of their product. The U.S. and European apparel industry, in particular, is under extreme competitive pressure from low-wage, off-shore manufacturers and is being forced to give increased attention to quality and timely delivery. In this study, quality systems in a firm and ISO 9000 Standards are studied. In the first chapter an introduction to the study is given. In the second chapter an introduction of quality terms, total quality management and the main total quality management functions are explained. Today, quality is defined as the basic customer decision factor for an explosively grawing number of products and services. The return-on- investment from strong and effective quality programs is providing excellent profitability results in firms with effective quality strategies. This is demonstrated by substantial increases in market penetration, by major improvements in total productivity, by much lower costs of quality, and by stronger competitive leadership. Nowadays, quality function is vital for the company. Like finance and marketing, quality has now become an essential element of modern management. Today, product and service quality can be defined as ; -“ The total composite product and service characteristics of marketing, engineering, manufacture, and maintanance through which the product and service in use will meet the expectations of the customer (Feigenbaum, 1991)”. - Quality is fitness for use. Quality in production process is considered into three phases. These are quality of desiqn., quality of manufacturing and quality of usage.From a historical viewpoint, major changes in the approach to quality control work have occured approximately every 20 years..The first step in the development of the quality field, operator quality control was inherent in the manufacturing job up to the end of the nineteenth century. Under that system, one worker, or at least a very small number of workers, was responsible for the manufacture of the entire product. In the early 1900s we progressed to foreman quality control. This period showed the large-scale advent of our modern factory concept, in which many individuals» performing a similar task, were grouped so that they could be directed by a foreman who is responsible for the quality of their work. The manufacturing system become more complex during World war I. The first full-time inspectors appeared on the scene, initiating the third step, which we can call inspection quality control. This program remained until the mass-production requirements of World War II. The fourth step of quality cuontrol is statistical quality control. Inspectors were provided with a few statistical tools, such as sampling and control cards. In the early 1960s they were not effectively handled by the existing inspection groups. This need brought us to the total quality control firms began to develop a spesific decision-making and operating framework for product quality and obtained genuine results in better quality and lower costs. As total quality control has come to have a major impact upon management and engineering proctises, And so the last step we identify the total quality control as total quality control management. Total quality management functions are: a) Continuity in improvement ( Kaizen) b) Working in groups c) Quality circles d) Zero defect e) Quality cost f) Firm culture g) Prevention h) Training 1) Customer satisfaction xiDuring the last decade, there has been an intensified focus on and commitment to total quality management. Total quality management can be defined as :“Total quality control's organizationwide impact involves the managerial and technical implementation of customer-oriented quality activities as a prime responsibility of general management and of the main-line operations of marketing, engineering, production, industrial relations, finance and servise as well as of the quality-control function itself”(Feigenbaum, 1991). - TQM is a management philosophy that builds costumer-driven learning or organizations dedicated to total customer satisfaction with continuous improvement in the effectiveness and efficiency of the organization and its processes. - It is an efficient management 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 satisfaction of the customer. - Total quality management is continuous improvement through employees working together to achieve product designs and process. In the third chapter detailed knowledge about quality assurance and ISO 9000 Standards is given. And also knowledge about the quality awards is given in the world. Quality assurance systems provides to give guarantee to the customer. It includes activities of marketing, engineering, procurement, production control, material control, manufacturing, inspection, testing, handling, storage, installation, operation, maintenance, repair, etc. The following act i vites are included in a QA program : - Controlling design act i vites. - Controlling procurement act i vites. - Controlling inspections, examinations, and tests to verify conformance. - Controlling purchesed items and services. - Identifying and controlling material and items so that only accepted materials and items are used. - Reviewing objectives, policies, order documents and organization of the company. - Controlling measuring and testing equipment. xiiISO 9000 is about corporatewide quality systems. The manufacturers defines the quality system and can meet the requirements of the standards elements through many different processes. These“are system standards, not product standards. ISO 9000 standards are essentially paper driven. All of appropriate elements must be documanted, the documentation must cover all of the requirements, and the company must do what it has documanted. Therefore, ISO 9000 standards measure neither the efficiency of the system nor how good the product or service is. ISO 9000 registration is promoted as the passport required to do business in the post 1992 global marketplace and TQM supplement and support each other, they do have different objectives, evaluation and improvement processes management and goals. When the different aims and focuses of ISO 9000 and TQM are understood, ISO 9000 as a path to TQM can be considered. The ISO 9000 standards define the requirements of a prevention-based quality assurance system. This model is published in 1987 by The International Organization for Standardization. - ISO 9000 : A guideline for the selection and use of quality assurance standards. ISO 9000, is a set of six/primary standards. ISO 9001, ISO 9002, ISO 9003, are spesific system and three are quidelines ISO 9004, ISO 9000, ISO 9005. - ISO 9001 : A model for the assurance of quality systems for design and development, production, installation and servicing. - ISO 9002 : A model for the assurance of quality systems for production and installation. - ISO 9003 : A model for the assurance of quality systems for final inspection and test. - ISO 9004 : Guidelines for quality management and quality system elements. - ISO 9005 : Quality dictionary. Def inition of quality concepts. Although ISO 9000 and TQM supplement and support each other, they do have different objectives, evaluation and improvement processes, and management and success goals. It is essential to understand both approaches and their relationship to each other to ensure that their benefits can be achieved. If a company is just starting in TQM or reexamining its TQM effort, it should consider integrating on ISO 9000 assesment into the program. Companies can develop and implement ISO 9000 procedures and instractions to be consistent with their TQM initiatives. xinIncreasing global competition has resulted in renewed interest in quality. Meanwhile, several national and regional quality awards have been established to promote quality. ”These awards are ; a) Deming Award b) Baldrige Award c) European Quality Award The Deming Application Prize, Malcolm Baldridge National Quality Award and European Quality Award are compared with each other in terms of their application categories and criteria in this study. ISO 9000 standards are essentially paper driven.ISO 9000 standards measure neither the efficiency of the system nor how good the product "or service is. ISO 9000 is about corporatewide quality systems. Quality assurance systems provides to give guarantee to the customer. In the last chapter procedure, quality plan, job description samples were emphasized in order to set up a quality assurance system in the M0DAVIZY0N A.Ş. xiv

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