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Yeni gemi inşaatında kalite güvence modeli olarak ISO 9001

Başlık çevirisi mevcut değil.

  1. Tez No: 75179
  2. Yazar: SEMA GÜÇER
  3. Danışmanlar: DOÇ. DR. OSMAN AZMİ ÖZSOYSAL
  4. Tez Türü: Yüksek Lisans
  5. Konular: Gemi Mühendisliği, Marine Engineering
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1998
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: Gemi İnşaat Mühendisliği Ana Bilim Dalı
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 148

Özet

ÖZET Çalışmada kalite kavramının sanayi içinde basit bir kelimeden matematiksel ifade edilen ve ölçülebilen bir kavram haline gelişi anlatılmıştır.“Benim malım müşterinin istek ve ihtiyaçlarını karşılayacak kalitede olacak”felsefesiyle üretim yapma şeklinin, kalite güvence sisteminden geçtiğini ve müşteri memnuniyetinin ve kalitenin zor da olsa ölçülebilen kavramlar olduğunu görülmüştür. Uluslararası geçerliliği olan ve üretim tipine göre seçilen ISO 9001, ISO 9002 ve ISO 9003 Kalite Güvence Sistemi Modeli Standartları 'nın doğru uygulanmasıyla alınan belge, firma başarısı için ne ifade ettiği ve hangi kapılan açtığı sorularına cevap aranmıştır. Kalite yönetiminin seri üretim yapan işletmelerde büyük iyileştirmeler sağlayacağı ortadadır ve bu işletmelere belge alınması yönünde müşteri baskısı da vardır. Gemi İnşaa Sektörü'ne bakıldığında, bir otomotiv veya beyaz eşya sektörüne göre teknolojinin geriliği dikkat çeker. Ayrıca bu sektörün uluslararası rekabet gücünü oluşturan tek özelliğin ucuz işçilik ücretleriyle çalışılmasıdır. Ayrıca, geminin klaslanabilmesi için zaten zorunlu olarak uyulması gereken standartlar vardı. Fakat, sektörün çok inişli çıkışlı olması ve bu işe çok para yatırmasına rağmen karşılığım alamamış iki büyük tersanenin pek de olumlu örnekler olmaması soru işaretlerini çoğaltmaktadır. Böyle bir sisteme yatırım yapmaya gerçekten değer midir? Yeni Gemi İnşaa yapan bir tersanenin kalite güvence sistemine neden ihtiyaç duyabileceği sorusunu, literatür araştırmaları, teknik gezi sırasında görüşülen iki tersane ve Germanischer Lloyd yetkililerinin fikir ve tecrübeleri alınarak cevaplandırılmaya çalışılmıştır. Ayrıca, Tuzla bölgesinde bu konu üzerine çalışan bazı tersanelerin görüşlerine de yer verilmiştir. Literatür araştırmaları sırasında gözden geçirilen proses analizi ve süreç iyileştirmesi kavranılan, iş akışlarının standardizasyonu ve dokümantasyonu konusuna yeni ufuklar açtığına inanılmaktadır. Özellikle 2000 yılı için hazırlanan yeni ISO 9000 standartlarının proses oryantasyonlu olduğunu görülünce, Yeni Gemi İnşaat'ındaki tüm prosesleri inceleyerek bir model oluşturulması uygun görülmüştür. vuı

Özet (Çeviri)

A QUALITY ASSURANCE MODEL BASED ON ISO 9001 IN NEW BUILDING SHIPYARDS SUMMARY The thesis describes the basic tasks required to assure products and services that meet the quality objectives of management and furthermore the ISO 9001 implementation based on the 'process orientation' approach in a new shipbuilding shipyard. The fundamental functional and organisational components of a new shipbuilding shipyard are explained, analysed and described as processes. By necessity, the emphasis is on tasks. The word 'quality' was defined by ISO 8402 as“The totality of features and characteristics of a product or service that bear on its ability to satisfy the stated or expected needs'. Another well accepted definition addesses the quality as the customer satisfaction. The development in the understanding of the quality concept may be shown in Table 1 : Table 1 The history of the quality concept It is usefull to give the definition for the terms of quality assurance and the quality system before explaining the ISO 9001 standard and its requirments: Quality assurance: All Those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy the given requirements for quality.Quality system: The organisational structure, responsibilities, procedures, processes and resources for implementing the quality management. The quality of a product or service, as a judget by the end user, is the final criterion for measuring success. This simple lesson is absolutely critical to the long- therm viability of the company. It is extremly easy for a company to inadvertently slip into the trap of judging quality by asking if everyone has met his or her responsibilities. This practice misses the point of the quality of a product is worth the cost, relative to he competitor's product. In the pre-industrial age the craftsmen sold directly to the end user who they usually knew personally. With this arrangement there was no need for any kind of a formal organization, for quality or any other reason. This began to change with the industrial revoluion. In the early 1900's mass production methods were pioneered by Henry Ford and the management systems adjusted accordingly. ”Scientific management“ emerged as the dominant management style. Among other things, scientific management involves the division of labour and organization along the lines of the tasks managed. The next step in this revolution was to create a separate department for inspection known as the quality engineering deparment. The job title of many of these new professionals was quality control engineer. After that, present ISO in 1987 the Quality Assurance System Standards 'ISO 9000'. The standards determines the proper quality system requirements for the supplier to prove the ability needed to provide the products or services to meet the stated specifications and also facilitates the evaluation by the independent expert third parties. The objective is to prevent the errors before they occur and to produce the product or the service satisfying the needs of the customer at the optimum cost. The ISO 9001:1994 quality assurance system model has 20 structural components : 1. Management responsibility 2. Quality system 3. Contract review 4. Design control 5. Document and data control 6. Purchasing 7. Control of customer supplied product 8. Product identification and traceability 9. Process control 10. Inspection and testing 11. Control of inspection, measuring and test equipment 12. Inspection and test status 13. Control of non-conforming product 14. Corrective and preventive action 15. Handling, storage, packaging, preservation and delivery 16. Control of quality records 17. Internal quality audits 18. Training 19. Servicing 20. Statistical techniquesA lot of people think that quality is the responsibility of specialists in the quality department. In fact, this is decidedly not the case. The specialists in the quality department have only a secondary responsibility for most of the important tasks that impact quality. The top management is responsible for establishing the company policy on quality. This policy forms the basis of the requirements. Every company has to describe: What's quality for us? This question may seem simple or obvious, but often controversy and debate over the process of quality improvement can be resolved by adressing this query first. A successful quality improvement effort needs more than commitment. First, quality needs to be defined-what goal is the company working toward? Once specific quality objectives have been defined. Then, techniques for problem identification and problem solving are needed. The basic element of product quality described by Garvin can be used as a starting point in analysing and discussing a company's quality goals. There's no shortage of options and strategies avaible to companies that want to improve the quality of their products or services. Neverthless, the successfull implementation of quality efforts can be hindered by a number of bariers relating to the employee, the job and the organization. Individual bariers include employee motivation, skills, and knowledge. Management has a fundemental responsibility to ensure that's employees are motivated to do a quality job. Theories of motivation can provide some guidance. An important caveat concerns individual differences. Although basic needs are similar for all employees, the higher-level needs are more comlicated. Therefore, sensitivity to the specific needs of individual employees is important to immediate supervision. As well as the awareness of other factors which effect motivation. No matter how highly motivated employees are, their ability to consistently demontrates good performance is depended on having both proper tools and knowledge. Assestment of training needs and availability of training on qualiy- related topics, such as problem solving methods, provide a necessary first step to quality improvement. The nature of the job itself affects quality outcomes. Job enrichment and work teams focus attention on the characteristics of specific jobs and how jobs mesh together througout an organization. Gains in both quality and productivity have resulted from adaption of work structures that support greater employee involvement. Jobs can be improved by giving employees responsibility for an piece of the product. Changes that allow individuals or teams greater variety, challenge, and control in their jobs have many benefits, but such changes are often uncomfortable to both management and employees. Thus, the process is rarely quick or without difficulties and cost. The excessive cost of ”business as usual“, however, cannot be ignored. To successfully overcome bariers in the indivudial and job levels requires fundemental changes in the traditional company culture. The viability of traditional approachs in the current, highly competetive business enviroment is waning. The appeal of alternative approachs to management and the burgeoning interests in the massages of quality experts such as Deming and Juran testify to the growing awareness of the need for broad-based changes in company culture. XIThe first step to establish a quality system for a company is to begin using the ISO 9000 standards. The working drafts of ISO 9001: 2000 and ISO 9004: 2000 are at an early stage of development, and are being issued to provide all interested with much needed early information on the fixture standards, as regards structure and scope. The introductory sections to the drafts have yet to be developed. The specified role for the future ISO 9001 standard is 'To provide confidence as a result of demonstration, in product conformance to established requirements.”While that for future ISO 9004 standard is 'To achieve benefits for all stakeholders groups through sustained customer satisfaction." It's intended that the standards will be generic in nature, allowing their use in such diverse sectors as hardware, software, processed materials and service. The standards are aimed to be a consistent pair. The apparent changes are the common structure of the two drafts and the use of the following main clause titles: « Management responsibility. Resource management. Process management. Measurement and analysis improvement This takes account of reality that many organisations have already redesigned their quality management system to be process-oriented. The process oriented quality system implementation focuses on the real processes that a company executes in a logical manner. The processes are the entities that have been planned beforehand and have inputs and outputs in order to fulfil the quality objectives in the final product or service. Each company has a different structure and work flow in comparison with the other companies even though they could oparate in the same business sector. Therefore, firstly, the company must know its existing structure and then the definition and the formation of the processes could be initiated. It is possible to model the quality system with its inputs, outputs and supporting tools as a process (Fig.1). Fig. 1 Process Model MANAGEMENT INPUT OUTPUT MEASURE- IMPROVEMENT The inputs to the quality system are; the specifications, requests, expectation and the requirements of the customers. The outputs are; the product and meeting the xnexpectations. The supporting tools are regarded as the management, measurement and improvement. The answer to the question of how, who and where in relation to the activities executed in shipbuilding may exhibit changes from one shipyard to another, but the actual work carried out. is similar. Classical new shipbuilding processes include: The process mentioned above meet some of the requirements set by ISO 9001 Quality Assurance System. The rest of the standard requirements can be named as 'Quality System Processes'. The cross-reference üst of the ISO 9001 standard requirements and the classical shipyard processes are presented in Table 2. Table 2 The cross-reference list of ISO 9001 stsndard requirements and the classical shipyard processes This model has been explained by analysing some shipyards around Tuzla coast, which are trying to implement a quality assurance system. Furthermore Xlllconversation notes of Germanischer Lloyd and 2 abroad shipyards, which have ISO 9001 certification were used. It was interesting to see that a lot of shipyards were using the ISO 9001 Quality Assurance System as a support tool on the way of development. xiv

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