Total Quality Management

Cover
Copyright
Dedication
About the Author
Contents
Foreword
Preface
	Changes in the Third Edition
	Structure of the Book
	Key Features
	The Teaching and Learning Package
	Acknowledgements
Reviewers
1: Quality Concepts
	Quality Natural Foods Limited
	Introduction
	Definitions of Quality
		Customer-driven Definitions of Quality
	Garvin’s Approaches to Defining Quality
		1. The Transcendent Approach
		2. The Product-based Approach
		3. The User-based Approach
		4. The Manufacturing-based Approach
		5. The Value-based Approach
	Quality Management
	Important Quality Terms
		Quality Control vs Quality Assurance
	Importance of Quality
	Quality and Profit
	Types of Quality
		1. Quality of Design
		2. Quality of Conformance
		3. Quality of Performance
	Three Levels of Quality
	The Five Paradigms of Quality
		The Customer-craft Paradigm
		The Mass-production Paradigm
		The Statistical Quality Control Paradigm
		The Total Quality Management Paradigm
		The Techno-craft Paradigm
	Dimensions of Product Quality
	Dimensions of Service Quality
	Old Quality versus New Quality
	Cost of Quality (COQ)
		Size of Four Categories of Quality Costs
		Hidden Quality Costs
		Total Quality Costs
		Quality Costs in Service Organizations
		Identifying and Using Quality Cost Information
		Cost of Quality Assessment
	Quality Cost Indices
	Summary
	Key Terms
	Case Study
		Quality is King
		Company
		Business Segments
		The Cost of Success
		Quality Management
		For Discussion
	Exercises
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
2: Quality Gurus
	Eliyahu M. Goldratt
	Introduction
	Walter Shewart
	W. Edwards Deming
		The Deming Cycle: PDCA Cycle
		PDCA Cycle—Description
		Applications of the PDCA Cycle
		The Ramp of Improvement
		The Deming Chain Reaction
		Deming’s 14-Point Methodology
	Joseph Juran
		Juran’s Quality Trilogy
		Juran’s Formula
	Armand Feigenbaum
		Key Elements of Feigenbaum’s Philosophy of Quality Control
	Philip Crosby
		Crosby’s 14 Steps
	Kaoru Ishikawa
	Genichi Taguchi
		Design of Experiments
		Taguchi’s Approach
		Advantage of DOE Using Taguchi’s Approach
		A Review of Taguchi’s Method
	Quality Characteristic
		Factors and Levels
		Interaction Between Factors
		Noise Factors and Outer Arrays
		Order of Running Experiments
		Orthogonal Arrays
		MSD and S/N Ratios
		Taguchi’s Quality Loss Function
	Dr Shingo Shigeo
		Shingo’s Key Teachings
		The Shingo Prize for Operational Excellence
	Masaaki Imai
	Summary
	Key Terms
	Case Study
		Deming’s Red Bead Experiment at Technosystems
		Components of the Red Bead Experiment
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
3: The Philosophy of Total Quality Management
	TVS Motor Company
	Introduction
	Definitions of TQM
	The Total Quality System
	The Evolution of TQM—From Inspection to Total Quality Management
		The Four Stages of TQM
	Seven Phases in the Development of TQM
	Principles of Total Quality Management
	The Key Elements of TQM
	Core Concepts of TQM
		Customer Satisfaction
		Internal Customer Satisfaction
		All Work is Process
		Measurement
		Synergy in Teamwork
		People Make Quality
		Continuous Improvement Cycle
		Prevention
	Total Quality Management Excellence Model (TQMEX)
		The Japanese 5-S Practice (5 S)
		Business Process Management (BPM)
		Quality Control Circles (QCC)
		The Seven Quality Control Tools
		Quality Management Systems
		Total Productive Maintenance
	Traditional Organization versus TQM Organization
	Common Barriers to the Implementation and Development of a TQM Programme
	Prerequisites for TQM
	TQM Implementation
	Benefits of TQM
	Summary
	Key Terms
	Case Study
		Total Quality Management at Sundaram-Clayton Ltd
		The Company
		SCL’s Understanding of TQM
		TQM at Sundaram-Clayton
		Introduction Phase (1987–1990)
		Promotion Phase (1990–1994)
		Deployment Phase (1994–1998)
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
4: Leadership and Strategic Planning
	Quality Leader Venu Srinivasan
	Introduction
	Defining Leadership
	Quality Leadership
	Leadership Functions
		1. Transactional Functions
		2. Transformational Functions
	Visionary Leadership
	Six Natural Levels of Leadership Competencies
		Basic Leadership Competency Levels
		Advanced Leadership Competency Levels
	Corporate Social Responsibility
		CSR—A Historical Perspective
		Concept of CSR
		Defining CSR
		Components of Corporate Social Responsibility
		Issues of Social Responsibility for Various Stakeholder Groups
		Benefits of CSR
	Strategic Quality Management
		The Strategy Process
		Five Phases of SQM
		Hoshin Kanri: The Japanese SQM Model
	Balanced Scorecard
		The Learning and Growth Perspective
		The Business Process Perspective
		The Customer Perspective
		The Financial Perspective
		Benefits of Balanced Scorecard
	Quality Culture
		Five Stages of Quality Culture
		Building Quality Culture
	Change Management: Leading the Change to Quality Culture
		Forces of Change
		Resistance to Change and Approaches to Deal with Resistance to Change
		Key Strategic Principles Pertaining to the Dynamics for Strategic Change
	Summary
	Key Terms
	Case Study
		Corporate Social Responsibility at Amway Company
		What Does Amway Do?
		UNICEF
		Amway and UNICEF
		Stakeholder Expectations
		Developing CSR Strategies
		Communicating the Strategy
		Fundraising
		Conclusion
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
5: TQM Kitemarks
	Tata Business Excellence Model (TBEM)
	Introduction
	Japan’s Deming Prize
		Categories of the Deming Prize
		The Deming Application Prize—Checklist
	Malcolm Baldrige National Quality Award (MBNQA)
		Programme Impact
		Criteria for Performance Excellence
	IMC Ramakrishna Bajaj National Quality Award (IMC RBNQA)
	The European Quality Award
		The EFQM Excellence Model Criteria
	CII-EXIM Bank Award for Excellence
		Levels of Recognition
	Maturity Models
		International Quality Maturity Model
		Structure
		Manuals
		Self-assessment
		Scoring
	Capability Maturity Model Integration (CMMI)
		Benefits of Process Improvement
		Benefits of CMMI
		Main Features of CMMI
		Maturity or Capability Levels
		Staged
		Continuous
		Process Area (PA)
		Goals and Practices
	Summary
	Key Terms
	Case Study
		The Deming Prize and Sona Koyo
		The Company
		Performance of the Deming Prize Winners
		Sona’s Quality Journey
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
6: Statistical Concepts in Quality Management
	Quality Assurance at Apollo Hospitals
	Introduction
	Variation
		Variation Due to Natural Causes
		Variation Due to Assignable Causes
		Statistical Process Control (SPC)
		Quality Control Measurements
	Probability Distributions
		Laws of Probability
		Normal Distribution
			Exercise 1
	Measurement System Analysis (MSA)
		Precision and Accuracy of the Method of Measurement
	Process Capability
		Process Capability Study
		Process Capability Indices
		Process Performance Capability Ratio
	Sampling
		Acceptance Sampling
		Sampling Plans
	Quality Assurance
		Quality Assurance System
		Designing the Quality Assurance System
	Summary
	Key Terms
	Case Study
		Statistical Process Control at Motorola
		For Discussion
	Exercises
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
7: Six Sigma
	Lean Six Sigma
	Introduction
	Key Six Sigma Concepts
	The Six Sigma Quality Level
	Six Sigma versus Three Sigma
	Shifts and its Role
		Unshifted Processes
		Three Sigma Process with a 0.0 Shift in the Mean
		Six Sigma Process with a 0.0 Shift in the Mean
		Shifted Processes
		Three Sigma Process with a 1.5 Sigma Shift in the Mean
		Six Sigma Process with a 1.5 Sigma Shift in the Mean
	Defects Per Million Opportunities (DPMO)
	Six Sigma Strategy
	Implementing Six Sigma
	Define, Measure, Analyse, Improve and Control (DMAIC)
		Phase 1—Define
		Phase II—Measure
		Phase III—Analyse
		Phase IV—Improve
		Phase V—Control
	Define, Measure, Analyse, Design and Verify (DMADV)
	Six Sigma Training Programmes
		Champions and Sponsors
		Master Black Belt
		Black Belt
		Green Belt
		Yellow Belt
		Implementation of Six Sigma
			Step 1
			Step 2
			Step 3
			Step 4
			Step 5
	Summary
	Key Terms
	Case Study
		Six Sigma at Wipro Technologies
		Evolution of Six Sigma at Wipro
		Difficulties Encountered by Wipro and Learnings Building the Culture
		Project Selection
		Training
		Resources
		Project Reviews
		Implementation of Six Sigma at Wipro
			(I) For developing new processes
			(II) For improving existing processes
			(III) For re-engineering
		Six Sigma Consultancy at Wipro
		Reaping the Benefits
		Future Focus and Challenges
		For Discussion
	Short-answer Questions
	Mutiple-choice Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
8: Quality Improvement Tools
	Seven QC Tools
	Introduction
	The Pareto Chart
		Steps in Constructing a Pareto Chart
		Applications of the Pareto Chart
	Cause-and-effect Diagram
		Steps in Constructing a Cause-and-effect Diagram
		Applications of the Cause-and-effect Diagram
	Check Sheet
		Steps to Create a Check Sheet
		Applications of a Check Sheet
	Histogram
		Applications of a Histogram
	Scatter Diagram
		Steps in Constructing a Scatter Diagram
		Interpreting the Strength of a Scatter Diagram
		Applications of a Scatter Diagram
	Control Charts
		Natural Variations
		Assignable Variations
		Types of Errors
		Steps in the Construction of Control Charts
		Analysis of Patterns on Control Charts
		Types of Control Charts
		Control Charts for Variables
		Special Control Charts for Variables Data (X and S Charts)
		Control Charts for Attributes
		p Charts
		np Chart
		Charts for Defects
		u Charts
	Graphs
		Radar Charts
	Applications of the Seven Quality Control Tools in Six Sigma
	The Seven New Management and Planning Tools
		Affinity Diagram
		Relations Diagram
		Systematic or Tree Diagram
		Matrix Diagram
		Matrix Data Analysis
		Arrow Diagram
		Process Decision Program Chart (PDPC)
	Summary
	Key Terms
	Case Study
		Using Pareto Analysis to Focus on Reliability Improvement at NTPC
		Conducting Pareto Analysis
		Breakdown by Manufacturer and Model
		Approach for Isolation Valves
		Focus of the Investigation
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
9: Kaizen—Continuous Improvement
	Kaizen Participation Index
	Introduction
	Concepts of Kaizen
		Getting Started with Kaizen
		Gemba Kaizen
		Major Tools of Gemba Kaizen
	Lean
		Fundamental Lean Management Principles
		Building Blocks of Lean
		Tools for Continuous Improvement
		Identifying Opportunities for Kaizen
		Guidelines for Preparing the Kaizen Proposal
		Kaizen Sheet
		Reward Success
		Benefits of Kaizen
	What is the 5 S?
		The 5-S Movement
		Implementing the 5 S in an Organization
		Conducting a 5-S Audit
		1-S Audit
		2-S Audit
		3-S Audit
		4-S Audit
		5-S Audit
		Implementation Strategy
		Benefits of a 5-S Programme
	Kaizen versus Innovation
	Company-wide Quality Control (CWQC)
		Characteristics of CWQC
	Kaizen—The Practice
		Management-oriented Kaizen
		Group-oriented Kaizen
		Individual-oriented Kaizen
	Quality Function Deployment (QFD)
		House of Quality
		Building the House of Quality
	Quality Control Circles (QCC)
		Concept of Quality Circle
		Philosophical Foundation of Quality Circles
		Characteristics of Quality Circles
		Objectives of Quality Circles
		Basic Organizational Structure of Quality Circles
		Role of the Quality Circle Member
		Role of the Quality Circle Leader
		Role of the Facilitator
		Qualities Required for a Facilitator
		Role of the Management (Steering Committee)
		Steps for Establishing QCCs
		QCC Operation Cycle
		QCC and Employee Empowerment
		How to Empower Employees?
	The Suggestion System
		Benefits of the Suggestion System
		Standards for the Suggestion Scheme
		Procedure for Introducing Suggestion Systems
	Poka-yoke
		Step-by-step Process in Applying Poka-yoke
		Poka-yoke Devices
	Quality of Work Life
		Factors Influencing and Deciding the QWL
		Evaluation of QWL Programmes
	Summary
	Key Terms
	Case Study
		Kaizen Implementation at a National Bank
		A Typical Kaizen Schedule
		Making it Work
		Conclusion
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
10: Breakthrough Improvement
	Breakthrough Improvements at Apple Inc.
	Introduction
	Invention and Innovation
	Creativity
		Styles of Creativity
		The Creative Process
		Creative Problem-solving Tools
		The Six Thinking Hats
		CREATES
	Brainstorming
		Brainstorming Definitions
		How to Brainstorm?
		Step-by-step Guide to Brainstorming
		Individual Versus Group Brainstorming
	Innovation
		Economic Concepts of Innovation
		Types of Innovation
		Diffusion of Innovation—The S Curve
	The Theory of Inventive Problem Solving (Teorija Rezbenija Izobretatelashib Zadach, TRIZ)
		Genrich S. Altshuller, the Father of TRIZ
		The TRIZ Process
	Value Analysis/Value Engineering
		What Is Value Engineering?
		What Does Value Engineering Do?
		Identifying Priorities of VE
		Value Analysis and Value Engineering (VAVE)
		The Economic Value
		How to Use VAVE?
		Understanding Value Engineering
		Benefits of VE
	Summary
	Key Terms
	Case Study
		Crescent Chemicals and Pharmaceuticals Limited
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
11: Benchmarking
	Benchmarking at Xerox Corporation
	Introduction
	Benchmarking: What Is It?
	An Overview of Benchmarking
	The Evolution of Benchmarking
	Advantages of Benchmarking
	Types of Benchmarking
		1. Strategic Benchmarking
		2. Performance Benchmarking
		3. Process Benchmarking
		4. Functional Benchmarking
		5. Internal Benchmarking
		6. External Benchmarking
		7. International Benchmarking
	Designing the Benchmarking Process
		Phases in the Benchmarking Process
	Prerequisites for Benchmarking
		Code of Conduct for Benchmarking
		Costs of Benchmarking
		Guidelines for Successful Benchmarking
		Limitations to Benchmarking
		Common Pitfalls in Benchmarking
	Summary
	Key Terms
	Case Study
		Benchmarking at Jindal Iron and Steel Company
		Benchmarking at JISCO
		The Team
		Marketing
		Plant Performance
		Organizational and Manpower Competence
		Benefits of Benchmarking
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Project
	End Notes
12: Business Process Re-engineering
	BPR at Mahindra & Mahindra Limited
	Introduction
	When Is BPR Used?
	Key Concepts of BPR
		The Fundamental Questions
		Radical
		Dramatic
		Processes
		Customers
	The 3 R’s of Re-engineering
		1. Rethink
		2. Redesign
		3. Retool
	Emergence of BPR
	Requirements of the Re-engineering Process
		1. Clean Slate Approach
		2. Critical Processes
		3. Process Analysis
		4. Cross-functional Teams
		5. Strong Leadership
		6. Information Technology
	Rules of BPR
		Rule 1: Organize Around Outcomes, Not Tasks
		Rule 2: Have Those Who Use the Output of the Process Perform the Process
		Rule 3: Merge Information Processing Work with the Real Work that Produces the Information
		Rule 4: Treat Geographically Dispersed Resources as Though they Work in a Centralized Manner
		Rule 5: Link Parallel Activities Instead of Integrating their Results
		Rule 6: Make the Decision Point where the Work Is Performed and Build Control in the Process
		Rule 7: Information Should Be Captured Once at the Source
	Benefits of BPR
	Business Process Re-engineering Methodologies
		The Hammer and Champy Methodology
		Davenport’s and Short’s Methodology
		Process Analysis and Design Methodology (PADM)
		Jacobson’s Methodology/Object-oriented Methodology
	Consolidated Methodology
		Activity 1: Prepare for Re-engineering
		Activity 2: Map and Analyse the As-Is Process
		Activity 3: Design the To-Be Processes
		Activity 4: Implement Re-engineered Process
		Activity 5: Improve Process Continuously
	Implementation of BPR
		Implementation of BPR in Projects
	Re-engineering in the Service and Manufacturing Industry
		Re-engineering in the Service Sector
		Re-engineering in the Manufacturing Sector
	Re-engineering Structure
		BPR Leader
		Process Owners
		Re-engineering Teams
		Other Employees Involved in the Re-engineering Process
		BPR Teams in Project Management
	Limitations and Issues in BPR
	The Relationship between BPR and TQM
	Summary
	Key Terms
	Case Study
		ERP Implementation at Escorts
		Challenges
		Selecting and Implementing the ERP System
		The Company Network
		BPR
	Discussion Questions
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
13: Business Process Management
	BPM at General Electric
	Introduction
		Evolution of BPM
		Scope of Process Management
	Designing Processes for Quality
		The Process Owner
		Design Processes
	Process Mapping
		Process Mapping Essentials
		Process Mapping Tools
			1. Basic Flowchart
			2. Swim Lane Diagram
			3. Value Stream Map (VSM)
			4. SIPOC Diagram
			5. Spaghetti Diagram
	The BPM Implementation Framework
		1. Organizational Strategy
		2. Process Architecture
		3. Launch Pad
		4. Understand
		5. Innovate
		6. Develop
		7. People
		8. Implement
		9. Realise Value
		10. Sustainable Performance
		Process Management Practices
	Summary
	Key Terms
	Case Study
		Business Process Management at Otis
			About the Company
			The Need
			Solution
			Enquiry Module
			Proposal
			Order Finalization
			Order Booking and Data Release
			Building Progress Report
			Scheduling
			Manufacturing of Materials
			Dispatch
			Receipt of Material at Site
			Erection
			Handover
		Benefits of BPM at Otis
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Project
	End Notes
14: Total Productive Maintenance
	TPM at Toyota Kirloskar Auto Private Limited
	Reliability
		Defining Reliability
		Reliability Measurement
		MTTF and MTBF
	Failure Mode and Effect Analysis (FMEA)
		When to Use FMEA?
		Types of FMEAs
		FMEA—Procedure
		Benefits of FMEA
	Total Productive Maintenance (TPM)
		History of TPM
		Objectives of TPM
		Overall Equipment Effectiveness (OEE)
		Six Big Losses
	Eight Pillars of TPM
		Pillar 1—Jishu Hozen (Autonomous Maintenance)
		Pillar 2—Kobetsu Kaizen (Focused Improvement)
		Pillar 3—Planned Maintenance (PM)
		Pillar 4—Hinshitsu Hozen (Quality Maintenance)
		Pillar 5—Education and Training
		Pillar 6—Development Management (Early Management)
		Pillar 7—Safety, Health and Environment
		Pillar 8—Office TPM
		PQCDSM in Office TPM
		How Office TPM Supports Plant TPM
		Extension of office TPM to suppliers and distributors
		Implementing TPM
		TPM—Various Myths
		TPM Awards
	Summary
	Key Terms
	Case Study
		TPM at MRC Bearings
		Problem Identification
		TPM Journey
		Lessons Learnt
		For Discussion
	Exercise
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
15: Customer-driven Quality
	Customer-driven Quality at Wal-Mart Inc.
	Introduction
	Who Is a “Customer”?
	Customer Perceptions of Quality
	Need for Customer Focus
	Buyer–Supplier Relationships
	Customer Relationship Management (CRM)
	CRM Defined
	Emergence of CRM
	Schools of Thought on CRM
	Purpose/Objectives of CRM
	Components of CRM
		Types of CRM
	The Ladder of Loyalty
		Suspect
		Prospect
		Buyer
		Customer
		Frequent Customer
		Loyal Customer
		Advocate
		Partner
	Levels of Relationship Strategies for Bonding Customer Relationship
		Level 1—Financial Bonds
		Level 2—Social Bonds
		Level 3—Customization Bonds
		Level 4—Structural Bonds
	Customer Defections
		Types of Defectors
		Zero Defections
	Customer Retention Programmes
		Step 1: Review the Mission Statement
		Step 2: Research Your Customer Base
		Step 3: Measure Customer Defection Rates
		Step 4: Stay in Front of Customers
		Step 5: Take the Extra Mileage
		Step 6: Create a Proprietary Way of Communicating or Servicing Customers
	Economics of Customer Relationship Management
	Creating Relationship Value (Lifetime Value of Customers)
		Dimensions of CLV
		Customer Portfolios
		How to Make a CLTV Method Successful?
		Customer Value Management
		Three R’s of the CVM Cycle
	Customer Acquisition and Segmentation
		Customer Acquisition Management
		Linking Profitability and Loyalty
		Customer Lifecycle Management
	Framework for Building CRM Strategy
		Switching
		Satisfaction
		Trust
		Commitment
		Loyalty
	Ten Tips to Build Customer Loyalty
	Models of CRM
		1. The Identify, Differentiate, Interact, Customize (IDIC) Model
		2. The Value Discipline Model
		3. The Gartner Competency Model
		4. The QCi Model
		5. Payne’s Five-process Model
		6. The Francis Buttle Model (CRM Value Chain)
		Implementation of CRM
	CRM in B2B and B2C Context
	CRM Scorecards
	Role of IT in CRM
		e-CRM
	Different Levels of e-CRM
		Benefits of CRM
	CRM Future
	Summary
	Key Terms
	Case Study
		Customer Relationship Management at Bharti
		The Case for CRM
		Oracle CRM Platform
		Rolling Out
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
16: TQM in Services
	Quality Services at Housing Development Finance Corporation Limited
	Introduction
	Service Industry and Quality
	Value in the Service Industry
	Classification of Services
	Defining Service Quality
		Performance
		Features
		Service
		Warranty
		Price
		Reputation
		Components of Service Systems Quality
		Dimensions of Service Quality
		Process of Service Quality Management
		Tools Used for Determining Customer Expectations
	The Servqual Model
		SERVQUAL Applications in Education
		Schools of Quality
		SERPVAL Scale
	Hospitality Sector
		Classification of the Hospitality Industry
		Star Rating
		Diamond Rating
	Improving the Service Quality
		Pre-requisites for Achieving Service Quality
	Summary
	Key Terms
	Case Study
		Hotel Valuation Services (HVS)
		Challenges for the Hospitality Sector
		HVS Recommendations
		Hotel Rating Process
		Hotel Rating System in India
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
17: Quality Management System
	Integrated Management System
	Introduction
	Institutions Promoting Quality Movement in India
	Development of the ISO 9000 Standards
		ISO 9001:2015
		Benefits of ISO 9001 Certification
		Quality Management Principles
	Quality Management Systems: An Introduction
	Process Approach
	ISO 9001:2015 Quality Management Systems Requirements
		Basic Clauses
		ISO 9001:2015 Structure
		Main Clauses
		Mandatory Documents and Records Required by ISO 9001:2015
		Non-mandatory Documents
	ISO 14000 Series
		Key Benefits of Environmental Management System
		Requirements of ISO 14001:2015
		Mandatory Documents and Records Required by ISO 14001:2015
	Occupational Health and Safety Management Systems
		Requirements of ISO 45001:2016
		Benefits of an OHSMS
		Five Steps of an OHSMS
		Documentation Requirements
		Integrated Management System
	Summary
	Key Terms
	Case Study
		Implementing Quality Management System at Hyundai Motors
		QS 9000
		QS 9000 at Hyundai
		Benefits of QS 9000 Certification for Hyundai
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
18: Management Audit
	National Accreditation Board for Certification Bodies
	Introduction
	ISO 19011:2011 Versus ISO 19011:2002
		New Scope
		New Focus
		New Principle
		New Concept
		New Method
		New Annexes
		Purpose of Audits
		Types of Audit
	ISO 19011:2011 Versus ISO IEC 17021:2015
	Guidelines for Auditing Management Systems ISO 19011:2011
		Clause 1: Scope
		Clause 2: Normative Reference
		Clause 3: Audit Terms and Definitions
		Clause 4: Audit Principles
		Clause 5: Managing an Audit Programme
			Clause 5.1: Create Your Audit Program
			Clause 5.2: Establish the Audit Programme Objectives
			Clause 5.3: Establishing the Audit Programme
				Clause 5.3.1: Roles and Responsibilities of the Person Managing the Audit Programme
				Clause 5.3.2: Competence of the Person Managingthe Audit Programme
				Clause 5.3.3: Establishing the Extent of the Audit Programme
				Clause 5.3.4: Identifying and Evaluating Audit Programme Risks
				Clause 5.3.5: Establishing Procedures for the Audit Programme
				Clause 5.3.6: Identifying Audit Programme Resources
			Clause 5.4: Implementing the Audit Programme
				Clause 5.4.1: General
				Clause 5.4.2: Defining the Objectives, Scope, and Criteria for an Individual Audit
				Clause 5.4.3: Selecting the Audit Methods
				Clause 5.4.4: Selecting the Audit Team Members
				Clause 5.4.5: Assigning Responsibility for an Individual Audit to the Audit Team Leader
				Clause 5.4.6: Managing the Audit Programme Outcome
				Clause 5.4.7: Managing and Maintaining Audit Programme Records
			Clause 5.5: Monitoring the Audit Programme
			Clause 5.6: Reviewing and Improving the Audit Programme
		Clause 6: Performing an Audit
			Clause 6.1: General
			Clause 6.2: Initiating an Audit
				Clause 6.2.2: Establishing Initial Contact with the Auditee
				Clause 6.2.3: Determining the Feasibility of the Audit
			Clause 6.3: Preparing Audit Activities
				Clause 6.3.1: Performing Document Review in Preparation for the Audit
				Clause 6.3.2: Preparing the Audit Plan
					Clause 6.3.2.1: Study Source Documents
					Clause 6.3.2.2: Prepare Official Audit Plan
				Clause 6.3.3: Assigning Work to the Audit Team
				Clause 6.3.4: Preparing Work Documents
			Clause 6.4: Conducting the Audit Activities
				Clause 6.4.1: General
				Clause 6.4.2: Conducting the Opening Meeting
				Clause 6.4.3: Performing Document Review While Conducting the Audit
				Clause 6.4.4: Communicating During the Audit
				Clause 6.4.5: Assigning Roles and Responsibilities of Guides and Observers
				Clause 6.4.6: Collecting and Verifying Information
				Clause 6.4.7: Generating Audit Findings
				Clause 6.4.8: Preparing Audit Conclusions
				Clause 6.4.9: Conducting the Closing Meeting
			Clause 6.5: Preparing and Distributing the Audit Report
				Clause 6.5.1: Preparing the Audit Report
				Clause 6.5.2: Distributing the Audit Report
			Clause 6.6: Completing the Audit
			Clause 6.7: Conducting Audit Follow-up
		Clause 7: Competence and Evaluation of Auditors
			Clause 7.1: General
			Clause 7.2: Determining Auditor Competence to Fulfil the Needs of the Audit Programme
				Clause 7.2.1: General
				Clause 7.2.2: Personal Behaviour
				Clause 7.2.3: Knowledge and Skills
					Clause 7.2.3.1: General
					Clause 7.2.3.2: Generic Knowledge and Skills of Management System Auditors
					Clause 7.2.3.3: Discipline and Sector-specific Knowledge and Skills of Management System Auditors
					Clause 7.2.3.4: Generic Knowledge and Skills of an Audit Team Leader
					Clause 7.2.3.5: Knowledge and Skills for Auditing Management Systems Addressing Multiple Disciplines
				Clause 7.2.4: Achieving Auditor Competence
				Clause 7.2.5: Audit Team Leaders
			Clause 7.3: Establishing the Auditor Evaluation Criteria
			Clause 7.4: Selecting the Appropriate Auditor Evaluation Method
			Clause 7.5: Conducting Auditor Evaluation
			Clause 7.6: Maintaining and Improving Auditor Competence
		Annex A (Informative)
		Annex B (Informative)
	ISO/IEC 17021:2015
		Four Phases of an Audit
	Certification
		Steps to ISO Certification
		International Organization for Standardization Registrars
		Registration Process
	Summary
	Key Terms
	Case Study
		Supplier Quality Audit at Tata Motors
		Tata Indica
		Outsourcing
		Supplier Quality Audit
		For Discussion
	Short-answer Questions
	Match the Following
	Discussion Questions
	Projects
	End Notes
Index