Journal of Materials Processing Technology 162–163 (2005) 718–724

Implementation of APQP-concept in design of QMS

M. Bobrek a , M. Sokovic b,∗
a Faculty of Mechanical Engineering, University of Banjaluka, V. S. Stepanovica, 78000 Banjaluka,
Bosnia and Herzegovina, Republika Srpska
b Faculty of Mechanical Engineering, University of Ljubljana, Askerceva 6, SI-1000 Ljubljana, Slovenia

Abstract

General theory of systems gives general principles of study and reinstatement (design) of all types and varieties of systems. From this point
of view, it is possible to identify common design principles of technical and management systems. For designing, understanding and mastering
product quality planning the Advanced Product Quality Planning (APQP)-concept is often employed. This concept belongs to standardized
quality management in automotive industry (QS 9000 demands).
This contribution is an attempt to elaborate an analogy – with APQP-concept – in design and implementation of quality management systems
(QMS). The required phases and processes of design methodology are identified along with the possibility for employment of computer-aided
tools for automatic design.
© 2005 Elsevier B.V. All rights reserved.

Keywords: Management systems; APQP-concept; QMS design

1. Introduction 2. Modern organization theory and design approach

Contemporary publications on organization and man-
agement theory emphasise the role of design approach to
management systems, as it is common in technical systems.
It is considered that the best way to learn a system is to design
it. “The design methodology requires that designers learn
how to use what they already know, learn how to realize what
they do not know and learn how to learn what they need to
know. Finally, producing a design requires an awareness of
how activities of one part of a system affect and are affected
by other parts. This awareness requires understanding the
nature of interactions among the parts” [1].
Within this we can at least identify parameters like: sys-
tem and environment components, input–output vectors, ob-
jective function, system translation operator (process model),
characteristics and state vectors. The definition of these pa-
rameters and adequate design procedure enable sufficient
data quantity for physical system realization and operation
throughout its life cycle.
Organizaton systems designers can easily find the fun-
damental knowledge and tools in the principles of general
system theory. The systemic approach has been following
changes in organization and management theory. The main
focus of theoriticians today is the so-called design approach to
interactive management, which could be applied in designing
and research of social model management1 structures. Under
this social model, the leaders’ jobs are to manage purposes,
structures and processes of the organization [2].
This approach contributes to a holistic communication lan-
guage (language of the system), which makes it possible to
see through chaos and understand the future.
Modern writing on systems thinking sets five fundamen-
tal dimensions of the organization system structure (Fig. 1),
which can operate in accordance with the social model of
management. There is a strong correlation between this struc-
ture and the process model concept in ISO 9000 standards
1 Social model of management is preceded in theory by Taylor’s and Ford’s

mechanical model, which describes organization as a machine and biological

∗ Corresponding author. Fax: +386 61 218 567. model (since 1930 up to now) by which organization imitates human body
E-mail address: mirko.sokovic@fs.uni-lj.si (M. Sokovic). structure.

0924-0136/$ – see front matter © 2005 Elsevier B.V. All rights reserved.
doi:10.1016/j.jmatprotec.2005.02.225
 M. Bobrek, M. Sokovic / Journal of Materials Processing Technology 162–163 (2005) 718–724
Fig. 1. Fundamental dimensions of the organization system structure.
which is visible in clear location of transformational pro-
cesses which transform input to output in a way to satisfy
customers and organizational, and management processes
which lead the organization toward balanced interests of
stakeholders.
2.1. Contribution of management systems integration
A valuable contribution to the affirmation of the role of
organization systems design is made by an existing trend in
theory, practice and management standardisation in integrat-
ing all aspects of management in organizations. The trend has
resulted in a standard structure of the management process,
which represents a competent foundation for the process of
management system design.
Comprehensive examination various concepts and trends
in literature related to management systems intergration is
presented by Barrie and Dale [3]. The results of the above
examination are summarized into four areas of interest:
- Integration in organizational behaviour, where integration
is considered as the degree of coordination and cooper-
ation needed to overcome differentiation (differences in
structures, goals and attitudes) and establish a common
outlook.
- Integration in systems concept, where integration and
alignment increase efficiency and effectiveness. In an in-
tegrated system, subsystems lose their independence. The
concept does not mention culture.
- Integration in quality management which is associated with
deployment and refers to the degree of alignment and har-
monization with the European Model for TQM, levels of
TQM activity stages of quality culture.
- Integration in management system standards is associated
with alignment, harmonization and compatibility and im-
plies a single top-level system. The standards do not men-
tion culture.
The results of the examination of the area of interest show
that, in addition to the need for a definition of an integrated
management systems (IMS):
719
• The literature on organizational behaviour associates inte-
gration with coordination and cooperation, and the words
alignment and compatibility are not used.
• In the management system standards literature, integration
and alignment are two separate approaches rather than as-
sociated terms. The association between integration and
performance improvement is also less clear.
• Culture in the organizational behaviour area is portrayed
as “a common outlook” and “differences in attitudes”, but
while quality management recognizes the importance of
culture, the standards and system concept do not address
it.
• The literature on management system standards suggests
that differences in the scope of the standards are important
[3].
Integration systems, in whatever form, should always lead
to a more effective system. The benefits include:
- improved operational performance, internal management
methods and cross functional teamwork;
- higher staff motivation;
- fewer multiple audits;
- enhanced customer confidence;
- reduced costs.
2.2. Contribution of the systems approach to
management
A systems approach to management has an important role
in organization, and it is emphasized by ISO 9000 standards
as one of eight quality management principles. The main
contribution of the systems approach to the design process
of management system is in putting on a platform for effec-
tive use of applied engineer design logic and usage of usual
engineering design methods and tools.
Correct understanding and complete implementation of
the system definition, in the organizational systems field:
“elements structure, their relations and processes that accom-
plish purpose of system existence”2 result in a growing num-
ber of successful management examples.
Within the theory of systems, a convention on their graphic
model has been adopted, indicating that for a complete iden-
tification of a system it is necessary to define the following
system quantities as is shown in Fig. 2.
The systems concept treats organizations as open systems,
where the elements/parameters of the system are the input,
and the process, output and feedback control. The concept
indicates that the elements should be compatible with each
other and both the elements and the boundary of the system
should be defined [4]:
- All the subsystems necessary to a system describe the sys-
tems boundary. The boundary of the system defines its
2 Definitions stand for authors attempt to integrate numerous statements
in a system theory.
720 M. Bobrek, M. Sokovic / Journal of Materials Processing Technology 162–163 (2005) 718–724
Fig. 2. Graphic model of the system.
scope. The boundary determines the totality of inputs, pro-
cesses boundary and outputs required to operate a system.
- In an integrated system, the subsystem outputs all con-
tribute to the final system output and the subsystems and
their elements lose their independent character.
The system concept treats compatibility, harmony and
alignment of subsystems as important, especially to achieve
a synergetic effect. “In this way, two key principles follow
from the systems view, which apply to all kind of systems,
from tiny electric motors to enormous corporations and gov-
ernments:
1. The first principle is that the most critical cause of success
in a system may not be whether each element does “its job”
but whether the elements interact well.
2. The second is that any single measure of success will mis-
lead you, and you can understand and track the success of
the system only by following a carefully chosen portfolio
of measures”.
The use of systems approach in management has been
comprehensively elaborated in the earlier and contemporary
literature about management. The intention of this article is
to emphasize the contribution of this approach to the man-
agement system design methodology.
Fig. 3. IDEF 0 model for quality management.
Although there are certain weaknesses in the systems ap-
proach in organizational and management theory, especially
regarding human behavioural role and influence of cultural
traditions, its role in the setting of management system con-
cepts is still undeniable. This is especially recognizable in
Deming’s concept of management theory, which has been
fully accepted by standard concepts of management systems
quality management systems (QMS), environmental man-
agement systems (EMS), OH&SMS and on which the con-
cept of their integration into IMS is based.
2.3. Information technologies as management system
design tools
The role of using information technology in effective and
efficient functioning of an organization system is very signif-
icant, especially in those aspects and modules related to the
concept of management information system (MIS). However,
information technologies related to structural system analysis
(SSA) have a particular importance for the systems approach
in management system design [5,6]. One of the methodolo-
gies that contribute to this concept is the establishment of a
process system model, with identification of all input–output
connections and simulation of their interdependences by re-
searching what-if events. In management theory and practice
there are tools and software available, which efficiently sup-
port process network researching in organizational systems,
like IDEF 0 methodologies (Fig. 3), supported by software
tool BP win. In the further process, these tools represent an in-
tegral part of computer-aided software engineering (CASE).
Fig. 3 shows one possible structure of the process model,
which has been designed by the BP win tool in accordance
with ISO 9001:2000 demands. It enables detailed classifica-
tion of all processes using the decimal system classification
at a sufficient level of the process model decomposition,
as well as updating all relevant data about processes,
 M. Bobrek, M. Sokovic / Journal of Materials Processing Technology 162–163 (2005) 718–724
input–output relations and their characteristics. The quantity
of data fully meets the requirements of the applicative
model in QMS (IMS) design. It enables automatic creation
and updating of QMS (IMS) documentation by generating
appropriate computer queries in a unified database.
3. Management system design methodology in
management standards
Concrete and clear demands related to the management
system design process are given in ISO 9001:2000. In clause
5.4.2, this standard for quality states a need management sys-
tem planning “top management shall ensure that:
(a) the planning of the quality management system is carried
out in order to meet the requirements given in 4.1, as well
as the quality objectives;
(b) the integrity of the quality management system is main-
tained when changes to the quality management system
are planned and implemented”.
The requirement of standards which can be taken as rele-
vant for the process of management system design is found
in clause 4.1. “The organization shall establish, document,
implement and maintain a quality management system and
continually improve its effectiveness in accordance with the
requirements if this International Standard. The organization
shall:
(a) identify the processes needed for the quality management
system and their application throughout the organization
(see 1.2);
(b) determine the sequence and interaction of these pro-
cesses;
(c) determine criteria and methods needed to ensure that both
the operation and control of these processes are effective;
(d) ensure the availability of resources and information nec-
essary to support the operation and monitoring of these
processes;
(e) monitor, measure and analyse these processes;
(f) implement actions necessary to achieve the objectives
and continual improvement of these processes”.
Clause 4.2 states detailed demands for creating QMS doc-
umentation. These demands are also explicitly formulated in
other management standards, such as ISO 14000. From the
aspect of design, QMS documentation appears as the result
(output) of the system design process, analogous to the prod-
uct project in the product design process. In this sense, the
designer of the management system has a very clear and pre-
cise requirement.
What has not been satisfactorily articulated by manage-
ment standards, or in management theory and practice, is the
very procedure or process of management system design. ISO
9000:2001 uses terms such as “establish” and “document” for
this process, leaving interpretation and use of these terms up
to managers, consultants, experts and their teams. Authors
721
believe that there is space for a more precise definition of
the design process in management and organization systems
by using appropriate scientific methods and practical expert
experience.
In the field of scientific method, the general system theory
methodology comes, to the foreground, and in the field expert
knowledge and experience it is methodology of team work
and concurrent egineering. They also believe it is possible to
use the logic of design and experience in general product de-
sign, which has been developed in automotive industry with
all necessary details and processes. This logic is known as
Advanced Product Quality Planning (APQP).
3.1. APQP model
Product quality planning is a structured method of defining
and establishing the steps necessary to assure that a product
satisfies the customer. The goal of product quality planning
is to facilitate communication with everyone involved to as-
sure that all required steps are completed in time. The main
principles of implementing APQP plan are:
(A) Organize the team: the supplier’s first step in product
quality planning is to assign responsibility to a cross
functional team. Effective product quality planning re-
quires the involvement of more than just the quality de-
partment. The initial team should include representatives
from engineering, manufacturing, material control, pur-
chasing, quality, sales, field service, subcontractors and
customers, as appropriate.
(B) Define the scope: it is important for the product qual-
ity planning team in the earliest stage of the product
program to identify customer needs, expectations and
requirements.
(C) Team-to-team: the product quality planning team must
establish lines of communication with other customer
and supplier teams. This may include regular meetings
with other teams. The extent of team-to-team concept is
dependent upon the number of issues requiring a solu-
tion.
(D) Training: the success of a product quality plan is depen-
dent upon an effective training program that commu-
nicates all the requirements and development skills to
fulfil customer needs and expectations.
(E) Customer and supplier involvement: the primary cus-
tomer may initiate the quality planning process with a
supplier.
(F) Concurrent engineering: it is a process where cross-
functional teams strive for a common goal. It replaces
the sequential series of phases where results are trans-
mitted to the next area for execution. The purpose is to
expedite the introduction of quality products sooner.
(G) Control plans: control plans are written descriptions of
the systems for controlling parts and processes. A sepa-
rate control plan covers three distinct phases: prototype,
pre-launch and production.
722 M. Bobrek, M. Sokovic / Journal of Materials Processing Technology 162–163 (2005) 718–724
Fig. 4. APQP product quality planning timing chart.
(H) Concern resolution: during the planning process, the
team will encounter product design and/or processing
concerns. These concerns should be documented on a
matrix with assigned responsibility and timing. Disci-
plined problem-solving methods are recommended in
difficult situations.
(I) Product quality timing plan: the product quality plan-
ning team’s first task should be the development of a
timing plan (see Fig. 4). The type of product, complex-
ity and customer expectations should be considered in
selecting the timing elements that must be planned and
charted.
(J) Plans relative to the timing chart: the success of any pro-
gram depends on meeting customer needs and expecta-
tions in a timely manner at a cost that represents value.
Concurrent engineering performed by product and man-
ufacturing engineering activities working concurrently
is the driving force for error prevention.
4. IMS design according to APQP methodology
Based on the analysis of the before mentioned APQP prin-
ciples it is possible to find an analogy compared to principles
and methodology of QMS implementation, which are very
well known and widely discussed in the works written by
managers, consultants and theoreticians on this field. The
analogy is especially very strong in the principles: A, B, C,
D, E, H and I; this is the reason why in the present paper they
are not separately discussed.
Principles F, G, I and J in more detailed form showed the
procedures of the project realisation planning and control,
which can be completely implemented also in the man-
agement system design and organization system processes,
respectively. Specifics are present in the field of the object
designing. Namely, for conventional technical systems
(building objects, machines, electronic systems) the theory
and design practice has developed more detailed methodol-
ogy, which is aided by suitable standards and regulations.
For the design and development of new products in the
car industry APQP methodology requirements (standard QS
9000) are widely known, and are compatible with VDA 6.1,
EAQF and AVSQ, and new ISO 16949 standards, respec-
tively.
The object of designing in the management system field is
an unequivocal process structure of the business system and
process model, respectively, as named in the management
standards. This approach is founded by Deming in beginning
of 70-ties throughout very well known 14 management prin-
ciples, which are new ISO 9000:2000 standards condensed
into eight principles.
The subject of this paper is especially related to two prin-
ciples: four process approach and five systems approach to
management. Based on these two principles it is possible to
define design tasks for management systems design in the
following manner:
1. Design base foundation:
1.1 Analysis and recognition of strategic and operational
goals of the business system.
 M. Bobrek, M. Sokovic / Journal of Materials Processing Technology 162–163 (2005) 718–724 723

Fig. 5. Management system process design.

1.2 Analysis and recognition input–output relations be- 2.4 Design of the testing and decision making processes
tween stakeholders. into system and its relations.
1.3 Analysis and recognition of the laws and standards 2.5 Design of the management resource procedures (pur-
requirements. chasing, maintenance, improvement).
2. Process model design: 3. Design of the applicative model of the management sys-
2.1 Transformations process design (product realisation tem:
processes) and its relations. 3.1 Integration between transformation processes and
2.2 Measurements and control systems design, based on processes of measurements, analysis, decision-
appointed business goals. making and resources management.
2.3 Data capture and analysis system design (information 3.2 Management system documentation with suitable
system). shape, circumference and structure of documentation.

Fig. 6. APQP IMS planning timing chart.

724 M. Bobrek, M. Sokovic / Journal of Materials Processing Technology 162–163 (2005) 718–724
This design process can be led and control using of
mentioned standards (IDEF 0). The whole implementation
of the teamwork principles and concurrent engineering
it is possible by using of computer-aided tool (CASE),
which involving technology of communication for inter-
change of project teams information in different design
phases.
Fig. 5 shows the IDEF 0 model of a process of the man-
agement system design according to the above mentioned
methodology. Each of these processes could be further de-
composed in sub-processes in order to more precisely define
a particular project team role and competency that is in more
detail prescribed in literature [7].
Designed IMS documentation is a result of management
system designer work. This documentation can be used in
advance for the implementation procedures, nonconformity
controls and for execution of the adequate changes accord-
ing to the identified needs during the management system
function.
ISO organization defined the recertification time period
of the management systems for every 3 years. After this
period the management goals and policy must be checked
and a new basis for the system reengineering must be es-
tablished. The procedure of the control of management sys-
tems life cycles can be implemented completely according to
the APQP model shown in the Fig. 4. This is evident from
Fig. 6, where in particular phases of the APQP model it is
possible to locate the procedure of the management systems
design and operating. This conclusion is inferred also by
the standard terminology (according ISO 9000:2000) used
in Fig. 6.
5. Conclusions
The management system design procedure as shown in
this paper is tested on over the 30 certified quality manage-
ment systems and 2 environmental management systems. It
is possible to implement this procedure also into the concept
of integrated management systems.
A general disadvantage of the systems approach in man-
agement system design is ignoring the role of cultural partic-
ularities in management system operating. To overcome this
disadvantage, it is necessary to implement active procedure
in the field of human resource management in the organiza-
tion, goal is to enrich whose employee’s satisfaction to an
adequate level.
The authors find that:
1. Adequacy theory, standards and practical methods and
tools for design of the organizational and managements
systems exist.
2. Some corresponding computer-aided tools also exist,
which can substantially improve the design procedure ef-
fectiveness and efficiency.
3. Based on facts mentioned before it can be said that is pos-
sible to use APQP model as a basis for the standardisation
of management systems design procedure.
Additional benefit by affirmation and involvement of the
management systems design is particular definition of the
frame inside business systems managers could be and must
be act, and on this way increase management efficiency.
References
[1] J. Gharajedaghi, Systems thinking: Managing Chaos and Complexity,
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[2] T.H. Lee, S. Shiba, R.C. Wood, Integrated management systems—A
Practical Approach to Transforming Organizations, John Wiley &
Sons Inc., New York, 1999.
[3] G. Barrie, B. Dale, Managing Quality, fourth ed., Blackwell Publish-
ing Ltd., Oxford, 2003.
[4] S.L. Optner, Systems Analysis for Business Management, third ed.,
Prentice Hall, Englewood Cliffs, NJ, 1975.
[5] M. Sokovic, M. Bobrek, New tool for integrated management system
design, in: Proceedings of the 12th International Conference AMME,
Zakopane, Poland, 2003, pp. 103–106.
[6] M. Bobrek, M. Sokovic, Is it possible to implement APQP concept
in QMS design? in: Proceedings of the 11th International CIRP Life
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[7] M. Bobrek, QMS design, Faculty of Mechanical Engineering, Uni-
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