Dohmen Consulting UG

Effektiv, nachhaltig, kostenneutral in Arbeitssicherheit, Qualitätsmanagement,

Umweltmanagement und Prozessoptimierung

Training
in Quality Management

(Client: XY, Belgium)

 Catch Ball
What do you expect from this training?
How
Clear not only ensure, to
application theory, but implement
of tools also practice tools?

in-depth, easy- Sustainability

to-understand in processes
documentation guaranteed

Not
Will it help us
Can it be training
to move
used in again
away from
projects?
"fire-fighting?
 Catch Ball
What do you expect from this training?

All „fears“ will blow

away!
We ensure to fullfill
your expectations“ by
this training, including
„follow-up“ projects
 Agenda
Day 1:
Subject Place

Introduction attendies, Trainer

Definition Quality Management?

What is Quality?
Principles Quality Management Room
A23
Introduction ISO 9001
Introduction Six Sigma
CI Prozess in Quality Management
PDCA Cycle
 Agenda
Day 2:
Subject Place

Repetitions previous day RoomA23

Shop Floor tour – current situation Hall 1-3

Q7 Quality tools Room A23

Short application Q7 quality tools Room A23
TIMWOODS Room A23
TIMWOODS in shop floor tour Hall 1-3
Current tops in Quality Management Room A23
Project definition Room A10
Definition Quality Management
• Quality management is a holistic management approach
to optimize all factors influencing quality in the
company through a continuously improving
organization.

• Quality management according to DIN EN ISO 9001

means meeting customer requirements, so it is the
modern definition of quality.

• Quality management therefore means a systematic and

planned approach to the determination and fulfillment
of these customer requirements by your company
Definition Quality Management
Quality management refers to all organizational measures
that serve to meet and improve customer requirements
and thus the quality of processes, services and products of
any kind.

Continuous Audit and

improvement certification

Objectives Risk-
and control Quality /potential
analysis

Fullfill
Process
customer
improvement
requirements
Definition Quality Management
• In holistic quality management, the clear regulation,
management and control of interrelated activities from
the individual employee to the strategic company
management are defined.

• A description of activities, employee empowerment

through training, and error correction measures are
clearly defined in terms of a continuous improvement
process.
 What is quality?
• According to the DIN EN ISO 9000:2015-11 standard
(the valid standard on quality management), quality is
defined as "the degree to which a set of inherent
characteristics of an object meets requirements".

• Quality thus indicates the degree to which a product

(good or service) meets existing requirements.

• Further quality is defines as Totality of characteristics

(and characteristic values) of a unit with regard to its
suitability to fulfill defined and presupposed
requirements (DIN EN ISO 8402).
What is quality?

meet and
overtop
customer
requirements
Principles Quality Management
1. Customer focus and sustainable success

2. Management and Leadership

3. Engagement

4. Process oriented approach

5. Stakeholder management

6. Fact-based decision making

7. Continuous improvement
 Principles Quality Management
1. Customer focus and sustainable success

• The central objective of modern quality management is

to meet and exceed customer expectations. This
ensures the sustainable success of the company.

• Customers include the direct purchasers of the

company's products and the potential customers.
These are referred to as external customers, as they are
outside the company and pay for the services or
products received.

• Internal customers are e.g. following processes, which

receive an internal achievement. In addition, the
requirements of interested parties (stakeholders)
should also be taken into account (see Principle 7).
Principles Quality Management
1. Customer focus and sustainable success

• Every interaction with customers or stakeholders offers

the opportunity to create added value.

• Recognizing future requirements is also important.

This is the only way to achieve sustainable success.

• In addition to higher customer loyalty, the economic

aspects of this management principle, such as higher
sales and increased market share, are also important.
 Principles Quality Management
2. Management and Leadership

• Corporate management and executives must act as role

models and ensure that corporate policy is
implemented through operational goals and measures
(policy deployment)

• It is important that employees at all levels understand

the company's quality philosophy, Goals,
measurements. To increase acceptance, management
must involve the employees and take them along with
them.
 Principles Quality Management
2. Management and Leadership

• After all, this is the task of the company's management.

It monitors implementation and guides the employees.

• The main benefits are sustainable improvements in the

company, increased customer benefits, improved
communication and faster adaptation of processes.
 Principles Quality Management
3. Engagement and total involvement

• Dedicated and competent employees at all levels are

essential for any organization to achieve quality goals.
Employees must be involved in quality management
from the very beginning, it´s a essential thing for
sustainable Quality understanding!

• This will increase their understanding of quality, the

organization's goals and the potential for improvement,
as leadership and commitment are very closely linked.

• Leadership also involves empowering employees

appropriately and providing the necessary resources.
 Principles Quality Management
3. Engagement and total involvement

• Recognition of performance and motivation are crucial

aspects.
Personal initiative, mutual understanding and employee
satisfaction are thus positively influenced.

• In concrete terms, the commitment of individuals can

be achieved through the following measures, among
others:
➢ Workshops, discussions involving employees
➢ Conducting employee surveys
➢ Recognition of suggestions for improvement
➢ Continuous internal communication
➢ Shop floor management on all levels
 Principles Quality Management
4. Process oriented approach

• The company is characterized by a large number of

interrelated processes and workflows. This approach is
based on the process-oriented view.

• The processes (management processes, core processes,

supporting processes) must be coordinated with each
other.
Only in this way can companies achieve a good end
result and satisfy themselves or their customers.

• The individual processes are connected by interfaces,

which harbor a potential for error. All processes must
be monitored accordingly.
 Principles Quality Management
4. Process oriented approach

• The process-oriented approach is based on the

understanding that processes must be carefully planned
and executed.

• The better the planning, the better the result of the

processes usually is.
As a result, predictable and consistently good results
are achieved. In modern quality management, the
organization is aligned with the processes.
Principles Quality Management
4. Process oriented approach
 Principles Quality Management
5. Stakeholder management

• In addition to customer orientation, an important

management principle is to involve interested parties
(stakeholders) and systematically identify their
requirements.

• Where they are relevant in relation to the products and

services, they must be taken into account. Only in this
way is sustainable successful corporate management
possible, as the interested parties have a high level of
influence on the organization.

• Possibly balancing short-term gains versus long-term

partnership is also an important decision in this context.
 Principles Quality Management
5. Stakeholder management

Some key benefits of this approach are:

• Improved performance of the organization by

incorporating the capabilities of interested parties.

• Joint developments

• Recognition of risks and opportunities (stakeholders)

• Increased value creation by leveraging shared

resources, knowledge, etc.

• Better alignment in the supply chain

Principles Quality Management
5. Stakeholder management
 Principles Quality Management
6. Fact-based decision making

Making the right decisions is important for every

organization!

• In a complex environment, decisions are accompanied

by great uncertainties.
For this reason, it is important to analyze and weigh all
aspects, effects, causes and risks.

• Subjective criteria like gut feeling, experiences, etc.

should be supported by numbers, data and facts.
Thus, better decisions can be made. Risks are thus
reduced and opportunities better exploited.
 Principles Quality Management
6. Fact-based decision making

• The following measures help the organization to do this:

➢ Maintaining key figures,

➢ Ensuring that data is accurate and correct
➢ Competent people who analyze the data correctly
➢ Decisions based on evidence, in conjunction with
experience and intuition
 Principles Quality Management
7. Continuous improvement

• One of the most important quality management topics

is continuous improvement.

• Successful organizations put an emphasis on constantly

optimizing their performance, processes, products.
Only in this way it is possible to maintain the current
level of performance and to react efficiently to changes.

• Each company must apply its own systematic approach

“Copy-paste approach" does not make sense, because
in requirements, products, processes are very different.
 Principles Quality Management
7. Continuous improvement

• Typical methods for implementing the continuous

improvement process may include the following:

➢ Analysis of errors and complaints

➢ Regular quality circles or meetings
➢ Suggestions for improvement from employees
➢ Customer feedback
➢ Audits
Principles Quality Management

Principles are independent of standards, they represent

a holistic and systematic approach
 Introduction ISO 9001
• DIN EN ISO 9001 is the basis for the world's best-known
and most widely used management system.

• Companies use the standard to plan, operate and

document their quality management activities.

• Due to its high level structure, it is possible to combine

many ISO systems with little effort, e.g.

• ISO 9001 ➔ Quality Management

• ISO 14001 ➔ Environment Management
• ISO 45001 ➔ Safety Management
• ISO 50001 ➔ Energy Management
 Introduction ISO 9001
• All ISO standards are based on the Deming cycle "Plan-
Do-Check-Act, a systematic approach for ISO systems.

• Processes play a prominent role in the standard.

• You must know your processes, describe how they

work, and monitor and ensure quality in the individual
process steps, e.g., through process instructions, work
instructions, work aids, malfunction reports, emergency
plans.

• In addition to the processes, customer requirements

and customer expectations are decisive principles of ISO
9001.
 Introduction ISO 9001
• You must regularly determine what is important to
customers and check whether your services conform to
customer expectations and customer requirements!

• How well your quality management system works and

how it meets the requirement of the ISO 9001 standard
is regularly checked in quality audits (internal audit or
external audit)

• It is important that the management system helps to

make the processes in the company simpler and more
transparent. It should not mean "extra work" for the
employees!
 Introduction ISO 9001
0 Introduction PDCA Cycle
1 Scope
2 Normative references
3 Terms and definitions
4 Contect of the organization
5 Leadership PLAN

6 Planning
7 Support
DO
8 Operation
CHECK
9 Performance evaluation
Chapters 4-10 are important for the operational business.
ACT
10 Continuous Improvement
 Introduction ISO 9001
4. Contents of the organization

• External, internal issues that are important for the

strategic orientation of the company or relevant to the
intended goals of quality management, e.g. legal,
product-specific, market-related, cultural, social points.

• Understand and engage the needs and expectation of

all stakeholders (suppliers, customers, employess,
Authorities, neighbourhoods

• Definition of the scope of application and definition of

the processes to meet the requirements of the
management system.
 Introduction ISO 9001
5. Leadership

• Demonstrating of leadership and commitment for the

Quality management system, fullfill the customer
requirements, the risks and chances that can effect
conformity of products and customer satisfaction

• Policy, Vision, Goals must be defines, committed and

communicated company-wide

• Roles and responsibilities must be defined by

management

• Authorities must be defined (Who do what and how?)

 Introduction ISO 9001
6. Planning

• Address action for risks and opportunities (4.1, 4.2) in

order to ensure for achieving goals of the management
system

• Countermeasure for achieving quality goals must be

defined and break down to all levels

• The organization must be defined for all

countermeasures with which ressources, persons and
measure tools the goals will be achieved!

• Changes of management system only via PDCA

 Introduction ISO 9001
7. Support

• Organization shall determine and provide the resources,

like people, infrastructure, process environment

• Measurement traceability must be ensure

• Organizational knowleges and competences must be

determine and improved in order to achieve the goals
of the management system and the company

• Management must take care of the awareness in quality

management (embed quality-mindset in daily work)
 Introduction ISO 9001
7. Support

• All processes which are mandatory for fullfill of the

goals must be documented in a proper way!
(Creating, updating, control and distribution)
 Introduction ISO 9001
8. Operation

• Set, review requirements for products and services

according to customers need.

• The organization shall plan, implement and control the

processes according to 4.4 needed to meet the
requirements for the provision of products and services

• Design and development of products and services must

be done by PDCA cycle.

• Control of externally provided processes, products and

services must be defined and documented.
 Introduction ISO 9001
8. Operation

• Identification and traceability for products and services

must be ensured

• Process for release of products and services must be

defined

• Control of nonconforming output

What are the process steps by “nonconform results”
These unnet output leads to customer unsatisfaction.
 Introduction ISO 9001
9. Performance evaluation

• The organization shall monitor customers' perceptions

of the degree to which their needs and expectations
have been fulfilled. The organization shall determine
the methods for obtaining, monitoring and reviewing
this information.

• The organization shall conduct internal audits in order

to achieve and confirm the correctness and
effectiveness of the managementsystem

• Top management shall review the organization's quality

management system
 Introduction ISO 9001
10. Continuous improvement

• Management shall determine and select opportunities

for improvement and implement any measurements to
meet customer requirements and enhance customer
satisfaction.

• Processes for Nonconformity and corrective action must

be defined, checked and improved

• The organization shall continually improve the

suitability, adequacy and effectiveness of the
quality management system for themselves and for the
customer satisfaction
 Introduction Six Sigma
• Six Sigma (6σ) is a management system for process
improvement, statistical quality objective and at the
same time a method of quality management.

• Its core element is the description, measurement,

analysis, improvement and monitoring of business
processes by statistical means.

• Six Sigma combines project management, systematic

approaches and numerous tools of methodological and
statistical nature.

• The systematic approach to process improvement using

analytical and statistical methods is called DMAI
approach.
 Introduction Six Sigma
• The unique feature of Six Sigma methodology is its
mathematical approach and fact-based decision making.
Wording 'sigma’ is the standard deviation from the
Gaussian normal distribution.

• With Six Sigma, companies set themselves the

requirement that 99.99966% of the measured values
must lie within a specified range - starting from the
normal distribution, almost all measured values lie
within six standard deviations.

• With a defect percentage of 0.00034%, this means that

only 3.4 errors or defects occur out of one million
possibilities. A Six Sigma level corresponds to a zero
defect process.
 Introduction Six Sigma
• The fact that Six Sigma has been successfully applied for
over 30 years is due to the basic logic of the
improvement approach: define, measure, analyze,
improve, control, this structural and systematic
approach is the DMAIC cycle.

• With this approach, costs can be reduced, processes

accelerated and, above all, customer satisfaction
increased.

• The integration of customers and employees is a key to

success.
Introduction Six Sigma
 Introduction Six Sigma
Define Measure Analyse Improve Control

Define the Measure the Analyse the Improve the Control the
problem to current situation process to varify process and process to
create a focus and the root causes implement the maintain the
project charter performance to using data „best solution“ gains and
understand the standards
process

• Determine Voice • Map process in • Determine • Generate solution • Implement

of the customer, detail potential rout ideas permanent
critical process • Implement quick causes based on • Select solutions control methods
parameters, link wins facts and data (fact base, KPIs) • Track and confirm
to business • Analyse • Analyse data • Verify solutions improved long
strategy measurement (stratisfaction, with tests and term process
• Create SIPIC, system contrasts) data stability and
VSM, process flow • Determine • Verify and • Map new process capability
to make process process stability, quantify root • Assess risk with • Standardize
visible and clear process capability causes with tests FMEA control plan
• Manage • Manage business and data • Design • Close the project
stakeholders and risks implementation • Identify leverage
change • Update charter plan opportunities
• Validate initial • Communicate • Hand over to the
high-level plan to the process owner
financial forcast organization • Validate financial
• Pilot solution and result
track improved
performance

Follow this guideline and avoid changing in levels

 Introduction Six Sigma
• Process stability and process capability

Capability refers to the ability of the process to meet

customer requirements (compare process data to
specification)

A process is stable if it does not receive any scattering

due to extraordinary causes. Stability refers to the
ability of the process to maintain stable location and
spread (compare process data to itself)
Stability
refers to a
predictable
mean and
standard
deviation
 Introduction Six Sigma
• SIPOC

A SIPOC is a standardized process flow diagram within

the Six Sigma project, with the components:

➢ S-Supplier
➢ I-Input
➢ P-Process
➢ O-Output
➢ C-Customer

• SIPOC helps to achieve a common understanding of the

project participants with regard to the project goal and
the project boundaries.
 Introduction Six Sigma
• VSM

Value Stream Mapping is a form of process mapping

used to document, analyze and improve the flow of
materials and information required to produce a
product or provide a service
 Introduction Six Sigma
• VoC

What does our customer want?

➢ Quality
➢ Cost
➢ Delivery
➢ Service and safety
➢ Corporate responsibility

The challenge is to understand how customers define value

The value of the customer's goodwill may be an

indeterminable number, but if a supplier disappoints a
customer, the customer will "tell all his friends and some of
his enemies about it"
 Introduction Six Sigma
• Stakeholder analysis

Stakeholder analysis is the systematic identification of

stakeholders and their influence on a particular
decision.

Furthermore, the term stakeholder includes all

individuals, social groups or institutions that are directly
or indirectly, positively or negatively affected by a
certain measure or have some other interest in it.

• The aim of the stakeholder analysis is to identify the

relevant reference groups in order to the interests of
the project.
 Introduction Six Sigma
• Stakeholder analysis

On the one hand, the stakeholder analysis can be used

to better understand decision-making processes, on the
other hand, to influence their course through the
targeted dissemination of information to specific
stakeholders.

• In the long perspective, corporate decisions cannot be

enforced without taking the interests of stakeholders
into account, which is why the viability and long-term
success of a company depend on how well management
succeeds in striking a balance between its own interests
and those of its stakeholders
 Introduction Six Sigma
• Stakeholder analysis
 Introduction Six Sigma
• Stratisfaction

Stratification is the process of sorting data, people and

objects into different groups or layers.

It is a technique used in combination with other data

analysis tools.

When data from a variety of sources or categories are

lumped together, the meaning of the data can be
difficult to discern.

This technique of data collection and analysis separates

data in a way that reveals patterns and is considered
one of the seven basic quality tools.
 Introduction Six Sigma
• Stratisfaction

Key questions of the Analyze phase:

➢ What is the root cause of the problem?

➢ How can the root cause be proven using data?
➢ How much of the problem is each root cause
responsible for?

Use stratification by:

➢ To collect descriptive process information

➢ To help focus the project on the critical few
➢ To generate a deeper process understanding
➢ To leverage contrasts
 Introduction Six Sigma
• FMEA

The FMEA is used to identify potential errors as well as

their causes and effects at an early stage.

This allows the identified risks to be evaluated and

measures to avoid them to be developed.

FMEA is an analytical method of preventive quality

assurance that is used in product and process
development as well as in the development of services.
 Introduction Six Sigma
• FMEA
 CI Prozess in
Quality Management
• Continuous improvement is a basic principle of quality
management and an indispensable part of ISO 9001.

• The development of improvement suggestions by

continuous improvement teams is usually summarized
together with the company suggestion scheme under
the term idea management.

• Continuous improvement is the classic instrument for

increasing operational efficiency and a core element of
the lean management philosophy.

• CIP is a basic principle of quality management and an

indispensable part of ISO 9001.
 CI Prozess in
Quality Management
• Continuous improvement process is a way of thinking
that aims to strengthen the competitiveness of
companies through constant improvements in small
steps. CIP refers to product, process and service quality.

• CIP is implemented in the context of teamwork through

continuous small steps of improvement (as opposed to
innovation in the form of large, drastic innovations).
 PDCA Cycle
The PDCA cycle describes the four-stage control loop of the
continuous improvement process: Plan, Do, Check, Act. It is
also referred to as the Deming Circle, Deming Cycle,
Deming Wheel or Shewhart Cycle.
 PDCA Cycle
• Planning" in the PDCA cycle means formulating a goal,
defining key indicators, making assumptions and
deriving a measure from them that is suitable for
improving a current situation.

• The implementation of the plan in the "Do" step can be

highly diverse. It can be a narrowly limited and closely
monitored attempt at a test change to a process flow or
a complete project.

The decisive aspect of "Do" is that the decided measure

is not yet finally established here, but a reaction of the
system under consideration (e.g., the market) is to be
triggered.
 PDCA Cycle
• The aspect of the preliminary of "Do" becomes clear by
the fact that afterwards it is analyzed exactly which
effects were to be observed.

• Deming reinforced this by calling this step in later years

no longer "Check" but "Study" and therefore spoke of
the "PDSA Cycle".

• The results of this step determine whether the planned

measures are withdrawn again, modified or finally
established.
 PDCA Cycle
• Only in the final step “Act” are changes finally
implemented, e.g. by redefining standards or
establishing a new product strategy.

• It is also possible that the previous state is restored

because the hypothesis on which "Plan" was based has
proven to be incorrect.

• This is directly followed by another "Plan" step, either

to check a renewed, modified approach or to continue a
positive development.
 Q7 quality tools
These 7 quality tools are used in quality circles, such as the
PDCA cycle, and in QM systems and are successfully used to
ensure quality in accordance with ISO 9001:2015 in
companies and to drive problem-solving processes.

The aim of the tools is to collect defects and data from

processes and workflows in order to subsequently analyze
them as easily as possible.

Error collection Quality control

Flow chart Histrogram
card chart

Correlation Cause-Effect
Pareto chart
chart diagram
 Q7 quality tools
• Flow chart

The flowchart is the most common QM tool for visualizing

processes and procedures.

ADVANTAGES OF THE FLOW CHART

Simple symbols help to create an easy-to-understand

visualizationDetail levels can be customizedNo previous
knowledge or training required

DISADVANTAGES OF THE FLOWCHART

Tool leaves a lot of room for interpretation, as there are no

uniform rules
 Q7 quality tools
• Error collection card

This card records the frequency of errors. This is done

simply by tallying and can serve as the basis of a simple
numerical evaluation.

ADVANTAGES OF THE ERROR LOG

Easy to implementNo prior knowledge/training required

DISADVANTAGES OF THE ERROR LOG

No analysis of the cause of the error possibleAs the number

of recorded errors increases, the process becomes more
confusing
 Q7 quality tools
• Histogram

This is a simple bar chart that graphically represents a

frequency distribution. The visual presentation helps
the viewer to interpret the data, which would not be so
easy based only on pure measurement data.

ADVANTAGES OF THE HISTOGRAM

Large amounts of data can be processed clearly

(compared to the error chart)Easy to create

DISADVANTAGES OF THE HISTOGRAM

No root cause analysis possibleLimited to metric data

 Q7 quality tools
• Quality control chart

It can be used to map measurement results over a

longer period of time. Certain characteristics and their
values are recorded in random samples. This is done in
the running process under always the same conditions.

ADVANTAGES OF THE CONTROL CHART

A statically well-founded temporal recording of the

process course is possible.

DISADVANTAGES OF THE CONTROL CHART

No short-term results can be recorded

 Q7 quality tools
• Pareto chart

The Pareto chart is mainly used for the representation

of the data of the defects collection card in quality
management.

This chart sorts the data by relevance and presents

them as a bar chart, along with the cumulative curve of
their importance. From this, it can be determined which
defect requires immediate action.

ADVANTAGES OF THE PARETO CHART

Data can be used from different sourcesMost serious

errors become visible immediately
 Q7 quality tools
• Correlation chart

In a correlation diagram, the relationship between two

characteristics can be displayed graphically.

For this purpose, the measured values collected in pairs

at the process step are transferred as data points to a
two-axis diagram.

If there are enough data points, a pattern can be read,

which in turn allows conclusions to be drawn about the
statistical relationship between the characteristics.
 Q7 quality tools
• Cause-Effect diagram

The cause-effect diagram, also called Ishikawa diagram

or fishbone diagram, assumes that a defect is due to
causes in the dimensions man, machine, material and
method and additionally equipment and environment.
Arrows in the diagram illustrate the relationship
between cause and effect.

ADVANTAGES OF THE CAUSE-EFFECT DIAGRAM

True causes can be systematically identified

 Q7 quality tools

Flow diagram Error collection card

Histogram Quality control chart

 Q7 quality tools

Pareto diagram Correlation diagram

Cause-Effect diagram
TIMWOODS
 TIMWOODS
2 7 5
3
4 12 10
11
6
8 9 1

Transport
Movement
Unnecessary movement of products or
material
 TIMWOODS

Inventory
Surplus and/or insufficient products and
materials are processed
 TIMWOODS

Motion
Unnecessary or repetitive movement of people
 TIMWOODS

Waiting
Waiting times of the material and/or
information flow that cause delays.
 TIMWOODS

Over-Production
Production that is more than needed or
before it is needed.
 TIMWOODS

Over
Processing
More work or higher quality than required
by the customer.
 TIMWOODS

Defects
Additional effort due to rework, scrap and
incorrect data.
 TIMWOODS

Skills
Inadequate use of employees' talents,
skills and knowledge.
 Topics in quality management
Belong to the classic characteristics for quality:

• Customer orientation

• Reliability

• Durability

• Serviceability

• Design and visual responsiveness

• Environmental friendliness and sustainability

• Functionality
 Any recommandations in
Quality
• Customer requirements are not debatable!!!

• Team working is the basis for continuous improvement

• See suppliers and customers as partners who grow

together with the company.

• For complaints can be taken as a rule of thumb: 30%

from the market should be the maximum.

• Focus on: Customer orientation (internal, external),

customer recovery, independent of ISO standards.
 Project definition
as „training on the job“