Showing posts with label QMS. Show all posts
Showing posts with label QMS. Show all posts

Friday, 4 January 2013

2013 BEST in QUALITY, BEST in COST

BEST 2013

Happy new year 2013. We wish you all BEST, BEST in HEALTH, BEST in LIFE

Let make our PRODUCT and SERVICE as best in Quality


B RIGHT Intelligent (IQ) – Improved our knowledge and intelligent in Cost and Quality

E MOTION Intelligent (EQ) – Managed our emotion to be the best in Quality

S PIRITUAL Intelligent (SQ) – Always Value add

acT ion – Take Action to be the BEST

Be the BEST in QUALITY and COST


-CER-

Wednesday, 28 November 2012

KKK - Berkampung di Penang

Kualiti Kedai Kopi... minggu ni lepak 3 hari di George Town, Penang, Malaysia. Biasa dok kat Juru, Prai, kali ni dok kat pusat bandar. Apa-apa pun tahniah buat skuad Malaysia, dapat menundukkan Laos 4-1 sebentar tadi, semoga next game... lagi kelas. Balik ke cerita Penang tadi, ada beberapa perkara yang best kat sini:

1) Nasi Kandar Beratuq memang kick 

2) Tourist boleh tahan ramai (ekonomi dan income sure baguih punya)

3) Dapat pakai Penang Free Wifi (jimat data pakej aku)

4) Kali pertama bagi training untuk Pejabat SUK untuk perlaksanaan LEAN (team diorang memang proaktif, banyak idea penambahbaikan sistem penyampaian diterima oleh mereka - Aku orang Johor pun tak pernah kena jemput utk cadangkan perlaksanaan lean utk state administration)

5) dan ada byk agi yang best


Cuma ada sikit pandangan, untuk penambahbaikan KUALITI hidup masyarakat kat sana:

1) Sistem pengangkutan awam, kalau ada sistem MRT ke, monorail ke lagi baguih. Yang penting dari seberang ke pusat2 utama di Pulau. Buat jambatan kedua pun tak selesai masalah jam, tambahlah berapa banyak lebuhraya pun takkan settle.

2) Pejabat pentadbiran negeri, termasuklah SUK, DUN elok buat kat tanah besar, seperti Bertam ke. Georgetown patut fokus kepada pelancungan heritage, bukan pentadbiran negeri.

3) Lepak kat Jalan Masjid Kapitan Kling, jumpa banyak homeless dan pengemis. Lebih baik, bawak diorang gi pusat shelter yang bersesuaian. Merosakkan imej bandar jek dan jugak negeri.

4) Tempat pejalan kaki, longkang boleh diperbaiki lagi... banyak yang tiba-tiba hilang arah (negara maju biasanya tempat pejalan kaki diorang detail dan tak hilang tiba-tiba)...

Ni je yang terlintas malam ni.

Blurp.. sendawa lepas bedal nasik kandar lepas tengok bola tadi.... selamat malam semua

-CER-

Dari kota heritage Georgetown Penang



Sunday, 18 November 2012

Quality 1st - Defining Quality

There are few interesting statement on Quality on one of the factory that I visit i.e.

"MAKE PEOPLE FIRST BEFORE MAKE PRODUCT"

"Imagine Quality without U and I" ............... QALTY ... some people say it is FAULTY


U (you) and I mean the quality cannot be achieved without people. That why the definition of quality should start with:

ATTITUTE

APTITUTE (KNOWLEDGE)

SPECS/ STANDARDS

CUSTOMER SATISFACTION

Just think about it.... Good night

-CER-

Monday, 12 November 2012

Quality FIRST ! I am not agreed :)


Adakah KUALITI keutamaan NOMBOR 1 organisasi anda? Jika anda pengamal Kualiti sudah tentu jawapannya YA. Tetapi pengamatan saya sebagai “QUALITY PREACHERS” lebih dari 10 tahun dan juga USAHAWAN lebih dari 6 tahun, kualiti adalah nombor 2. Jadi apakah menjadi NOMBOR 1. Jawapannya adalah kebolehan PEMASARAN ataupun MARKETING. ANDA SETUJU?

Setiap perniagaan memerlukan pemasaran yang efektif. Ambik contoh AIRASIA, ramai yang memberikan maklumbalas negative pada awal operasi (terutama dalam 3 tahun pertama operasi) seperti, penerbangan selalu CANCEL, LEWAT, tidak dapat makanan dsbg. Target mereka pada masa itu adalah untuk SURVIVE dan dapatkan pelanggan seramai yang mungkin. Selepas itu barulah mereka menambaikan KUALITI atau mutu perkhidmatan mereka. APA pandangan anda tentang AIRASIA sekarang?

Contoh kedua adalah Negara JEPUN pada tahun 60an, Korea 80an dan China baru-baru ini. Pada tahun 60an, Jepun mengeluarkan produk berkualiti rendah seperti kereta, berbanding dengan produk keluaran Eropah dan Amerika. Teringat kata pakcik saya, Ini kereta TIN SUSU. Cuba amati apa yang mereka hasilkan pada penghujung 80an.. masih TIN SUSU lagi ke?

Mungkin masih ada organisasi yang meletakkan KUALITI menjadi keutamaan dari awal lagi dan masih survive seperti MERCEDES BENZ dan SINGAPORE AIRLINE. Tetapi jika anda baru di dalam bidang PERNIAGAAN, adalah lebih baik fokuskan pada pemasaran terlebih dahulu dan perbaiki kualiti dari masa kesemasa.

Saya ada berkongsi mengenai strategi Kualiti dan Kos di http://cqreview.blogspot.com/2012_01_01_archive.html.
Kesimpulannya samada anda setuju ataupun tidak, ianya berdasarkan strategi perniagaan anda. SAMA-SAMAlah kita SEIMBANGKAN FOKUS kepada KUALITI.

Coretan: Cikgu Edly

Sunday, 11 November 2012

Quality HR – overview of ISO9001 requirements on HR 1


Quality HR – overview of ISO9001 requirements on HR part1

HR can’t run away from been audited in ISO9001 internal or certification audit. Even in customer audit, HR also become the favourite place during the audit. WHAT the auditor looks during the audit?
Let see what is the requirements first!

First requirement:
ISO9001 clause:

4.1 d) ensure the availability of resources and information necessary to support the operation and monitoring of these processes.



This requirements, required that each process in organization should be assigned with resources. The common practices is that the procedure or process flow, should in the person in charge “PIC” for each of the processes.

Example:

Sales process – Sales manager
Production process – Production manager
Prepare quotation – sales executives

Common findings in this clause is that some of the process i.e. calibration, the organization does not assigned the resources. This is commonly due to organization does not define the process at first place.


Second requirement

5.5 Responsibility, authority and communication
5.5.1 Responsibility and authority
Top management shall ensure that responsibilities and authorities are defined and communicated within the organization.

How to comply with this requirements?

Quite common, the organization should have the organization charts. The organization chart indicated the job position and hierarchy of reporting the organization. This the base line to comply with this requirement.

Next, when organization, prepared the procedure, the job position can be referred to the procedure.

The best PRACTICE to comply with this requirements is to prepare the JOB DESCRIPTION.

Why job description (see Quality HR _ Job description), it summarized the whole responsibility, authority instead need to refer to each procedure for roles and responsibilities.

Common findings in this clause is when the organization chart changes, i.e. the job position changes, the procedures and the job description not been updated.


Third requirements

6.2 Human resources
6.2.1 General
Personnel performing work affecting conformity to product requirements shall be competent on the basis of appropriate education, training, skills and experience.
NOTE Conformity to product requirements can be affected directly or indirectly by personnel performing any task within the quality management system.

COMPETENCY REQUIREMENTS included :SETE: SKILL - EDUCATION - TRAINING - EXPERIENCES. One of the way to comply is to develop the comptency matrix for the department and then derived it into the JOB DESCRIPTION.

Common findings in this clause is the organization are the competency requirements not been defined clearly for the tasks defined.

6.2.2 Competence, training and awareness
The organization shall
a) determine the necessary competence for personnel performing work affecting conformity to product
requirements,
b) where applicable, provide training or take other actions to achieve the necessary competence,
c) evaluate the effectiveness of the actions taken,
d) ensure that its personnel are aware of the relevance and importance of their activities and how they
contribute to the achievement of the quality objectives, and
e) maintain appropriate records of education, training, skills and experience (see 4.2.4).

Common findings in this clause is the organization does not identify the training based on the gap in comptency requirements. Secondly the training, not able to be provided as per Training Need Analysis (TNA) and does not remark any reason why and also unable to prioritized the training. Next common finding is that the staff does not aware on the  importance of their activities and how they contribute to the achievement of the quality objectives, (d), and finally the record of evaluation was not updated.

ALL THE BEST

-CER-