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IMPEXPO TRADING AND PROJECTS (PTY) LTD

“THE IMPLEMENTATION OF QUALITY FROM AN INDUSTRY PERSPECTIVE”

Reg No: 2015/071185/07

“SERVICE QUALITY………a lasting trait by no mistake!”

Chris Naidoo, Managing Director of Impexpo Trading & Projects Pty Ltd, offering a Quality Management Consultancy to industry.

Started his career as an apprentice Fitter & Turner with ESKOM in August 1981 with seventeen years of dedicated service having moved up the ranks from a tradesman to senior QA/QC Technician.

He has gained forty years of industrial experience in the Electro-Mechanical, Aerospace & Defense, Manufacturing & Production, Mining, Fabrication & Construction industry sectors encompassing the innate skills of QC, QA and Quality Management with expert knowledge in Project Quality Management.

Joined Denel in 1999 and started his QA Management career in 2001. Later joined JOY Mining Machinery and thereafter accepted a rewarding career with Anglo American Kumba Iron Ore in 2009 to head up their Quality Project Management discipline at the Head Office in Centurion.

He then accepted a SHEQ & OPEX Divisional Head role at ABB South Africa in Modderfontein.

SAAB Grintek Defense offered him a contract position for which he successfully achieved a 14 CFR Part 145 FAA Certification upon first audit by the FAA (USA) auditors. Currently contracted to Global Command & control Technologies to implement and get certified to ISO 9001:2015 since 2019.

During his tenure he has obtained and managed the following certifications:

ISO 9001, 14001, 18001, 17025, 1561-0/1, IEC 60079-0-1 & SACAA DMPT II license.

A certified SAATCA Senior QMS Auditor and Sustainable Development Lead Auditor are some of his distinguished accolades to name a few.

He has hands-on approach in leveraging best practices to lead business improvement teams for greater success in challenging and changing business environments.

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CONTENT:

Quality definitions
Quality types
Ways to implement quality in industry

Start with a Road Map, Vision & Mission, Values
Establish a Quality Management System (QMS)
Understanding customer needs
Understanding the Total Cost of Quality
Communication (internal, external)
Gap analysis (health check)

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CONTENT (cont.):

QMS certification?
Integrating a QMS
Establishing a documented QMS
Setting key quality principles
Human capital management
Training and Development programs

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CONTENT (cont.):

Roles and Responsibilities defined
Setting and creating:

Quality Policy and Framework,
Quality Culture &
Quality Objectives

Identify & link Critical Success Factors (CSF), quality metrics

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CONTENT (cont.):

Internal controls & measurement:

Non-Conformance Reporting (NCR)
Concession / Deviation system
Failure Recording & Corrective Action System (FRACAS)
QMS Auditing
Quality dashboard
Data analysis and feedback
“5 S” Methodology (Sort, Set in Order, Shine, Standardize, Sustain)

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CONTENT (cont.):

Common Quality Toolkit:

Use of Statistical Process Control (SPC) & related improvement methods

Tally charts, Histograms, Pareto charts, Check / Tally Sheets
Scatter diagrams, Control Charts, Run charts (X Bar, S & R charts)
Plan Do Check Act (PDCA), DMAIC (Define, Measure, Analyze, Improve & Control), Process mapping
Brainstorming & 5 Whys, Cause & Effect diagram (Fishbone)

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CONTENT (cont.):

Common Quality Toolkit:

Use of Statistical Process Control (SPC) & related improvement methods

Quality Function Deployment (QFD) “House of Quality”
Six Sigma or Lean Six Sigma
Failure Mode & Effects Analysis (FMEA)
Failure Mode Effects & Criticality Analysis (FMECA)
Root Cause Analysis

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CONTENT (cont.):

Other practical quality interventions in use:

Internal auditing (product, process, project, system)
Reporting systems & regular feedback
Quality costing (Prevention, Appraisal, Internal & External Failures)

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CONTENT (cont.):

Management review, Continual improvement
Knowledge management & lessons learned
Measuring & monitoring to improve performance
Quality inspections & QC, Mechanical testing (NDT)
Documentation reviews & verification processes
Software design, verification & validation, testing
Project quality management

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DEFINING QUALITY

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Source: https://www.slideshare.net/ammarshafiq11/quality-costing

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DEFINING QUALITY

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Source: https://www.slideshare.net/ammarshafiq11/quality-costing

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DEFINING QUALITY

Quality relates to so many things around us. Basically, quality is about how good something is, and more specifically, it’s about how good something is, relative to how good it should be.
Quality Types:

Data quality
Product quality
Service quality
Software quality
Process quality

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DEFINING QUALITY

(1) the characteristics of a product or service that bear on its ability to satisfy stated or implied needs , and
(2) a product or service free of deficiencies

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Source: American Society for Quality (ASQ)

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DEFINING QUALITY

A Quality Management System is:

“The organisational structure, processes, procedures and resources needed to implement, maintain, and continually improve the management of quality.”

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Source: American Society for Quality (ASQ)

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DEFINING QUALITY

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WAYS TO IMPLEMENT QUALITY IN INDUSTRY

Create a Road Map (Vision, Mission, Values)
Establish a QMS
Understand the customers’ needs
Understanding the Total Cost of Quality
Communication (internal, external)

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Create a road map – usually done with a road map of some sort using an animated video or Gannt chart, project schedule or….

Lists all major milestones linked to timelines

Vision, Mission, Values – can be specific for quality or company’s

Establish a QMS – can be integrated with other MS’s

Understanding customer’s needs - define quality from the customer’s perspective, and design processes / systems to meet these requirements.

Clearly engage with the customer to fully understand their needs & expectations, preferably in documented format to aid in establishing product or service specifications if not provided.

Understanding the Total Cost of Quality – by measuring at every stage of the process with actionable outcomes to meet intended targets.

Careful planning to estimate the TCoQ as this can impact budget & resources needed when implementing quality

Communication (internal, external) -

Keep everyone in the loop, well informed at regular forums by means of simple yet effective communication messages

Keep comms simple with clear messages

Find ways of communicating undesirable impacts in a positive way so as not to find fault but to garner support to change the mindsets / behavior of affected individuals who may be seen as stalling the process or impeding ways to improve

Use simple means to communicate effectively at points of operation not only in the boardroom. Use media boards, electronic displays, company developed mobile apps and dashboards with metrics at one’s fingertips.

Communicating defined objectives to all concerned to include visibility of each area’s objectives (posters, electronic display monitors, monthly talk shows, department work sessions, etc.)

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Gap analysis (health check)
QMS certification?
Establishing a documented QMS
Setting key quality principles
Human capital management

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Source: https://www.oreilly.com/library/view/managing-quality/9781405142793/ch06.html

“If you have the wrong people, it doesn’t matter if you have the right direction: you still won’t have a great company.

Great vision without great people is irrelevant.”

Source: Jim Collins, “From Good to Great”

Gap analysis (health check) - initial phase of the implementation stage to gauge the quality understanding & behavior as a “dip stick” health check including processes & resources needed.

Compare an “As is” and “To be” scenario – help in identifying shortcomings to be addressed

QMS certification – depending on company and customer’s requirements (budget & resource intensive). Integration with other existing Management Systems may also be looked at.

Need not be ISO 9001:2015 certified however due consideration and a deep understanding of the ISO requirements to set a common framework can ease the implementation of quality.

Establishing a documented QMS - QMS can comprise a full set of company’s processes, procedures, policies, instructions, forms, templates, and related artefacts. The setup of the QMS can be:

Documented statements of the Quality Policy & Quality Objectives

Quality Manual / Quality Framework

Documented procedures / records required by ISO 9001:2015 as well as any statutory or regulatory requirements including customer or contractual requirements

Documents needed to ensure effective planning, operation, and control of its processes

Also extends to Control of docs & Control of Records

Setting key quality principles - It all starts with setting key principles:

Getting the proverbial buy-in and commitment from top management, it all starts at the top…

Involvement of people (stakeholders), Customer focus,

Leadership, Process approach, Factual approach to decision making, Continual improvement

Human capital management – All starts with getting the right people on board …on the bus

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Training and Development programs
Benefits and advantages of quality implementation

Greater efficiency and less waste
Better and consistent control of business processes
Better understanding of customers’ needs
Adherence to working practices amongst staff in general
Improved risk management
Increased customer satisfaction
Trusted consistency in the quality of products / services

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Training & Dev program – especially quality personnel need specific on-the-job training to successfully execute their duties in achieving quality objectives / goals.

Other key staff members also need training in the admin & support functioning roles to gather and correct data when interpreting or analyzing information for trends in continual improvement initiatives.

All personnel and all areas in an organization are affected by a quality management system. Training regarding the quality management system should thus be provided for all employees.

The quality management system implementation plan should make provision for this training. All basic concepts of quality management systems and its impact on the organization should be covered.

Benefits and advantages of quality implementation -

Listed are some benefits and advantages of implementing quality.

Stable processes ensures consistent results / outputs

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Benefits and advantages of quality implementation (cont.)

Better internal communication
Increased profits
Reduction in costly errors
Reduced lead times
Increased market share
Greater awareness of quality
Improved brand valuation
Encourages continual improvement

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Roles and Responsibilities for:

Quality manager
The quality function / department
The quality champion
QA & QC personnel
Quality coordinators
Quality inspectors
Quality auditors
Quality administrators
Others…

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Roles and Responsibilities defined - For the quality function / department starting with the quality manager and his / her immediate quality team

Role of the quality champion and support team members with strong support from management

Critical that quality personnel have fully defined roles as they may be assigned specific roles within the QMS or organization

Outlining quality specifications & standards

Developing QC processes

Verify procurement material / hardware specifications

Validate manufacturing / production results

Issues certificates of conformities CoC’s

Auditing & reporting

NCR management incl Concessions & Deviations

Identifying areas for improvement

Participate in quality improvement initiatives

Quality champion –must champion whatever cause he / she is fulfilling with above expert knowledge in that area

Similarly, R & R’s need to also be defined for all other role players impacted by the quality implementation.

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Strategic Quality Policy, Quality Culture & Quality Objectives:

Quality Policy and Framework
Quality Culture
Quality Objectives
Critical Success Factors (CSF) & Quality metrics

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Strategic quality policy, culture & objectives:

Quality Policy and Framework – aligns an organization’s purpose, mission and strategic direction and creates a robust framework that underpins intrinsic principles to adhere to for success

Quality Culture – creating a culture of trust, employee participation and communication that sets a tone towards the company’s work ethos

Quality Objectives – are measurable goals to enhance customer satisfaction and are consistent with the quality policy most times at a corporate level

All QMS’s must have quality objectives linked to it. This will influence each employee’s contribution towards attaining goals and targets for the organization coupled to the Business Scorecard.

These objectives may take the form of Critical Success Factors (CSF’s) which are designed to assist an organization in reaching its Mission which must be performance based.

Linking direct KPA’s / KPI’s to these objectives and monitoring these for attainment over known periods with a top-down approach usually performance linked

CSF’s & quality metrics may be linked to:

Product / Service Quality
Financial performance
Product Process improvement
Customer satisfaction
Market share
Employee satisfaction

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Internal Controls & Measurement:

Non-Conformance Reporting system, FRACAS, PRACAS
Defect, Scrap & Rework monitoring and trend analysis
Concession / Deviation system
QMS Auditing System / Process
Dashboard reporting
Data analysis and feedback
“5 S” Methodology (Sort, Set in Order, Shine, Standardize, Sustain)

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Internal Controls & Measurement:

Creating internal controls and measurement mechanisms to counter any adverse effects detected in the manufacturing or maintenance processes such as:

Non-Conformance Reporting system, FRACAS / PRACAS
Defect, scrap & rework monitoring & trend analysis with the aid of relevant control charts. Define specifications / criteria for all critical processes:
Defects are non-conformances that transpire as a product is manufactured or as a service is rendered.
Whenever a defect is detected, it needs to be measured for its deviation from the target value or specification, and until this fact is established, corrective action cannot be implemented to rectify the situation.
Concession / Deviation system,
Auditing of QMS: Process / Product / Project / System / Compliance
Dashboard reporting system – MS Power BI
Data analysis and feedback to all / affected users
“5 S” Methodology (Sort, Set in Order, Shine, Standardize, Sustain), a form of good housekeeping…
A methodology that results in a workplace that is clean, uncluttered, safe, and well organized to help reduce waste and optimize productivity.
Reducing unnecessary product and service costs
Risk management (risk registers, risk management plans, risk ownership, risk mitigation plans and actions), risk severity, risk priority

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Internal Controls & Measurement (cont.):

Reducing cycle / lead times
Error prediction and error detection
Just-In-Time principles
Improvement teams

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WAYS TO IMPLEMENT QUALITY IN INDUSTRY

Internal Controls & Measurement (cont.):

Risk management – Risk Management Plan & Risk Register

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Internal Controls & Measurement (cont.):

Risk management – How not to….

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WAYS TO IMPLEMENT QUALITY IN INDUSTRY�

Common Tools in the Quality Toolbox:

Use of Statistical Process Control (SPC) & related charts

Tally charts
Histograms
Pareto charts
Check Sheets / Tally Sheets
Scatter / Plot diagrams
Control charts, Run charts (X Bar, S & R charts)

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Some examples of widely used Quality Tools in industry are:

Tally charts, Histograms, Pareto charts (80 / 20 principle), Check sheet / Tally sheet
Scatter / plot diagrams, Control charts, Run charts, Bar charts (X-Bar, S-Bar & R charts)

R bar charts use the (Range) to measure process Variability of the spread of data in a sub group size > 9.

X-bar charts are used to measure the Mean or Ave of a process and how this changes over time.

S bar charts use the (Standard Deviation) to measure process Variability of the spread of data in a sub group size < 8.

These charts are used to determine possibility of assignable causes of variations noted. Others are p-chart, T-chart, u-chart, C-chart, etc.

Used to monitor and control variations in production / manufacturing processes, especially in high volume or costly plants.

Variations in processes results in all sorts of inconsistencies from poor product quality, to long lead time, to excessive cost, even negatively influences attitudes and behavior of involved personnel.

And the theory goes that by controlling these variables in any process, you can control the outcome, thus, making it more consistent.

And with stable processes comes consistent output.

And with stable processes, you get less time spent firefighting and micro-managing things through that process.

You also get great confidence it in being right every time, enabling you to even offer services that your competitors can’t. Can only be possible in fully automated setups.

The automotive manufacturer, KIA for example, offer a 7-year warranty on all their vehicles.

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Common Tools in the Quality Toolbox (cont.):

Plan Do Check Act cycle (PDCA)
DMAIC (Define, Measure, Analyze, Improve & Control)
FMEA, FMECA, RCA
Process mapping
Brainstorming & 5 Whys, Cause & Effect diagram (Fishbone)
Quality Function Deployment (QFD) “House of Quality”
Six Sigma or Lean Six Sigma

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Some examples of widely used Quality Tools in industry are:

Plan Do Check Act (PDCA) - In the 1950s, management consultant Dr William Edwards Deming developed a method of identifying why some products or processes don't work as expected. His approach has since become a popular strategy tool, used by many different types of organizations. It allows them to formulate theories about focusing on what needs to change, and then test them in a "continuous feedback loop."

DMAIC (Define, Measure, Analyze, Improve & Control) – Define the problem (Voice of the Customer, Value stream mapping), Measure the problem – (Capability analysis, Pareto), Analyze the problem –FMEA, FMECA, RCA, Multi Vari Chart), Improve the problem (solve the problem) – (Design of Experiments DOE, Kaizen), Control the problem) – (QCP, SPC, 5S, Mistake proofing – poka-yoke, Japanese term…)

Reducing cycle times (design & dev, SCM - lead times, Warranty execution MTBF / MTTF / MTTR, RTS,)

JIT principles, excessive storage & handling costs including resources, outsourcing of non-core competencies and processes

Process mapping - One of the first steps to understand a process is to map it. By mapping, we can gain a picture as to what happens, not what we think or what should happen. This gives us a tremendous insight into the process and what’s going on, and where the potential issues are that may be affecting the output.

Brainstorming & 5 Whys - is a problem-solving method that explores the underlying cause-and-effect of identified problems. The primary goal is to determine the root cause of a defect or a problem by successively asking the question “Why?”

Cause & Effect diagram (Fishbone) – Ishikawa diagram created by Kaoru Ishikawa that show the potential causes of a specific event.

Quality Function Deployment (QFD) “House of Quality”

Six Sigma or Lean Six Sigma – Highly disciplined improvement tool.

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Other practical quality interventions in use:

Internal auditing

Product
Process
Project
System

Reporting systems & regular feedback
Quality costing

Prevention
Appraisal
Internal Failures &
External Failures

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Internal Auditing – if it needs to be done well…then it must be performed by well trained & experienced auditors and their team members.

Reporting systems and regular feedback – SPC reporting, NCR, Audit, Dashboard, etc.

Should be directed at Process Owners on improving existing content seen as key to maintaining the momentum for all employees to easily recognize the benefit of using the QMS, not to be perceived as another tick in the box.

Lessons Learned…, preferably bi-directional ie. top down and bottoms up approach & visibility. Must be scheduled to take place at regular intervals not to lose momentum. Transparency is key with factual data presented in unambiguous terms. Always good to show whether there was an improvement or not from the previous reporting period.

Quality Costing – Prevention (Training & documentation), Appraisal (Audits), Internal (Scrap, Rework) & External costs (Warranty, Product Recall)

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Other practical quality interventions in use (cont.):

Management review

Continual improvement

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Management Review – Must be scheduled for senior management at regular intervals. All attendees must be informed of and know their contribution towards this Review with full participation and accountability for the company’s QMS results. Previously the Management Rep was usually held responsible, however with the new ISO 9001:2015 STD, senior management takes full responsibility & accountability. All inputs must be well compiled with factual evidence and fully prepared. Factual decision making is paramount when recommending improvements.

Continual improvement - Setting forums / work sessions at regular intervals is key to maintaining a consistent approach by all role players. It creates a sense of belonging (wanting to participate, become involved…”What’s in it for us?” Rather than What’s in it for me?)

Getting the people with the right mindset & positive attitude.

Use a brainstorming technique that everyone is trained in or understands with a champion on board to take the rest along with.

Leave the choice of improvement tools & techniques to the employees as they need to own this set of tools and not blame failure on someone else (external locus of control).

Ask for problems or problem areas from the participants instead of downplaying your role and authority as the QM or Quality lead.

Guide the team through execution showing a keen interest on successes aiming for quick wins instead of one long drawn-out solution that exhausts the team’s energy.

Document processes along the way and keep record of problems with action lists for solutions.

Choose a simple yet effective Root Cause Analysis methodology that works best for the company’s work processes and systems.

Using Six Sigma as an improvement tool has the propensity to realize huge gains in financial terms thus leading to product / service excellence. It must be noted though that a Six Sigma journey is resource intensive with specialized skill sets that are a precursor for success employing a disciplined methodology.

Never reprimand a team member for not contributing or for trivial inputs, every piece of information is key to solving the puzzle.

Always challenge the status quo, don’t settle for mediocracy!

Implement a pilot run with solutions and only deploy to the working environment until proven that the hurdle (problem) has been resolved.

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Other practical quality interventions in use (cont.):

Knowledge management & lessons learned

Measuring & monitoring to improve performance

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Knowledge Management & Lessons Learned - Create a mechanism to gather lessons learnt, knowledge gained, and information considered vital for a company’s success.

Analyze the collated data and possibly group into its categories per management discipline.

Empower process owners to take ownership and participate in setting up information sharing sessions with key employees and other relevant stakeholders, not only inside the organization but with external parties of interest as well.

Refine the KM database and create a sense of purpose for its existence not merely a repository but a knowledge house that delivers intended results.

Measuring & monitoring to improve performance - Can use COTS applications / systems to track measurement metrics or can use in-house established systems to collate data for analysis at predefined intervals.

Sometimes data needs to be “scrubbed” and then analyzed to see if intended results are achievable.

Measurement also extends to calibration of measuring devices where the integrity of measuring devices and measurement uncertainty are known determined by certified calibration professionals. Calibration certificates are mandatory for specific devices in certain industries or sectors.

The above will enable one to track quality objectives and confirm implemented performance parameters, otherwise new ones need to be determined and introduced as performance yardsticks.

More importantly, one needs to identify any behavioral patterns in the data for trends or correlations to take the necessary actions.

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Other practical quality interventions in use (cont.):

Quality inspections & QC, mechanical testing (NDT)
Documentation reviews & verification processes
Software design, verification & validation, testing
Project quality management

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Quality Inspections & QC, mechanical testing (NDT) - Perform and verify independent third-party inspection activities at Vendors and Sub-Contractors (Hold, Witness, Surveillance points)

Witness and verify First Article Inspections (FAI) & Final Acceptance Tests (FAT)

Verify approval of finished product / sub-assemblies for release at subcontractors

Establish, review & manage quality documentation (Quality Plans, NCRs, Concessions, Deviations, Audit Reports, Quality Incidents, Site Instructions, Certificates of Conformance, Punch / Punch-Back Listings, Take Over Certificates, Snag Lists, etc.)

Verify QC inspections on deliverables as in: (Visual, Dimensional, Surface Finish, Electroplating, Galvanizing, Protective Coating, Welding and Fabrication).

Witness, verify & validate mechanical tests including NDT results through certified authorities.

Documentation reviews – Spans over technical & non-technical docs like standards, specs, regulations, Acts, processes, instructions, procedures, quality criteria, etc.

Software design & dev – Actively participate in Software Design, Verification & Validation Testing activities to ensure a flawless development for deployment.

Project QM – Ensures QA through all stages & phases of a project by verifying and validating quality requirements. Reviews all quality documentation including that of other project disciplines for accuracy & adequacy for implementation. Involved in Stage Gate approvals from one phase to the next using a set of developed stage gate criteria to aid in “Go-No-Go” decisions. Ensures signs offs on all project milestone deliverables. This also extends to managing the contracts placed on EPCM’s, 3^rd Party Authorised Inspection Authorities, Suppliers & Sub-Contractors.

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Conclusion:

Ensure that every employee understands the company’s vision & mission.
Ensure that all defined processes are consistently applied.
Employees must have the training and understanding to acknowledge that standardization & consistency are key to eliminate variability.
Successful quality organizations need continuing management direction and strong supportive leadership. It needs support through a well-defined structure, processes, and transitions.
Stakeholder engagement is essential for the effective application of a quality management system and quality in general.

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Quality Inspections & QC, mechanical testing (NDT) - Perform and verify independent third-party inspection activities at Vendors and Sub-Contractors (Hold, Witness, Surveillance points)

Witness and verify First Article Inspections (FAI) & Final Acceptance Tests (FAT)

Verify approval of finished product / sub-assemblies for release at subcontractors

Establish, review & manage quality documentation (Quality Plans, NCRs, Concessions, Deviations, Audit Reports, Quality Incidents, Site Instructions, Certificates of Conformance, Punch / Punch-Back Listings, Take Over Certificates, Snag Lists, etc.)

Verify QC inspections on deliverables as in: (Visual, Dimensional, Surface Finish, Electroplating, Galvanizing, Protective Coating, Welding and Fabrication).

Witness, verify & validate mechanical tests including NDT results through certified authorities.

Documentation reviews – Spans over technical & non-technical docs like standards, specs, regulations, Acts, processes, instructions, procedures, quality criteria, etc.

Software design & dev – Actively participate in Software Design, Verification & Validation Testing activities to ensure a flawless development to meet specs.

Project QM – Ensures QA through all stages & phases of a project by verifying and validating quality requirements. Reviews all quality documentation including that of other project disciplines for accuracy & adequacy for implementation. Involved in Stage Gate approvals from one phase to the next using a set of developed stage gate criteria to aid in “Go-No-Go” decisions. Ensures signs offs on all project milestone deliverables. This also extends to managing the contracts placed on EPCM’s, 3^rd Party Authorised Inspection Authorities, Suppliers & Sub-Contractors.

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Q&A?

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Thank You!

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OUR CONTACT INFORMATION

Primary contact:

Mr Chris Naidoo

Mobile: 083 650-8208

Email: chris@impexpo.co.za

Website: www.impexpo.co.za (under construction)

“SERVICE QUALITY………a lasting trait by no mistake!”

Reg No: 2015/071185/07

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Home based office in Kensington,

Johannesburg,

Gauteng,

South Africa.

Full compliance to COVID-19 regulations at all locations