KALİTE YÖNETİMİ - Deneme Sınavı - 5

The TSE is a full member of these organizations and the only representative of them in Turkey. The international organizations that the TSE is a member of are listed below: • ISO (International Organization for Standardization since 1956), • IEC (International Electrotechnical Commission since 1956) • SMIIC (Standards and Metrology Institute for the Islamic Countries since 2010) • CEN (European Committee for Standardization since 2012) • CENELEC (European Committee for Electrotechnical Standardization since 2012)

The TSE has many different functions, which are listed below:

• To prepare all kinds of standards or have them prepared, • To examine the standards prepared within the Institute or outside the Institute and to accept them as Turkish Standards if deemed appropriate, • To publish the accepted standards and to encourage their implementation, and to submit those that are deemed beneficial to make mandatory to the approval of the relevant ministry. • To prepare standards and projects at the request of the public and private sectors and to provide expert opinions, • To conduct all kinds of scientific technical studies on standards and to follow similar studies in foreign countries.

The standards prepared by the TSE are prepared with the participation of all relevant stakeholders in line with the international standards preparation principles. These stakeholders include the private sector, SMEs, universities, public organizations, and the non-governmental organizations such as associations and unions.

The European Committee for Standardization (CEN) is a regional standard organization established in 1961 by the members of the European Economic Community (EEC) and EFTA (European Free Trade Area).

Following the definitions given above, we can list the characteristics of accreditation as follows: Accreditation is • a way to ensure quality assurance, • an independent external evaluation, • a method of obtaining a quality certificate, • a document that is not permanent and is valid for a certain period of time, • an evaluation process, • a process at theend ofwhich an organization is decided to be accredited or not accredited, • a process where the institution and the organization must prove that they operate according to the quality criteria used in the assessment, • a process where, after receiving this document, institutions or organizations are monitored periodically, • a process where, if requested by the institutions, the accreditation process is initiated. Volunteering is essential.

Accreditation is an ongoing process that guarantees the competence of accredited bodies performing conformity assessment services such as:

Self-evaluation aims to achieve the following objectives in the institutions: • Inclusion of all units in activities aimed at improving the processes related to the field of activity (goods/services) of the organization, • Identifying and encouraging the adoption of good examples, • Establishing a common quality culture, • Operationalizing a sustainable quality development process, • Providing reliable data needed for external evaluation, • Ensuring a better understanding of the objectives and encouraging teamwork, • Ensuring effective and efficient use of resources.

Deming Model: The basic foundation of the model is an organization’s analysis of its own subjective situation well to determine its own goals and to develop itself in accordance with these goals. This model is considered as a real tool for change and transformation for the organization

Malcolm Baldrige Model: This model aims to raise the quality level of American organizations, to set the criteria both to guide and evaluate the quality improvement efforts of individual institutions, to identify the organizations that will set an example for quality improvement. Underlying the basis of this model are three important criteria: The effectiveness of the quality improvement approach, the quality management system, and customer satisfaction.

The EFQM (The European Foundation for Quality Management) Model: With this model, the company’s strong and vulnerable areas are identified at regular intervals. In line with these findings, the company makes action plans for continuous improvement and aims to implement these plans. In other words, organizations determine their strengths and areas that are open to improvement, and they have the opportunity to improve their management approaches with the action plans they prepare. The model is essentially an institutional assessment tool that can be used by all organizations, regardless of size and sector.

Continuous Improvement cannot be carried off without individual improvement. Therefore, Mansir and Schacht (1989;5-20) also presented an “Individual Improvement Model” consisting of seven steps:
Step 1: Envision Personal Improvement
Step 2: Enable Personal Improvement
Step 3: Focus on Improvement
Step 4: Improve Your Job
Step 5: Improve Yourself
Step 6: Help Others Improve
Step 7: Evaluate Improvement Progress

CIP includes eleven compatible and mutually supporting principles: the constancy of purpose, commitment to quality, customer focus and involvement, process orientation, continuous improvement, system-centered management, investment in knowledge, teamwork, and conservation of human resources, total
involvement, and perpetual commitment.

Lean is one of the main constructs in continuous improvement, and generally, it is synonymous with eliminating wastes. It is true that lean is a continuous improvement process. Continuous improvement is one of the main concepts of Lean Management, and it is used synonymously with Kaizen. Elimination of waste, Just-in-Time, perfect quality, visual management, and human resources management are the other main concepts in lean thinking.

In order to eliminate non value added activities you need to improve operator training.

Lean as a business improvement method is to produce better products or deliver better services using fewer resources.

Process cycle efficiency= Value added time / Process cycle time =4/8 =%50

The seven major quality tools for detecting and reducing the variability of process are: 1. Histogram 2. Check sheet 3. Pareto chart 4. Cause-and-effect diagram 5. Box plot 6. Scatter diagram 7. Control chart

Histogram is the graphical presentation of distribution of data. It is drawn by dividing the largest and smallest values evenly and determining the number of data per interval.It is easy to show and interpret minimum and maximum value of data and the distribution of data.

Cause and Effect Diagram is a diagram, also known as the Fishbone, used to investigate the potential and root causes of a particular problem or error. Possible causes can be determined by brainstorming with the quality improvement team.

A well-performed experiment may provide answers to questions such as : • What are the key factors in a process? • At what settings would the process deliver acceptable performance? • What are the key, main, and interaction effects in the process? • What settings would bring about less variation in the output?

The practical benefits of implementing SPC are:

Elements of a Successful SPC Program: 1. Management leadership 2. A team approach, focusing on project-oriented applications 3. Education of employees at all levels 4. Emphasis on reducing variability 5. Measuring success in quantitative (economic) terms 6. A mechanism for communicating successful results throughout the organization