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© 2011 IQSJanuary 13, 2012
ASQ Meeting
“Navigating QMS Evaluation & Implementation”
Presenter: Tom WestJeff Stuart
January 10, 2012
2 © 2011 IQS1/13/2012
Agenda
1. Introduction / Current Research
2. Gap Analysis / Business Case
3. QMS Selection
4. QMS Implementation Strategies
5. Question & Answer
3 © 2011 IQS1/13/2012
IQS Company Profile • Industry Veteran
– 20+ Years in Business – 500+ Customers– 20,000 users– Installed in 15 countries
• Manufacturing Roots – Mid-west based, quality focused – Deep Manufacturing Expertise
• Hundreds of happy referenceable users • Market Focus
– Automotive– Aerospace & Defense– Life Sciences– Discrete Manufacturing
• Versatile Platform– On Premise– OnDemand
ISO 9000 TAG Expands Adoption
AS Q Supply Chain Globalization
4 © 2011 IQS1/13/2012
Research and QMS Market• Priorities for Best-In-Class Organizations
• Customer Satisfaction and Retention• Lower Cost of Quality• Using Quality as a Competitive Advantage• Need for Risk Management
• Focus Areas of Performance• New Product Introductions• Overall Equipment Effectiveness• Operating Margin• On Time and Complete Shipments
• Strategic Actions• Build-in compliance and risk control into processes• Improve operator effectiveness by delivering critical quality data from
across the enterprise
Source: Aberdeen Group May 2011
5 © 2011 IQS1/13/2012
Research and QMS Market• Technology Gaps (Best-In-Class vs Other Tier)
• The largest gap between Best-In-Class companies and Other organizations is in the area of Quality Management Systems
• 83% of Best-In-Class companies run enterprise quality systems, while only 64% of non-best-in-class use a QMS
• Effectiveness is related to Interoperability• Best-In-Class Organizations report strong integrations with the following
systems– 59% integrate with ERP (integrated record of the truth)– 48% integrate with BI (integrated transparency of reporting)– 26% integrate with PLM (integrated new product introduction)– 26% integrate with DMS (integrated document repository)
• What QMS tools differentiate Best In Class from others?
Source: Aberdeen Group May 2011
6 © 2011 IQS1/13/2012
Best In Class Differentiators
*Take Away – The biggest differentiator between Best-In-Class and Others are the tools that drive behavior (Gaps over 15%). They are NC/CAPA, EHS Mgmt, Risk Mgmt, Compliant Mgmt, Alert Systems, Change Control, and Root Cause Analysis. They simply iterate and improve faster than the rest of the pool.
Source: Aberdeen Group May 2011
7 © 2011 IQS1/13/2012
Future of Quality ManagementSingle system for…
Nonconformance/CAPAAPQPFMEA/Control PlanDocument ManagementAudit ManagementTraining ManagementSupplier PerformanceIncoming/In-Process and Final InspectionSPC Data CollectionGage Calibration Preventive MaintenanceComplaint Management
*Take Away – The future of QM systems is a web-based, cloud-architectured system with strong integrations with ERP and CRM. Managing quality across the value chain rather than as an organizational function.
8 © 2011 IQS1/13/2012
Gap Analysis / Business Case
Define Primary Business Goals– Reduce Receiving Inspection costs by 20%.– Shorten Product Launch and ECR cycle time by 40%.– Reduce reporting time by 30%.– Improve overall Product Quality.
Perform Current Systems Gap Analysis– What systems are currently being used?– What are the issues with those systems?– What capabilities are missing?– What are the costs associated with doing it in the current
system (paper, Access, Excel) and the benefits associated with an alternative solution?
9 © 2011 IQS1/13/2012
Standard QMS Benefit Categories
10 © 2011 IQS1/13/2012
Key Evaluation CriteriaKey Evaluation Criteria includes:
– Does the system address core business requirements?• Technical • Security• Application Interfaces – ERP, CRM, etc…• Configurability• Portals• Reporting / Metrics
– Is there a sufficient cost vs benefit defined?– Implementation Support / Strategy
• Time / Cost / Internal Resource Requirements– Annual Support available?
• Product Development Cycle• Technical Support
– Company History & Future Stability– References
11 © 2011 IQS1/13/2012
QMS ImplementationKeys to a Successful Implementation
– Gain Executive level commitment• Include as part of the annual MBO• Adds credibility to the project
– Create a ‘phased’ Project Plan• Allocate appropriate resources to support the project• Clearly define roles and responsibilities• Schedule weekly / monthly status meetings
– Systems migration / integration• Import legacy info or simply shut it down and start fresh• ERP Integration (master files)
– Embracing Change• Build a sense of urgency• Share the vision• Address valid concerns• Create a belief that “WE CAN DO BETTER”
12 © 2011 IQS1/13/2012
The IQS ModelThe IQS Model provides a complete framework for compliance with regulatory and industry standards, including ISO, automotive (TS), aerospace (AS), and FDA (21CFR11) requirements.
Based on business processes, not just those assigned to the quality department, has made IQS the industry standard in business performance management.
13 © 2011 IQS1/13/2012
Redefining Enterprise Quality Management
Enterprise Quality Management (EQM)
is the cradle-to-grave approach of coordinating and connecting
the people and processes used to build a product right the first time.
*Take Away – reduce risk, improve visibility into all aspects of business process and performance. Single integrated data hub allows increased visibility into total business process, providing actionable insight
14 © 2011 IQS1/13/2012
Managing Quality is not a function, but everyone’s job from the supplier to the customer.
Suppliers Customers
SupplierPerformance Management
You
EnterpriseQuality
and Compliance Management
CustomerCommunication
Management
15 © 2011 IQS1/13/2012
Information Type:
Current SolutionManaging quality across the supply chain requires the involvement and information from many, many places.
Suppliers Customers
= information in a database = information in a paper document = information in employee
• Product • Process • Customer • Supplier • Manufacturing Asset • Employee
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
16 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
1NonconformanceReported
17 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
2Status?
18 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
3CorrectSpec?
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
19 © 2011 IQS1/13/2012
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
Current Solution
Suppliers Customers
Accumulation of time/cost:
4
Training?
20 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
6
OtherComplaints?
21 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
7Documented?
22 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
8Calibrated?
23 © 2011 IQS1/13/2012
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
Current Solution
Suppliers Customers
9SOP?
9
Accumulation of time/cost:
24 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg 10
On-spec material?
25 © 2011 IQS1/13/2012
Current Solution
Suppliers Customers11
OpenECR?
Accumulation of time/cost:
Audit /Compliance Quality
Mfg Plant /Maintenance Mfg Plant
IT
Sales /Cust Service
EngineeringHR /Training
Mfg
Mfg
26 © 2011 IQS1/13/2012
HR /Training Engineering Sales /
Cust Service
Mfg
Mfg ITQualityAudit /Compliance
Mfg PlantMfg Plant /Maint
= information in a database = information in a paper document = information in employee
IQS SolutionIQS delivers a software & service solution to provide you with
complete quality management.
Suppliers Customers
= information in a paper document = information in employee
Information Type: • Product • Process • Customer • Supplier • Manufacturing Asset • Employee
Accumulation of time/cost:
27 © 2011 IQS1/13/2012
HR /Training Engineering Sales /
Cust Service
Mfg
Mfg ITQualityAudit /Compliance
Mfg PlantMfg Plant /Maint
= information in a database = information in a paper document = information in employee
IQS SolutionIQS delivers a software & service solution to provide you with
complete quality management.
Suppliers Customers
= information in a paper document = information in employee
Information Type: • Product • Process • Customer • Supplier • Manufacturing Asset • Employee
1NonconformanceReported
Accumulation of time/cost:
IQS systems enable you to manage quality and costs across the value chain
2
28 © 2011 IQS1/13/2012
Graphs / Dashboards
29 © 2011 IQS1/13/2012
Nonconformance Status Dashboard
30 © 2011 IQS1/13/2012
Partial Client List
31 © 2011 IQS1/13/2012
Contact Us• Visit our website www.iqs.com
– Sign up for our Webinar Series “Supplier Quality & APQP”– Build your own business case from your data– Investigate our EQM solution– Download whitepapers validating our results– Determine your current Enterprise Quality Management Maturity
Level and Readiness Level– Request a demonstration for your staff
• Email me at [email protected] - Tom West, Sr. Account Executive, IQS
© 2011 IQSJanuary 13, 2012
ASQ Meeting“Navigating QMS Evaluation &
Implementation”Presenter: Tom West
Jeff Stuart
Questions ?