Building the Case for Quality
Author: Lisa Walters
Saturday, April 10, 2010
Building the Case for Quality
How can Quality help you? In so many applications, Quality can assist you in achieving your organizational goals. And not every application of Quality is the same. Read below to get a sense of the diverse rewards a Quality endeavor can achieve, presented in two differing cases.
Company profile
Two dentists operated a small dental practice in the northwest area of Pennsylvania, serving primarily the immediate geographic area. The practice has three operatories, and two hygiene bays. Its focus of practice is that of general dentistry.
Business situation
The dental practice, although successful, suffered from inefficiencies in process, particularly with regard to the equipment management aspect of the practice. The dental practice operated primarily with informal systems, where individuals knew how to do her job, but this knowledge was not organizationally embedded for consistent implementation. Additionally, when a staff member was unavailable for any period of time, the work was either not completed or inadequately completed.
HSQC LLC evaluation
An evaluation of the practice found that no standardized work existed, in any defined Quality Management System. Additionally, there were no formal mechanisms to support the on-going development of foundational system inputs, such as standardized hiring and training, equipment management, records management, contingency planning, materials inventory management, supplier control, operating procedures, facilities management, change management, and complaint/deviation management.
Solution
A formal management system was developed in compliance with ISO 9001v2000. In designing and implementing the systems, aspects of lean quality were used, such as visual controls, 5 S, standard work, SMED, and some aspects of TPM. Documentation of critical to quality activities was implemented, and this documentation was then monitored over time for further work improvement.
Benefits
The practice realized a more harmonized work place, as staff could now assist in tasks not necessarily of their primary responsibility. The largest benefit obtained came from the establishment of the equipment management system, saving 67% in equipment repair annually!
Company profile
A ball and check valve company manufacturer in northwestern Pennsylvania employs approximately 40 people working within the niche market of petroleum and oil industries.
Business situation
The company’s primary business market was domestic. To expand into the global markets, the organization needed to acquire the American Petroleum Institute’s quality certification for quality system management as well as its engineering approval for 6D product branding. Although the company was successful and prospering, further growth was contingent on this acquisition. The company operated to an established quality system, which was the former ISO 9002.
HSQC LLC evaluation
A gap analysis of the organization was performed in terms of the API requirements. Several gaps were noted, as the former quality standard employed (ISO 9002) simply was not as inclusive as the API requirements, which reflected the ISO 9001v2000 standard. Supporting administrative systems were largely informal, allowing for myriad opportunities for weaknesses in process handoffs.
Solution
A formal management system was developed in compliance with the API requirements. This included the deployment of statistical techniques for the evaluation and improvement of processes to meet the defined quality objectives. Administrative functions were formalized, including the collection, tracking, and trending of customer information and feedback. Production and design concerns were also captured, tracked, and trended. Additionally, the design and design realization processes were standardized with supporting documentation to support historical design integrity.
Benefits
The company successfully completed its API certification, a rigorous exercise in compliance and quality improvement. Additionally, design and production problems were greatly reduced, reflecting a significant economical benefit as the new practices drove a consistent application of root cause analysis techniques.