From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

Abstract

International audiencePurpose – This article deals with the subject of "Lean Normalization". A comprehensive methodology is proposed which combines the benefits of both ISO standards and Lean Management. The application of this methodology leads manufacturing or service companies to certification without creating more documentation. It guarantees agility and flexibility in the day-today management of the company, and induces lower costs and reduced times. This methodology provides a new way of tackling the implementation of ISO Standards in a company. Design/methodology/approach – This methodology is based on the synergistic combination of both ISO Standards (Quality Management System) and the key concepts of Lean Management. After a short presentation of ISO Standards and Lean Management, the possibility of implementing a synergy between these two different approaches will be discussed. At this point ISO 9001 standard will be focused on. The proposed methodology will be introduced step-by-step. Each step of the model will be formalized using the SADT graphic representation tool. Moreover, each step is associated with a key concept of Lean Management. In order to illustrate the proposed method, an example of implementation will also be presented. Findings – To show the feasibility of this methodology, this article finishes with a summary of the results achieved in a company and draws some interesting conclusions. Companies have the possibility of achieving certification in combination with a Lean Quality Management System: a one-page Quality Manual, only ten records, no major non-conformities and no customer complaints over a two-year period. Research limitations/implications – The methodology may have to be adapted to better suit the needs of companies seeking to implement the latest version of the ISO 9001 standard. Practical implications – This paper presents the deployment of ISO 9001 standard whilst simultaneously respecting key Lean Management concepts. The practical results for enterprises are the implementation of a Lean Quality Management System leading to a certification. Originality/value – Due to its simplicity and the relevance of its steps, the proposed methodology can be applied to companies with a guaranteed success of certification

The Link between Business Process Management and Quality Management

“…The first version of these standards required a lot of documentation. From that point on, the quality was understood as a system loaded with huge documentation and a high level of bureaucracy, completely non-procedural for employees (Bacoup et al 2018). The newer versions of ISO 9001 marked a shift in focus from individual requirements to a more holistic, process-oriented approach, considering ever changing contexts.…”

“…However, the myth of the ISO 9001 documentation nightmare is still present in some sectors. Many companies that are ISO 9001 certified have too much documentation and are developing cumbersome Quality Documentation Systems that provide little value (Bacoup et al 2018). While all certified organizations receive a certificate of a standard form, it is a public secret that these organizations do not implement the requirements of the standard at the same level.…”

Proposição de um modelo para aprimoramento do sistema de gestão da qualidade

“…Já Bacoup et al (2018) e Ost e Silveira (2018), propõem que o objetivo de um sistema de qualidade é assegurar que produtos (bens e/ou serviços) estejam sempre em conformidade com as especificações de engenharia, sendo que estas dependem primariamente da determinação dos requisitos do cliente -a efetividade do SGQ está associada a fatores críticos como estrutura administrativa, cultura organizacional e capacitação de funcionários. Portanto, a organização deve possuir programas intensivos de capacitação, participação em decisões, sistemas de informação adequados, revisão de políticas e procedimentos e sistemas de recompensa.…”

Quality management principles and school quality

“…For that purpose, we conducted a qualitative study. Discussion Defined processes boost the performance of company (Armistead et al, 1999;Bacoup et al, 2018) through managing the cost (Lari and Asllani, 2013), time (Claycomb et al, 1999), quality (Hasan and Kerr, 2003) and flexibility (Perera et al, 1997). In private schools' setting, the performance is referred to the quality of teaching and learning.…”