tag:blogger.com,1999:blog-40894711885226026142024-03-05T19:03:00.866-08:00Alfa Quality ConsultingAlfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.comBlogger17125tag:blogger.com,1999:blog-4089471188522602614.post-36391914293336097892019-03-01T02:21:00.000-08:002019-03-01T02:21:03.795-08:00ISO 50001 ENERGY MANAGEMENT TRAINING CLASSES<div class="separator" style="clear: both; text-align: center;">
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ISO 50001 Energy management systems – Requirements with guidance for use is a specification created by the International Organization for Standardization (ISO) for an energy management system. The standard specifies the requirements for establishing, implementing, maintaining and improving an energy management system, whose purpose is to enable an organization to follow a systematic approach in achieving continual improvement of energy performance, including energy efficiency, energy security, energy use and consumption.[1] The standard aims to help organizations continually reduce their energy use, and therefore their energy costs and their greenhouse gas emissions.</div>
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ISO 50001 was originally released by ISO in June 2011 and is suitable for any organization, whatever its size, sector or geographical location.[2] The second edition, ISO 50001:2018 was released in August of 2018.</div>
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The system is modelled after the ISO 9001 Quality Management System and the ISO 14001 Environmental Management System (EMS). Eccleston describes the procedural details of the ISO Energy Management System (EnMS) and compares its procedures with those of the ISO 14001 EMS.</div>
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A significant feature in ISO 50001 is the requirement to "... improve the EnMS and the resulting energy performance" (clause 4.2.1 c). The other standards mentioned here (ISO 9001 and ISO 14001) both require improvement to the effectiveness of the Management System but not to the quality of the product/service (ISO 9001) or to environmental performance (ISO 14001). It is anticipated that by implementing ISO 9001 and 14001 together an organization would improve quality and environmental performance, but the standards do not currently specify this as a requirement.</div>
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ISO 50001, therefore, has made a major leap forward in 'raising the bar' by requiring an organization to demonstrate that they have improved their energy performance. There are no quantitative targets specified – an organization chooses its own then creates an action plan to reach the targets. With this structured approach, an organization is more likely to see some tangible financial benefits.</div>
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<b><span style="color: red; font-size: large;">Reasons for use</span></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghx0gVxm59o54So6rDdgDfG0xSq6DY8ZzrAOpuQQW1htoDhjkYcd_bK24TWbIztC05Kx28HrlSq0njVLTogBW_tROp4FLke3lygR3p1c56t5F_hmIoXx9wPqBXVwFBJFRXfQaGHxGUHasE/s1600/02_IMSM_ISO50001.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="357" data-original-width="258" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghx0gVxm59o54So6rDdgDfG0xSq6DY8ZzrAOpuQQW1htoDhjkYcd_bK24TWbIztC05Kx28HrlSq0njVLTogBW_tROp4FLke3lygR3p1c56t5F_hmIoXx9wPqBXVwFBJFRXfQaGHxGUHasE/s320/02_IMSM_ISO50001.png" width="231" /></a>The main objective of the standard is to improve energy-related performance and energy efficiency continuously and to identify energy reduction opportunities. This systematic approach will help organizations to establish systems and processes.</div>
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Consistent energy management helps organizations to realize untapped energy efficiency potential. They will benefit from cost savings and make a significant contribution to environmental and climate protection, for example by the permanent reduction of CO2 emissions.[3] The standard should alert employees and in particular the management level to the immediate and long-term energy management gains that can be made. The organization can discover potential savings and competitive advantages. Furthermore, a huge image boost for the organization can be created.[4]</div>
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<b><span style="color: red; font-size: large;">Background</span></b></div>
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Organizations of all types and sizes increasingly want to reduce the amount of energy they consume. This is driven by the need or desire to:</div>
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reduce costs,</div>
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reduce the impact of rising costs,</div>
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meet legislative or self-imposed carbon targets,</div>
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reduce reliance on fossil fuels, and</div>
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enhance the entity’s reputation as a socially responsible organization.</div>
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In tandem, governments increasingly want to reduce the Greenhouse Gas Emissions of their citizens and industries, and are imposing legislative mechanisms to compel carbon reduction more and more frequently.</div>
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In response, a range of energy management standards, specifications and regulations were developed in Australia, China, Denmark, France, Germany, Ireland, Japan, Republic of Korea, Netherlands, Singapore, Sweden, Taiwan, Thailand, New Zealand and the USA.</div>
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Subsequently, the European Committee for Standardization (CEN) developed EN 16001:2009 Energy management systems. Requirements with guidance for use as a first international energy management standard. This was published in July 2009[6] and withdrawn in April 2012 as it had been superseded by ISO 50001.[7]</div>
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<b><span style="color: red; font-size: large;">Development</span></b></div>
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The United Nations Industrial Development Organization (UNIDO) recognized that industry around the world needed to mount an effective response to climate change.[8] It also noted a proliferation of national energy management standards that were emerging as a response to market demand for help with energy efficiency.[9]</div>
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In April 2007, a UNIDO stakeholders meeting decided to ask ISO to develop an international energy management standard.[10]</div>
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ISO for its part had identified energy management as one of its top five areas for the development of International Standards and, in 2008, created a project committee, ISO/PC 242, Energy management, to carry out the work.[5]</div>
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ISO/PC 242 was led by ISO members for the United States (ANSI) and Brazil (ABNT). In addition, its leadership included the ISO members for China (SAC) and the United Kingdom (BSI Group) to ensure that developed and developing economies participated together in the project committee.</div>
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Experts from the national standards bodies of 44 ISO member countries participated and another 14 countries sent observers. Development organizations including UNIDO and the World Energy Council (WEC) were also involved.</div>
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ISO 50001 also drew on existing national and regional energy management codes and standards, including ones developed in China, Denmark, Ireland, Japan, Republic of Korea, Netherlands, Sweden, Thailand, the USA and the European Union.</div>
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ISO 50001:2011 Energy management systems – Requirements with guidance for use was published on June 17, 2011.[11]</div>
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ISO published a revised version of ISO 50001 in 2018. The revision reflects a desire to promote adoption of the standard among small and medium sized enterprises. It also incorporates ISO's "high level structure" for use where organizations wish to integrate a number of management system standards together.</div>
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<b><span style="color: red; font-size: large;">Structure</span></b></div>
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The structure of ISO 50001 is designed according to other ISO management system standards, in particular ISO 9001 (Quality Management Systems) and ISO 14001 (Environmental Management Systems). Since all three management systems standards are based on the PDCA cycle, and now share the same high level structure, ISO 50001 can be integrated easily to these systems.[13]</div>
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There are ten major components to ISO 50001:2018:</div>
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1.: Scope</div>
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2.: Normative references</div>
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3.: Terms and definitions</div>
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4.: Context of the organization</div>
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5.: Leadership</div>
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6.: Planning</div>
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7.: Support</div>
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8.: Operation</div>
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9.: Performance Evaluation</div>
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10.: Improvement</div>
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Method</div>
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ISO 50001 provides a framework of requirements that help organizations to:</div>
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develop a policy for more efficient use of energy</div>
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fix targets and objectives to meet the policy</div>
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use data to better understand and make decisions concerning energy use and consumption</div>
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measure the results</div>
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review the effectiveness of the policy and</div>
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continually improve energy management.[14]</div>
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ISO 50001 focuses on a continual improvement process to achieve the objectives related to the environmental performance of an organization (enterprise, service provider, administration, etc.). The process follows a plan – do – check – act approach (Plan-Do-Check-Act, PDCA):[15]</div>
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<b><span style="font-size: large;">The 4 phases of the PDCA circle</span></b></div>
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<b style="color: red; font-size: x-large;">Plan:</b></div>
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The overall responsibility for the installed energy management system must be located with the top management. An energy officer and an energy team should be appointed. Furthermore, the organization has to formulate the energy policy in form of a written statement which contains the intent and direction of energy policy. Energy policy must be communicated within the organization. The energy team is the connection between management and employees. In this phase the organization has to identify the significant energy uses and prioritize the opportunities for energy performance improvement.</div>
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<b><span style="color: red; font-size: large;">Do:</span></b></div>
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The stated objectives and processes are now introduced and implemented. Resources are made available and responsibilities determined. Make sure that employees and other participants are aware of and capable of carrying out their energy management responsibilities. The realization of the energy management system starts.</div>
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<b><span style="color: red; font-size: large;">Check:</span></b></div>
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An energy management system requires a process for compliance and valuation of energy-related regulations. Internal audit can help to verify that the energy management system is functioning properly and generating the planned results. The processes are monitored with regard to legal and other requirements (customer requirements, internal policies) as well as to the objectives of the energy management of the organization. The results are documented and reported to top management.[16]</div>
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<span style="color: red; font-size: large;"><b>Act:</b></span></div>
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The top management prepares a written valuation based on the internal audit. This document is called the management review. The results will be evaluated on their performance level. If necessary, corrective or preventive actions can be initiated. Energy-relevant processes are optimized and new strategic goals are derived.[17]</div>
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Certification</div>
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Certification proves that the energy management system meets the requirements of ISO 50001. This gives customers, stakeholders, employees and management more confidence that the organization is saving energy. It also helps to ensure that the energy management system is working throughout the organization.</div>
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Another advantage of a certification is its emphasis on continual improvement. The organization will continue to get better at managing its energy. Additional cost savings can be generated over several years. Furthermore, certifying an organization shows your public commitment to energy management.</div>
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UKAS, the certification bodies' accreditation scheme in UK, accredits certification bodies to carry out certification of business energy management systems to ISO 50001. In July 2018 there were 15 UK bodies with the necessary accreditation to carry out independent audits and issue Energy Management Systems Certification to ISO 50001.[18]</div>
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<span style="color: red; font-size: large;"><b>Impact</b></span></div>
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ISO reported that the standard was warmly received by the market when it was first published. To the end of January 2012, around 100 organizations in 26 countries had already achieved certification to ISO 50001.[19] ISO also listed several users who had reported significant early cost savings and benefits.[20]</div>
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In China, Delta Electronics, a provider of power and thermal management solutions, reported reducing power consumption by 10.51 million kWh as compared to the same period in 2010. This is equivalent to a reduction of 10.2 thousand tons of carbon emissions and a saving of CNY 8 million ($1.2m).</div>
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In India, the Dahanu Thermal Power Station in Maharashtra expected to accrue annual savings of about INR 96.4 million ($1.7m) from raised energy efficiency and management.</div>
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In Austria, the municipality of Bad Eisenkappel, with 2,400 inhabitants, expected its consumption of energy to be reduced by nearly 25 per cent, with the main savings achieved by updating the waste water plant and reducing energy consumption by 86 000 kWh, equivalent to €16,000 ($20.7k).</div>
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BSI Group published a case study showing that Sheffield Hallam University in the UK reduced its carbon emissions by 11 per cent once it was certified to ISO 50001. This yielded annual savings of over £100,000 ($160.7k).[21]</div>
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In December 2013, the UK Department of Energy and Climate Change became the first Central Government department to achieve certification against the requirements of ISO 50001, leading by example with the belief that structured energy management will lead to substantial energy reductions and thus mitigate the effects of climate change.[22]</div>
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ISO has stated that it believes in due course the standard could influence up to 60 per cent of the world’s energy use.</div>
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com27tag:blogger.com,1999:blog-4089471188522602614.post-30166069789364493392019-03-01T02:10:00.002-08:002019-03-01T02:10:15.223-08:00ISO 45001 OCCUPATIONAL HEALTH AND SAFETY<div class="separator" style="clear: both; text-align: center;">
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ISO 45001 is an ISO standard for management systems of occupational health and safety (OH&S), published in March 2018. The goal of ISO 45001 is the reduction of occupational injuries and diseases.[1]<br />
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The standard is based on OHSAS 18001, conventions and guidelines of the International Labour Organization including ILO OSH 2001, and national standards.[2][1] It includes elements that are additional to BS OHSAS 18001 (see below: ISO 45001 changes compared to OHSAS 18001:2007) which it is replacing over a three-year migration period from 2018 to 2021.[3]<br />
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ISO 45001 also follows the High Level Structure of other ISO standards like ISO 9001:2015 and ISO 14001:2015 which makes integration of these standards much easier<br />
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<b><span style="color: red; font-size: large;">Development</span></b><br />
ISO 45001 was proposed at the ISO in October 2013. The committee ISO/PC 283, created in 2013, had direct responsibility for the standardization process.[6] At least 70 countries contributed to the drafting process.[7] Preparation and committee work lasted until December 2015. From 2015 to 2017, a first draft failed to gain sufficient approval from ISO members and was revised in a second draft, which was approved and refined into a final draft.[6] In the final vote the standard garnered 62 votes in favour, nine abstentions and four votes against from France, India, Spain, and Turkey.[8] The standard was published on 12 March 2018.<br />
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<b><span style="color: red; font-size: large;">Certification</span></b><br />
ISO 45001 is set to replace OHSAS 18001 over three years following its publication. It uses the management system standard structure guideline Annex SL to allow for simplified integration with other management system standards, such as ISO 9001 and ISO 14001.[9] The International Accreditation Forum has published requirements for migration from OHSAS 18001 to ISO 45001.<br />
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ISO/IEC TS 17021-10:2018 is a technical specification setting out competence requirements for auditing and certification of ISO 45001.<br />
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<b><span style="color: red; font-size: large;">Adoption</span></b><br />
ISO 45001 was adopted as a national standard by Albania, Argentina, Austria, Australia, Belgium, Bolivia, Brazil, Bulgaria, Chile, Colombia, Costa Rica, Croatia, the Czech Republic, Denmark, Ecuador, El Salvador, Estonia, Finland, Georgia, Germany, Greece, Honduras, Hungary, Ireland, Israel, Italy, Japan, Latvia, Lithuania, Malaysia, the Netherlands, New Zealand, Norway, Paraguay, Peru, the Philippines, Poland, Romania, Serbia, Singapore, Slovakia, Slovenia, South Africa, Sweden, Switzerland, Turkey, the United Kingdom, the United States, and Uruguay.N-<br />
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ISO 45001 changes compared to OHSAS 18001:2007<br />
Context of the organization (Clause 4.1): The organization shall determine internal and external issues that are relevant to its purpose and that affect its ability to achieve the intended outcome(s) of its OH & S management system.<br />
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Understanding the needs and expectations of workers and other interested parties (clause 4.2): interested parties are workers, suppliers, subcontractors, clients, regulatory authorities.<br />
Risk and opportunities (Clauses: 6.1.1, 6.1.2.3, 6.1.4): companies are to determine, consider and, where necessary, take action to address any risks or opportunities that may impact (either positively or negatively) the ability of the management system to deliver its intended results, including enhanced health and safety at the workplace.<br />
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Leadership and management commitment (Clauses: 5.1) has stronger emphasis on top management to actively engage and take accountability for the effectiveness of the management system.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com8tag:blogger.com,1999:blog-4089471188522602614.post-44132465666503110132019-02-26T10:50:00.001-08:002019-02-26T10:50:19.527-08:00ISO CERTIFICATION TRAINING - ALFA QUALITY CONSULTING<div class="separator" style="clear: both; text-align: center;">
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ISO 9000 was first published in 1987 by ISO (International Organisation for Standardization).[11] It was based on the BS 5750 series of standards from BSI that were proposed to ISO in 1979.[12] However, its history can be traced back some twenty years before that, to the publication of government procurement standards, such as the United States Department of Defense MIL-Q-9858 standard in 1959, and the UK's Def Stan 05-21 and 05-24. Large organizations which supplied government procurement agencies often had to comply with a variety of quality assurance requirements for each contract awarded which led the defence industry to adopt mutual recognition of NATO AQAP, MIL-Q and Def Stan standards. Eventually, ISO 9000 was adopted as a suitable option, instead of forcing contractors to adopt multiple - and often similar - requirements.<br />
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<span style="color: red; font-size: large;"><b>Reasons for use</b></span><br />
The global adoption of ISO 9001 may be attributable to a number of factors. In the early days, the ISO 9001 (9002 and 9003) requirements were intended to be used by procuring organizations, as the basis of contractual arrangements with their suppliers. This helped reduce the need for "supplier development" by establishing basic requirements for a supplier to assure product quality. The ISO 9001 requirements could be tailored to meet specific contractual situations, depending on the complexity of product, business type (design responsibility, manufacture only, distribution, servicing etc.) and risk to the procurer. If a chosen supplier was weak on the controls of their measurement equipment (calibration), and hence QC/inspection results, that specific requirement would be invoked in the contract. The adoption of a single Quality Assurance requirement also lead to cost savings throughout the supply chain by reducing the administrative burden of maintaining multiple sets of quality manuals and procedures.<br />
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A few years later, the UK Government took steps to improve national competitiveness following publication of cmd 8621, and Third Party Certification of Quality Management Systems was born, under the auspices of the National Accreditation Council of Certification Bodies (NACCB) which has become the United Kingdom Accreditation Service (UKAS) .<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOkPEc_h8Gm8KX-C4YJDWvksUgNnvrbb5AiTW3HMZSgFuRbYT04WDkgx8KKbDi9mpnvx9v7eOcretPFUopJyS3-FI4-jo8zXVdDEBT95O5RC7daJpEtJjJLvwxvc21ykViA6YkIvnfi78-/s1600/ISO_9001-2015.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1568" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOkPEc_h8Gm8KX-C4YJDWvksUgNnvrbb5AiTW3HMZSgFuRbYT04WDkgx8KKbDi9mpnvx9v7eOcretPFUopJyS3-FI4-jo8zXVdDEBT95O5RC7daJpEtJjJLvwxvc21ykViA6YkIvnfi78-/s320/ISO_9001-2015.jpg" width="313" /></a>In addition to many stakeholders' benefits, a number of studies have identified significant financial benefits for organizations certified to ISO 9001, with a 2011 survey from the British Assessment Bureau showing 44% of their certified clients had won new business.[14] Corbett et al. showed that certified organizations achieved superior return on assets[15] compared to otherwise similar organizations without certification.[16] Heras et al. found similarly superior performance[16] and demonstrated that this was statistically significant and not a function of organization size.[17] Naveha and Marcus claimed that implementing ISO 9001 led to superior operational performance in the U.S. automotive industry.[18] Sharma identified similar improvements in operating performance and linked this to superior financial performance.[19] Chow-Chua et al. showed better overall financial performance was achieved for companies in Denmark.[20] Rajan and Tamimi (2003) showed that ISO 9001 certification resulted in superior stock market performance and suggested that shareholders were richly rewarded for the investment in an ISO 9001 system.[21]<br />
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While the connection between superior financial performance and ISO 9001 may be seen from the examples cited, there remains no proof of direct causation, though longitudinal studies, such as those of Corbett et al. (2005)[16] may suggest it. Other writers, such as Heras et al. (2002),[17] have suggested that while there is some evidence of this, the improvement is partly driven by the fact that there is a tendency for better performing companies to seek ISO 9001 certification.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3VQ_Am4wSyuY_-XZXwMq3T12fok9YzQfsXL7bA8GLY2VoISNmJB_PSJ5B8ma8YqyVTgj67HJl8BJVbhmKSZQDw71XMU-4RjggBXrHiq6z_TVAjjndn4QsaECCbpqSotL4ZH9dYYWevWPE/s1600/ISO-9001-2015.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="500" data-original-width="600" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3VQ_Am4wSyuY_-XZXwMq3T12fok9YzQfsXL7bA8GLY2VoISNmJB_PSJ5B8ma8YqyVTgj67HJl8BJVbhmKSZQDw71XMU-4RjggBXrHiq6z_TVAjjndn4QsaECCbpqSotL4ZH9dYYWevWPE/s320/ISO-9001-2015.jpg" width="320" /></a>The mechanism for improving results has also been the subject of much research. Lo et al. (2007) identified operational improvements (e.g., cycle time reduction, inventory reductions) as following from certification.[22] Internal process improvements in organizations lead to externally observable improvements.[23][24] The benefit of increased international trade and domestic market share, in addition to the internal benefits such as customer satisfaction, interdepartmental communications, work processes, and customer/supplier partnerships derived, far exceeds any and all initial investment.<br />
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Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com4tag:blogger.com,1999:blog-4089471188522602614.post-53139662581036381372019-02-25T11:09:00.002-08:002019-02-26T04:55:39.056-08:00LEAN SIX SIGMA BUNDLE PACK TRAINING CLASSES<div class="separator" style="clear: both; text-align: center;">
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Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by engineer Bill Smith while working at Motorola in 1980.[1][2] Jack Welch made it central to his business strategy at General Electric in 1995. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9HG_5-E2l2jWVijc_oWSVp5qUi4skeyQ-NhgeYrStTGpNGWsLYe5bO3rIPvXUahyphenhyphenlF-MOFY48MRr9T0aEVBmQddjAPGs_IBcjjrPMG8ult8R4KSnHyQLUCOlhKkhqcXiKGYkIXRdiaKsw/s1600/LeanSixSigma-_08.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="611" data-original-width="603" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9HG_5-E2l2jWVijc_oWSVp5qUi4skeyQ-NhgeYrStTGpNGWsLYe5bO3rIPvXUahyphenhyphenlF-MOFY48MRr9T0aEVBmQddjAPGs_IBcjjrPMG8ult8R4KSnHyQLUCOlhKkhqcXiKGYkIXRdiaKsw/s200/LeanSixSigma-_08.jpg" width="196" /></a>Six Sigma strategies seek to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.<br />
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The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates—specifically, within how many standard deviations of a normal distribution the fraction of defect-free outcomes corresponds to. Motorola set a goal of "six sigma" for all of its manufacturing.<br />
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<b><span style="font-size: large;"><br /></span></b>
<b><span style="font-size: large;">Six Sigma doctrine asserts:</span></b><br />
Continuous efforts to achieve stable and predictable process results (e.g. by reducing process variation) are of vital importance to business success.<br />
Manufacturing and business processes have characteristics that can be defined, measured, analyzed, improved, and controlled.<br />
Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.<br />
Features that set Six Sigma apart from previous quality-improvement initiatives include:<br />
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A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.<br />
An increased emphasis on strong and passionate management leadership and support.<br />
A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaNO6RScsa9guD4RPHwZ0RZac6anvYvW5BqmWDmgGF2J_Xq3UpdFxYjlbBEjOyCAf3stl3G1zFoLvu6xLU5wY442YXYSnamQUjmx75iJpmMSJ_-2VDPIzcP5Y5Ha3hZVjNUpE8OV3I0aeV/s1600/ninja2.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1600" data-original-width="1512" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaNO6RScsa9guD4RPHwZ0RZac6anvYvW5BqmWDmgGF2J_Xq3UpdFxYjlbBEjOyCAf3stl3G1zFoLvu6xLU5wY442YXYSnamQUjmx75iJpmMSJ_-2VDPIzcP5Y5Ha3hZVjNUpE8OV3I0aeV/s320/ninja2.png" width="302" /></a>The term "six sigma" comes from statistics and is used in statistical quality control, which evaluates process capability. Originally, it referred to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with "six sigma quality" over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO). The 3.4 dpmo is based on a "shift" of +/- 1.5 sigma created by the psychologist Dr Mikel Harry. He created this figure based on the tolerance in the height of a stack of discs.[3][4] Six Sigma's implicit goal is to improve all processes, but not to the 3.4 DPMO level necessarily. Organizations need to determine an appropriate sigma level for each of their most important processes and strive to achieve these. As a result of this goal, it is incumbent on management of the organization to prioritize areas of improvement.<br />
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"Six Sigma" was registered June 11, 1991 as U.S. Service Mark 1,647,704. In 2005 Motorola attributed over US$17 billion in savings to Six Sigma.[5]<br />
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Other early adopters of Six Sigma include Honeywell and General Electric, where Jack Welch introduced the method.[6] By the late 1990s, about two-thirds of the Fortune 500 organizations had begun Six Sigma initiatives with the aim of reducing costs and improving quality.[7]<br />
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In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to create a methodology named Lean Six Sigma.[8] The Lean Six Sigma methodology views lean manufacturing, which addresses process flow and waste issues, and Six Sigma, with its focus on variation and design, as complementary disciplines aimed at promoting "business and operational excellence".[8]<br />
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In 2011, the International Organization for Standardization (ISO) has published the first standard "ISO 13053:2011" defining a Six Sigma process.[9] Other standards have been created mostly by universities or companies that have first-party certification programs for Six Sigma.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com1tag:blogger.com,1999:blog-4089471188522602614.post-6865053637802252042019-02-25T11:08:00.000-08:002019-02-26T00:13:01.622-08:00OHSAS 18001 TRAINING CERTIFICATION<div class="separator" style="clear: both; text-align: center;">
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Organizations worldwide recognize the need to control and improve health and safety performance and do so with occupational health and safety management systems (OHSMS). However, before 1999 there was an increase of national standards and proprietary certification schemes to choose from. This caused confusion and fragmentation in the market and undermined the credibility of individual schemes.<br />
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Recognising this deficit, an international collaboration called the Occupational Health and Safety Assessment Series (OHSAS) Project Group was formed to create a single unified approach. The Group comprised representatives from national standards bodies, academic bodies, accreditation bodies, certification bodies and occupational safety and health institutions,[3] with the UK’s national standards body, BSI Group, providing the secretariat.[4]<br />
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Drawing on the best of existing standards and schemes, the OHSAS Project Group published the OHSAS 18000 Series in 1999. The Series consisted of two specifications: 18001 provided requirements for an OHS management system and 18002 gave implementation guidelines. As of 2005, around 16,000 organizations in more than 80 countries were using the OHSAS 18001 specification.[5] By 2009 more than 54,000 certificates had been issued in 116 countries to OHSAS or equivalent OHSMS standards.<br />
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<a href="http://www.alfaqms.com/index.html" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="500" data-original-width="1000" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOzpbOJ_A31kPjD2BPCoV4aX0ffkoNKktL7k1Ve4iWKn-g2ADhVXTJV5GZ9KDgBKM9Tgx6TXe3jxhp46nPwa1_8lQy7wAUg5a5JLpipK6Z4SyFbZGHfLGQdXUeauod4yd0MKwRXHxdrnH7/s400/ohsas-18001-alfa+quality+consulting.jpg" width="400" /></a>The OHSAS 18001 specification was updated in July 2007. Among other changes, the new specification was more closely aligned with the structures of ISO 9000 and ISO 14000 so that organizations could more easily adopt OHSAS 18001 alongside existing management systems.[6] Additionally, the "health" component of "health and safety" was given greater emphasis.<br />
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Later, the BSI Group decided to adopt OHSAS 18001 as a British standard.[6] BSI Group subsequently adopted the updated 18002 guidance specification for publication as BS OHSAS 18002 in 2008.<br />
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Its supporters claim that an occupational health and safety management system (OHSMS) promotes a safe and healthy working environment by providing a framework that helps organizations to:<br />
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Identify and control health and safety risks<br />
Reduce the potential for accidents<br />
Aid legal compliance<br />
Improve overall performance<br />
The OHSAS 18000 standards provide organizations with the elements of an effective safety management system which can be integrated with other management systems and help organizations achieve better occupational health and safety performance and economic objectives.<br />
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<a href="http://www.alfaqms.com/" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;" target="_blank"><img border="0" data-original-height="250" data-original-width="250" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrUXAZ129SKggJjAuz4MbEa_QvxKwav5HSKao-BEBZLhcG_Lrs5CXWJzy0cw3Eyu400fJ5DJMFn9VfNgFydVvuF2H7qZNh-o3dV5dT73yN5lvmz5EGHS9ReCJCzqqQ-VR3Jsb1wnMAWj-T/s1600/ohsas-18001-2007-certification-services-250x250.jpg" /></a>BS OHSAS 18001 specifies requirements for an OH&S management system to help an organization develop and implement a policy and objectives, which take into account legal requirements and <br />
information about OH&S risks. It applies to all types and sizes of organizations and accommodates diverse geographical, cultural and social conditions.<br />
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BS OHSAS 18002 provides guidance for establishing, implementing or improving a management system which is based on OHSAS 18001 and demonstrating successful implementation of OHSAS 18001.<br />
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OHSAS 18001 can be aligned with existing ISO 9001 and ISO 14001 management systems. Historically many organizations start with the quality management system ISO 9001, then add the environment management requirements from ISO 14001. Many organizations now look at implementing all three standards at once which can minimize costs and disruption. The standards can be integrated using a standard such as BSI’s PAS 99.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com2tag:blogger.com,1999:blog-4089471188522602614.post-80246201433913675502019-02-25T11:06:00.000-08:002019-02-26T01:30:12.264-08:00VDA 6.3 PROCESS AUDIT<div class="separator" style="clear: both; text-align: center;">
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<b>WHAT IS VDA 6.3, WHAT DOES ?</b><br />
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VDA 6 x is a quality management system standard which is mandatory for German car makers. However, the standard can actually be applied to other businesses, such as manufacturing or FMCG environments.<br />
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The standard is an extension of ISO 9001:2015 and aims to help automotive companies meet growth, innovation and compliance goals.<br />
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VDA 6.3 is a specific part of the VDA family of documents. VDA 6.3 focuses on process audits for production parts and services, whereas VDA 6.5 is a product audit and VDA 6.1. is a system audit.<br />
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VDA 6.3 is a process audit so it is all about assessing the product life cycle. As with all standards and regulations, there is an increasing emphasis on identifying, assessing and managing risk.<br />
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It involves understanding the suppliers, managing change and a focus on customer requirements and satisfaction.<br />
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<img border="0" data-original-height="830" data-original-width="1600" height="331" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhLrV1oAYOOAZqsLUihEE5xX-LR3vkbHvlKwIe0zt5tVoRQuTu3fwOgULrQQ4WU-LbqbtnyeoqJZqZ0NfLuVwbshflATBtrDF-nCrUzpx0yGN3L5QYtu6D75dNV_xvqpAXFLwcgfpE0vrJr/s640/Process+Approach+Model.jpg" width="640" /></div>
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Qualsys provides integrated quality management system software used widely across the automotive industry. For VDA 6.3, we have engineered a fantastic tool which saves our customers weeks every month. It's an extension within our Audit Manager module which enables the business to efficiently conduct VDA 6.3 audits on any devise, and then instantly sends reports, findings and actions to all the relevant people. The tool is ideal for any business who have a complex supply chain with many T1, T2 or T3 suppliers to audit or a complex product life cycle.<br />
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Our software provides complete, incorruptible audit trails, assigns roles and responsibilities, and provides a framework for managing all processes - essential for implementing a best practice governance, risk and compliance management system.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com1tag:blogger.com,1999:blog-4089471188522602614.post-28282638859338693802019-02-25T11:05:00.001-08:002019-02-26T01:54:18.571-08:00VDA 19.1 - VDA 19.2 INSPECTION OF TECHNICAL CLEANLINESS<div class="separator" style="clear: both; text-align: center;">
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The German Association of the Automotive Industry’s VDA Volume 19 is the first comprehensive standardization document for characterizing the cleanliness of products within the automotive industry’s quality chain.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjO_zl6tOTF_lTh9CSvyXo1T3CpOpiY7ODPD3xPhVEsXjCQAhXGAxLh4xkMOVNyUovVtJG7IgRHCv5cGG2dzulZXsOIyZbQdbq6XqgQmxm2BOOd5vgyOKH8OstgxgWc0mbpQzxGFrx0TJ7L/s1600/19.1.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1128" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjO_zl6tOTF_lTh9CSvyXo1T3CpOpiY7ODPD3xPhVEsXjCQAhXGAxLh4xkMOVNyUovVtJG7IgRHCv5cGG2dzulZXsOIyZbQdbq6XqgQmxm2BOOd5vgyOKH8OstgxgWc0mbpQzxGFrx0TJ7L/s200/19.1.png" width="140" /></a>Defined standards for residual particulate contamination of functionally relevant components in the automotive industry are self-evident today. This is especially true in Europe, where the German Association of the Automotive Industry’s VDA Volume 19 is the first comprehensive standardization document to deal with the approaches and procedures for characterizing the cleanliness of products within the automotive industry’s quality chain.</div>
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As more manufacturers and finishers in the U.S. look to see if VDA 19 standards may come to the North American supply chain, attention should be paid not only to the cleaning process, but to the entire process chain. Even the tiniest particles left behind in the wrong place can cause damage and system failures. “Technical cleanliness” is therefore a quality criterion, particularly when it comes to parts for the automotive industry, precision engineering and hydraulics.</div>
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The progressive downsizing of motors is one trend driving the need for significantly cleaner parts in the automotive industry, in particular for the fuel intake, pressurized and unpressurized oil chambers, and the coolant chamber. Investments in technology for industrial component cleaning are necessary in order to meet and document these standards. However, modern cleaning technology alone is no guarantee of sufficiently clean parts.</div>
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<b><span style="font-size: large;">Designing To Support Cleanliness</span></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0ekOilIPZircMkQNO7yLC3m3R8O6w9gK9wzytqfVARxf655zN_S78hIsouOSmGteRAy8Oy8inFRR0sCBtOiQQTdrH35mcThSdRGAEHs3NC7_b3BYNhZVrHfjEfkVmdZQ-HEGXFOIcgb-6/s1600/19.2.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1128" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0ekOilIPZircMkQNO7yLC3m3R8O6w9gK9wzytqfVARxf655zN_S78hIsouOSmGteRAy8Oy8inFRR0sCBtOiQQTdrH35mcThSdRGAEHs3NC7_b3BYNhZVrHfjEfkVmdZQ-HEGXFOIcgb-6/s200/19.2.png" width="140" /></a>Cleanliness actually starts with component construction. This is where the geometry and individual steps in the manufacturing process are decided, including turning, milling, joining and coating. As a general rule, the question of how the design could support cleanliness is not raised, so components often have corners, edges or holes from which particulates and residue cannot be removed, or can only be removed with great difficulty. Surface texture also influences cleanability: A smooth surface simply retains less dirt than a rough or porous one.</div>
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The cleaning effort needed to meet existing contaminant guidelines is also determined by the manufacturing process. The less particulates, oil, grease, cooling lubricant and other contaminants adhere to the parts, the quicker and easier it is to achieve the required level of cleanliness. In multi-step machining operations, intermediate cleaning processes prevent residue from accumulating and lubricants/coolants from mixing or drying out, all of which can lead to problems in cleaning</div>
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Tool maintenance and upkeep is also of relevance to cleanliness. For example, clusters of chippings that accumulate during machining—especially as the tool loses its sharp edge—and are then difficult to remove can be prevented by timely tool-changing.</div>
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Additional factors that affect cleaning include feed rates and tool geometry. Preparation or filtering of the coolant/lubricant also prevents contaminants already removed from components from redepositing on them. A separate rinsing step for the tool in the machine can also contribute to minimizing particulate volumes.</div>
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<b><span style="font-size: large;">An Optimal Cleaning Process</span></b></div>
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Modern cleaning systems are able to meet very high requirements for component cleanliness, as long as the cleaning process is optimized for the impurities to be removed, the component geometry, the material and the required cleanliness specifications.</div>
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In addition to the process engineering and the cleaning medium, the container also significantly affects the results and affordability of the cleaning process. Two questions are of primary importance here: Are the parts in the container easily accessible from all sides by the cleaning agent and the cleaning system mechanics? Can the component be positioned in the container so that critical areas can be targeted?</div>
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Efficient cleaning also requires that impurities be removed from the cleaning bath to prevent them from redepositing on the components. A filtering system in good working condition and appropriate for the particulate size is needed to ensure continuous particle removal.</div>
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<b><span style="font-size: large;">Inspection of Baths</span></b></div>
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Monitoring impurity levels in the cleaning and rinsing baths is also very important for meeting cleanliness requirements adequately and affordably. Measuring systems for water-based cleaning fluids are available that detect and document particulate and fluid contaminants, and reliably indicate when a change of solution is needed.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6eTrKXJ3vEdYZ07yp1C1hfLIkFIFhDzqVXQ6G2787WQji_kR8qqX5SutTUckhU572U_j5qoFVfD_Oe8btNY5aejBEJl0Vuu8m6XLU8_rB-PeIkzanYttR53iJysroalN2NLvzyhWHFVxE/s1600/vda-19.1-cleanliness-audits_startseite-technical-cleanliness-support.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="231" data-original-width="600" height="123" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6eTrKXJ3vEdYZ07yp1C1hfLIkFIFhDzqVXQ6G2787WQji_kR8qqX5SutTUckhU572U_j5qoFVfD_Oe8btNY5aejBEJl0Vuu8m6XLU8_rB-PeIkzanYttR53iJysroalN2NLvzyhWHFVxE/s320/vda-19.1-cleanliness-audits_startseite-technical-cleanliness-support.png" width="320" /></a>Additional separate measurement and documentation of concentrations of builders and surfactants in the cleaning agents is also possible. Other parameters that are relevant and can help form a comprehensive picture of the process include pressure, temperature, pH and conductance.</div>
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When cleaning with solvents, oils and emulsions accumulate in the cleaning agent and react, distilling over time to form free acids. These not only reduce the cleaning quality and lifetime of the cleaning agent, but can also lead to corrosion of the cleaned parts or the system. Test sets are </div>
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available for regular inspections for chlorinated hydrocarbons (CHC) and some modified alcohols.</div>
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<b><span style="font-size: large;">Inspecting And Documenting</span></b></div>
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Inspecting particulate cleanliness of automotive industry parts has been governed since 2005 by VDA Vol. 19, Part 1 (“Inspection of technical cleanliness – Particulate contamination of functionally relevant automotive components”) or the international equivalent, ISO 16232, Vol. 1 to 10 (“Road vehicles – Cleanliness of components of fluid circuits”). The purpose of the guideline is to objectively assess and compare the technical cleanliness of a component based on clear and precisely defined methods and procedures for extracting and analyzing particulate contaminants from manufacturing and the environment. This is the reason for the interest shown in this set of standards by other sectors such as medical and precision engineering, or the hydraulics industry.</div>
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A key criterion with VDA 19 is that the required cleanliness level is always linked to an inspection specification containing unequivocal information about the cleanliness inspection parameters and particulate measurement techniques. It also stipulates that parameters for cleanliness inspection for the given component type shall be tested and optimized using a so-called extraction curve to achieve the most complete removal of particulates possible without damaging the component substance.</div>
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Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com1tag:blogger.com,1999:blog-4089471188522602614.post-54256088526584690472019-02-25T11:02:00.004-08:002019-02-26T02:39:49.543-08:00CQI 9 - CQI 11 - CQI 12 - CQI 15 - CQI 17 - CQI 23 - CQI 27 - SPECIAL PROCESS - BUNDLE PACK<div class="separator" style="clear: both; text-align: center;">
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The goal of the AIAG Special Process Initiative is the reduction of campaigns, spills, recalls and warranty claims related to components from “Special Processes.” The Special Process Initiative is comprised of individual work groups that develop assessments based on best practices and designed to provide a means of continual improvement, emphasizing defect prevention and reduction of variation and waste in the supply chain.</div>
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The benefits of using system assessments for your special processes include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<b><span style="color: red; font-size: large;">Heat Treat System Assessment</span></b></div>
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<b>Special Process (CQI-9)</b></div>
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Reduce campaigns, spills, recalls and warranty claims related to heat treated components</div>
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The first edition of CQI-9 was released in March 2006 and quickly became the global standard for assessing an organizations heat treat processes. Now in its 3rd edition, the Heat Treat Special Process Assessment continues to be the industry benchmark for assuring continual improvement, defect prevention and the reduction of variation and waste in the supply chain.</div>
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Completing a heat treat system assessment allows heat treat suppliers to identify areas within their heat treat processes that need improvement based on industry best practices.</div>
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Benefits of aligning your processes to the CQI-9 Heat Treat Special Process Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<span style="color: red; font-size: large;"><b>Plating System Assessment</b></span></div>
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<b>Special Process (CQI-11)</b></div>
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Meet regulatory requirements and identify areas of improvement while enhancing customer satisfaction</div>
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The first edition of the Plating System Assessment was released in August 2007 and like CQI-9 Heat Treat, quickly became the global standard for assessing an organization’s plating processes.</div>
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Learn the process requirements your organization needs to follow to develop a plating management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. This manual includes a downloadable assessment with forms to complete the assessment.</div>
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Benefits of aligning your processes to the CQI-11 Plating Special Process Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<span style="color: red; font-size: large;"><b>Coating System Assessment</b></span></div>
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<b>Special Process (CQI-12)</b></div>
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The Coating System Assessment (CSA) was created with the goal of developing of a coating management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. </div>
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The CSA, coupled with an internationally recognized quality management system and applicable customer-specific requirements, defines the fundamental requirements for coating management systems. It also provides a common approach to a coating management system for automotive production and service part organizations.</div>
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Benefits of aligning your processes to the CQI-12 Coating System Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<b><span style="color: red; font-size: large;">Welding Process Assessment</span></b></div>
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<b>System Special (CQI-15)</b></div>
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The Welding System Assessment (WSA) was created with the goal of developing of a coating management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. </div>
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The WSA, coupled with an internationally recognized quality management system and applicable customer-specific requirements, defines the fundamental requirements for welding management systems. It also provides a common approach to a welding management system for automotive production and service part organizations.</div>
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Benefits of aligning your processes to the CQI-15 Welding System Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<span style="color: red; font-size: large;"><b>Soldering System Assessment Special Process (CQI-17)</b></span></div>
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The Soldering System Assessment (SSA) was created with the goal of developing of a coating management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. </div>
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The SSA, coupled with an internationally recognized quality management system and applicable customer-specific requirements, defines the fundamental requirements for soldering management systems. It also provides a common approach to a soldering management system for automotive production and service part organizations.</div>
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Benefits of aligning your processes to the CQI-17 Soldering System Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<b><span style="color: red; font-size: large;">Molding System Assessment Special Process (CQI-23)</span></b></div>
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The Molding System Assessment (MSA) was created with the goal of developing of a coating management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. </div>
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The MSA, coupled with an internationally recognized quality management system and applicable customer-specific requirements, defines the fundamental requirements for molding management systems. It also provides a common approach to a molding management system for automotive production and service part organizations.</div>
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Benefits of aligning your processes to the CQI-23 Molding System Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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<b><span style="color: red; font-size: large;">Casting System Assessment</span></b></div>
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<b>Special Process(CQI-27)</b></div>
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The Casting System Assessment (CSA) provides requirements for foundry suppliers of OEM automotive castings. While not a detailed description of the entire foundry process, its focus is on common failure modes that cause OEM customers to receive non-conforming castings from foundries.</div>
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The CSA, coupled with an internationally recognized quality management system and applicable customer-specific requirements, defines the fundamental requirements for casting management systems. It also provides a common approach to a casting management system for automotive production and service part organizations.</div>
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Benefits of aligning your processes to the CQI-27 Casting System Assessment include:</div>
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Assesses an organizations ability to meet customer requirements</div>
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Align expectations between suppliers and customers</div>
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Reduces waste, variation, and defects</div>
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Increase customer satisfaction</div>
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Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-17196069406808164072019-02-25T11:01:00.002-08:002019-02-26T02:48:27.005-08:00DOE - DESIGN OF EXPERIMENT WITH MINITAB<div class="separator" style="clear: both; text-align: center;">
<img border="0" data-original-height="800" data-original-width="1200" height="426" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUag_f14xGdST5lGy6GTbDWfvVhdaagrhwpfsRm9ABVoYCb4e9cbWYt8Kz03Fl3eUQuESel9cfWM1X4TxJYQAOPMFkBUQCIlQiXSMvPqSjrsfA-dd8rbdeQNXdX4kZJctJ4N1bT99109m-/s640/Design-of-experiment-with-minitab.jpg" width="640" /></div>
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Objectives</div>
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Learn about designed experiments in Minitab</div>
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Create a factorial design</div>
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View a design and enter data in the worksheet</div>
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Analyze a design and interpret the results</div>
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Use a stored model to create factorial plots and predict a response</div>
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Overview</div>
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DOE (design of experiments) helps you investigate the effects of input variables (factors) on an output variable (response) at the same time. These experiments consist of a series of runs, or tests, in which purposeful changes are made to the input variables. Data are collected at each run. You use DOE to identify the process conditions and product components that affect quality, and then determine the factor settings that optimize results.</div>
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Minitab offers five types of designs: screening designs, factorial designs, response surface designs, mixture designs, and Taguchi designs (also called Taguchi robust designs). The steps you follow in Minitab to create, analyze, and visualize a designed experiment are similar for all types. After you perform the experiment and enter the results, Minitab provides several analytical tools and graph tools to help you understand the results. This chapter demonstrates the typical steps to create and analyze a factorial design. You can apply these steps to any design that you create in Minitab.</div>
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Minitab DOE commands include the following features:</div>
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Catalogs of designed experiments to help you create a design</div>
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Automatic creation and storage of your design after you specify its properties</div>
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Display and storage of diagnostic statistics to help you interpret the results</div>
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Graphs to help you interpret and present the results</div>
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In this chapter, you investigate two factors that might decrease the time that is needed to prepare an order for shipment: the order-processing system and the packing procedure.</div>
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The Western center has a new order-processing system. You want to determine whether the new system decreases the time that is needed to prepare an order. The center also has two different packing procedures. You want to determine which procedure is more efficient. You decide to perform a factorial experiment to test which combination of factors enables the shortest time that is needed to prepare an order for shipment.</div>
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Create a designed experiment</div>
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Before you can enter or analyze DOE data in Minitab, you must first create a designed experiment in the worksheet. Minitab offers a variety of designs.</div>
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Screening</div>
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Includes definitive screening and Plackett-Burman designs.</div>
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Factorial</div>
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Includes 2-level full designs, 2-level fractional designs, split-plot designs, and Plackett-Burman designs.</div>
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Response surface</div>
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Includes central composite designs and Box-Behnken designs.</div>
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Mixture</div>
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Includes simplex centroid designs, simplex lattice designs, and extreme vertices designs.</div>
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Taguchi</div>
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Includes 2-level designs, 3-level designs, 4-level designs, 5-level designs, and mixed-level designs.</div>
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You choose the appropriate design based on the requirements of your experiment. Choose the design from the Stat > DOE menu. You can also open the appropriate toolbar by choosing Tools > Toolbars. After you choose the design and its features, Minitab creates the design and stores it in the worksheet.</div>
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-18329842870070217172019-02-25T10:59:00.002-08:002019-02-26T03:23:05.104-08:00SPECIAL PROMOTION TRAINING 2019<div class="separator" style="clear: both; text-align: center;">
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<img border="0" data-original-height="800" data-original-width="1200" height="426" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijKqjatiuH9BBn3GYTAmTHuUXx6XrxjBWEr5AalcxzpblX6L8zMfgkMytVGLsoeI9dcLsp_OPRzhJ6V-TkbWGRULvEazn7TVrLTE0ppnl2WWFxAYfuPsu66mv3UmpwQoldgvLwnNKT-5NN/s640/special-promotion-in-house-training-2019.jpg" width="640" /></div>
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<b><span style="color: red;">IATF16949:2016</span></b></div>
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Requirement (2 days)</div>
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Internal Audit (2 days)</div>
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<b><span style="color: red;">ISO13485-FDA CFR21 MEDICAL DEVICE</span></b></div>
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ISO13485:2016, </div>
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ISO1137 Gamma Sterilization,</div>
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ISO11135 EO Sterilization Expertise and supporting training in continual improvement</div>
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<span style="color: red;"><b>CORE TOOLS</b></span></div>
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APQP (1 day)</div>
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PPAP (1 day)</div>
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FMEA CONTROL PLAN (2 days)</div>
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MSA (2 days) with Minitab Program</div>
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SPC (2 days) with Minitab Program </div>
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<span style="color: red;"><b>VDA 6.3 & VDA 2, 4 VDA 19</b></span></div>
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Requirement and Understanding (2 days)</div>
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Process Audit (2 days)</div>
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<b><span style="color: red;">SPECIAL PROCESS</span></b> </div>
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CQI-8 Layer Process Audit (2 days)</div>
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CQI-9 Heat Treat System Assessment (2 days)</div>
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CQI-11 Plating System Assessment (2 days)</div>
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CQI-12 Coating System Assessment (2 days)</div>
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CQI-15 Welding System Assessment (2 days)</div>
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CQI-17 Soldering System Assessment (2 days)</div>
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CQI-19 Sub-Tier Supplier Management (2 days)</div>
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CQI-20 Effective Problem Solving for Practitioner (2 days)</div>
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CQI-23 Moldering System Assessment (2 days)</div>
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<span style="color: red;"><b>LEAN/SIX SIGMA with Minitab Program</b></span></div>
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Green Belt (5 days)</div>
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Black Belt Training (15 days)</div>
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Lean Shop Floor Implementation and Improvement (12 days)</div>
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Lean for Practitioners (3 days)</div>
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7 Habits (4 days)</div>
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<b><span style="font-size: large;">All programs are included Training materials and Certificates</span></b></div>
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-89880547370168105152019-02-25T10:56:00.000-08:002019-02-26T03:27:53.988-08:00MINITAB<div class="separator" style="clear: both; text-align: center;">
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<br />
Minitab is a statistics package developed at the Pennsylvania State University by researchers Barbara F. Ryan, Thomas A. Ryan, Jr., and Brian L. Joiner in 1972. It began as a light version of OMNITAB 80, a statistical analysis program by NIST. Statistical analysis software such as Minitab automates calculations and the creation of graphs, allowing the user to focus more on the analysis of data and the interpretation of results. It is compatible with other Minitab, Inc. software.<br />
<br />
Minitab is a statistics package developed at the Pennsylvania State University by researchers Barbara F. Ryan, Thomas A. Ryan, Jr., and Brian L. Joiner in 1972. It began as a light version of OMNITAB 80, a statistical analysis program by NIST, which was conceived by Joseph Hilsenrath in years 1962-1964 as OMNITAB program for IBM 7090.[1][2] The documentation for OMNITAB 80 was last published 1986, and there has been no significant development since then.[3]<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-85773878745636441362019-02-25T10:54:00.000-08:002019-02-26T05:11:49.930-08:00IATF 16949:2016<div class="separator" style="clear: both; text-align: center;">
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One of the automotive industry’s most widely used international standards for quality management, ISO/TS 16949, is evolving with the publication of a new global industry standard by the International Automotive Task Force (IATF). This latest version was developed with an unprecedented level of industry feedback and engagement by AIAG members representing North America.<br />
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ISO/TS 16949, a technical specification for automotive sector quality management systems, has become one of the most widely used international standards in the automotive industry, harmonizing the different assessment and certification systems in the global automotive supply chain.<br />
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On October 3rd, 2016 IATF 16949:2016 was published by the IATF and supersedes and replaces the current ISO/TS 16949, defining the requirements of a quality management system for organizations in the automotive industry.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-51132857856457904842019-02-25T10:51:00.000-08:002019-02-26T05:11:34.393-08:00ISO 13485 MEDICAL DEVICE FDA REGULATORY<div class="separator" style="clear: both; text-align: center;">
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ISO 13485 Medical devices -- Quality management systems -- Requirements for regulatory purposes is an International Organization for Standardization (ISO) standard published for the first time in 1996; it represents the requirements for a comprehensive quality management system for the design and manufacture of medical devices. This standard supersedes earlier documents such as EN 46001 and EN 46002 (both 1997), the previously published ISO 13485 (1996 and 2003), and ISO 13488 (also 1996). ISO 13485:2016 Certificates meets the requirement of IEC 60601-2-25 : 1993 + A1: 1999 safety of Electrocardiograms.<br />
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The current ISO 13485 effective edition was published on 1 March 2016.[1]<br />
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<b><span style="color: red; font-size: large;">Background</span></b><br />
Though it is tailored to the industry's quality system expectations and regulatory requirements, an organization does not need to be actively manufacturing medical devices or their components to seek certification to this standard, in contrast to the automotive sector's ISO/TS 16949, where only firms with an active request for quotation, or on the bid list, of an International Automotive Task Force supply chain manufacturer can seek registration.[2]<br />
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<span style="color: red; font-size: large;"><b>Reason for use</b></span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjR_F1QXkwm5KvX-Kj-wXqASYctfYd_94jVrVaMgJAIWjTMde2OH0TAfq36f8yvuhL978syQ5PyyticazIA3ydT1icRVQn1RCmoRPdi5M8LcUegmqL6e90MGSBYuHedWeGuFLz7T-btpP8e/s1600/api_thumb_450.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="300" data-original-width="450" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjR_F1QXkwm5KvX-Kj-wXqASYctfYd_94jVrVaMgJAIWjTMde2OH0TAfq36f8yvuhL978syQ5PyyticazIA3ydT1icRVQn1RCmoRPdi5M8LcUegmqL6e90MGSBYuHedWeGuFLz7T-btpP8e/s400/api_thumb_450.jpg" width="400" /></a>While it remains a stand-alone document, ISO 13485 is generally harmonized with ISO 9001. A principal difference, however, is that ISO 9001 requires the organization to demonstrate continual improvement, whereas ISO 13485 requires only that the certified organization demonstrate the quality system is effectively implemented and maintained. Additionally, the ISO 9001 requirements regarding customer satisfaction are absent from the medical device standard.[3]<br />
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Other specific differences include:<br />
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the promotion and awareness of regulatory requirements as a management responsibility. Examples of market-specific regulatory requirements include 21 CFR 820, the Quality System Regulation for medical devices sold in the United States, enforced by the U.S. Food and Drug Administration (FDA), or the Medical Devices Directive 93/42/EEC, required for doing business in the European Union<br />
controls in the work environment to ensure product safety<br />
focus on risk management activities and design control activities during product development<br />
specific requirements for inspection and traceability for implantable devices<br />
specific requirements for documentation and validation of processes for sterile medical devices<br />
specific requirements for verification of the effectiveness of corrective and preventive actions<br />
Compliance with ISO 13485 is often seen as the first step in achieving compliance with European regulatory requirements. The conformity of Medical Devices and In-vitro Diagnostic Medical Device according to European Union Directives 93/42/EEC, 90/385/EEC and 98/79/EEC must be assessed before sale is permitted. One of the major requirements to prove conformity is the implementation of the Quality Management System according ISO 9001 and/or ISO 13485 and ISO 14971.[4] Although the European Union Directives do not mandate certification to ISO 9001 and/or ISO 13485 the preferred method to prove compliance to such standards is to seek its official certification which is issued by certifying organizations known as "Registrars". Several registrars also act as Notified Body. For those medical devices requiring the pre-market involvement of a Notified Body, the result of a positive assessment from the Notified Body is the certificate of conformity allowing the CE mark and the permission to sell the medical device in the European Union. A very careful assessment of the company Quality Management System by the Notified Body, together with the review of the required Technical Documentation, is a major element which the Notified Body takes into account to issue the certificate of conformity to the company product(s).<br />
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This standard adopted by CEN as EN ISO 13485:2003/AC:2007 is harmonized with respect to the European medical device directives 93/42/EEC, 90/385/EEC and 98/79/EC.[5]<br />
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ISO 13485 is now considered to be inline standard and requirement for medical devices even with "Global Harmonization Task Force Guidelines" (GHTF).[6] The GHTF guidelines are slowly becoming universal standards for design, manufacture, export and sales of various medical devices. The GHTF has been replaced in the last few years by the International Medical Device Regulatory Forum (IMDRF)[7] and is structured differently from the GHTF as only the regulators, that are primary members of the group, get to make many of the decisions. The IMDRF main membership (the regulators) do want to have non-regulators involved without voting rights and in this way they are hoping to get the process and documents completed quicker than under the GHTF system (regulators & non-regulators were equal in voting rights) that worked reasonably well, but somewhat slow.<br />
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This standard adopted by CEN as EN ISO 13485:2012 is harmonized with respect to the European Medical Devices Directive 93/42/EEC.[8]<br />
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Mexico has published in October 11, 2012 a national standard as a Norma Oficial Mexicana (NOM) to control manufacture of medical devices inside the country. NOM-241-SSA1-2012, Buenas Practicas de Fabricación para Establecimientos dedicados a la Fabricación de Dispositivos Médicos.[9] The scope of application is mandatory in the national territory, for all establishments dedicated to the process of medical devices marketed in the country. The Cofepris is the body assigned to its control, verification and to grant the records of compliance to the companies that implement this Standard of Good Manufacturing Practices. This standard is partially in line with ISO 13485: 2003 and ISO 9001: 2008.<br />
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In 2017, The Farmacopea de los Estados Unidos Mexicanos (United Mexican States Pharmacopoeia), medical industrial sectors and Cofepris are working together for updating NOM-241 Standard, putting special attention on manage of risks during manufacture and regulating by manufacturing lines some of the most important medical devices manufacturing processes. This standard will be published in August 2018, and 180 days after publication it will become mandatory for the industry.<br />
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In Spain, medical devices are named in ISO-13485 as "Sanitary Products" as Castellano-language translation of ISO-13485, but in Mexico they are known as "Medical Devices" and correspond to those used in medical practice and that meet the definition established by NOM-241 as: Medical device, to the substance, mixture of substances, material, apparatus or instrument (including the computer program necessary for its proper use or application), used alone or in combination in the diagnosis, monitoring or prevention of human or auxiliary diseases in the treatment of the same and of the disability, as well as the employees in the replacement, correction, restoration or modification of the anatomy or human physiological processes. Medical devices include products of the following categories: medical equipment, prostheses, orthotics, functional aids, diagnostic agents, supplies for dental use, surgical, healing and hygiene products. ISO 13485:2016 Certificates meets the requirement of IEC 60601-2-25 : 1993 + A1: 1999 safety of Electrocardiograms.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-22523489011611509112019-02-25T10:05:00.001-08:002019-02-26T05:11:11.183-08:00LEAN SIX SIGMA GREEN BELT - BLACK BELT<div class="separator" style="clear: both; text-align: center;">
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Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by engineer Bill Smith while working at Motorola in 1980.[1][2] Jack Welch made it central to his business strategy at General Electric in 1995. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9HG_5-E2l2jWVijc_oWSVp5qUi4skeyQ-NhgeYrStTGpNGWsLYe5bO3rIPvXUahyphenhyphenlF-MOFY48MRr9T0aEVBmQddjAPGs_IBcjjrPMG8ult8R4KSnHyQLUCOlhKkhqcXiKGYkIXRdiaKsw/s1600/LeanSixSigma-_08.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="611" data-original-width="603" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9HG_5-E2l2jWVijc_oWSVp5qUi4skeyQ-NhgeYrStTGpNGWsLYe5bO3rIPvXUahyphenhyphenlF-MOFY48MRr9T0aEVBmQddjAPGs_IBcjjrPMG8ult8R4KSnHyQLUCOlhKkhqcXiKGYkIXRdiaKsw/s200/LeanSixSigma-_08.jpg" width="196" /></a>Six Sigma strategies seek to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.<br />
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The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates—specifically, within how many standard deviations of a normal distribution the fraction of defect-free outcomes corresponds to. Motorola set a goal of "six sigma" for all of its manufacturing.<br />
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<b><span style="font-size: large;">Six Sigma doctrine asserts:</span></b><br />
Continuous efforts to achieve stable and predictable process results (e.g. by reducing process variation) are of vital importance to business success.<br />
Manufacturing and business processes have characteristics that can be defined, measured, analyzed, improved, and controlled.<br />
Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.<br />
Features that set Six Sigma apart from previous quality-improvement initiatives include:<br />
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A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.<br />
An increased emphasis on strong and passionate management leadership and support.<br />
A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaNO6RScsa9guD4RPHwZ0RZac6anvYvW5BqmWDmgGF2J_Xq3UpdFxYjlbBEjOyCAf3stl3G1zFoLvu6xLU5wY442YXYSnamQUjmx75iJpmMSJ_-2VDPIzcP5Y5Ha3hZVjNUpE8OV3I0aeV/s1600/ninja2.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1600" data-original-width="1512" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaNO6RScsa9guD4RPHwZ0RZac6anvYvW5BqmWDmgGF2J_Xq3UpdFxYjlbBEjOyCAf3stl3G1zFoLvu6xLU5wY442YXYSnamQUjmx75iJpmMSJ_-2VDPIzcP5Y5Ha3hZVjNUpE8OV3I0aeV/s320/ninja2.png" width="302" /></a>The term "six sigma" comes from statistics and is used in statistical quality control, which evaluates process capability. Originally, it referred to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with "six sigma quality" over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO). The 3.4 dpmo is based on a "shift" of +/- 1.5 sigma created by the psychologist Dr Mikel Harry. He created this figure based on the tolerance in the height of a stack of discs.[3][4] Six Sigma's implicit goal is to improve all processes, but not to the 3.4 DPMO level necessarily. Organizations need to determine an appropriate sigma level for each of their most important processes and strive to achieve these. As a result of this goal, it is incumbent on management of the organization to prioritize areas of improvement.<br />
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"Six Sigma" was registered June 11, 1991 as U.S. Service Mark 1,647,704. In 2005 Motorola attributed over US$17 billion in savings to Six Sigma.[5]<br />
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Other early adopters of Six Sigma include Honeywell and General Electric, where Jack Welch introduced the method.[6] By the late 1990s, about two-thirds of the Fortune 500 organizations had begun Six Sigma initiatives with the aim of reducing costs and improving quality.[7]<br />
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In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to create a methodology named Lean Six Sigma.[8] The Lean Six Sigma methodology views lean manufacturing, which addresses process flow and waste issues, and Six Sigma, with its focus on variation and design, as complementary disciplines aimed at promoting "business and operational excellence".[8]<br />
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In 2011, the International Organization for Standardization (ISO) has published the first standard "ISO 13053:2011" defining a Six Sigma process.[9] Other standards have been created mostly by universities or companies that have first-party certification programs for Six Sigma.<br />
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<br />Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-76425743147831840312019-02-25T10:02:00.002-08:002019-02-26T05:10:51.740-08:00ISO 9001:2015 TRAINING COURSES<div class="separator" style="clear: both; text-align: center;">
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ISO 9000 was first published in 1987 by ISO (International Organisation for Standardization).[11] It was based on the BS 5750 series of standards from BSI that were proposed to ISO in 1979.[12] However, its history can be traced back some twenty years before that, to the publication of government procurement standards, such as the United States Department of Defense MIL-Q-9858 standard in 1959, and the UK's Def Stan 05-21 and 05-24. Large organizations which supplied government procurement agencies often had to comply with a variety of quality assurance requirements for each contract awarded which led the defence industry to adopt mutual recognition of NATO AQAP, MIL-Q and Def Stan standards. Eventually, ISO 9000 was adopted as a suitable option, instead of forcing contractors to adopt multiple - and often similar - requirements.<br />
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<span style="color: red; font-size: large;"><b>Reasons for use</b></span><br />
The global adoption of ISO 9001 may be attributable to a number of factors. In the early days, the ISO 9001 (9002 and 9003) requirements were intended to be used by procuring organizations, as the basis of contractual arrangements with their suppliers. This helped reduce the need for "supplier development" by establishing basic requirements for a supplier to assure product quality. The ISO 9001 requirements could be tailored to meet specific contractual situations, depending on the complexity of product, business type (design responsibility, manufacture only, distribution, servicing etc.) and risk to the procurer. If a chosen supplier was weak on the controls of their measurement equipment (calibration), and hence QC/inspection results, that specific requirement would be invoked in the contract. The adoption of a single Quality Assurance requirement also lead to cost savings throughout the supply chain by reducing the administrative burden of maintaining multiple sets of quality manuals and procedures.<br />
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A few years later, the UK Government took steps to improve national competitiveness following publication of cmd 8621, and Third Party Certification of Quality Management Systems was born, under the auspices of the National Accreditation Council of Certification Bodies (NACCB) which has become the United Kingdom Accreditation Service (UKAS) .<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOkPEc_h8Gm8KX-C4YJDWvksUgNnvrbb5AiTW3HMZSgFuRbYT04WDkgx8KKbDi9mpnvx9v7eOcretPFUopJyS3-FI4-jo8zXVdDEBT95O5RC7daJpEtJjJLvwxvc21ykViA6YkIvnfi78-/s1600/ISO_9001-2015.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1568" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOkPEc_h8Gm8KX-C4YJDWvksUgNnvrbb5AiTW3HMZSgFuRbYT04WDkgx8KKbDi9mpnvx9v7eOcretPFUopJyS3-FI4-jo8zXVdDEBT95O5RC7daJpEtJjJLvwxvc21ykViA6YkIvnfi78-/s320/ISO_9001-2015.jpg" width="313" /></a>In addition to many stakeholders' benefits, a number of studies have identified significant financial benefits for organizations certified to ISO 9001, with a 2011 survey from the British Assessment Bureau showing 44% of their certified clients had won new business.[14] Corbett et al. showed that certified organizations achieved superior return on assets[15] compared to otherwise similar organizations without certification.[16] Heras et al. found similarly superior performance[16] and demonstrated that this was statistically significant and not a function of organization size.[17] Naveha and Marcus claimed that implementing ISO 9001 led to superior operational performance in the U.S. automotive industry.[18] Sharma identified similar improvements in operating performance and linked this to superior financial performance.[19] Chow-Chua et al. showed better overall financial performance was achieved for companies in Denmark.[20] Rajan and Tamimi (2003) showed that ISO 9001 certification resulted in superior stock market performance and suggested that shareholders were richly rewarded for the investment in an ISO 9001 system.[21]<br />
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While the connection between superior financial performance and ISO 9001 may be seen from the examples cited, there remains no proof of direct causation, though longitudinal studies, such as those of Corbett et al. (2005)[16] may suggest it. Other writers, such as Heras et al. (2002),[17] have suggested that while there is some evidence of this, the improvement is partly driven by the fact that there is a tendency for better performing companies to seek ISO 9001 certification.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3VQ_Am4wSyuY_-XZXwMq3T12fok9YzQfsXL7bA8GLY2VoISNmJB_PSJ5B8ma8YqyVTgj67HJl8BJVbhmKSZQDw71XMU-4RjggBXrHiq6z_TVAjjndn4QsaECCbpqSotL4ZH9dYYWevWPE/s1600/ISO-9001-2015.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="500" data-original-width="600" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3VQ_Am4wSyuY_-XZXwMq3T12fok9YzQfsXL7bA8GLY2VoISNmJB_PSJ5B8ma8YqyVTgj67HJl8BJVbhmKSZQDw71XMU-4RjggBXrHiq6z_TVAjjndn4QsaECCbpqSotL4ZH9dYYWevWPE/s320/ISO-9001-2015.jpg" width="320" /></a>The mechanism for improving results has also been the subject of much research. Lo et al. (2007) identified operational improvements (e.g., cycle time reduction, inventory reductions) as following from certification.[22] Internal process improvements in organizations lead to externally observable improvements.[23][24] The benefit of increased international trade and domestic market share, in addition to the internal benefits such as customer satisfaction, interdepartmental communications, work processes, and customer/supplier partnerships derived, far exceeds any and all initial investment.<br />
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Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-60108602266249670772019-02-24T11:13:00.002-08:002019-02-26T05:10:31.145-08:00ALFA QUALITY CONSULTING THAILAND CO., LTD<div class="separator" style="clear: both; text-align: center;">
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A Consulting Company for Training and Development organization specializing in management system solutions that elevate the performance of client organizations.</div>
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We provide Consulting and Training Services in Quality, Environmental, Health and Safety standards-based management systems like Training, Consulting, Coaching ISO 9001:2015, ISO 14001:2015, IATF 16949:2016, Medical Devices, Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, VDA 19.1, VDA 19.2, ISO 13485, ISO 16232 and QOS</div>
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Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0tag:blogger.com,1999:blog-4089471188522602614.post-52913083724211075672019-02-24T11:03:00.002-08:002019-02-26T05:10:08.068-08:00TEAM - TOGETHER EVERYONE ACHIEVES MORE<div class="separator" style="clear: both; text-align: center;">
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Together we achieve more<br />
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We know that good teamwork gets the job done, why then are we DETERMINED on showcasing our differences?<br />
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Most of us have our ideal vision of a “perfect team” and expect our team to be a well-oiled machine from the start. Choosing the right people for your team is important but the reality is, most of the time we are put in a team that we didn’t choose, with individuals who are very different from ourselves.<br />
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Earlier this month, I worked as a facilitator for the DIODE Youth Leadership Camp (YLC), a six-day programme for youths aged 14 to 16.<br />
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These youths came from different social and economic backgrounds, each with their own personalities and leadership styles.<br />
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I can tell you that things don’t come easy when people with diverse interests are required to work together to accomplish a common goal. It takes courage to be able to work with new people and learn how to utilise the different strengths of each team member to work towards a common goal.<br />
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It's okay to have disagreements in a team<br />
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In his groundbreaking 1965 article, psychologist Bruce Tuckman described what he coined the “storming” phase – a situation that occurs when individuals with different leadership styles and personalities are put together, causing misunderstandings and disagreements to arise.<br />
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In one of the group discussions, two members of the group I was facilitating misunderstood each other, resulting in a quarrel. As a facilitator, I did not see that incident as something negative.<br />
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Instead, I saw it as an opportunity for the team to learn about respect, communication and moving forward together as one. It is crucial that teams learn to deal with disagreements and communicate with one another.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwbpGOQGqUYn4cgsIwFPKxI5YZm3JYAEvGX6twNJeP_k4HuuBPHfZRdn4CDf8gcIAlbPbbt1MWuSPAox9haTJlD_rcbmcqwhyrZcnWJoicnd3hzZ_gwHqbmycuh2RTGQIHjW02NkKkPyoz/s1600/240_F_69193629_NtpvcXcal5vNM7knWlbHN7E7YpVUWCDk.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="240" data-original-width="399" height="192" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwbpGOQGqUYn4cgsIwFPKxI5YZm3JYAEvGX6twNJeP_k4HuuBPHfZRdn4CDf8gcIAlbPbbt1MWuSPAox9haTJlD_rcbmcqwhyrZcnWJoicnd3hzZ_gwHqbmycuh2RTGQIHjW02NkKkPyoz/s320/240_F_69193629_NtpvcXcal5vNM7knWlbHN7E7YpVUWCDk.jpg" width="320" /></a>In one of our camp sessions called “Chatz with DIODE”, we asked campers to discuss and share their individual take on certain issues. After everyone had a chance to say their piece, each team would work towards making a group decision.<br />
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Although certain members of a group had differing views, the team still needed to learn about communicating to one another with respect and to move forward as a team by putting aside their differences.<br />
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Every team needs a vision<br />
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Vision is very important in any team. Without vision, a well-oiled team would have no real purpose to work towards. In the DIODE module, we have something called the AVP map.<br />
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The AVP map is a foundation for learning that represents<br />
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A for Awareness<br />
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V for Vision<br />
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P for Plan.<br />
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We believe that in the science of building leaders, there has to be vision. Vision would mean a goal, purpose or direction that the team has to focus on. It is very important that the team sets a vision that they believe in.<br />
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As Friedrich Nietzsche said, “He who has a why to live for, can bear almost any how.” The stronger the vision is for the team, the more focused and determined the group will be when facing challenges.<br />
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Everyone plays a significant role<br />
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We have to realise, however, that everyone is crucial to the team. A team comprises individuals with different strengths and weaknesses. In order to move forward effectively, every member has to be confident and know that their roles are significant.<br />
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All we need to do is to find a role that suits our strengths and the team’s needs. What we perceive as an insignificant role may be the only thing that keeps the team running well.<br />
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Many times, we develop a sense of fear because of past experiences of working in a team. Some of us may be intimidated by the very thought of working in a team with different people. However, in order to grow as a leader and as an individual, we have to step out of our comfort zones.<br />
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If you are working in a team now or in the future, know that it won’t be an easy journey but definitely a worthwhile one.<br />
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“Team” stands for TOGETHER EVERYONE ACHIEVES MORE.Alfa Quality Consultinghttp://www.blogger.com/profile/13760374635479954852noreply@blogger.com0