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Article
Publication date: 1 August 2000

Tom Bramorski, Manu S. Madan and Jaideep Motwani

The QS 9000 quality system was developed in the United States in 1994 by a team consisting of representatives of General Motors, Ford, and Daimler‐Chrysler as well as the…

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1512

Abstract

The QS 9000 quality system was developed in the United States in 1994 by a team consisting of representatives of General Motors, Ford, and Daimler‐Chrysler as well as the US truck manufacturers. The objective of the system is to standardize the quality system requirements and documentation developed and maintained by US auto‐motive suppliers. In this paper we review the philosophy and the structure of QS 9000 automotive quality standards and examine the relationship between ISO 9001, QS 9000 and TQM. We also analyze the costs and benefits from quality system certification and present practical experiences of selected US automotive suppliers related to the development and implementation of ISO 9001 and QS 9000 requirements.

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The TQM Magazine, vol. 12 no. 4
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 August 2002

Dana Johnson

Major original equipment manufacturers (OEM) in the international automotive industry require their first‐tier suppliers to obtain QS‐9000 registration. One of the…

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1123

Abstract

Major original equipment manufacturers (OEM) in the international automotive industry require their first‐tier suppliers to obtain QS‐9000 registration. One of the requirements included in the registration criteria is to have a process in place to evaluate all suppliers or subcontractors. Johnson Controls Inc. (JCI) Automotive Systems Group, a major first‐tier supplier, chose to request QS‐9000 registration of their suppliers (second‐tier). QS‐9000 does not require Tier‐1 suppliers to mandate that their suppliers (second‐tier) obtain registration. Since quality registration indicates that a quality system is in place, does it ensure that the operational measures of quality parts per million (PPM) or delivery performance are optimized? Do the organizational variables associated with QS‐9000 registration directly impact achieving it? For this study, a survey of JCI North American QS‐9000‐registered second‐tier suppliers was conducted to gather information about selected organizational variables, perceived performance outcome and results, and actual quality PPM and delivery performance. This study looks at the relationships between organizational variables and performance outcome and results.

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International Journal of Operations & Production Management, vol. 22 no. 8
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 June 2001

Dana M. Johnson

Although many suppliers in the automotive industry have obtained quality system requirements, QS‐9000 registration/certification, there does not appear to be a direct link…

Abstract

Although many suppliers in the automotive industry have obtained quality system requirements, QS‐9000 registration/certification, there does not appear to be a direct link to all operational performance outcomes. As companies improve their quality performance as measured by parts per million, other areas such as delivery performance are experiencing missed deadlines. Organizational factors play a key role in long‐term QS‐9000 success change efforts. This presentation summarizes the results from an empirical study of Johnson Controls, a major Tier 1 supplier, and their key suppliers in the USA and Canada who participated. Although the results focus on QS‐9000, some of the theories and practical application could apply to any company desiring registration or compliance to a quality standard.

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The TQM Magazine, vol. 13 no. 3
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 17 August 2000

Shu Yamada

QS‐9000 was established by Chrysler, Ford, General Motors and some Truck Manufacturers to solve problems of efforts to prepare original standards for each company. When we…

Abstract

QS‐9000 was established by Chrysler, Ford, General Motors and some Truck Manufacturers to solve problems of efforts to prepare original standards for each company. When we compare the requirements in QS‐9000 with those in ISO 9000, we may observe that those of QS‐9000 are more specific, since the user of the standard is limited to the automobile industry. In particular, the requirements on stastistical technique are described in more detail. In this paper, we present the requirements on statistical techniques in QS‐9000. Specifically, we review the contents of QS‐9000 and explore the philosophy and the minimum requirement on statistical techniques behind the description.

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Asian Journal on Quality, vol. 1 no. 1
Type: Research Article
ISSN: 1598-2688

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Article
Publication date: 1 June 2001

S. Muthu, S.R. Devadasan, Prakash Stephen Mendonca and G. Sundararaj

Claims that the concepts of Total Productive Maintenance (TPM) fundamentally aim at applying Total Quality Management (TQM) philosophy in maintenance engineering…

Abstract

Claims that the concepts of Total Productive Maintenance (TPM) fundamentally aim at applying Total Quality Management (TQM) philosophy in maintenance engineering. Emphasises the need of incorporating quality system and its monitoring to enhance maintenance quality. Points out that QS 9000 standard is expected to be a future quality system model in enterprises. Describes the design features of maintenance quality system model that has been developed based on QS 9000 standards. Cites the need of using continuous and economical knowledge which is possible only through the careful exploitation of information technology. Briefs the design of a knowledge base system and the development and performance of its pre‐auditing module. Presents a few sample screen outputs of this module. Concludes by suggesting the ways of productively exploiting the pre‐auditing module of the knowledge base system.

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Journal of Quality in Maintenance Engineering, vol. 7 no. 2
Type: Research Article
ISSN: 1355-2511

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Article
Publication date: 1 February 1998

Jaideep Motwani and Sandra Keirnan

This paper explains the course that ABC Automotive, Inc. executed in order to receive certification for QS 9000. It includes an explanation of why the company chose to…

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419

Abstract

This paper explains the course that ABC Automotive, Inc. executed in order to receive certification for QS 9000. It includes an explanation of why the company chose to implement QS 9000 and what effect the decision has had on the workforce. Obstacles to implementation and methods used to overcome them are also identified. Finally, the report describes the benefits the company has achieved and plans to reap on account of certification.

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Logistics Information Management, vol. 11 no. 1
Type: Research Article
ISSN: 0957-6053

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Article
Publication date: 1 October 2001

Jeffrey Lo Chi Fong and Jiju Antony

QS 9000 is a quality system standard for the automotive industry, developed in the USA in 1994 by Ford, General Motors, Daimler‐Chrysler and the US truck manufacturers. It…

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1717

Abstract

QS 9000 is a quality system standard for the automotive industry, developed in the USA in 1994 by Ford, General Motors, Daimler‐Chrysler and the US truck manufacturers. It was developed with the objective of standardising the quality system procedures, responsibilities and processes within an organisation. The paper briefly illustrates a comparison of QS 9000 with other automotive standards. The paper also examines the relationship between ISO 9000, QS 9000 and TQM.

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The TQM Magazine, vol. 13 no. 5
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 October 2001

Sha’ri Mohd. Yusof and Elaine Aspinwall

Describes the methodology and findings of four industrial case studies conducted on the implementation of TQM in automotive small and medium‐sized enterprises (SMEs)…

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4066

Abstract

Describes the methodology and findings of four industrial case studies conducted on the implementation of TQM in automotive small and medium‐sized enterprises (SMEs). Interviews were conducted to answer key issues which were felt to be crucial to this study. In addition, the case studies also explored the feasibility of the authors’ conceptual framework, and subsequently its validation. The companies were categorised as “TQM” and “lesser TQM” companies, and the analysis was performed on this basis. Results from the case studies indicated that the SMEs used in the study had approached TQM without the help of any specific framework, but they had implemented the numerous quality initiatives or programmes on a “slice by slice” approach. It was found that three common aspects were emphasised in each case when adopting TQM. Culminates with the conclusions drawn from the studies and future research directions.

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International Journal of Quality & Reliability Management, vol. 18 no. 7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 December 1997

José‐Luis Guerrero‐Cusumano and Willem J. Selen

Summarizes the main points of divergence between the French EAQF, German VDA 6, and USA QS 9000 standards in the automotive sector and evaluates their possible impact on…

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989

Abstract

Summarizes the main points of divergence between the French EAQF, German VDA 6, and USA QS 9000 standards in the automotive sector and evaluates their possible impact on eligibility for certification under the quality standard of comparison. While particular differences are marked, a converging trend based on QS 9000 requirements is emerging. This indicates that, while at first these developments point at a proliferation of quality standards, international quality standards in the automotive sector are in fact converging.

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Business Process Management Journal, vol. 3 no. 3
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 February 1999

Dan C. Burrows, Jack A. Petry and Scott A. Fratianne

Describes the success story of how Gilman, a division of Giddings & Lewis, Inc., with the help of Blackhawk Technical College, institutionalized reliability and…

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835

Abstract

Describes the success story of how Gilman, a division of Giddings & Lewis, Inc., with the help of Blackhawk Technical College, institutionalized reliability and maintainability (R&M) into its quality system and obtained ISO 9001:1994 certification and a declaration of compliance to the QS 9000 Tooling & Equipment Supplement. Looks at aspects such as defining the need for R&M and the integration of effective reliability and maintainability procedures into the quality system. Reports on a comprehensive training effort to educate the organization in R&M.

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International Journal of Quality & Reliability Management, vol. 16 no. 1
Type: Research Article
ISSN: 0265-671X

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