QMS Implementation

How did you implement the TL 9000 Quality Management System?

  • Corning

    Corning might be little different in terms of implementing QMS when compared to other companies since they were one of the first organizations to be involved with QuEST Forum as well as had V.P. of Quality on the QuEST Forum Board. V.P. of Quality reported to the CEO of the companies, which made it easy for the senior management buy-into TL 9000 registration process, as well as QMS implementation. Quality organization provided internal justification and made sure that each business unit understood the benefits of TL 9000 and why TL 9000 implementation is needed to be the leading edge in industry. Corning decided to implement TL 9000 quality system on their own, there were no customer requirements in 1999. All of the six locations within North America are TL 9000 registered. None of the locations in Europe or Asia are TL 9000 registered. Corning is registered to total four product categories.

    Corning does not have Corporate level registration. Each site has its own Quality Management System in place. However there are lots of similarities between the quality systems of each site. Deployment matrix were established containing functional group list Vs TL 9000 adders. This matrix was used to review and determine which group is responsible for which adder who then became the owner of those adder/s and all deployment activities (e.g. documented procedures, data, deployment process) associated with those adders. Gap analysis was conducted and project plan with action register was created. Database was generated for internal audit findings, corrective actions and shared with employees.

    Detail Quality plan was developed at Corporate level and used as feeder to the Manufacturing Quality Plan. This plan included strategic business initiatives along with site-specific Quality plan.

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  • Lucent Poland

    Since 1996, Lucent Poland keeps its QMS fully implemented and certified by the British Standards Institution, which is based on ISO 9001. In 1999, the company's leadership decided to migrate with ISO 9001 QMS into TL 9000 QMS. This was achieved in 2001.

    The main working document of the TL 9000 implementation team was defined by an elaborate migration plan, which included a full timeline of events necessary for the TL 9000 certification audit. Inside the plan we had items like

    • Provide a TL 9000 training for all people involved
    • Review all additional requirements and point out those related to Lucent Poland processes
    • Review all measurements required and those related to Lucent products (H,S,V) sold by Lucent Poland
    • Determine methods to address the requirements identified and implement within the appropriate processes and procedures
    • Identify data, databases and assigned teams or persons to gather data and calculate TL 9000 defined measurements according to the scope of registration
    • Plan and execute support from the implementation team via internal audits during the entire migration time.
    • Identify gaps and eliminate them with Corrective & Preventive Action plan(s)
    • Periodically hold a management review to inform the top leadership on the implementation plan status
    • Arrange the date for an external certification/registration audit with the registrar
    • Send the first package of metrics results to UTD a quarter before the chosen date

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  • Nortel - Richardson

    The Wireless Core Network R&D division of Nortel Networks, located mainly at Richardson, TX. Implemented ISO in 1994. This provides information for the QMS upgrade to TL 9000 in 2002.V3.0 / ISO 9001:1994 from ISO 9001:1994

    The initial challenges were typical of other implementations:

    • Clumsy document system
    • Minimal awareness of TL 9000
    • Minimal buy-in of ISO
    • Resistance to the TL 9000 upgrade
    • No resource commitment

    First we defined the factors necessary for a success:

    • Executive Sponsorship
    • Management buy-in and support
    • Core team formation and collaboration
    • Streamlined documentation (ISO-Lite)
    • Extensive training
    • Expanded internal audit coverage
    • Good project management practices
    • Regular communication
    • Awareness campaign to build momentum

    To be successful, Nortel found it necessary to treat this as a major project and plan well at the beginning. Nortel:

    • Developed a Project Plan to manage deliverables and issues
    • Defined the project into multiple phases with clear deliverables, responsibilities and goals
    • Defined metrics with targets for all major activities, such as documentation upgrades, training coverage, internal audit coverage, non-conformance closures, etc.
    • Managed with a Core Team of 5 Quality Engineers (QE) in the Quality Group and 30 Quality Primes from all functional groups (covering the total population of over 2000)
    • Assigned one Quality Engineer as prime to support each VP group, with assistance from the other QE staff
    • Ensured QE conducted QMS basic training to their assigned groups
    • Conducted Internal Audits by QE staff
    • Held monthly Quality Council meetings with the Core Team to track progress
    • Continually communicated with the team via Weekly Reports, Quality Council meeting minutes, News Alerts, Website posting, awareness campaign, etc.
    • Provided monthly reports to senior management team
    • Published progress measurements vs. targets
    • Conducted on-going recognitions and shared best practices

    The rest involved implementation of our plan with team/management commitment, close monitoring and diligence to achieve the goal.

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  • Registrar View

    When implementing a quality system in organization it is extremely important that the senior management is committed and understands what it takes. Secondly, you must get help of the people who are doing the job and get their inputs. Make sure all procedures are clearly defined and readily available for employee to use them. Training should be provided to the entire organization to increase awareness as why we are implementing Quality system, what does it means in their day to day job and what are the benefits of having good quality system in place. If there is internal resistance then you need to understand what the issue is and see if it can be resolved. In addition get employees trained in the TL 9000 standards requirements. Most company's uses train the trainer concepts to train the mass population within the company.

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