Continual Improvement

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The key takeaways are that this document outlines a procedure for continual improvement of a quality management system. It describes how opportunities for improvement are identified through various sources and then evaluated and implemented.

The purpose of this procedure is to provide a system and instructions for continual improvement of the quality management system and to assign responsibilities for continual improvement.

Opportunities for improvement are identified through monitoring quality and operational performance, staff suggestions, audit results, management reviews, and specific events. Sources include membership feedback, costs of non-quality, and regulatory requirements.

‫شركة عـالم المستقبل‬ .

FUTURE WORLD CO
‫للتجارة والمقاوالت العامه المحدودة‬ .For general trading& Contracting LTD

Continual Improvement
1 Page Revision: A Operational Procedure : QOP-85-01

:DISTRIBUTION

All Sections/Staff  Quality Manager  Top Management


  IT & Accounts

Our Ref.: 12429-15726/DN. SuperOffice: Quality Procedures

I PURPOSE
The purpose of this procedure is to provide for a system and instructions, and to assign
responsibilities for continual improvement of the quality management system.
II APPLICATION
This procedure applies to all processes and activities of the quality management system.
This procedure concerns all staff.
III PROCEDURE
1. General
1.1 INTERTANKO has a continual improvement philosophy throughout the organisation. Continual
improvement opportunities are identified by management reviews using audit results and analyses of
quality performance data. Improvement projects are defined either as corrective and preventive
actions or as quality objectives supporting the quality policy. Interaction of these quality system
processes to achieve continual improvement is defined in this procedure and in Quality Manual
Section 8.5, Continual Improvement.
2. Identification of opportunities for improvement
2.1 To identify opportunities for improvement, INTERTANKO continuously monitors its quality and
operational performance in the following areas:
 Membership service performance, and product/service characteristics and their trends;
 Records of product/service non-conformities;
 Membership satisfaction, dissatisfaction and other membership feedback;
 INTERTANKO’s share of the world independent tanker companies/fleet;
 Feedback from staff, suppliers/consultants, and other interested parties; and
 Internal and external audits of the quality system.
2.2 In addition to the above-listed sources, special assessment projects may be initiated to identify
opportunities for improvement in other areas, such as:
 Excessive checking of services not justified by results and

Address: AL Mansour – Baghdad - Iraq Address: Mnawi Basha – Basra – Iraq


Email: Sales@futurewd.com Email: info@futurewd.com
Mobile: +964 0750 330 2951 Mobile: +964 0751 235 3847
Website: www.futurewd.com
‫شركة عـالم المستقبل‬ .FUTURE WORLD CO
‫للتجارة والمقاوالت العامه المحدودة‬ .For general trading& Contracting LTD

 Excessive cost of non-quality, and


2.3 Another source for identifying improvement opportunities are staff suggestions for improving their
activities, instructions and work environment. Everyone in the organisation is encouraged to come
forward with improvement suggestions. The suggestions are submitted to, and are evaluated and
prioritised by top management.
2.4 Opportunities for improvement are also identified in connection with specific events or problems,
such as new regulatory requirements, IT, membership complaints or returned products, and so forth.
2.5 Opportunities for improvement are identified on two levels:
 Continuously — by section Managers — based on daily feedback, staff suggestions, and in
response to daily events or problems.
 Periodically — by the management review — based on analysis of longer-term data and trends.
3. Evaluation and implementation of improvement opportunities
3.1 Those opportunities for improvement based on daily feedback are evaluated by management or staff
meetings and, when appropriate, are implemented through the system of corrective and preventive
action. They are triggered by such events as identification of a non-conforming service or product,
membership complaint, internal audit finding, and other such events (ref. procedure QOP-85-02,
Corrective and Preventive Action).
3.2 Opportunities for improvement based on longer-term data and trends are evaluated by the
management review. They are prioritised with respect to their relevance for enhancing membership
satisfaction and achieving the quality policy. Those improvement opportunities that are selected for
implementation are defined as quality objectives and may be implemented through special
management projects. Procedures QOP-56-01, Management Review, and QOP- 54-01, Quality
Objectives, define these processes.
4. Review of continual improvement
5.1 The overall continual improvement effort is reviewed periodically by the management reviews of the
quality system. This process is defined in procedure QOP-56-01, Management Review.
5.2 The review includes evaluation of current and completed projects for achieving quality objectives
and corrective and preventive actions; as well as quality performance data, to identify new
opportunities for improvement and new quality objectives.
IV ASSOCIATED DOCUMENTS
 Operational Procedure QOP-54-01: Quality Objectives
 Operational Procedure QOP-56-01: Management Review
 Operational Procedure QOP-85-02: Corrective and Preventive Action

Address: AL Mansour – Baghdad - Iraq Address: Mnawi Basha – Basra – Iraq


Email: Sales@futurewd.com Email: info@futurewd.com
Mobile: +964 0750 330 2951 Mobile: +964 0751 235 3847
Website: www.futurewd.com
‫شركة عـالم المستقبل‬ .FUTURE WORLD CO
‫للتجارة والمقاوالت العامه المحدودة‬ .For general trading& Contracting LTD

General Manager
Mazin Jawad Al- Sary

Address: AL Mansour – Baghdad - Iraq Address: Mnawi Basha – Basra – Iraq


Email: Sales@futurewd.com Email: info@futurewd.com
Mobile: +964 0750 330 2951 Mobile: +964 0751 235 3847
Website: www.futurewd.com

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