Pengaruh Sistem Manajemen Iso 9001:2008 Terhadap Pelayanan Kefarmasian Di Puskesmas Kabupaten Sleman

The vision of health development organized by the district health center is achieving district healthy. The need for improving the quality of health services in health centers contained in the WHO Annual Report 2008 under the title "Primary Health Care, Now More Than Ever". The efforts to improve the quality of services in health centers is ISO 9001:2008 certification at the International level. ISO 9001 certification is expected to improve the quality of pharmacy services at health centers. In order to ensure the implementation of quality management system certification ISO 9001:2008 in Sleman district health centers especially in pharmaceutical services, we need a special evaluation of pharmacy services at existing health centers and Sleman district that have not implemented ISO 9001:2008. The purpose of this study is to describe the influence of ISO 9001:2008 quality management system for pharmacy services at district Sleman health centers who have and have not implemented the ISO 9001:2008. The study design is a descriptive cross-sectional design. Data captured includes quantitative data from observations of pharmacy services at the health center and qualitative data from in-depth interviews. The study period October 23, 2012 until December 23, 2012. The results showed Score adherence to standard operating procedures at the clinic ISO and non-ISO is 1.25 and 1. Average preparation time for non-drug concoction and concoction at ISO puskemsas sequence was 383 seconds and 193 seconds. average preparation time mixing and non-mixing drugs in health centers in order are non ISO 446 seconds and 193 seconds. Average delivery time ISO medicine in health centers is 87 seconds, the average time on the drug delivery centers are non-ISO 60.75 seconds. Percentage suitability prescription drugs in health centers and ISO and non ISO is 100% and 99.98%. The percentage of drugs in health centers completeness label ISO and non ISO is 100% and 100%. The percentage of patients in the clinic knowledge of ISO and non-ISO is 84.97% and 72.47%.. The levels of patient satisfaction in ISO and non ISO clinic in category "Satisfied". The policy of Quality Management System ISO 9001:2008 that applied to the community health center in Sleman district does not affect the improvement of pharmaceutical services at the community health center. The observations indicate that the quality was not much different in the two types of community health center, it makes an ISO 9001:2008 should be reviewed. Key words: ISO 9001:2008, patient satisfaction, pharmaceutical services, public health center

Modelling business processes with links to ISO 9001

Merged with duplicate record 10026.1/795 on 14.02.2017 by CS (TIS)This work in the domain of quality management and business process design looks at how the requirements of the ISO 9001 standard for quality management systems are designed and implemented in business. It is the aim of the research reported in this thesis to support manufacturing companies when modelling a Fulfil Order Process by identifying the links to the ISO 9001 quality standard and highlighting potential impact from any changes in the process or the standard during a redesign project. It does so by presenting a modelling technique, named IDEF9000, which will enable companies to take a systemic perspective of a Fulfil Order Process identifying all relevant links to ISO 9001. A research strategy based around the experiences of companies when designing business processes with links to ISO 9001 was adopted. In-depth case studies carried out by the author showed that simply documenting what an organisation does to satisfy the various elements of ISO 9001 is still one of the most common approaches adopted. This results in a process-oriented character only at the documentation stage. It is the result of limited guidance on how to integrate the requirements of ISO 900 I in business processes. The work proceeded by exploring the domains of business processes, the use of systems thinking to explain business processes and the relevance of ISO 9001 requirements from a process-based viewpoint. A set of criteria was developed to identify activities, information and other flows controlled by ISO 9001 to design a Fulfil Order Process in a manufacturing company. This provided the context for the development of the modelling technique IDEF9000, which is an enhanced version of IDEFo, and its validation by review and by use in two manufacturing companies. The originality of this work lies in the identification and emphasis by the author of the need to take a systemic view of business processes when designing or redesigning a process-based ISO 9001 quality management system. Also, criteria for a technique to address the modelling of a Fulfil Order Process were identified. Furthermore this contribution to knowledge includes the identification of links between ISO 9001 requirements and a holistic Fulfil Order Process. This led to the development of further criteria for modelling such a business process showing the links to ISO 9001. IDEF9000 represents an improved modelling approach that fulfils the identified criteria and permits the systemic design or redesign of a Fulfil Order Process while establishing the links controlled by the ISO 9001 quality standard

ISO 9001 -sertifikaatin käyttö laaduhallintajärjestelmän kehittämisessä.

The objective of this thesis was to investigate the implementation of ISO 9001 quality standard and its effects on the development of a quality management system. Finding out how the standard affects the implementation of quality management systems, improvement ideas for companies using ISO 9001 can be offered. The research approach is twofold and therefore two bases of theory are used. Quality management literature is used to construct a framework of best practices. The frame-work presents the most important factors that should be found in a well-developed quality management system. In the other theoretical branch process the important aspects of process development are discussed and models presented in process development literature are explored to find ways to incorporate these aspects into practice. The case company is a small company that has used ISO 9001 for several years. The company’s quality management systems are researched using both data gathered during the development of quality management systems and interviews of key personnel. The case description presents the company’s quality management system and a model of the company’s process for process development. The company’s quality management system is compared to the framework of best practices and ISO 9001 to find out how the standard facilitates the implementation of said best practices and its process development model is compared to the ones found in process development literature to find improvement ideas. The results show that ISO 9001 generally results in quality management systems that fulfill its main objective: customer requirements. Building an excellent quality management system, however, requires paying attention to things outside the standards scope. Significantly employee involvement, using cross-functional groups and bench-marking are not integrated to practices using the standard. These factors should be paid attention to separately. The standard does not influence the process development practices of a company very much. Nevertheless management systems developed using ISO 9001 provide opportunities a) to enable process innovations by tapping into employees’ tacit knowledge and b) guiding the company’s evolution by connecting the process development efforts to company’s strategy.Diplomityön tavoite oli tutkia ISO 9001 laatustandardin käyttöönottoa ja sen vaikutuksia laaduhallintajärjestelmän kehittämiseen. Standardin vaikutusten kartoittaminen mahdollistaa kehitysehdotusten löytämisen yrityksille, jotka käyttävät standardia. Tutkimuksen lähestymistapa on kaksijakoinen, minkä takia käytössä on kaksi teoriapohjaa. Laadunhallinnan tutkimusta käytetään parhaiden käytäntöjen kokoamiseen. Koottujen parhaiden käytäntöjen voi olettaa löytyvän yrityksestä, jolla on hyvin kehitetty laadunhallintajärjestelmä. Toisessa teoriakehyksessä tarkastellaan prosessinkehityksen tärkeitä piirteitä ja tarkastellaan prosessikehityskirjallisuudesta löytyviä malleja tarkoituksena siirtää niistä löytyvät hyvät ominaisuudet käytäntöön. Tapausesimerkkinä tutkimuksessa on pieni yritys, joka on käyttänyt ISO 9001 -sertifikaattia useamman vuoden ajan. Yrityksen laadunhallintajärjestelmiä tutkitaan sekä yrityksen laadunhallintajärjestelmien kerryttämän dokumentaation että avainhenkilöstön haastattelujen avulla. Tapauskuvauksessa esitellään yrityksen laadunhallintajärjestelmät ja mallinnetaan sen prosessinkehitykseen käyttämä prosessi. Yrityksen laadunhallintajärjestelmää verrataan parhaisiin käytäntöihin ja ISO 9001:een standardin vaikutusten selvittämiseksi ja kehitysehdotusten löytämiseksi. Tulokset osoittavat, että ISO 9001 yleisesti pääsee tavoitteisiinsa: asiakkaan vaatimusten täyttämiseen. Erinomaisen laadunhallintajärjestelmän rakentaminen vaatii kuitenkin standardin ulkopuolisten asioiden huomioon ottamisen. Oleellisista tekijöistä henkilöstön osallistaminen kehitystoimiin, monitieteellisten ryhmien hyödyntäminen ja vertailuanalyysien tekeminen eivät siirry käytäntöihin standardoinnin avulla. Näihin seikkoihin onkin hyvä kiinnittää erikseen huomiota laadunhallintaa kehitettäessä. Standardi ei vaikuta huomattavasti yritysten prosessinkehitysmenetelmiin. ISO 9001 -sertifikaatin avulla kehitetyt laadunhallintajärjestelmät tarjoavat kuitenkin mahdollisuuden a) edistää prosessi-innovaatioita käyttämällä hyväksi työntekijöiden hiljaista tietoa ja b) ohjata yrityksen evoluutiota yhdistämällä prosessinkehityksen ja yrityksen strategian

Factors Affecting The Practices Of Iso 9001:2000 Quality Management System In Saudi Business Organizations

Since it\u27s release in Dec 2000, there has been a slow movement towards the new version of ISO 9001:2000 by ISO 9000:1994 certified organizations. Of the 561,747 ISO 9000 certified businesses, 167,210 are certified under the new ISO 9001:2000, which is less than 30 % of the total ISO 9000 certified companies. Although many studies have been conducted to understand and assess the practices of ISO 9000:1994 standards, no research has been done to investigate the practices of ISO 9001:2000 in Saudi Arabia. This study is designed to investigate the implementation practices of the new ISO 9001:2000 standard in Saudi business organizations. The main objectives of this study are to identify the critical factors that lead to successful implementation of the new standard, to determine what barriers have been encountered during implementation, and to identify the most difficult parts of the standard to comply with. It investigates the perceived benefits that Saudi firms have gained from implementing the system and examines the level of knowledge about ISO 9001:2000 and the perceptions of the new standard among the management teams and staff of ISO registered firms. It determines the level of integration between ISO 9001:2000 and other implemented systems. Furthermore, this study aims to investigate the factors that may explain the Saudi organizations\u27 decisions to implement ISO 9001:2000 in their businesses. To accomplish these research objectives, a questionnaire was developed based on an extensive review of related literature and tested for validity and reliability. The target sample for the study was made up of all ISO 9001:2000 registered sites in Saudi Arabia up to 31 Dec. 2002, which comprised 131 organizations. A total of 89 completed surveys were received, for a response rate of 72%. Descriptive statistics, measurement of variation, and association, and factor analysis were used in the interpretation of collected data. The major findings are as follows: 86.5% of the total respondents had implemented ISO 9001:2000 as a transition process from previous ISO 9000 standards. 68.5% of the certified sites took less than one year to implement the standard. Most of them were previously certified in one of the ISO 9000:1994 standards. This high percentage indicates that ISO 9001:2000 can be easily implemented in a short time frame. Most of the companies in the study reported the use of external consultants (70.8%), but overall there was a low level of reliance on them, with 64.0% of registered organizations having documented less than 10% participation of external consultants in implementing the ISO 9001:2000 system. The top five critical success factors in implementing the ISO 9001:2000 quality management system, in descending order, are as follows: commitment of management, effective internal auditing, commitment of middle management, employee motivation and involvement, resource allocation, and existence of appropriate communication routes. The major hindrances during the implementation of ISO 9001:2000, in descending order, were as follows: lack of employee involvement, difficulties in co-operation among middle managers over quality problems, lack of training programs related to quality, insufficient project time, and lack of customer co-operation. The most significant reasons for Saudi organizations to implement the system, in descending order, are as follows: top management initiative, quality improvement of internal operations and processes, customers requirements, part of the overall quality policy of the organization. The highest perceived benefits, in descending order, were as follows: development of quality culture, improved customer satisfaction, better communication with customers, increased management commitment, and use of data as a business management tool. Most respondents are highly satisfied with the standard, believe that it is cost effective and would strongly recommend the standard to other firms. Top managers were the most knowledgeable about the ISO 9001:2000 standard, followed by middle managers, then employees. Findings reveal that level of knowledge about ISO 9001:2000 among organization\u27s people is positively correlated with most of the attainable benefits from implementing the standard. Based on the findings of this study, many conclusions and recommendations were drawn. In summary, for a successful implementation of ISO 9001:2000 standard, organizations must give great consideration to the people involvement factor, particularly top and middle management s involvement and commitment to quality, employees motivation and involvement, quality awareness, and ISO 9001:2000 training

PERENCANAAN DAN PENERAPAN SISTEM MANAJEMEN MUTU ISO 9001:2015 DI DIREKTORAT PENGEMBANGAN KEMAHASISWAAN UNIVERSITAS SURABAYA

Directorate of Students Development is a department responsible forstudent activities in University of Surabaya. This research discusses the design of Quality Management System which is accordance to the requirements of ISO9001:2015 at Directorate of Students Development. The research started withidentifying gaps, determining improvement opportunities, implementing alternative solutions and evaluating the quality management system. The methodsused for this research are observation, interview, and document collection. The result of gap analysis between organization's existing condition compared to ISO 9001:2015 resulting in 52% conformity, 36% partial, and 12% nonconformity.Based on these assessments, there are some improvement opportunities that can be done such as identifying organization's stakeholders, creating quality objectives based on strategies, analyzing risks and the process of transfer knowledge. The evaluation of quality management system can be done by reviewing the system with the concept of seven principles of Quality Management System

PERENCANAAN DAN PENERAPAN SISTEM MANAJEMEN MUTU ISO 9001:2015 DI DIREKTORAT PENGEMBANGAN KEMAHASISWAAN UNIVERSITAS SURABAYA

Directorate of Students Development is a department responsible forstudent activities in University of Surabaya. This research discusses the design of Quality Management System which is accordance to the requirements of ISO9001:2015 at Directorate of Students Development. The research started withidentifying gaps, determining improvement opportunities, implementing alternative solutions and evaluating the quality management system. The methodsused for this research are observation, interview, and document collection. The result of gap analysis between organization's existing condition compared to ISO 9001:2015 resulting in 52% conformity, 36% partial, and 12% nonconformity.Based on these assessments, there are some improvement opportunities that can be done such as identifying organization's stakeholders, creating quality objectives based on strategies, analyzing risks and the process of transfer knowledge. The evaluation of quality management system can be done by reviewing the system with the concept of seven principles of Quality Management System

PERENCANAAN DAN PENERAPAN SISTEM MANAJEMEN MUTU ISO 9001:2015 DI DIREKTORAT PENGEMBANGAN KEMAHASISWAAN UNIVERSITAS SURABAYA

Directorate of Students Development is a department responsible forstudent activities in University of Surabaya. This research discusses the design of Quality Management System which is accordance to the requirements of ISO9001:2015 at Directorate of Students Development. The research started withidentifying gaps, determining improvement opportunities, implementing alternative solutions and evaluating the quality management system. The methodsused for this research are observation, interview, and document collection. The result of gap analysis between organization's existing condition compared to ISO 9001:2015 resulting in 52% conformity, 36% partial, and 12% nonconformity.Based on these assessments, there are some improvement opportunities that can be done such as identifying organization's stakeholders, creating quality objectives based on strategies, analyzing risks and the process of transfer knowledge. The evaluation of quality management system can be done by reviewing the system with the concept of seven principles of Quality Management System

Application of the knowledge management system as a way to improve processes in the quality management system of small and medium-sized enterprises

The application of the knowledge management system allows the organization to ensure compliance with ISO 9001 in relation to knowledge. An approach is proposed for the implementation of knowledge management in small and medium-sized enterprises based on the development of a quality management system procedure. After the introduction of the procedure, the organization's knowledge management activities get an ordered look and a formalized document flow.Применение системы менеджмента знаний позволяет организации обеспечить выполнение ИСО 9001 применительно к знаниям. Предлагается подход для внедрения менеджмента знаний на малых и средних предприятиях на основе разработки процедуры системы менеджмента качества. После введения процедуры деятельность по управлению знаниями организации получает упорядоченный вид и формализованный документооборот

International Standard ISO 9001 - An Artificial Intelligence View

ISO 9001 is recognized as a Quality Management Systems standard, i.e., it is the primary phase of a process of constant enhancement that will provide an organisation with the necessary management tools to improve working practices. Indeed, it provides a framework and a set of principles aimed at ensuring a common sense approach to the management of an organization in order to consistently satisfy customers and other stakeholders. Therefore, and in order to add value to ISO 9001, this work focuses on the development of a decision support system, which will allow companies to be able to meet the needs of customers by fulfilling requirements that reflect either the effectiveness or the non-effectiveness of an organization. The procedures for knowledge representation and reasoning used are based on an extension to the Logic Programming language, allowing the handling of incomplete, contradictory and even forbidden data, information and/or knowledge. The computational framework is centred on Artificial Neural Networks to evaluate customer’s satisfaction and the degree of confidence that one has on such a happening

"Propuesta de guía para la administración efectiva de proyectos durante el inicio de operación de nuevas obras de infraestructura hospitalaria de la CCSS en el área mecánica."

Proyecto de Graduación (Maestría en Gerencia de Proyectos). Instituto Tecnológico de Costa Rica. Escuela de Administración de Empresas, Escuela de Ingeniería en Computación, Escuela de Ingeniería en Construcción, 2011.This March 2011 Bulletin issued by the Quality Committee of the Direction of Project Management (DAPE in Spanish), touches upon the innovative mixture used in this department of the CCSS, among the concepts issued by the ISO 9001-2001 norm, utilized for the development of the Project Quality Management System (SGCP in Spanish) and the implementation of projects according to the guidelines provided in the Project Management Body of Knowledge Guide (PMBOK) of the Project Management Institute (PMI). In recognizing the use of the ISO 9001-2001 norm as the basis of its Quality Management System, used in a compulsory manner by all its members, the DAPE aims at reaching a competitive advantage with regard to other units of the Caja Costarricense de Seguro Social, and enabling its participation in a certification process. Consequently, as a general objective the DAPE is proposing to prepare a Guide for Effective Project Management during one of the four phases that are comprised in a Project at the CCSS, the Transitional Phase. This document encompasses necessary techniques and tools (mainly focusing at the mechanical engineering branch) to set out a normalized methodology in the DAPE during the period between the transition to the closing of the Investment in Building Phase and the beginning of the Operational Phase, until the Accepted Receipt of the outcome by the client.Instituto Tecnológico de Costa Rica. Escuela de Administración de Empresas. Escuela de Ingeniería en Computación. Escuela de Ingeniería en Construcción