VIETNAM NATIONAL UNIVERSITY HO CHI MINH CITY

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY

FACULTY OF MECHANICAL ENGINEERING
INDUSTRIAL AND SYSTEMS ENGINEERING

INTEGRATING ISO 9001:2015 STANDARD AND LEAN SIX SIGMA TOOLS INTO A
QUALITY MANAGEMENT SYSTEM. THE CASE STUDY OF A FURNITURE
MANUFACTURING COMPANY

Instructor: Nguyen Vang Phuc Nguyen, Ph.D.

Student: Phan Le Minh Phuong
ID: 2170119

1
CONTENT
1
INTRODUCTION
2
LITERATURE REVIEW
3

4 INTRODUCTION OF RESEARCH OBJECT

5
METHOD
6

7 ANALYSIS OF ISO 9001 & APPLICABLE LSS TOOLS

2

PROPOSED INTEGRATED SYSTEM

 1. INTRODUCTION
Problem description:

• Vietnamese SMEs face difficulties in applying ISO 9001:2015 and adopting

Lean Six Sigma methodology and not yet have a proper guidance

• Researches on the integrated systems of ISO 9001:2015 and LSS

methodology are working on frameworks and rather than focusing on a
specific subject

3
 1. INTRODUCTION
Research goal:

• To establish a custom-built integrated system between ISO 9001:2015 and

Lean Six Sigma tools at a specific manufacturing company for exploring all
possible  benefits of implementing those systems with minimal resources  

4
 2. Literature review
There are researches on generic integration framework only
Author(s) Year Description

Chiarini 2011 How the application of lean methodology affect and formalize into ISO 9001 documents

Karthi et al 2011 Obtain knowledge from previous researches to evolve a roadmap for implementing Lean Six
Sigma through ISO 9001:2008 standard-based QMS

Karthi et al. 2012 The implementation of Six Sigma model via the ISO 9001 standard-based quality system

Bacoup et al. 2014 Propose method to lead manufacturing or service companies to certification without creating more
documentation

Marques et al. 2016 Integrate LSS program and ISO 9001:2015 by making use of the high-level structure defined in
Annex SL
Wirkus & Chmielarz 2018 Defined concept of integration of QMS and chosen Lean tools based on literature analysis and
experience of the authors

Fonseca & Domingues 2018 Assess CI performance within Portuguese ISO 9001 certified organizations toward the adoption
level of Kaizen, Lean and Six Sigma

Veena & Prabhushankar 2019 Define gap exists in implementation of Lean, Six Sigma and ISO 9001:2015, then develop a
method to fill the gap

Sá et al. 2022 Integrate Lean tools and ISO 9001:2015 in a way that the QMS to become more practical and
dynamic, reinforcing the creation of value for the organization

Yusof & Lee 2022 Optimize the quality of the macarons products via the integration of Six Sigma and ISO 9001:2015
Quality Management System 5
 3. INTRODUCTION OF RESEARCH OBJECT
Minh Duong Furniture company - over 2000 employees,
Baseline Product: Living room, Bedroom, Dining Tables & Chairs, TV cabinets, Coffee Tables
Main market: US, Europe, Australia, Korea

• # of documents: 122 • High defect rate: ~50% • High work-in-progress

• # of compliance: 73 • Defects are collected but key  Inventory waste
data not meaningful
• % Compliance rate: 60% Total work-in-progress

6
4. METHOD
2.  "shall“: a requirement
1. Gather research
Understand ISO
that needs to be fulfilled Establish method to
paper9001:2015
on LSS Tools for
 "documented information": document needs to be established,
integrated system
Requirements Company’s context re-design the QMS in
maintained, or a record to be retained as 9evidence of the
combination – of LSS
10 –
4-CONTEXT 5-LEADERSHIP activities
6-PLANING 7 – SUPPORT
Author’s experience
8 – OPERATION PERFORMANCE
IMPROVEMENT
2. Gather research Methodology and ISO
EVALUATION
•VSM •Strategis Analysis •5W2H •OPL
Support & •Standard work •Jidoka •Kaizen
•WID paper on••VOC
Organization
(Waste LSS Tools for
•A3-Report •Standard Work
Operation •Pull System 9001 Standard
•Poka Yoke Customer
•Kaikaku
identification •Brainstorming •Heijunka •Just-In-Time •5S Audit •Kakushin
and its context Hourensou
Diagram) integrated Satisfaction
Matrix system •5Why (7,8)
•Just-in-time •Kanban •Visual •Standard Work
•Spaghetti(4) •Functions, •Ishikawa diagram •Hourensou •Milk Run Management •Yokoten
Diagram Responsibility •PERTPLAN
Diagram 4d4d4d4
Matrix DO
•Jidoka •Andon Board •8D
•Swimlane and Authority •Grantt Diagram •SCRUM Board •Poke Yoke •Yamazumi Chart •DMAIC
Diagram matrix •Jidoka •Statistical Process
•GUT Matrix •Hourensou
•SWOT •Visual Performanc
•FMEA Leadershi
•Poka Yoke Matrix Control
•PESTEL Management Planning
•QFD •5S
p •SMED e • Kamishibai Board
•VOC (Voice of •Balanced
Customer
Customer) Scorecard (6)
•APQP •Visual •5S Evaluation •Genchi Genbutsu Results of the
•requirement •Tableau de bord •Taguchi Method (5)
Management •Visual
(9)
•Kamishibai
Balanced
•Hoshin Kanrin •8D •Lean Coaching Management •Balanced QMS
Scorecard
(8.2)
•Business model •Daily Kaizen •Programs and •DOE Scorecard
•Obeya Room Plans Training •Tableau de bord
Canvas
•TPM •Kata Method •8D
•Makigami
•Functions Matrix
Mapping
Needs and Improveme
•SIPOC •TPM
expectations of ACT nt (10)
•Metrology and CHECK
•Michael Porter’s Products and
relevant
Value Chain Calibration
7
interested
•Daily Kaizen
•Daily Kaizen Services
•Genchi •MSA
Genbutsu
parties (4)
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

 13 requirements expressed by “shall”  1 requirement to established documented information

8
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

Strengths Weakness
Labor cost advantage
Interested High turnover rate
# Needs / Expectations PI Rank Objectives
parties
Big brand name customers Dependent on major customers
Keep Achieve the goal and keep improving
PESTLE Analysis 1 Owners AbilityBusiness operates
to deliver effectively
quality product satisfied
Dependent on imported
Context the business in termraw
of cost, quality,
SWOT analysis on time
Good benefit and compensation materialProvide training & coaching to have
package, be guided with new KeepOld equipment
employeewith
understanding
batch and being
2 Employee
• Analysis of the needs Goodtask
handicraft
assignment or new working informed skillful as well as willing to make
Interested production model
and expectations of procedure changes
parties interested parties Experienced management team High product cost
Establish SMART goal on quality
Manage
3 Customers Delivery on time, no defect and delivery: 100% deliver on time,
ISO 9001:20015 isAble applied
to pass to
auditall departments
from of the
big client closely
High reworkcompany
rate
no major defects
Scope • QMS Scope Exclusion: ClauseCapability
8.3Comply
Design
towith and
handle development
large
contract, order
payment ofAssure
Dependentproducts
onthe
exportedand
communication with
4 Suppliers Monitor
services on time
Opportunities supplier and on time payment
Threats
Justification: there isPayment
no design Keep Assure 100% on time payment for
5 Bankers on time activities Downturns in America, Europe,
satisfied key supplier
QMS and • High-level process The Shift of furniture manufacturing
New regulators are KeepJapan leads
Keep to the disappear
update and complyofwith new
processes chart from China to South East Asia
6 Regulators
implemented without delay satisfied regulation
major customer
Employee benefit and
Political stability attracts many Maintain issues
Transportation the compliance
with with
7 Unions compensation are met and Monitor
foreign clients / investors importedEmployee
materialagreement
competitive in the market
No pollution emission (smell, Maintain the compliance with Labor
Innovation in using material from
8 Communities dust, noise) to the surrounding Monitor Rising hygiene
cost of standards
material for the workplace
rice husk waste, bamboo…
residential community will and surrounding area
reduce the dependent on imported
solid wood 9
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

 6 requirements expressed by “shall”  1 requirement to established documented information

10
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

Transaction Value Authority Requirement

Leadership and • Sponsor for the QMS Product concession N/A Quality Manager
commitment • Customer focus
Non-conforming product
N/A Quality Manager
resolution
Policy • Quality Policy Corrective action approval N/A Quality Manager

Purchase Order <20k$ Deputy Director Three quotations

Roles, • Organization chart reviewed by Finance
Responsibilities • Job Description Purchase Order >=20k$ Director manager
and Authority • Delegation of authority
Maintain the
Production
Overtime compliance to labor
Manager
law
Petty cash claim <40$ Budget holder
Budget holder &
Petty cash claim >=40$
Director
Team building activities Budget holder Within budget
Travel and subistance claim Director

11
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

 7 requirements expressed by “shall”  1 requirement to established documented information

12
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

Identification Assessment Treatment Monitor and Review

Risk
Address risks and • Organization’s Risks and Opportunities
Looking for more customers
opportunities • Risks/opportunities management process Downturns in America,
and prepare to handle order
Europe, Japan led to
High with small quantities, high Monitor the progress monthly
the disappear of major
Quality objectives • Quality objectives customer
quality in the most effective
and planning to way
• Quality achievement plan Transportation issues
achieve with imported material
Medium No action
Rising cost of material Medium No action
Conduct firefighting prevention Monitor the audit results and
Planning of changes • Change management process audit. Assure the compliance to review the firefighting
firefighting regulation preventing process in
Fire High
Develop a business continuity management review
plan for fire scenario and test Review the Business
the plan continuity plan
Social distance due to Develop a business continuity
Low
pandemic plan for social distance scenario

Opportunity
Monitor number of new
potential customer post fair
Attend furniture Plan for international fair in attending
High
international fair Japan and the US Review the effectiveness of
Maintain the consistence fair attending in management
review
The Shift of furniture Improve production capability Integrated Lean Six Sigma &
manufacturing from with advance QMS to be ISO 9001:2015 with the
High
China to South East competitive in term of cost, current QMS
Asia quality & delivery Monitor the progress monthly
Innovation in using
material from rice husk Low No action
waste, bamboo… 13
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

PLAN

Support &
Organization Operation Customer
and its context Satisfaction
(7,8)
(4)
PLAN DO

Leadershi Performanc
Planning e
p
Customer (6) Evaluation Results of the
requirement (5) (9) QMS
(8.2)

Needs and Improveme

expectations of ACT nt (10) CHECK
relevant Products and
interested Services
parties (4)

14
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

PLAN

(4.4.1) The organization shall determine the processes (6.1.1) When planning for the quality management system, the organization
needed for the quality management system and their shall consider the issues referred to in 4.1 and the requirements referred to in
application throughout the organization 4.2 and determine the risks and opportunities that need to be addressed

Management Risk
Customer Corrective / Change Communication
Document & Review Management
Management Preventive Internal management
Satisfaction
The organization shall determine the processes needed
Processes
Monitoring Audit for the quality management system and their
action process
Change
Assign
Control
Continuous Objective
application throughout the organization Improvement Setting
responsibility
& authority

CORE Quotation Order Production Quality

Purchasing Manufacturing Delivery
PROCESSES process management scheduling Inspection

Facility Quality Non-

/Equipment Tooling Labor Training Material Technical Control conforming
Support management management management management management management management product
Processes management

15
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

Understanding Identify the root PLAN

Implement the DO
the process cause of problem countermeasures
 long production  5 Why
cycle and high WIP  Fishbone diagram MANUFACTURING PROCESS

 ineffective in-
process control of
quality Timber
Preliminary Inspection
processing Forming Sanding
& Rework
application throughout the organization
No
Yes

Yes Yes No
Inspection Inspection
Staining Assembly Filler
& Rework & Rework

No No

QC Yes
Painting Inspection Packaging Finished Good

16
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS PLAN

Understanding Identify the root Implement the

the process cause of problem countermeasures
 Fishbone diagram

The organization shall determine the processes needed for

17
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS PLAN

Understanding Identify the root Implement the

the process cause of problem countermeasures
 Fishbone diagram

WORK TRAINING
Early Result DOCUMENT
WORK INSTRUCTION
INSTRUCTION –– FAULT PREVENTION
WORK INSTRUCTION
EXAMINATIONFAULT REWORK
OF WORKER'S METHOD
COMPETENCY
No. Countermeasures DETECTION
1 Define output criteria at each station
improvement
The organization
Establish process shall determine
to handle non- the processes needed for
2
conformity
Develop training document to train
3
operator at each station on:
1. Standard operating procedure,
2. In-process quality standard,
 
3. Non-conforming management
procedure
Revise the defect code for easier
4
investigating root cause
5 Management daily review
18
The organization shall determine the processes needed for 5-LEADERSHIP
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS PLAN

Understanding Identify the root Implement the

the process cause of problem countermeasures
 5 Why

• Production in push mode to prevent the Solution 1: Solution 2:

Why (1) • The variance in input materials and the
case of shortage material
Why (1) diversity of product type result in Installing an Re-design the
• The current Scheduling
changes in
is process outputs.
on weekly basic, output process for
Problem
Problem 1:2: Why (2) and it is not able to set daily target for
Production • The current controls (on quality & monitoring standardization
High stack Why (2) system by with process
productivity) are not effective
of Lacking
WIP and Why (3) • Data on product's norm is not available smart device metrics
control over
long identified and
product • The variances in process are not
production
output and Why (3) monitored
recognized is not monitoring
• Data on actual production
cycle
quality Why (4)
as part level
• Process metrics are not monitored nor
Why (4)
meaningful
• There is not a proper system to monitor
Why (5)
production output
19
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS
SOLUTION 1: OUTPUT MONITORING SYSTEM by SMART DEVICE

1. Scanning QR Code 2. Input data

20
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS
Mandatory rules
SOLUTION 2: STANDARDIZE PROCESS using TURTLE DIAGRAM
 Materials must be processed in
WHO?: 7.1.1
Pull sequence, by Production order
WHAT RESOURCES? 7.1.3 Competence requirements for: 7.1.2
Production
(Machines/Equipment) 7.1.4 Machine operator 7.1.5  Work-in-progress (WIP) should
Finger-joint machine 7.4 Inspection & Rework operator 7.2
CNC Machine Sanding Technician 7.3
not exceed 2 day WIP
Sander, Grinder Painting Technician Reduction
Painting lines SMED QC Inspector Skill Matrix  Practice autonomous
maintenance. Autonomous
Maintenance
8.2.1 1. INPUTS
PROCESS
 Update the system with with real
8.2.2
Receive what? Sequences, Rules 2. OUTPUTS
8.5.1 time data - review the output
- Input requirements: Product 8.5.5
specifications & criteria Deliver what? 8.6
every 2 hours. Variance report
6.1, 8.1, 8.5.1,
- Input material: 8.5.2, 8.5.3, - Products on time
Dry timbers, Fabric, Verneer 8.5.4, 8.7 - Meet specification  Maintain 5S standard, with a
Leather, Hardware, Consumable person responsible for each area.
5S
 Utilize 3C follow up chart for
HOW? 7.1.6 WHAT RESULTS? 9.1.1 any issue arised 3C Follow
Support processes: Material receiving 7.5 Performance Indicators 9.1.3 up chart
and delivery 8.5.6 Leadtime at each production stage not 9.3.1  Utilize Compliance checklist for
Technican support providing fault exceed the timeframe 9.3.2
detection and rework method Amount of WIP not exceed 2 10.1 self-check Compliance
Work instructions for manual station, production day 10.2
SOP for machine operation 5Why checklist
RFT % ≥ 85% Pareto
Tranining and evaluation record Fishbone 21
% Defect post paiting ≤ 15%
diagram chart
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS
SOLUTION 2: STANDARDIZE PROCESS using TURTLE DIAGRAM Documents
 Manufacturing procedure
WHO?:  Work instructions (for Check &
7.1.1
WHAT RESOURCES? 7.1.3 Competence requirements for: 7.1.2 Rework station, Sanding, Filler,
(Machines/Equipment) 7.1.4 Machine operator
Finger-joint machine
7.1.5 Assembly Station), Standard
7.4 Inspection & Rework operator 7.2
CNC Machine Sanding Technician
operating procedure (machine
7.3
Sander, Grinder Painting Technician operation at Forming)
Painting lines QC Inspector  Troubleshooting and Problem
Resolution instruction
 Criteria of Input/in-process material
8.2.1 1. INPUTS
PROCESS  FG specification
8.2.2
Receive what? Sequences, Rules 2. OUTPUTS
8.5.1
- Input requirements: Product 8.5.5
specifications & criteria 6.1, 8.1, 8.5.1, Deliver what? 8.6
- Input material: - Products on time Supporting process:
8.5.2, 8.5.3,
Dry timbers, Fabric, Verneer 8.5.4, 8.7 - Meet specification  Quality Control process,
Leather, Hardware, Consumable
 Nonconforming product
management,
 Material receiving and delivery,
HOW? 7.1.6 WHAT RESULTS? 9.1.1
Support processes: Material receiving  Consumable management,
7.5 Performance Indicators 9.1.3
and delivery 8.5.6 Leadtime at each production stage not 9.3.1  Labor management,
Technican support providing fault exceed the timeframe 9.3.2
detection and rework method
 Facility/Equipment management,
Amount of WIP not exceed 2 10.1
Work instructions for manual station, production day 10.2 Tooling management,22
SOP for machine operation RFT % ≥ 85%  and Technical package management
Tranining and evaluation record % Defect post paiting ≤ 15%
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS
SOLUTION 2: STANDARDIZE PROCESS using TURTLE DIAGRAM

WHO?: 7.1.1
WHAT RESOURCES?
(Machines/Equipment)
7.1.3
7.1.4
Competence requirements for:
Machine operator
7.1.2 Process Metrics
7.1.5
Finger-joint machine
CNC Machine
7.4 Inspection & Rework operator 7.2  Non-productive time (%)
Sanding Technician 7.3
Sander, Grinder Painting Technician
Painting lines QC Inspector
 Total output (USD) & (hr)
 Labor Productivity
1. INPUTS
(USD/md)
8.2.1 PROCESS
8.2.2
Receive what? Sequences, Rules 2. OUTPUTS
8.5.1  Productivity Efficiency
- Input requirements: Product 8.5.5
specifications & criteria 6.1, 8.1, 8.5.1, Deliver what? 8.6  Schedule adherence (%)
- Input material: 8.5.2, 8.5.3, - Products on time
Dry timbers, Fabric, Verneer - Meet specification
Leather, Hardware, Consumable
8.5.4, 8.7  Ontime delivery (%)
 Lead time (day)
HOW? 7.1.6 WHAT RESULTS? 9.1.1  Days of WIP
Support processes: Material receiving 7.5 Performance Indicators 9.1.3
and delivery 8.5.6 Leadtime at each production stage not 9.3.1  Post painting Quality rate
Technican support providing fault exceed the timeframe 9.3.2
detection and rework method Amount of WIP not exceed 2 10.1
(%)
Work instructions for manual station, production day 10.2 23
SOP for machine operation RFT % ≥ 85%  Final inspection rate (%)
Tranining and evaluation record % Defect post paiting ≤ 15%
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

MANUFACTURING PROCESS
Metric Operational Definition Collection Method Frequency Department
SOLUTION 2: STANDARDIZE PROCESS = total amount of Non-
Non-productive time To measure the time that is not spent on value-
productive time / total time Weekly Production
(%) added tasks or processes
consumed at production
= total number of Finished
Schedule adherence To measure the ability to adhere to schedule of
Goods delivered on time / Weekly Planning
of Finished Goods (%) at production
Finished Goods delivered
Schedule adherence To measuring the ability to deliver material / = # material batches fully
of material delivery semi-product / consumable from Warehouse to delivered on time / total Weekly Warehouse
(%) Production on time batches of material delivered
Total output (USD) & To measure the total output of Production by  =Total output value in one
Weekly Production
(hr) value (USD) and by standard allowed hour (hr) week
To measure the value generated per unit of
labor input within a specific period. It quantifies =total output value / total man-
Labor Productivity Weekly Production
the efficiency and effectiveness of labor day consumed
utilization
To measure the amount of unplanned overtime,
= total amount of Unplanned
Unplanned Over time which is also related to the ability of production Weekly Production
Over time
in scheduling & monitoring
24
To measure how effectively resources are
Productivity =total standard allowed hour /
consumed (total manhours) to generate output Weekly Production
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE 10 –
EVALUATION IMPROVEMENT
SUPPORT & MANAGEMENT PROCESS

Facility/ Labor management Order management Quality control

No. Process No. Purchasing & supplier
Process Nonconforming
equipment/toolings Labor management Quotationmanagement
process management Quality Control product
1 Manufacturing 11 Quotation
Facility / Equipment Absenteeism (%)2 process
Quotation
Facility processing time 12 Purchasing
/Equipment Order management Cost of Non-Quality
management Incoming Inspection
Downtime (%) Turnover (%) management
Number of new customers (CONQ)
13 Leadtime
Schedulingof
(%)
OEE (%) Labor providing 3leadTooling management
Order management outsourcing
In-process Inspection # of NCR
Maintenance time 4 Labor management
process   14 Customer satisfaction
completion % 5 Training management 15 Ontime delivery of
Purchasing (%)
Training Lead time Quality control
Tooling outsourced material
management 6 Material management 16 Supplier selection Post painting Quality Document control
(%)
7 Order processing
Technical management time 17 Document control process
Tooling Availability Training completion rate (%)
Scheduling Cost saving (%) Document change
rate 8 Quality Control management 18 Change control
Tooling Costs Supplier management Final inspection rate request response
Plan completion
9 Ontime
Finished delivery
goods delivery(%) 19 Internal audit
Tooling Lifespan (%) time
10 Nonconforming
Day of WIPproduct 20 Qualify at leastand
Nonconformity 3 Corrective
suppliers Document change
management action for each Delivery process
Internal audit Customer satisfaction group of material request resolution
monitoring process  Customer inspection time
Plan completion
Improvement lead time Change management
Number of NCR Customer lifetime value Nonconformity and
Total cost saving corrective action process
NC Closing time Customer Satisfaction
Score (USD) Corrective Action Change request
% Employee Closing time response time
Customer feedback
implementation rate engagement Change request27
resolution time
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE 10 –
EVALUATION IMPROVEMENT

Process step/ How (Documented

Mandatory rule/ Requirement Roles
Monitoring, measurement, Main task information)
analyss and evaluation Management review input
Identify scope of the audit, auditors,
• Determine key process metrics to be o The status of actions from previous management reviews
categorize the processes and create
monitored and measured
Audit planning Annual Audit Plan Quality Manager
• Analysis the collected data o Change that
audit affects
plan the QMS
with process to (update in PESTLE, SWOT analysis, Analysis
be audited,
Metric of the Operational
needs and Definition
expectationsCollection Method Frequency Department
frequency, auditor (5.6.2) of interested parties, Risk & Opportunity
Interal audit Management review output
review, and actions)
To measure the level of = Actual result /
Plan completion Monthly Quality System
• Conduct internal audit as planned intervals o Feedback
Decisions Conduct
and audit
actions
that the
completion as plan,
related
affects
Audit document
to:
the QMS
plan audit customers, owners, employees,
Plan from
Audit report
Internal auditor:
• Retain audit report and nonconformity Conduct audit suppliers, bankers,
findings regulators,
and opportunity forlabor unions Trained and
report
• opportunities fortheimprovement;
To calculate number of  
o NCRThe implementation
Number of improvements of Quality Objective & resultsMonthly
NC
certified
Quality System
• any need for changes to the quality management system;
Management review
o Customer satisfaction
Nonconformity monitoring
found data
in the audit is Lead Auditor
To measure the lead time
Issue • oresource needs.
approved by Lead Auditor and = Average closing Nonconformity
assigned
Nonconforming
NC Closing time from an auditproduct, Post painting quality inspection,
NC is raised Monthly FinalQuality
Inspection,
System
• Review the QMS at planned intervals Nonconformity time Internal audit
until
Cost to
of it closes
Non-Quality,
auditee Customer
from correct the complaint
issue with report (NCR)
• Retain the results of management review as report
Auditee
documented evidence o Auditundue delay
results, Corrective action, Kaizen program
o
Analysis root Supplier's performance
Apply LSS tools such as Fishbone Nonconformity
o Process
cause and take metrics
diagram, 5 Why to do root cause analysis report
Auditee
corrective action

Validate and Validate the result of implemented

  Lead Auditor
close the NCR corrective action and close the NCR 28
5. ANALYSIS ISO9K & LSS Tools 4-CONTEXT 5-LEADERSHIP 6-PLANING 7 – SUPPORT 8 – OPERATION
9 – PERFORMANCE
EVALUATION
10 –
IMPROVEMENT

Process step/ How

Mandatory rule/ Requirement (Documented Roles
Main task
information)
Prompt action should be taken to
control and correct the
Identifying and selecting React to the nonconformity by owner of the   Owner
opportunities for improvement nonconformity
area / process where the
nonconformity happens
• Improving products and services Analyze theExample of Improvement Action
nonconformity.
Apply LSS
• Correcting, preventing or reducing undesired DealMetric
with Investigate Source of improvement
root cause of Owner
• PromoteOperational
employee engagement
Definition inthe
continuous
Collection Tools:
Method improvement
Frequencyby Department
Kaizen
effects consequence of nonconformity. Fishbone
All program andcontribute
have people arefor
awarded Management
for their improvement contribution.
• Improving the performance and effectiveness of the•nonconformity
employees ideas improvement. diagram, Team
the QMS Anticipate the potential similar 5Why, Pareto
• Management
• The output Toof team practice
performance
measure Gemba
evaluation
the lead
nonconformity. time walks to inspire and engage
process (9.1, 9.3.2, 9.3.3). employees
Corrective in identifying
from a improvement opportunities and foster a culture
Delegation of of continuous
Implement
• The output of Management review =
Action to remove root cause of Average closing Quality
Action Closing
corrective actionCorrective/Preventive
improvement. authorityMonthly
Corrective / preventive action nonconformity time System
time
plan to• remove request
the is raised untilmust
it be approved  
Install the by
indicator of continuous
authorized level beforeimprovement Nonconformity
in personal performance
root cause of closes and corrective
• Defines a process to handling nonconformities objective. implement
nonconformity
and corrective action when a nonfulfillment action record
occurs Review• and close
Develop Green Belt to facilitate DMAIC methodNonconformityin process improvement
the effectiveness Corrective action must be verified Quality
of corrective for the effectiveness and corrective Manager
action action record
Continual improvement Update risks and opportunity
Update risks and determined during the plan (if    
• Enhancing the suitability, adequacy, and opportunity necessary)
effectiveness of the quality management system,
and act on from the QMS performance results

29
6. Propose the Integration Approaches of ISO 9001:2015 and Lean Six Sigma methodology into
Minh Duong’s quality management system.

KAIZEN 5 LEADERSHIP GEMBA

WALK
Organization CONCEPT MAP Customer
PLAN DO Skill matrix CHECK
and its context Autonomous Satisfaction
(4) SMED 7 Support
Process
maintenance
Standardization
SWOT PESTEL 4.3 & 4.4 Scope of
the QMS and the QMS 8.1 Operational planning 7.2c Competence
Waste
Pull and control
processes elimination evaluation and
production action
Process Turtle 8.4 Control of externally
mapping Diagram 3C Follow
provided processes, 5 Why
up chart
products and services 9.1.1 Monitoring &
Customer Measurement Results of the
Variance
6.1 Action to address 8.5 Production and Fishbone QMS
requirement risks and
report
service provision diagram
(8.2) opportunities Compliance 9.1.2 Customer
checklist satisfaction
Hoshin QCD Paretto
goals
Kanri
ACT chart

Power & 9.3.3 Management review 9.2 Internal audit

Interested grid 6.2 & 6.3 Setting and
Yellow
planning for quality
objectives and 10.1 Improvement General Belt
Needs and changes Green Belt 9.3.2 Gather input SPC Products and
expectations of 10.2 Nonconformity and Training for management Services
relevant Corrective action review 30
DMAIC
interested parties 10.3 Continual
improvement
(4)
 Department
Department
Planning Department
Planning Department
6. Propose the Integration of ISO 9001:2015 and Lean Six Sigma

Sales Department
Sales Department

HR Department
Quality Control
System

HR Department
QualityControl
System
Purchasing
Production
ISO
ISO 9001:2015
9001:2015Requirements
Requirements Corresponding
Correspondingdocuments
methodology into Minh Duong’s quality management system.

Purchasing
Production
documents

Quality
Technical

Quality
Technical
Technical Department
Technical Department
Planning Department
Planning Department
● Accountable,

Sales Department
Sales Department
● Accountable,

HR Department
Quality Control

HR Department
Quality System
Quality Control
Quality System
o: Responsible
o: Responsible

Purchasing
Purchasing
Production
ISO9001:2015
9001:2015Requirements
Requirements Corresponding

Production
ISO Correspondingdocuments
documents 8. OPERATION
7. SUPPORT
8.1 Operational planning and Manufacturing process •
7.1.1 Resources Labor management • •
control Technical package development •
Tooling management •
Material management process •
●●Accountable,
Accountable, 7.1.3 Infrastructure Facility / Equipment
8.2 Requirements for products Quotation process ⁰ • ⁰ • ⁰ ⁰
management process
o:o:Responsible
Responsible and services Order management process ⁰
Maintenance plan •• ⁰
4.9. PERFORMANCE
CONTEXT OF Production scheduling
Equipment diary process ⁰ ••
Order
Downtime monitoring report ⁰
review record •• ⁰ ⁰ ⁰ ⁰
9.1
4.1 Monitoring, measurement, PESTLE
Context ProcessAnalysis
metric monitoring plan ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ •• ⁰
analysis and evaluation Process
SWOT Analysis  27 documents mandated
metric monitoring 7.1.4
⁰ by the Standard
⁰ ⁰ ⁰ ⁰ ⁰ •• ⁰
8.4 Control
provided
of externally
Environment for the
processes
operation of processes
Supplier
Purchasing
management
Environmental
/
factorprocess
Outsourcing
monitoring report
•
•

result •
4.2 Interested parties Customer
Analysis satisfaction
of the needs and 7.1.5 Monitoring and measuring process
List of measuring equipment
• • •
9.2
4.3 Internal
Scope audit
monitoring of
expectations
Internal audit
partiesScope
QMS
 41 documents
process
process ⁰ ⁰ ⁰ ⁰ ⁰ recommended
interested
⁰ •• ⁰ by the authors resources Supplier
record
evaluation &range
with measurement
Calibration record of
selection
•
•
Supplier
measuringmonitoring
equipment and re-
4.4 QMS and processes Audit planprocess chart
High-level •• •
evaluation
Competency recordevaluation of
5. LEADERSHIP Audit report • 8.5 Production and service •
Quality Inspectors
5.1 Leadership & Commitment Nonconformity report (10.2) ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ •• ⁰
7.1.6
provision
Organizational knowledge List of core knowledge & status ⁰ • ⁰
9.3 Management review Management review Plan • 8.5.1 Control of production and Quality Inspection process ⁰ •
5.2 Policy Quality Policy • service provision Core knowledge
Quality control plancompletion
9.3.2 Management review inputs Data for Management review ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰ ⁰ •• ⁰
5.3 Roles, Responsibilities Organization chart ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰ plan inspection record
Quality •
Management review action log • 7.2 Competence Job Description ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ •
and Authority Job Description ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰ Compliance checklist • •
10. IMPROVEMENT 8.5.2 Identification and Skill matrix
Material traceability record ⁰ ⁰⁰ ⁰ •
Delegation of authority • ⁰ ⁰ •
10.1 Improve to meet 8.5.3 traceability
Property belonging to Probation evaluation &
6. PLANNING ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ •
requirements and future ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰ customers or external Competence
Free Issue report record ⁰ • ⁰
6.1 Address risks and Organization’s Risks and Performance evaluation ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ •
needs ⁰ • providers
opportunities Opportunities 8.5.4 Preservation Trainingmanagement
Material managementprocess
process ⁰ • ⁰ •
10.2 Corrective / preventive Nonconformity and corrective
Risks/opportunities ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰ 8.5.5 Post-delivery activities Training need evaluation
(10.2) • ⁰
action action process • Training record process ⁰
management process 8.5.6 Control of change Change management ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰
Nonconformity report • Post training
Chang evaluation
review record ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ ⁰⁰ ⁰⁰ ⁰• ⁰⁰ •
6.2 Quality objectives and Quality objectives ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰ 31
Corrective & preventive action 7.3
8.6 Awareness
Release of products QMS Awareness
Product release report training ⁰ • •
planning to achieve Quality achievement plan ⁰ ⁰ ⁰ ⁰ ⁰ ⁰ •• ⁰ ⁰ •
report 8.7 Control of NC product document
Nonconforming product
6.3 Planning of changes Change management process 7.4 Communication Communication
management processprocess
⁰
⁰
•
⁰ •
10.3 Continual improvement Continual improvement process ⁰ ⁰ ⁰ ⁰ ⁰ • ⁰
(8.5.6) 7.5 Documented information Nonconforming
Document control process
product record ⁰ ⁰ • •
 6. Propose the Integration Approaches of ISO 9001:2015 and Lean Six Sigma methodology into Minh Duong’s quality
management system. PROCESS METRICS
Collection
Collection
Collection Collection
Collection
Metric
Metric
Metric
Metric Operational
Operational
OperationalDefinition
Operational Definition Collection
Definition
Definition Collection Frequency
Frequency
Frequency Department
Frequency Department
Department Metric
Metric Operational
Operational
OperationalDefinition Definition Collection
Collection
Collection Frequency
Frequency Department
Department
Metric Operational Definition Method Method
Method
Method Frequency Department
Department Metric
Metric
Metric Operational
Operational Definition
Definition Method
Definition Method
Method
Method
Method
Frequency
Frequency
Frequency Department
Department
Department
Method
Tooling management
Manufacturing
Nonconforming process management
product Manufacturing process
Purchasing
Material management
Management Order
Technical
Documentmanagement
Training management
management process
control process
To measure the overall
CONQ Monitor
Cost actualwith
of Non-Quality lead =Total
totalvalue
=Total amount
costleadof of
of Monthly Quality To The total time
measure the required to
amount
Leadtime of costs associated Average Training
Organizational To
To measure
measure the
the %
levelof of = =# Actual
of employee / Quarterly HR
Material
Tooling (solid
Non- Costs To To measure
time
measure
caused ofby the
material
the level
time
Production: (bythat = (Value
tool/ workingof
Non-productive
non-quality Monthly
Monthly
Quarterly Production
Maintenance
Purchasing
Control Document of
To measure
fulfill
unplanneda customer the time
overtime, order, Average resultlead Monthly Technical
outsourcing
wood) usage is tooling
of (purchase,
material usage time used in Lead time
completion
knowledge employees
completion
taken to review who
the and actual
= total
=Plan attend
amount of
Average Quarterly Planning
productive group)
not spent
calculate
refurbished). on
extra cost need material
value- period
time / (USD/h)
total time Weekly Production Unplanned
change including
request which
rate plan complete
processing,
is also related to
thedocument
assigned
time
assigned training Quarterly Quality System
(%) built-up Organizational
respond to and delivery Unplanned
actual time Over / Weekly Production
time (%) added
to spendtasks toor quality actual
fixprocesses = #
consumed- value
of
Monitor in PO
(by at of
with Over timetime theproduction,
response ability of production
training # planned
The percentage of (%) knowledge
change built-up
requests plan time
Ontime issues during production material outsourced
production
group ofValue
tools)
Day of WIP in To measure
scheduling &the average = average Weekly Planning
material received on BOM)/
delivery of material of Plan
Technical To measure
amount
monitoring
ToCalculates
measure of WIPthelevel
the levelof
time of = =value
Actual
Actual oftraining
WIP
result/ / Quarterly
Monthly HR
Technical
# of NCR To
Totalmeasure
timenumber
(based onthe lifespan the
Agreed material
of NCR lifespan
= total number
in BOMof of Weekly
Monthly Purchasing
Quality Document
Schedule
outsourced received on time completion
training completion
required
completion to the Training
implement
the technical courses
= average
Average
Plan taken
value
Tooling or lead
To durability
measuretime the of tooling
for ability
outsources to tools in relative
Finished Goods Control change request To measure how Quarterly Quality System
adherence
material (%)
Consumable of To measure the level / total PO Monthly Maintenance plan
approved
training plan document place
actual / Plan
of output
timeat
Lifespan process
Quotation before
adhere it
toisschedule
materials replaced
& dateof oratPO)=with
on (Value ofon time
its value,
delivered = / Monthly
Weekly Production
Planning resolution time effectively resources are =total standard
Finished
usage (%) of consumable usage received
consumables used changes Painting
refurbished.
production average
Finishedlifespan
Goods / Productivity
Quality
MaterialControl consumed
process (total
Management allowed hour /
Goods (%)
Quotation ToCost savingtime
measure of material
from in actual
= Average - valueof Weekly Production
average
delivered value Customer
Efficiency
Change satisfaction
manhours)
management monitoring
to generate
process processtotal manhours
processing calculated
customer by theuntil of
request Quotation
consumables in
tools Monthly Sales Total
Incoming ToTomeasure
output monitor #total
(total standardof =Total
=totalinventory
consumed qualified Monthly
Weekly Warehouse
Quality
time To measuring
variancesent
quotation the ability
between the BOM)/ process Valuetime of inventory
Inspection (%) To measure
inventory
qualified
To units
anticipate the
value in time
by
total
customer's value
units / total Control
Labor management = # material Change allowed hour)
Schedule to deliver
total cost material
of material / = (newfully
consumables costin- value taken
material
unit to
receivedreview
group
behavior through and = Average
received units
Cost savingof semi-product
Topurchased
monitor the ability to batches request
Customer
Facility / Equipment management Quarterly Quality System
adherence
Absenteeism /
thewith new BOM old
= cost)
Number / old
oftime Quarterly Purchasing respond
measuring to change
the actual time Quarterly Sales
(%) of new To
Number
material
measuresale
increase
consumable from
amount
buy =delivered
total amount on of / Weekly
Weekly HR
Warehouse response
Aging date
In-process
lifetime time To
value ToMonitor
measure
measure
requests material
# oftotal
the by
units ===total
Inventory
Totalqualified value Monthly
Weekly Warehouse
Production
(%) of price
unplanned and the cost
overtime by cost
new
Unplanned
total customers
batches Overof Quarterly Sales Downtime accumulate total sales to
Inventory
customers To measure
calculating
delivery (%) Warehouse to the
the new
Production = Value of Yearly Warehouse Inspection (%) equipmentaging
that pass date according
through
breakdown the to at each/aging
units
downtime/ total total Daily Maintenance
old price with the same time in 1 Quarter
material (%)
Change a customer
Calculates the time
accuracy (%) on discrepancy
customer
time
quantity havebetweenbeen material indelivered the
time set criteria
process without any period
produced
available
= Average units
time
Turnover Todata
measure that
in a warehouse = (Number
counting of
/ value Quarterly HR request required
rework
To measureorto implement
defects
how =actual
Availability Quarterly Quality System
Order management process
purchased Cycle
Customer count To
To measure
measure the
the = =Number timeof x
Average Weekly Warehouse
(%) Toandmeasure
quantifies thethe
the actual rate total
at
counting Employeesbyresign
generated resolution
OEE (%) time efficiently
approvedcheck)
(random
satisfaction changes
the level of Performance
survey score x / Weekly Production
Supplier
Total management
output To measure
output timeresign
of Production fromby Warehouse completion
Satisfaction progress of regular cycle count done Annually Sales
which employees / Average Total
data
Order
Qualify
(USD) & at least customer,
value (USD) accept
andby the
bynew Number
= Average
=Total
Number output
of Weekly Production Post
Score painting equipment
plan (%) customers
Tocheck
measures is
based
activities used.
the inon a
opposite Quality
from
= totalallnumber
plan Daily Production
processing and are replaced
Complete the selection Order
value of
inprocess
oneforweek Monthly Sales survey customers
Technical
3 suppliersmanagement
(hr) for standard
quotation until
allowed order
hour suppliers Quality rate ToofWarehouse.
the error rate,
measure theTarget
whichto =of quality
Total planunits
time hires& over a
evaluationspecified to qualify Employees)
time Quarterly Purchasing Maintenance
each group of (hr) confirmed each group of (%)
Customer complete
are
To the
Maintenance
monitor 1
number full of
plan
the check
% of /total number
completion on Monthly Maintenance
Leadtime to period Tonewmeasure
suppliers time from = Average Monthly Technical completion % products = Implemented
material material feedback every
completion quarter
meet
customer feedback rate quality of units
time / total plan
prepare
Labor To request
Tomeasure with
measurethe sufficient
theleadvalue time = averageLeadtime
= number of of
time Quarterly HR feedback / total Quarterly Sales
Tooling management
implementation standards
implemented after
Material (solid To measure the level Painting
for produced
=feedback
(Value of Monthly Production
technical
providing information
ofgenerated
supplying per until
headcount
unit of orders
supplying
package
Ontime
lead time completion
The percentage
labor input within a the package
of order delivered
headcount
=total output onvalue wood) usage To
rate
Final of measure
improvement
Checkmaterial
to AQL the
usage 2.5, ==(#defect
unavailable
material used in Daily Quality
Labor (%) Monthly Planning Tooling
(%) availability of required tools
actual x waiting
- value
delivery delivered on
specific period. It time time / total
/ total man-day Weekly Production inspection rate calculate the rate number / theof Monthly
32 Control
Maintenance
Productivity orders Availability
(%) tools and fixtures
between defect number when day) /
material total
in
total number #
quantifies the efficiency consumed
delivered needed for production.
divided by the total tools
BOM)/ issued
checked Value of
and effectiveness of
labor utilization number checked material in BOM
 7. CONCLUSIONS & RECOMMENDATION

CONCLUSIONS RECOMMENDATIONS
The thesis has: The author recommends:
• Established a Concept map for integrating ISO • Further research and verify the effectiveness
9001:2015 Standards and Lean Six Sigma of this thesis in order to contribute to the field
methodology for a furniture manufacturing
company • Conduct similar studies in other leading
manufacturing sectors such as textiles,
• Successfully developed a method for integrating
footwear, and food processing
ISO 9001:2015 requirements and Lean Six Sigma
tools into the company's quality management
system

33
THANK YOU!

34
35