Quality Management Overview
OS HRS SDN BHD

Introduction

The Quality Management System (QMS) presented within this document and its supporting procedures reflect OSHRS’s strategic decision to adopt a process approach throughout our organization, in order to ensure compliance with customer requirements and to enhance customer satisfaction.

This approach considers the application of a system of processes throughout our organization, as well as the identification and interaction of these processes, and their management. This management system is consistent with the requirements specified by Lean Six Sigma, as it applies to the products and services provided by our organization.

The procedures, policies and practices presented herein are applicable throughout all areas and levels of the organization. All personnel under the control of OSRHS are responsible for ensuring the quality of their work and for operating in conformance with the requirements of this QMS.


______________________________
Jack Cantillon
CEO

 

OSHRS QUALITY PLAN

QUALITY OBJECTIVES
To inspire our people to become better each day by empowering them with simple process improvement tools & project opportunities to drive positive changes, take pride in what they do & make a difference in the workplace. 

 

 

OS HRS QMS PYRAMID

 

 
The QMS Pyramid is a 3 tiered structure designed by OS HRS as part of its continuous improvement initiative to further enhance and drive quality at work.  The foundation of the QMS Pyramid is established by Quality Environment (5S), following by the implementation of Lean Principles and Six Sigma Methodology.  


Quality Environment (5S) is a workplace organization method that is fundamental to productivity improvement, resulting in the beginning of a healthy, comfortable and productive life for everyone at work.  The practice of 5S has been the hallmark of Japanese organizations in achieveing the highest standard of cleanliness & orderliness.  

 

 

Lean is a set of management practices based on Toyota Production System (TPS).  The primary goal of this framework is to eliminate waste and non-value-added activities through continuous improvement. These are the 7 categories of waste derived from TPS:

 

 *8th Wastage is under-utilization of talents (human capital).

 


Six Sigma is a fact-based, data-driven philosophy of improvement that values defect prevention over defect detection.  Through the use of DMAIC methodology (Define, Measure, Analysis, Implement, & Control), it drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time, while promoting the use of work standardization and flow.

 

APPLICATION
OSHRS     will adapt the Lean Six Sigma implementation in stages as part of the McCOoL Quality Management Initivative launched since 2015.  The first 2 quarters of 2017 will be focusing on Quality Environment (5S), following by Lean Management for Q3 & Q4.  Six Sigma projects will be done concurrently throughout the year by our assigned Green Belt practitioners under the guidance of a Master Black Belt.  At present, OSHRS has 12 ongoing Six Sigma projects covering Operations, C3, Helpdesk, I.T. Support, Finance, and HR that is set to be completed by the end of Q2, 2017. 

 

                           


TESTIMONIALS

 

QUALITY ORGANIZATION CHART
 

 

2017 QUALITY PLAN TIMELINE