Quality in the Business
Quality throughout the business
Effective quality management requires hard work, continuous hard work. It needs demonstrable commitment, a planned and systematic approach to delivering quality goods and services today and every day. This, whilst also satisfying the requirements of your accreditation body and equally, if not more importantly the ever increasing expectations of excellence your customers will demand. This will require clear plans, structured in an organised in a manner which, promotes by design continuous improvement and customer satisfaction. Any Quality Management System should lean easily to performance measurement and monitoring criteria, valuable facts should not be masked by complex reporting and bureaucratic procedures. The system should seek to identify and drive out variation, whilst being responsive to business growth and market change. The management should control the Quality Management System and not the other way round, which is sadly be the case for some organisations.
Ask yourself one simple question, is your QMS designed to promote improvement or merely to satisfy certification? (lip service)
For those embarking on the ISO 9001 road to QMS...
Successfully implementing ISO 9001:2015 to its truest intent often gives the following advantages:
•A more efficient, effective operation and use of resources
•Enhanced customer satisfaction and especially important customer retention and loyalty
•Mutually beneficial supplier relationships
•Improve employee engagement
•Promote international trade
•Maintain and Increases profit
•Reduce waste and increase productivity
•Improve internal and external communications
A more simplistic view of a quality management system could be explained as;
1.Quality System = Vehicle
2.Quality Management = Driver
3.Quality Policy = Road Map
It should be remembered that a QMS based solely on ISO 9001 should be viewed as the minimal requirement. The development of procedures, instructions and process maps etc, will in the main part have a beneficial effect on the organisation performance.
Pre ISO 9001-2015 standards perhaps suffered from being excellent at telling you where you have performed poorly, however, less able to enforce strong leadership and commitment to improvement at all levels. This less then perfect situation often occurs where an organisation grows to a level where it feels compelled to employee a ‘token' quality manager, who has little influence over the top management. Often these token quality managers main roles are to maintain certification with the minimum of fuss to production... Time will tell if organisations are still able to abuse the true nature of the standard, purely for certification on the wall reasons...
On Safe Lines QHSE Software Help file v1.098.0145 : Copyright © 2019 Brian G. Welch MSc(QHSE), NVQ4(OH&S), CMIOSH