8.2 Quality Management Systems

What is a quality management system?

	A quality management system is a management technique used to communicate to employees what is
	required to produce the desired quality of products and services and to influence employee actions to
	complete tasks according to the quality specifications.
	What purpose does a quality management system serve?

		Establishes a vision for the employees.
		Sets standards for employees.

		Builds motivation within the company.
		Sets goals for employees.
		Helps fight the resistance to change within organizations.
		Helps direct the corporate culture.

	ISO 9000 is a series of quality management systems (QMS) standards created by the International
	Organization for Standardization, a federation of 132 national standards bodies.
	The ISO 9000 QMS standards are not specific to products or services, but apply to the processes that
	create them.

8.2 Quality Management Systems

	The standards are generic in nature so that they can be used by manufacturing and service industries
	anywhere in the world.
	An organization that would like to have ISO certification needs to meet all the criteria stated in the ISO
	standards and pass a detailed audit performed by an ISO auditor.
	In some industries ISO certification has become necessary; for example, some large manufacturers
	require all suppliers to be ISO certified.
	While ISO certification is highly respected, if it is not a trend in your specific industry, the additional cost of
	certification is a deterrent to most managers.
	It is very possible to reach the desired quality level within an organization with a well planned quality system
	and without going through all the additional steps for ISO certification.
	QS-9000, released in 1994, is the ISO 9000 derivative for suppliers to the automotive Big Three:
	DaimlerChrysler, Ford, and General Motors.
	This quality management system standard contains all of ISO 9001:1994, along with automotive sector-
	specific, Big Three, and other original equipment manufacturer (OEM) customer specific requirements.

8.2 Quality Management Systems

ISO 9000 is a quality system standard that:

			Is a three-part, continuous cycle of planning, controlling, and documenting quality in an
			organization.
			Provides minimum requirements needed for an organization to meet its quality certification
			standards.
			Helps organizations around the world reduce costs and improve customer satisfaction.

		ISO 15504, sometimes known as SPICE (Software Process Improvement and Capability
		Determination), is a framework for the assessment of software processes.
		ISO 9001:2008 is an update of an earlier ISO 9001:2000 and is part of a series of quality management
		system standards, sometimes referred to as ISO 9000. These comprise:

			ISO 9000 Fundamentals and Vocabulary, which introduces the basic principles underlying
			management systems and explains the terminology.
			ISO 9001 Requirements, which specifies the criteria for certification.
			ISO 9004 Guidelines for performance improvements goes beyond ISO 9001 by identifying how
			ISO 9001 can be used as a springboard for improving the efficiency and effectiveness of a
			quality management system.

8.2 Quality Management Systems

Elements of a quality system

	There are several elements to a quality system, and each organization is going to have a unique system.
	The most important elements of a quality system include participative management, quality system design,
	customers, purchasing, education and training, statistics, auditing, and technology.
	Participative management:

		The entire quality process, once started, will be an ongoing dynamic part of the organization, just like
		any other department such as marketing or accounting. It will also need the continuous focus of
		management.
		The implementation and management of a successful quality system involves many different aspects
		that must be addressed on a continuous basis Vision and Values.
		The starting point for the management and leadership process is the formation of a well-defined vision
		and value statement.
		This statement will be used to establish the importance of the quality system and build motivation for
		the changes that need to take place, whether the organization plans to exceed customer expectations,
		commit to a defined level of customer satisfaction, or commit to zero defects.
		The exact form of the vision and values is not as important as the fact that it is articulated and known
		by everyone involved.

8.2 Quality Management Systems

		This vision and value statement is going to be a driving force to help mold the culture that is needed
		throughout the organization in the drive for quality.
		It is not the words of the value statement that produce quality products and services; it is the people
		and processes that determine if there is going to be a change in quality.
		The vision and value will be very important statements to set agendas for all other processes used to
		manage the quality system.

Developing the plan.

		The plan for the quality system is going to be different for every organization, but there are similar
		characteristics:

			There should be clear and measurable goals.
			There are financial resources available for quality.
			The quality plan is consistent with the organization's vision and values.

		The plan for the quality system might also include pilot projects that would entail setting up small quality
		projects within the organization.

8.2 Quality Management Systems

		This will allow management to understand how well the quality system is accepted, learn from
		mistakes, and have greater confidence in launching an organization-wide quality system.
		The plan should provide some flexibility for employee empowerment, because, as has been
		demonstrated, the most successful quality systems allow employees at all levels to provide input.

Communication

		Change, especially a movement toward higher quality, is challenging to communicate effectively, yet
		the communication process is essential for the company's leaders to move the organization forward.
		Communication is the vital link between management, employees, consumers, and stakeholders.
		These communication lines also bring about a sense of camaraderie between all individuals involved
		and help sustain the drive for the successful completion of long-term quality goals.forward.
		Communication systems also must allow for employees to give feedback and provide possible
		solutions to issues the company must face.
		Management needs to allow for this in both formal and informal ways, such as employee feedback
		slips and feedback roundtable meetings.
		The responsibility for fostering a culture that values communication lies with senior management.
		They alone have to ensure that goals and objectives are communicated to all.

8.2 Quality Management Systems

They are also responsible for setting up the system for feedback from the employees.

Rewards and acknowledgment:

		Rewards, compensation, and acknowledgment for achievements in quality are very effective ways to
		motivate employees.
		They tell employees at the end of the day exactly what management is trying to accomplish.
		Rewards, compensation, and acknowledgment may also be seen as a form of communication- they
		are tangible methods that senior management uses to let employees know that quality is important.
		This could come in the form of individual rewards or team rewards.
		Rewards, compensation, and acknowledgment take many forms, and it is up to management to
		ensure that this type of program is in line with the goals and objectives of the quality system and the
		goals and objectives of the organization.
		Organizations have found that the best and most cost-effective reward, compensation, and
		acknowledgment programs are geared to meeting specific criteria.
		These programs motivate managers who in turn motivate their employees to strive toward predefined
		goals.