How do I set up a quality management system?

 

Changes within an organization today are the rule rather than the exception. These may include new suppliers, changing raw material prices, customer requirements that shift, or changing personnel. If you are not aware of this in time, it can quickly cause problems. Think frustration among colleagues, wasted materials (and thus unnecessary costs) or even customers who drop out.

A good quality management system keeps you in control of all these changes. It helps you keep processes running smoothly, prevent waste and guarantee the continuity of your company. Moreover, it gives your team clarity and peace of mind, which in turn contributes to a pleasant working atmosphere and ultimately a healthier organization.

 

Why set up a quality management system?

The benefits of a well-functioning quality management system (KMS) is that it creates clarity for both management and employees. Everyone knows what to do and what their role is in the bigger picture. This makes the various functions and departments work better together. The result is predictable in quality and delivery time. Moreover, waste in execution is avoided as much as possible, leading to a low cost price.

Another important advantage is that any deviations from the standard are quickly noticed and can be addressed. A good quality management system also secures specific organizational knowledge in the longer term. The latter is also becoming increasingly important in today’s personnel market!

 

Components of a quality management system

All quality management systems are composed of 2 components that make up Deming’s well-known PDCA improvement cycle.

The first part is describing the organization, called the blueprint.

From a vision, policies and objectives are established. To realize these, an organization is then set up. Think of people and resources but also a way of working together to achieve this. This eventually results in process descriptions with the necessary work instructions. So this first part is quite static and is usually recorded in a quality manual.

The second part of the KMS is the actual implementation. Here it is important to monitor that the intended results in the various business processes are actually achieved. In practice, this means that one often makes registrations of (intermediate) results. Think of control measurements, visual inspections or a simple note. This dynamic data is the source for demonstrating compliance with specifications, for example, but can also be used to further improve processes.

Obviously, a quality system must fit the organization and more complex industries will need to set up a more comprehensive system. Depending on the industry, specific requirements may also be added to the quality system.

 

How do you set up a quality management system?

“Begin with the end in mind” is a good starting point when mapping out a quality management system.

Start with a description of your main process, this is often called the primary process and this is where the money is made. A good method here is to start a description at the activity level and then refine it to the desired outcome per activity. A practical way to do this is the SIPOC model.

Then supplement the result with necessary management aspects such as work instructions and registrations. After you have described the primary process bring the supporting processes into the picture. Think for example of HR, administration or maintenance. When this is complete, you have a global overview of your organization and you can start establishing the interrelationships. The start is made, but we are not there yet!

Related items