Tagged: QMS maintenance RSS

  • support 5:01 am on September 20, 2010 Permalink | Reply
    Tags: , implementing a quality system, , QMS maintenance, ,   

    The Value of Your QMS: How Serious Are You? 

    I’m always curious why organizations spend the money to implement a quality management system and then don’t use it.  We see this on occasion when working with clients that spend considerable money and human resources implementing a QMS and then they let it go in the years that follow.  This is unfortunate because quality management systems can bring cost reduction and measurable customer satisfaction to a company.  It’s even more unfortunate because they are highly front loaded, as it takes a great deal to get a QMS going, but once in place they’re relatively easy to maintain.

    There are different reasons why this happens, but I believe that the root cause lies with management and corporate leadership, in the same way many business successes and failures do.  Management only has to look in the mirror to understand why their quality management system is a failure.  Maybe management never intended to take the QMS seriously once it was implemented.  Perhaps their original intentions were good, but management grew tired or bored with the whole thing.  In either case, the result will be the same.  If the quality system isn’t important to the organization’s leaders, it won’t be important to the company’s employees. So before you decide to implement TL 9000 or ISO 9001, you might ask yourself, “Am I really serious?”  If your answer is “no”, our advice is save your money!

    Here are some tips for “getting serious” with your QMS:

    First, make sure you’re committed for a good reason.  Become convinced that a quality system will help you change behaviors to systematically improve customer satisfaction and product quality. Understand that if you do this, you will lower the cost of customer acquisition, product development, marketing and customer satisfaction.  Commit to calculating these performance indicators when you start and also commit to measuring the improvements.

    Then, communicate these benefits to your employees.  Lead the way by conducting personal communication and information sessions.  Nothing has a greater impact on the message of “quality”, than when the company’s top executives deliver it-repeatedly.  Drive a “no-blame” corporate culture where all of your employees can work together in a common direction to correct process defects without putting themselves in harms way.  If you make your QMS a culture, your journey will be very successful.  For more information on TL 9000 and ISO 9001 QMS maintenance, contact bclancy@bizphyx.com.

     
  • support 4:29 am on September 14, 2010 Permalink | Reply
    Tags: , , , QMS maintenance, ,   

    Can You Save Personnel With Your QMS? 

    While working with a client recently, we covered how their QMS could improve corporate profitability and a discussion of employee retention developed.  Can you actually save and retain quality personnel with your QMS?  Quality management systems such as TL 9000 and ISO 9001 are known to be effective in many ways, but have you considered that they may actually help you keep from losing valuable people? While there is no real data to support this contention, companies will provide numerous anecdotal accounts suggesting that this is true.  The difference is how management identifies and handles quality problems.

    There are basically two completely opposite methods used by management to deal with quality problems.  One method is to use the “ready, fire, aim” approach.  Management jumps to a quick solution after weak analysis and blames an employee or group of employees.  This is acceptable to employees at large, until they themselves become the targets of the blame game.  Once this culture takes hold it doesn’t take long for employees to duck problem solving to avoid being “called out.”  In the end, many employees will leave a company that has a corporate culture of blame.

    The second method is to use quality management techniques to solve quality issues.  For this to work, top management must insist on a culture of no blame, in which process change is the result of deep and effective problem analysis. In this culture, problems are viewed as opportunities to make the overall business better. The focus is on “process failure” rather than “personal” failure and problem analysis and corrective action are conducted in a formal way.  Because we rely on formal problem solving techniques, we seek data and facts to determine the root cause of a problem.  Does this mean that people never cause problems?  No.  However, when it turns out that a problem is the result of direct human failure, it is dealt with as the “exception” versus the rule, with the employee being dealt with in private.  For more information on deploying these and other techniques in your QMS, please contact us at info@bizphyx.com.

     
  • support 3:55 pm on March 19, 2010 Permalink | Reply
    Tags: QMS maintenance, ,   

    Do we have to discuss all the inputs at every management review? 

    All the items stipulated for management review in sections 5.6.2 and 5.6.3 must be reviewed during management review. However, depending on the frequency of your management meetings, you may not have current discussion regarding every topic.  For example, you may only need to note that no internal audits have been conducted in the prior period.  Review of the internal audit findings would be discussed at the next management review meeting after the internal audit.  You must be prepared to show when each topic of your management review was discussed and any resulting actions to your registrar auditor.

     
  • support 3:30 pm on March 19, 2010 Permalink | Reply
    Tags: Business Continuity Planning (BCP), QMS maintenance   

    As a small company what should I include as business continuity? 

    Business continuity is especially critical to small companies.  It is imperative that a small company consider the events that could interrupt your business and determine how you will respond in order to continue to deliver your product or service. For a small company an interruption in your delivery could impact your position in the supply chain and jeopardize your long term growth.

     
  • support 3:15 pm on March 19, 2010 Permalink | Reply
    Tags: QMS maintenance,   

    Who needs to be included in the management review? 

    Depending on the size of your company you should include top management.  You may want to include other key employees from time to time as part of their learning experience.  The management review meeting is a time to share the overall results of corrective and preventive actions, audit results, customer satisfaction, changes to the business, etc.

     
  • support 2:55 pm on March 19, 2010 Permalink | Reply
    Tags: BCP, Business Continuity Planning, QMS maintenance,   

    How does business continuity relate to a service business? 

    Service companies must consider how they will manage their delivery of their committed service even in the event of a disaster.  Business Continuity as it relates to a service will ensure that customers are notified and suppliers are engaged in order to make arrangements to continue to meet the service delivery time frames even in the event of a disaster.  Additional preparation is required for a service being that the service to be delivered may rely on vendor engagement.

     
  • support 2:34 pm on March 19, 2010 Permalink | Reply
    Tags: QMS maintenance,   

    How often do we need to conduct our management review? 

    The standard does not stipulate how often a management review must occur only that certain items must be reviewed.  The frequency of the meetings is defined by your organization, the need to communicate in order to deliver consist quality internally and to your customers.

     
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