A Complex Quality Management System Doesn’t Mean It’s Effective | Quality Digest

According to a report from the London-based Centre for Economics and Business Research, a dollar invested in improving an organization’s approach to quality management results in a six-fold return in increased revenues, and a 16-fold reduction in expenses. The promise of dramatic improvements is just one of the reasons why organizations worldwide are embracing quality management and seeking certification to international quality standards such as ISO 9001.

Developing and maintaining a certified quality management system can be daunting. However, organizations often implement quality programs that are far more complex than needed because they fail to see quality management as an integral part of day-to-day operations.

As a certified auditor in the manufacturing, service, aerospace, medical, and telecommunications industries, I’ve observed where quality management programs typically fall short of expectations. I’ve also learned about best practices that organizations in any industry can easily adopt while developing a quality management system that meets the requirements of quality standards.

Here are some of the problems organizations encounter when implementing an ISO 9001-based quality management system:

Inadequate resources. Executive-level managers underestimate the resources necessary to develop and implement an effective quality management system.

Lack of clarity around program ownership and roles. It is assumed that a small number of selected individuals understand the application of quality management principles to daily operations and are capable of developing an effective implementation strategy. Quality management programs are often derailed due to lack of leadership and the absence of clearly defined responsibilities for each participant. This creates an environment with little accountability, opening the door to finger-pointing and personal agendas.

Developing a system that’s too complicated. A quality management system need not be complex to be successful. Yet they are over-engineered because leaders believe the standard for which they are seeking certification requires it. An overly complex system can discourage participants from the start and hinders the opportunity for improvement.

Lack of management engagement. Even the best-designed quality management initiative will fail without the commitment and engagement of the management team. Without managers participating in and supporting the initiative activities, workers are less likely to see the connection between genuine improvements and the quality management system, or dismiss the managers’ engagement as the latest management fad.

Here are some of the best practices that have helped organizations in creating an ISO 9001-certified quality management system:

Assign resources appropriate to the task. The resources necessary for implementing a quality management system will differ depending on the size of the organization and the degree to which quality is already factored into the organization’s processes. The most thorough and accurate understanding of the constraints to improving quality is most likely held by those closest to the processes that require improvement. The involvement of personnel at all levels helps to stave off the perception that the quality management program is merely the latest whim of management.

Web link source:

A Complex Quality Management System Doesn’t Mean It’s Effective | Quality Digest