Nine months ago I was handed the task to change our current QS-9000 QMS for 5 divisions (which is situated in two buildings). I had to go from QS to TS16949 in one our automotive divisions and ISO 9001:2000 for 4 our our tier 2 and non automotive divisions.
Upon completion of the task and our phase 2 audit (which we were recommended for both certs.) I was asked how we know we have an effective QMS since we have 5 divisions under 2 certificates and each division is not 100% the same as any other division.
Is there any "EASY" way of computing this?:confused:

You are required to have a bunch of metrics for your processes under TS. What is important to you for customer satisfaction?
On time delivery %
Parts Per Million defective rate at your customer's lineside, scrap, rework, first pass yield, warranty return rate, customer satisfaction report cards, etc.

There is no magic number but a gestalt of what's important. With a list of the numbers above combined with what your management thinks should be your company goal, you have evidence of an effective QMS.

P.S. Welcome to the cove

Thanks for the input.

Metrics is an understatement (in this case).

My assumption is that the auditor wanted a comparison of our QMS in relation to the audit findings within all the divisions in order to see if we have a capable QMS.

If this was the case it would be difficult to do because each one is different than the other (sort of like comparing Ford to Toyota).

I would think that defined internal audits at necessary frequencies would add much objective evidence of your QMS effectiveness.

Why do you have a management system? What is the Aim of the management system?

Did the organizations attain the aim? If so, it may be effective.

I don't think that metrics on sub-systems and processes will tell you if the whole is effective. Look at the whole system to determine effectiveness.

Regards,

Dirk