How you ensure that QMS is effective and efficient?

#1
Hello colleagues,
I want to answer the question if our QMS is efective and efficient, do you have any examples from your experience how to measure both?
We have seperate measurment for seperate processes, we do not measure Internal audits process and QMS as a system of linked processes itself. What I would like is to ensure management that QMS adding value to our business, for this I need some facts that it really brings some positive impact on every process and company.
 
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Sidney Vianna

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Staff member
Admin
#2
Very simple. Your QMS is effective and efficient when you have:

  • High customer satisfaction
  • Few product returns
  • Few complaints
  • Little rework and repair
  • Low COPQ (Cost of Poor Quality)
 

qualprod

Trusted Information Resource
#3
Very simple. Your QMS is effective and efficient when you have:

  • High customer satisfaction
  • Few product returns
  • Few complaints
  • Little rework and repair
  • Low COPQ (Cost of Poor Quality)
Sidney, I´d add good profits.
Because you can have all what is mentioned and for that maybe have assigned
a lot of man power and machines (e.g. 5 quality inspector instead of two, three machines in spare in case of failures of the main ones, high cost of raw material to ensure high quality products)
For that your are spending too much money, but how is the profit?
Is it ok, my assumption?
 

John Broomfield

Staff member
Super Moderator
#4
You should also be able see if your system's quality objectives are being achieved.

And don’t your internal audits impartially and objectively report effectiveness?

Top management, after all need this input for their review of system performance.
 

Tagin

Trusted Information Resource
#5
To Sidney's list I'd also add internal satisfaction and compliance with the QMS. More plainly, are workers grudgingly use the QMS, complaining about "wasted time" filling out forms, doing procedures, etc., or attempt to bypass parts of the QMS because it seems onerous to them? Even if informally detected, these behaviors can indicate areas of potential inefficiencies in the QMS.

Edit: These symptoms could also indicate inadequate training of workers who aren't grasping how e.g., filling out xyz form really does have an impact on the company.
 
#6
To Sidney's list I'd also add internal satisfaction and compliance with the QMS. More plainly, are workers grudgingly use the QMS, complaining about "wasted time" filling out forms, doing procedures, etc., or attempt to bypass parts of the QMS because it seems onerous to them? Even if informally detected, these behaviors can indicate areas of potential inefficiencies in the QMS.

Edit: These symptoms could also indicate inadequate training of workers who aren't grasping how e.g., filling out xyz form really does have an impact on the company.
Yes, this is actually one of the issues I want to fix, we introduced QMS and for our people, it perceived as a bureaucracy burden that they need to do, so actually, we do not have any indicators that can tell us that with the introduction of the system it became easier or effective, or we have better satisfaction from our clients, all those metrics were collected before the QMS introduced.
That is a trick in my case, we already had processes that were established and followed years ago and continuous improvement was a day to day activity, all processes had metrics that were used to measure its outputs. So QMS was a kind of more formalized evolvement of our existing processes.
 

John Broomfield

Staff member
Super Moderator
#7
Talja,

What requirement specified by ISO 9001 caused your organization to make your well accepted system disliked or overly bureaucratic?

Would you now eliminate that requirement or was it more a case of overestimating what the auditor would look for?

After all we are meant only to document our system to the extent necessary for effective planning and control.

Thanks.
 
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