Local Processes under umbrella of a Global QMS

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Elynn

Hey there, I wish to give the thread a better title but... :mg:

I am trying to work on a global implementation of the QMS and would seek opinions on how some MNC implement their QMS globally, while there is a 2nd tier of processes/ procedures (such as forms and SOP) for the local offices.

It would be good to include the structure of such management (including how IA are conducted) and how would the quality manuals be? Or would it be more effective to totally stand-alone?

Many many Thanks in advance!
 

Stijloor

Leader
Super Moderator
Hey there, I wish to give the thread a better title but... :mg:

I am trying to work on a global implementation of the QMS and would seek opinions on how some MNC implement their QMS globally, while there is a 2nd tier of processes/ procedures (such as forms and SOP) for the local offices.

It would be good to include the structure of such management (including how IA are conducted) and how would the quality manuals be? Or would it be more effective to totally stand-alone?

Many many Thanks in advance!

Can someone help Elynn?

Thank you very much!!

Stijloor.
 
J

JaneB

Global QMS is sensible, rather than complete standalone.

There are usually certain broad 'across the board' things, ie, organisation/group/global requirements that apply to ALL companies in your group. This most commonly includes policies (eg, code of conduct, quality overall, safety overall, environmental overall, HR, etc). It may include the format & content of job descriptions, for example, and for other common elements of business life, eg, performance reviews. It may also include requirements (but not necessarily a procedure) for other areas, including management & storage of records, controlling documents, etc. It might include a common procedure for internal audits, and so on.

The exact number & content of these will vary depending on the scope of your group.

Ideally: decide what is required to be adhered to across the group, and make those your global group requirements.

Then decide what flexibility you want to allow to individual components of the global group in meeting the requirements. You may, for example, enable them to create & maintain many or most of their own procedures, if that works & is efficient. Provided they have clear rules to follow (policies, guidelines) and objectives to achieve (to fulfil the global ones) and there's a good system of management reporting & review in place to ensure it's done, why wouldn't you?

It is important when setting any global/corporate procedures (in particular) to take into account each of your individual companies and their context. I've had to work with local companies (in Australia) who were trying to comply with procedures set globally (eg, USA, Europe) which simply didn't work / make sense here. For example, if global head office has an intranet/extranet and does everything online, whereas some of its component companies don't have personnel with the skills to do this,let alone the IT infrastructure, it won't work.

Make common what works; allow flexibility where it's needed. (Mind you: easy to say, takes a bit of effort to do well!)
 
T

The Specialist

I second JaneB's response. Very thorough advise. :applause:

In addition; ensure that your global policies are readily available to all global members via a QMS portal/intranet/web-share system.

It is not an easy task setting up global strategies and procedures. My advice is that you involve as many relevant people from sites globally as you can.

Input from all those affected shall give you a better chance of getting it right first time and ensuring that all requirements are catered for. You will also be at less risk of alienating other members.
 
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jzmchen

Very good explanation, I have the same painful experience here..:)
 
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guruprasadb

Yes it is a nice approach having global QMS.

We used to have 3 plants apart from Cooparate office & branch office sitied at different locations.

We used have common Intergated manual , Common procedures and but at different plant locations as products / Processes were different the workinstructions, customer related formats are different. all these documentation was shared electronically to HOD, section heads & relevant authorities

it took around 1.2 years with Management representative seating at Cooparate office and having MRR (Management Representative's representative) in individual location for inputs , feedbacks & updation.
 
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