Quality Management System Strategy

[andrewg]

Hi All,

I am currently writing the strategy document for the QMS at my new company. I was wondering what you all would think are good things to include. I am really interested in your feedback in that we have been having an internal debate and lots of ideals are floating about.

 

[RoxaneB]

Hi, Andrew.

I have relocated your thread to a group that is, in my opinion, more suitable to the topic than the original placement within Documentation.

Please explain what you mean by 'strategy'. This can be a vast subject ranging from the generic "do things right" to the detailed minutiae of work instructions...and everything in between.

If your organization is registered to a quality standard, wouldn't the methods in which the 'shalls' are addressed be your strategy?

 

[andrewg]

Hi,

We are certified to ISO9001 and have been for a long time. I am relatively new to the company so was looking to develope a strategy to drive the QMS forward.

Thanks.

 

[RoxaneB]

The QMS or the results of the organization?

If you're new to the company, why not ask the people who have been living and breathing it for their input?

 

[AndyN]

Hi,

We are certified to ISO9001 and have been for a long time. I am relatively new to the company so was looking to develope a strategy to drive the QMS forward.

Thanks.

I'm thinking that your management don't understand the components of the management system and how they are to be used in concert to drive improvement. Are you familiar with the "story" behind the diagram in the ISO 9000 or 9004 documents?

Without understanding this basic information, your "strategy" will fail...

 

[RoxaneB]

More food for thought...

You mention that you have many ideas already being discussed. Make a list of them and:

• Compare how they impact/influence the organization's ability to meet the quality objectives
• If they do not support at least one objective, they can possibly be scratched off the list...unless the objectives are modified.
• Complete a matrix showing the level of impact, frequency and severity - similar to an FMEA exercise - and calculate the top ideas
• Complete a level of impact versus level of complexity graph - high impact/low complexity is a quick win whereas high in both is a longer term project, avoid anything with low impact

Like Andy said, however, the whole concept of ISO 9001 is based in PDCA - a means to drive continual improvement. That's your strategy. The details of the whole process are really up to your organization.

 

[Kronos147]

Maybe this is a bit old fashioned, but I like to start with the Quality Policy. Is it present? Is there an awareness? Is it applicable? What does it mean to the process owners?

 

[andrewg]

Hi All,

Thanks for the feedback.

We do have a policy which I recently updated to make it abit more user friendly.

This organisation is a very traditional Engineering type of organisation. To my mind, they still view as ISO9001 as something to have only to keep Customers happy. My job is to try and change that perception and show the worth ISO9001 brings. The idea of trying to develop the strategy is to help cascade ISO correctly acrosss the organisation to show the true value it can give to all areas of the Business.

I have carried out briefing sessions with around 50% of the Management team and I am aiming to get round them all. I have increased the number of trained process based Auditors by 40% with a further 16 being trained in the coming weeks.

I am trying to write a strategy document detailing where we are and where we want to be in the mid to long term. I guess I kind have answerwed my own question. Perhaps the strategy document should just detail where we are, the mid to long term goal and the activities to be carried out to get us there. I will give this some more thought. Thanks for your input.

 

[AndyN]

Andrew;

I'm concerned with a couple of things you posted:

You changed the policy? Didn't management discuss and decide? You did it to make it "user friendly"? Management did what here?

You "think" they view ISO 9000 as something to keep customers happy? ISO 9000 is about the organization's QMS keeping the customer happy - nothing else. Are you confusing this with "certification" keeping customers happy? If you - or your people - are confusing this, it needs straightening out.

ISO isn't "cascaded" across anything. Your management system is. I seriously believe you've got to a) take a look at your understanding of what this is about and b) change the message your send. I'm thinking you may need to get hold of some external help. Sorry to be blunt.

 

[andrewg]

Hi Andy,

Thanks for your response, dont worry about being blunt!

In terms of the policy. I did write this (as indicated) but this absolutely was reviewed and indeed approved by the full Senior managment team during the management review process. I then planned and implemented an education programme delivering the policy to all staff.

I do not think that having ISO9001 certification is a means to keep Customers happy. What I was trying to say is that some folk here do and I absolutely agree this needs to be sorted out right away hence all the activity I have going on here to try and address this.

When I spoke about the cascade of ISO9001 I was meaning the requirements of ISO9001. Many people here do not understand the requirements from the standard or indeed the companies requirments stated in the Management system. Many of the issues I have found have actually came from how the management system was set up (by an external consultant) which as you can tell from my previous posts has not been conrrectly supported or followed over the years. My task is to try and fix this the best I can.

I do really value your input. I know this is a big task and challege which is exactly the reason why I came here from my previous company. I really do believe if my new company gets this right then we will be in a good place.

Thanks,

Andy