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In my continuing search for a fitting management system for my company I've explored quite some approaches, and I'd like to propose this one to my fellow covers. I was wondering if anyone has ever tried / seen this approach or has other useful comments to this idea.
So what is the idea: to create an ISO 9001 certified management system and organization without a quality manager.
To pull this of I’d need a couple of things implemented in the organization:
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I've made a list of requirements that would have to be applicable to all process owners:
GENERIC PROCESS REQUIREMENTS (for all process owners)
SALES process owner
R&D process owner
PURCHASING process owner
MANUFACTURING / SERVICE PROVISION process owner
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Let's just say that it's feasible to assign the above responsibilities to process owners throughout the organization. What is left to be assigned for our “qualitymanagerless” management system?
Some of these point can be assigned quite easily, since our approach is quality = business. So policy, objectives, management representatives, communication, performance measurement, providing resources, management reviews, it's all directly related to existing business structure and responsibilities. This set of requirements must be assigned to top-management. It's only the internal audit part that I can't really give a logical place in my qualitymanagerless organization. Although I guess I'd be able to assign it as a process responsibility in the section above.
And for everyone who is still with me here: This section seems to contain the typical "quality manager tasks" within an organization. I guess we normally have quality managers because the management is too busy to do the things described in this section.
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So summarized I think it's definitely possible to create a management system without a quality manager if you'd be able to assign the responsibilities above. Here are my thoughts on this set-up:
Weak points:
Strong points:
Even though this scenario is a bit unlikely to really happen, it might be a good basis for any management system being implemented. Start with this set-up, and only take away the tasks that could be done more efficiently by a quality manager. Appoint a quality manager for these things (I'm thinking audit management, management review preparations, certification organization and document & record management).
Any ideas / experiences / comments / omissions?
Please discuss, Martijn
So what is the idea: to create an ISO 9001 certified management system and organization without a quality manager.
To pull this of I’d need a couple of things implemented in the organization:
- Quality = business, stop naming things "quality". This is "business management"
- Top management commitment: the plan requires a lot of discipline and awareness to succeed. It would have to be an integral part of everyone’s objectives to make sure things really would be done
- Management representative: each manager on each level is their own management representative
- Process responsibility: every process within the company needs a process owner assigned who is responsible for ISO 9001 compliance of their process.
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I've made a list of requirements that would have to be applicable to all process owners:
GENERIC PROCESS REQUIREMENTS (for all process owners)
- 4.1, 4.2.1 Describe processes
- 7.1 Plan and develop processes needed for product (and service) realization (objectives, product/service requirements, processes, documents and records, required monitoring, inspection, testing)
- 4.2.3 Implement document management
- 4.2.4 Implement record management
- 6.2.1 Ensure personnel is competent on the basis of appropriate education, training, skills and experience
- 6.2.2 Manage personnel competence, awareness and training
- 6.3. 6.4 Determine, provide and maintain infrastructure and work environment needed to achieve (customer and) product requirements
- 8.2.3 Monitor processes to demonstrate ability to achieve planned results
- 8.5.2, 8.5.3 Take action to eliminate the cause of (potential) non conformities in order to prevent their occurrence / recurrence (complaint handling, incident investigation & follow-up)
SALES process owner
- 8.2.1 Monitor customer satisfaction
- 7.2.2 Review requirements related to the product (order acceptance)
- 7.2.3 Implement customer communication in relation to product information, order handling and complaints
- 7.2.1 Determine requirements related to the product/service (proposals)
R&D process owner
- 7.3 Design and development planning, define input and output, design and development review, verification, validation and control of design and development changes.
PURCHASING process owner
- 7.4.1 Ensure that purchased product conforms specified purchase requirements.
- 7.4.1 Evaluate and select suppliers based on their ability to supply product in accordance with requirements
- 7.4.2 Describe and communicate purchasing requirements
- 7.4.3 Verification of purchased product
MANUFACTURING / SERVICE PROVISION process owner
- 7.5.1 Carry out production and service provision under controlled conditions (product/service characteristics, work instructions, equipment, monitoring and measurement, release, delivery and post-delivery activities.
- 7.5.2 Validate processes for production and service provision where the resulting output cannot be verified by subsequent monitoring and measurement
- 7.5.3 Identify product by suitable means throughout product/service realization
- 7.5.4 Identify, verify, protect and safeguard customer property provided for use or incorporation into the product
- 7.5.5 Preserve the conformity of the product during internal processing and delivery to the intended destination
- 7.6 Control of monitoring and measuring devices (calibration)
- 8.3 Ensure that product which does not conform to requirements is identified and controlled to prevent its unintended use or delivery
- 8.1a Plan and implement monitoring, measurement, analysis and improvement processes needed to demonstrate conformity of the product or service provided
- 8.2.4 Monitor and measure characteristics to verify that product / service requirements are met
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Let's just say that it's feasible to assign the above responsibilities to process owners throughout the organization. What is left to be assigned for our “qualitymanagerless” management system?
- 5.1, 5.2, 5.3 Establish quality policy
- 5.4.1 Set quality objectives
- 4.2.2 Create and maintain quality manual
- 5.4.2 Establish and maintain management system
- 5.5.1 Define and communicate responsibilities and authorities
- 5.5.2 Appoint management representative
- 5.6 Hold regular management reviews
- 5.5.3 Establish appropriate (quality) communication processes
- 6.1 Provide resources to implement and maintain the management system and meet customer requirements
- 8.1b,c Plan and implement monitoring, measurement, analysis and improvement processes needed to ensure conformity of the management system and continually improve effectiveness of the management system.
- 8.4 Determine, collect and analyze appropriate data to demonstrate the suitability and effectiveness of the quality management system and to evaluate where continual improvement of the effectiveness of the quality management system can be made
- 8.5.1 Continually improve the effectiveness of the quality management system through the use of the quality policy, objectives, audits, data analysis, corrective and preventive actions and the management review
- 8.2.2 Conduct internal audits to determine if the quality management system conforms standard and organization requirements and is effectively implemented and maintained
Some of these point can be assigned quite easily, since our approach is quality = business. So policy, objectives, management representatives, communication, performance measurement, providing resources, management reviews, it's all directly related to existing business structure and responsibilities. This set of requirements must be assigned to top-management. It's only the internal audit part that I can't really give a logical place in my qualitymanagerless organization. Although I guess I'd be able to assign it as a process responsibility in the section above.
And for everyone who is still with me here: This section seems to contain the typical "quality manager tasks" within an organization. I guess we normally have quality managers because the management is too busy to do the things described in this section.
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So summarized I think it's definitely possible to create a management system without a quality manager if you'd be able to assign the responsibilities above. Here are my thoughts on this set-up:
Weak points:
- Organization for document & record management including formats and such would be decentralized
- Requires almost unrealistic levels of discipline and awareness throughout management
- I'd lose my job

- Quite a bit more work for management
Strong points:
- Isn't this exactly what quality management should really be about? Quality = business and such
- No quality manager sounds cool. As in we don't need a "quality conscience", we understand it ourselves.
- High quality awareness on all levels of the organization
Even though this scenario is a bit unlikely to really happen, it might be a good basis for any management system being implemented. Start with this set-up, and only take away the tasks that could be done more efficiently by a quality manager. Appoint a quality manager for these things (I'm thinking audit management, management review preparations, certification organization and document & record management).
Any ideas / experiences / comments / omissions?
Please discuss, Martijn
