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Greater focus on customer requirements and customer service, Conveys commitment to quality and partnering, Promotional credibility to an international standard, Provides access to markets and bids, Employees become more responsive to customer needs and requirements. Means we have external & internal both benefits of implementing quality management system on the business like:
External:
Improves:
i- Product and service quality
ii- Customer satisfaction
iii- Repeat sales
iv- Company image
v- Marketability
2- Reduces:
i- Complaints
ii- Warranty claims
Internal:
1- Improves:
i- Management efficiency
ii- Planning
iii- Problem-solving
iv- Supplier control
v- Communications
vi- Ability to change
vii- Discipline
viii- Staff morale
ix- Employee training
2-Reduces:
i- Duplicate effort
ii- Re-work
iii- Waste
iv- Costs (Direct or Indirect)
v- Staff Turnover
vi- Absentees Level
vii- Production Delay
and many more...
Implementing QMS can help organization to demonstrate customer requirements are taken care. Systems are in place to ensure product or services meet intended needs of the customer. This also helps organization to demonstrate legal requirements are being met and organization can be trusted.
I recommend this to many of our suppliers for the same reasons.
Implementing a quality management system means that the individual processes driving the activities of an organization are planned, monitored and reviewed for their performance and effectiveness.
I like all the answers above, as they are great selling features for gettng a QMS, and there are many more. The better question today is why some companies still do not have a QMS. I reflect upon the naked truth that companies have been getting by without a QMS for a long time and some still do. Why? It isn't because they have a TQM program or a Lean Six sigma program. Both those programs require some sort of a QMS, a base structure to control and manage your business errectively. A business can operate profitably if not efficiently, without a formal QMS. Furthermore a QMS does not guarantee continual improvement, even with serious implementation. In fact most companies I am aware of in the UAE do not have a robust CI program, and many do not even ave an ISO9000 program. Still they are profitable. I think someone noted above that a QMS helps facilitate a CI or Lean program. Well it does. It should be noted here that in my experience as a GM of a Japanese owned company, we had the TPS and felt no real need for ISO9000 to foster CI. What a QMS does is facilitate efficiency and effectiveness for your business.
Many have weighed the cost-benefit ratios before opting to become certified to a QMS, or for indergoing the change to become compliant only. In their industries, being competitive may not have required such a move. Nor were they inspired to. Some people need a significant emotional event (SEE), such as a business loss, or a customer switch to a compmetitor, to make the move. Call this food for thought about why some companies don't have a QMS.
Darrell
to ensure total quality and gives the customer confidence in our system Organsation
Quality management indirectly 1. Improves productivity as it improves staff confidence that will be translated in their output. 2. Saves cost with qualitative management resources are put in the best place there waste are reduced to the lowest level if not entirely elimented. 3. Increase share in the market. Customer relationship reduces loss of customers. This relationship has realation ship with quality management. 4. Assures standard level at allround level of production both for quality, quantity and timing set to customer order.
Implementing a QMS indicates that the organization is industry certified to meet industry requirements.
The benefits of QMS is it helps the organization to achieve customer requirements using effecient processes, having good quality products, and cost effecient. Through QMS customer trust of the organization increases tremendously because they feel they are in safe hands. So its always beneficial to implement QMS.
There are several benefits one of the most important is when conceiving document procedures. This is an opportunity to bind workers to their tasks because they have to elaborate the procedure's documents and sign them.
After creating procedures one can measure each process efficiency and try to improve it.
This is my professional experience:
In the last quarter of I was commissioned to design and implement the project of process management for the HR division in Coimbra’s City Council, that would further lead to the ISO quality certification. The architecture of the project should foresee performance measurement framework to allow decision support and enhance chances of further certifying the HR process to future version ISO.
Bearing all this mind, the first phase consisted in mind mapping the entire process, defining procedure’s categories (e.g. Time Management, Processing Salaries, Training, Safety in work, etc) and their irrespective sub-categories, procedure’s coding towards document management system integration.
The second phase consisted in procedure writing and workflow definition, having in consideration optimization principles thus the objective for each procedure was minimize time to deliver the irrespective output.
Since the integration with the document management system was previously foreseen, the third phase consisted in a business intelligence process that extracted the distribution time for procedure completion, and pendency time. For completion time the KPI for these distributions was chosen in order to segregate non-conform performed procedures, thus allowing answer management and business clients (both internal and external) the question to question “How much time does it take to perform a certain procedure?”. The answer being “If things are correctly instructed it will take this time”. Regarding the pendency time one can determine the procedure categories that have major risk issues and act in conformity since the pendency time for a procedure is a measure that is continually updated in daily basis until the procedure is closed.
Finally with all this information gathered one can have on the input side the number processes that fall in a certain procedure category, and on the output side the execution time, the amount of working hours of each sector - decision making unit – that is accountable for delivering the outcome. The performance measurement is made according to Data Envelopment Analysis [Charnes, Cooper & Rhodes ()] method, using Frontier Analyst software.
For Implementing the customer reuqirements, first it need to be addressed in the QMS System and describe how it is measured.By having the system in Place, start practicing it meticulosly with out taking any short cuts.
In business it is required to follow what you addressed and monitor whether the requirements are met at what cost. It is required right form submitting quote to customer.Address a system in QMS which describes the basis of estimation and by monotoring various costs incurred after capitalization use them as bench marks for best quote.In procurement, define clearly what you want by specifying in Purchease specification and clearly stick to it.The cost during Manufacturing can be curtailed by avoiding reworks which is ultimately money . Thus everywhere having a QMS inplace will only improve the organization reputation and hence required for any Organization. hence I suggest any organization I work to have the QMS in place.
QMS is part of customer focus as per the new ISO 9001:2015, QMS will focus on effectiveness and performance of the organisation towards manufacturing quality products, and customer satisfication and ensure the product meets the intended purposes.
Yes, ISO 9001:2015 certification was acehived under my guidance
QMS enables the company to make operational its strategic objectives through the effective ans efficient use of its ressouces. Through QMS the company may well define who does what, and appropriate its trades with different collaborateurs in other words, the QMS enables the company to insert inputs in its organizational system, to bring out the outputs serving to reach the company's objectives, while ensuring to master its processes and improve its results.
