The presence of a quality management system is today a testament to the stability and reliability of the company. Its implementation allows to improve manageability and competitiveness, as well as reduce costs.
It is necessary
- - "Quality Policy";
- - "Quality quide";
- - "System-wide documented procedures";
- - a program corresponding to the "Quality Policy";
- - regulations governing business processes in the company;
- - trained and trained personnel.
Instructions
Step 1
The quality management system is an indicator of a company's reliability and its ability to manufacture products in accordance with customer requirements. The purpose of the system implementation is to exclude possible errors in the work of personnel, which may result in defects. The procedure for implementing a quality management system is very versatile and multi-stage and requires a long time (up to 1.5 years) to be implemented.
Step 2
The implementation of a quality management system begins with a decision of the management about the advisability of initiating this process. At the level of senior management, goals for building the system are developed, as well as specific tactical steps to achieve them. All this must be documented in the form of orders and strategic documents. One of the most important is the "Quality Policy", which in an accessible and concise form should contain the key principles on which the quality system will be based. They must align with the company's priorities and be based on its values.
Step 3
The next step is to convey the decision to create the system to the staff, as well as justify the importance of this procedure for them. All employees, under the direction of a responsible person in the company, must study management theory as well as the basic ISO standards. Special attention is paid to the competence of personnel, their necessary knowledge and experience within the framework of the quality management system.
Step 4
Next, you need to compare the current state of affairs in the company and the requirements for ISO standards. This can be done by interviewing and questioning company employees. The result should be a report that will indicate how the specific requirements of the standard are implemented and what should be striven for. The report should pay special attention to the current state of affairs: the main and auxiliary processes of the company, the most critical business processes, the presence of relevant regulations, as well as the distribution of responsibilities and authorities by persons and departments. The result of the implementation of the quality management system should be the elimination of contradictions between the current and required state of affairs.
Step 5
Implementation of a quality management system is impossible without drawing up a project program. It should contain a description of the stages of the procedure, a list of those responsible for each stage, as well as the distribution of the budget. The latter consists of the costs of paying for the services of external consultants, the cost of training personnel, as well as the price that will have to be paid for diverting management from the main work. The program concludes with criteria by which management will determine whether they have achieved their goals (eg scrap rate, customer satisfaction rate, return rate).
Step 6
ISO system standards require that all business processes of a company be documented. Initially, on the basis of the "Quality Policy", a "Quality Manual" is prepared. This document contains a description of areas of responsibility, requirements for the quality department, an algorithm for document management, procedures for receiving and processing complaints. Another group of documents is called "System-wide documented procedures". According to the standard, 6 key procedures should be regulated. This is the management of documents, data, audit, marriage, measures, correcting inconsistencies and preventing the emergence of inconsistencies. Finally, the following group of documents should describe the rules for the effective planning and implementation of processes to manage them.
Step 7
After all business processes have been normalized, it is necessary to begin trial operation of the system. Processes can be started gradually, for example, by starting a trial operation in the purchasing department, then moving on to the sales department. The trial operation should be accompanied by an internal audit of the management system to identify strengths and weaknesses. The audit should compare quantitative quality indicators and the ideal parameters to strive for. All deviations must be recorded and corrected according to the results of the work of the employees.
Step 8
The final stage is the certification of the QMS. To do this, you need to submit an application to the certification body, attach to it all the prepared regulatory documentation, a diagram of the company's organizational structure and a list of its key customers. After an examination of the submitted documents and a check of the quality system directly at the enterprise, the certification center draws up a protocol, which reflects all the inconsistencies. Based on its results, the company must, within a limited time frame, eliminate all comments and provide the results of the adjustments. If the discrepancies are corrected, the company is given a certificate. It takes about a month to complete it.
Step 9
After the company is certified, work on improving the quality management system should not stop. Moreover, the certification body must periodically re-audits. Their goal is to confirm that the company is continually improving its own management system.
