What is a Quality Management System?

It is essential to remember that Total Quality Management (TQM) and Quality Management Systems (QMS) were pioneered because of the need for adherence to quality and engineering precision, which developed during the 1800s when mass manufacturing and consumerisation started. The measurement of and adherence to quality can be based on standards developed internally within an organisation or externally within industries as they evolve.

Internal standards were predominantly the first quality standards to be developed as organisations expanded their product and service offerings. Industry-standard measurements of quality needed to be established, making it easier for consumers to judge the merits of the different products and services they could avail themselves of.

Total Quality Management (TQM) involves the ongoing identification and reduction or elimination of manufacturing errors. It enhances supply chain efficiency and customer experience and ensures employees are well-trained. TQM systems strive to make all stakeholders responsible for the overall quality of the end product or service. The main goals and purposes of a TQM system are:

• Customer Focus.

• Total Participation.

• Quality Enhancement.

• Continuous Improvement.

• Relentless Cost Reduction.

• Defect Prevention.

The focus is to improve the quality of an organisation's outputs. Total quality management strives to enhance all aspects of the production process, such as goods and services, through ongoing internal practice enhancements. It seeks to ensure that all individuals participating in the manufacturing process take responsibility for the ultimate quality of the end product or service.

The origins of TQM can be traced back to the early 1900s, when Walter A. Shewhart introduced contemporary quality control methods. In 1931, Shewhart published a significant industrial article, "Controlling the Quality of Manufactured Products Economically," which is a fundamental cornerstone of manufacturing quality control.

The primary goal is to enhance an organisation's outcomes, such as products and services, by consistently refining internal procedures. Total Quality Management seeks to ensure that every participant in the production process is responsible for the ultimate quality of the end product or service.

W. Edwards Deming, another notable figure in the history of TQM, also made significant contributions in Japan following World War II. He collaborated with the Union of Japanese Scientists and Engineers (JUSE). He developed various TQM frameworks, including Deming's Seven Deadly Diseases of Management, Deming's 14 Points, and The Deming Wheel.

Quality Management Systems (QMS), seen as a development of TQM, are business processes set to meet customer requirements consistently. The strategic intent of a QMS system is to ensure that the same methods, skills, controls and information are consistently applied each time a process is carried out. Most quality systems typically contain several essential elements at their core concerning quality, such as:

• Organisational Polices.

• Operational Objectives.

• Procedural Quality Manuals.

• Functional Procedures, Instructions, and Records.

• Procedural and Process Document Controls.

• Organisational Structure and Responsibilities.

• IT Data Management Systems.

• Customer Satisfaction Strategies and Criteria.

• Tactical Continuous Improvement.

These components form a framework that establishes expectations, duties, and steps necessary to achieve the desired standard of products or services. The selection of an appropriate quality system hinges on an organisation's business requirements. An organisation will possess distinct products, objectives, principles, and quality aims.

Consequently, specific quality systems may be more suitable than others. A perfect quality management system should be simple to implement and navigate. It should align with the required quality benchmarks and exhibit adherence to regulations, protocols, etc.

Additionally, it should possess the flexibility to evolve and adjust as an organisation's operations enhance. In essence, this process guarantees customer contentment. While this may appear straightforward, specific challenges must be tackled for an organisation's QMS to prosper. Bearing this in mind, consider the subsequent queries:

• Are the same mistakes consistently repeated?

• Is there an increased need for visibility between teams or functions?

• Does the organisation have a high customer turnover rate, negative customer feedback, or reduced sales and profitability?

QMS systems come in various types, tailored to specific industries and roles. The ISO family of quality standards is prevalent across many industries. Specific accreditations and standards are more industry-specific, with common management systems utilised across different sectors being:

• General Business: ISO 9001.

• Service Industry: ISO 2000000.

• Medical device: ISO 13485.

• IT: ISO 27001.

• Automotive: IATF 16949.

• Food: ISO 22000.

• Aerospace: AS 9100D.

Quality control management ensures that an organisation's deliveries and delivery processes align, ensuring all business phases focus on the same goal. When discussing QMS, individuals may refer to one of three things:

• QMS Strategy: This business philosophy is about managing processes and procedures.

• QMS Process: The business's system to nurture and manage information.

• QMS Technology: This technology product, commonly utilised in the cloud, enables teams to document, analyse, and report on processes.

QMS technologies are a central hub for managing customer feedback, issues, policies, suppliers, documents, risks, incidents, training records, equipment, audits, and inspections. It can automatically integrate data from Enterprise Resource Planning (ERP) systems or mobile applications to send notifications for review requests, change updates, and alerts.
 
A QMS organises this data, granting individuals access to personalised to-do lists while controlling permissions for viewing specific information. It provides a comprehensive overview of business processes to facilitate improvement initiatives.

A QMS system empowers organisations to safeguard their reputation, expedite change, and meet customer demands. It supports demonstrating governance, risk management, and compliance best practices, shielding against potential litigation. Centralising decisions, records, and audit trails reduces legal risks and minimises costs for managing defensible business content.

Although traditionally valued for its role in quality management, audits, and risk mitigation, a QMS offers substantial benefits across various functions such as leadership, customer service, sales, marketing, procurement, and HR. This shift has prompted many organisations to rebrand QMS as a business management system, reflecting its broader utility for different business departments:

• Customer Service Teams: Customer service teams often need more transparency and siloed information. By adopting a horizontal approach that focuses on resolving issues and addressing root causes, organisations can effectively manage customer feedback within their QMS system. This proactive strategy reduces the number of complaints and problems raised. It encourages a culture of collaboration and openness, benefiting the stakeholders involved.

• HR: A QMS accelerates onboarding by automating training record management, analysing resource requirements, and pinpointing training gaps. If an organisation's product is the fastest, highest-performing, and longest-lasting on the market, its sales and marketing team will want to be informed. They require specific details supported by data and examples for effective communication. How can an organisation identify its unique competitive advantage without utilising information from a QMS system?

• Procurement: These teams can monitor and oversee various operations using a QMS. They can monitor supplier performance and verify the currency and validity of their credentials. Additionally, they can conveniently input pertinent details and notes throughout the workday and review audit findings.

Using QMS software offers numerous benefits, such as avoiding expensive errors, safeguarding an organisation's reputation, and promptly addressing incidents. This software allows for the automation of workflows to enhance communication and streamline process management. QMS software can boost productivity and empower an organisation's quality, risk, audit, and operations teams. In addition, it also enables:

• Accurate risk forecasting.

• Improved quality metrics.

• An increase in customer satisfaction and retention.

• The enrichment of products and services.

• An organisation can easily win more business by certifying to ISO standards.

Effective quality control management consists of four essential components:

• Quality Control Planning: The initial phase of quality management involves planning. It is essential to define an organisation's objectives and establish a starting point. An organisation should specify its quality benchmarks, the conditions for meeting them, and the methods for verifying compliance with these standards. During this planning phase, factors include stakeholder expectations and priorities, the organisation's success criteria, relevant legal standards, designated roles in the quality management process, and the frequency of process evaluations for enhancements.

• Quality Control: After establishing a plan, the next step is implementing quality control. This involves physically examining and testing the components outlined in the planning phase to verify their feasibility. It is essential to validate that all established standards are being met and promptly identify and address any mistakes or defects. It is crucial to thoroughly scrutinise all facets of the product, including the materials utilised and the assembly process. Once the inspection data is gathered, it should be presented clearly for easy analysis. Histograms, run charts, or cause-and-effect displays can be generated and efficiently shared through document management software to facilitate accessibility for all team members.

• Quality Assurance: Quality control involves inspecting products or services in the field. In contrast, quality assurance reviews the delivery process of services or goods manufacturing. By examining goods or services at the source, an organisation can identify mistakes before they reach the customer and refine processes to prevent future errors. For optimal results, quality assurance should be regularly conducted through independent audits, preferably by a third party not financially or emotionally tied to the outcome.

• Quality Improvement: After completing the quality control process, it is essential to thoroughly review an organisation's findings and develop ways to enhance methods for the future. Quality control management requires a willingness to implement necessary changes. Continuous improvement is the ultimate objective for every successful organisation. Therefore, gathering an organisation's data and reassessing the processes and the products with compliance in mind will initiate and update a quality control management process consistently. With each iteration, an organisation will achieve a superior product, increased customer satisfaction, and greater profits.

Numerous quality management systems exist, each presenting various pros and cons. Some of the most popular ones include:

• Continuous Quality Improvement (CQI): This system prioritises ongoing minor enhancements over processes and functions. It highlights the significance of teams and individuals in guaranteeing product and service quality. A standard tool for continuous improvement is the four-step quality model known as the Plan, Do, Check, Act (PDCA) cycle.

• Standardised Systems (SS): Utilising recognised guidelines and adhering to approved regulations is essential. ISO certifications like ISO 9001 are common examples. Businesses must meet the quality, documentation, and auditing criteria to meet ISO standards. While ISO certification is typically optional, specific sectors and industries may mandate it.

• Total Quality Management (TQM): This approach to quality management emphasises ongoing, organisational-wide initiatives to guarantee lasting customer loyalty and success. It also emphasises measuring processes and implementing controls to achieve continuous enhancement.

A quality management system (QMS) comprises business processes and procedures to ensure services and products meet and exceed customer expectations. These systems are typically replicable and quantifiable and focus on ongoing enhancements. ISO 9001 illustrates a quality management system.

A QMS system can deliver various business advantages, but it takes time to install. Introducing a QMS cannot fix an organisation lacking quality-focused leadership. Shifting towards a quality-centric culture requires strong backing from the leadership team and dedication to change.

Leadership establishes the atmosphere for motivating teams to devote time, effort, and resources to quality management. Proceeding with a unified agreement on the significance of quality management and its impact on the organisation's prosperity motivates team members to engage in the implementation process, promoting the importance of compliance as a superior practice, not just a minimum requirement.

Offering incentives for involvement that underscore the value of QMS when employees feel that management values their insights and viewpoints can enhance morale by granting staff a feeling of responsibility for the organisation's achievements. Quality management systems should also be complemented with education and training to ensure all individuals can use them proficiently.

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