Quality Management System

This report covers quality management system issues with a focus on the philosophy of QMS, various tools used to measure and improve quality, ISO 9001 requirements, and the process of attainment. Learn about the importance of quality management system and its implementation in organizations.

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Quality Management System
Student’s Name
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Introduction
The organization is made up of different resources such as capital, human, raw material
and fixed assets whether small or big. As companies grow, these resources increases and
continue to interact to produces satisfactory products. The production and management method
at times are undocumented and does not have a systematic methodology to have a safe and
ethical outcome (Eslamy, Newman & Weinberger, 2014). Therefore, the development and need
for a quality management system that controls the production process to ensure that customers
feel safe and comfortable with their purchases. The following report covers quality
management system issues with a focus on the philosophy of QMS, a various tool used to
measure and improve quality, ISO 9001 requirements, and process of attainment the same
regarding Mauritius.
Quality management system refers to a formalized system that documents process,
responsibilities, procedures for achieving quality policies and objectives in an organization.
Therefore the system aids the organization to communicate to the employee the expectations of
a product about the quality specifications (Frisch, 2012). Quality, management dates back in the
1950s, when the Japanese companies emphasize on the quality throughout the entire
organization under the leadership of W. Edwards Deming. Deming was able to create 14 points
that are useful to managers in enhancing the quality of products since he believed that the
quality of the product was majorly caused by the management faultiness (Hudson, 2012).
According to Deming, the major two concepts of quality improvement are common causes of
error and special causes of error. The systematic are shared various personnel, and machines,
paper products design, unsuitable raw materials; while special causes are associated with an

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organization’s employee and the equipment, inadequate training, and skills.
Other scholars who influenced the development of Quality management are Joseph
Juran. Like Deming, Juran worked with Japanese organizations with a focus on improving
quality and later established Juang Institute in 1979. According to Juran, Quality refers to the
fitness of the product to fit the users’ needs without the worry of defects. Another contributor
was Philip Crosby who focused on reducing cost through quality improvement. Crosby quality
philosophy was based on: conformance to requirements, doing the right thing for the first time
is cheaper, and performance is measured through “zero defect.” This led to the development of
Critical for Quality (CoQ)
Due to the need for quality management across the world, American manufacturing
companies initiated the systems in 18980s after the Japanese footsteps in various companies such
as Ford Motors, and later the establishment of Malcolm Baldrige National Quality Award as a
tool to recognize and promote quality management across the United States (Psomas &
Kafetzopoulos, 2014). Thus since the 1980s to date, quality issues have been a significant aspect
in all industries across the world as well as the setting of various standards such as ISO 9000.
Over these years, Quality Management requires organizations to develop various
environmentally friendly practices. Employers are always responsible for safety and health and
waste management system. The whole system is the responsibility of both managers and
employees.
Since the inception of the quality management, different quality improvement tools
have been developed, and effectiveness did on the organization, type of product and
management. Some of the main used tools are Six Sigma that was developed at Motorola in the
1980s to measure and improve the high-volume production process and later used in other

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service companies such as Citibank and American Express. Six Sigma refers to a statistical
measuring tool that has less than 3.4 defects per million and integrates other statistical tools
such as statistical process control, design management, and total quality management; thus the
objective of Six Sigma thus was to eliminate waste in order to achieve a perfect result(Odendaal
& Claasen,2012,p.4). Initially, it was perceived as a manufacturing-oriented tool, how it has
proven beneficial in the nonmanufacturing processes such as marketing and information
systems (Kornfeld & Kara, 2013, p.6). To effectively implement six sigma improved tool, the
following process is essential:
Stages Actions Aim
Definition stage In this stage, the company
defines customer’s
requirements while
understanding how this
requirement will have an
impact on different
opportunities in the
organization
The aim is to identify different
issues that are negatively
affecting quality management
Measure In this stage, requires one to
validate the integrity of the
collect information
To enhance the understanding
of the performance process as
well as the key measures in
the quality improvement
Analyze In this stage, the company
leverage all the statistical tools
Validation aims to determine
the key measures of quality

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that are needed in establishing
a quality improvement plan
improvement
Improve This stage entails the
implementation of the quality
is improvement plan and
determining the financial
effect of the implementation
The aim to enhance the
performance of the entire
process or the organization
Control Documentation of all the
implementation and validating
stability of the process
The aim is to determine the
implementation control
measures
Another commonly applied tool is the Value Stream Mapping (VSM) that refers to the lean
manufacturing tool that focuses on mapping the organization's process of product movement
from the supplier to the final user while identifying the delays and non-value adding process, to
enhance the product quality (Bhamu, Kumar & Sangwan, 2012). The tool entails the
development of two maps: Current State Map and Future State Map that will show the
progressive improvement of the CSM. The CSM requires the leader to account for the significant
proportions of the total annual production volume and sales earnings and is always tracked back
to the source of the raw materials. Different data such as from the store are always recorded to
aid in developing the current state map. After the capturing of all the information, the timeline is
used to identify any value-adding aspects as well as the identification and elimination of any
source of wastes to enhance quality. Based on the status of the current state map, future state
map is developed while taking into account all the value-adding steps and waste elimination

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through the application of lean thinking. The tool is used by supply chain organization such as
Toyota Motors, Amazon Retailers and many others (Meudt Metternich & Abele, 2017).
ISO 9001 founded in 1987 by the International Organizational standard refers to the
international standards that specific requirements for the quality management, menu system
(Wolniak, 2017). ISO 9001 is the most popular standard in the ISO 900 series since most of the
organizations apply the set standards to illustrate their capability to consistently offer products
and services that meet customer needs and the regulatory requirements.
ISO requirements that are mandatory for the QMS are:
a) General requirements provide all the requirements needed for the quality management
system such as Quality manual that fully describes the scope of QMS in detail; Control
documents that ensure that there are efficient communication and consistency in the
execution process; and Control record of providing data evidence and retaining the record
for future use.
b) Management responsibility focuses on outlining the customer commitment requirements
and quality policy and objectives of the organization. The standard requires the top
management of the organization to be committed in the implementation of the product
quality process (Kacmar, 2013). Therefore, every organization leadership structure
should be based on ability to handle quality change process.
c) Additionally, the management should also focus on improving customer experience and
satisfaction through conducting a customer satisfaction survey to determine opportunities
for improvement.
d) Resource management focuses on the policies required for the management to provide
resources such as infrastructure, good working benevolent to the human capital. These

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are achieved through creating competence, creating awareness of quality requirements
and training of the employees to acquire relevant skills and knowledge (Dibia, Dhakal &
Onuh, 2012, p.370). By taking the employees through the ISO 9000 training courses, they
can maintain the quality of the production to ensure continual improvement.
e) Product realization requires every company to have a distinctive plan for products and
services such as fully illustrating the products requirements, design and development as
well as product control.
f) Measurement Analysis and improvement focus on the ability of a company to determine
the QMS and how to improve the QMS. The section entails monitoring and measurement
sections, product monitoring process, internal audit as well as the customer satisfaction's
requirement. The organization can use different programs to identify improvement
opportunities such as a customer satisfaction survey and employee’s suggestion
programs.
The evaluation of the ISO 9000 does not entail large cost or reduction of the quality; rather it
requires enough knowledge and experience on the results of the various operations process. In
most of the organizations, the evaluations of ISO 9000 are based on organizational performance
indicators (Meshkani, Rastekenari & Eslamparast 2013). Any company that is employing ISO
9000 on its daily operations should be able to achieve improved customer satisfaction since there
is enhanced interaction with customers and the reduction of customer’s complaints. The
improved customer’s satisfaction then is translated into the entire organizational performance as
a large number of customer purchases and repurchase from the company. Secondly, the company
should be able to obtain enhanced employee satisfaction as most of the activities tend to motivate
employees to complete the assigned tasks.

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The effectiveness of the ISO 9000 implementation in an organization can also be
evaluated through the determination of the values of efficiencies through the application of the
following formula: R Sant =(V Fakt) /(V plan ), where R Sant- Relative Efficiency, V Fakt- Real Value and
V plan- Planned Value. This evaluation method is simple since it does not need to evaluate the
resources used in implementing the ISO 9000 and improving the organization's performance
(Meshkani, Rastekenari & Eslamparast 2013). Before every evaluation process, the performance
indicators are always presented in the description process, and based on data collected; the
manager does the analyze on form like in table 1. This same format can be applied in evaluating
QMS conformity to a quality standard, evaluation of quality culture of the organizations as well
as evaluation of managing principles of an organization for sustained success.
process Criterion Evaluation
Indicator
Real Value Planned
Value
Relative
efficiency
The
Expected
Results
Table 1: Shows effectiveness evaluation form obtained from (Meshkani, Rastekenari &
Eslamparast 2013).
The third party refers to an independent organization that is responsible for overseeing
and implementing the quality management issues and policies into various companies by the set
standard of the ISO 9001(Etilé & Teyssier, 2016, p.399). These organization such as Fair Trade
and national Laboratories commonly known as certification bodies and always audits various
business to ensure that products and services are both safe and ethical after that approve the
companies by certifying them. The process always gives consumers the urge for consumption

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since they feel safe and comfortable with various purchases. The organization gets certified by
following a specific process and meeting particular requirements.
a. The first step is developing the management system by identifying the core of
the business process, document the properly and share them with various
stakeholders.
b. The second step is the implementation of the system through ensuring that all
process adheres to the description and all employees are trained with the
required skill (Kramer, 2013). Additionally, there must be effective monitoring,
evaluation, and improvement and reporting channels.
c. The third step is to verifying the effectiveness of the system through an internal
auditor to determine the streets and weakness of the quality management system.
The organization at that point takes relevant corrective measures.
d. The fourth step is the registration of the system through a certified body. The
certifying organization should contact a relevant certification body that uses
CASCO standard and ensures that the third party certifying company is credited
with ISO 9000, 9004 and 19011(Javorcik & Sawada, 2018). At this stage, the
company might contact different bodies such as Mauritius Public Accountant to
ensure that the financial statements are audited and approved as per the
Companies Act, 2001. Additionally, the Mauritius Committee on corporate
Governance ensures that every company is managed by the set corporate
governance requirements.
An ISO 9001 certified QMS could be effectively managed on an on-going basis through
having a well-structured measuring, monitoring, implementation and improvement yardstick to

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every department and process (Yeung, 2017). The QMS has to continuously collect data and
analysis to ensure that every system of production is up to standard. Through this, the
management maintains track on the quality objectives and performance is capable of developing
new performance and able to determine any obstacle that might hinder quality attainment. It is
upon the management to ensure all the identified improvement opportunities are supported by
every stakeholder such as employee, customers, leaders, and suppliers through proper
communication and engagement.
Conclusion
From the above report, quality management is an ancient process that benefits all the
stakeholders of an organization and quality provision is a responsibility of all stakeholders. The
introduction of ISO 9000 is significant as it ensures that product and services production and
provision are in accordance to the set standards, the third-party certification companies approve
organizations after the systematic process and attainment of the required standard.
References
Bhamu, J., Kumar, J. and Sangwan, K. (2012). Productivity and quality improvement through
value stream mapping: a case study of the Indian automotive industry. International Journal of
Productivity and Quality Management, 10(3), p.288.

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Dibia, I., Dhakal, H. and Onuh, S. (2012). Lean: a continuous improvement philosophy in agile
systems based on quality management principles. International Journal of Agile Systems and
Management, 5(4), p.370.
Eslamy, H., Newman, B. and Weinberger, E. (2014). Quality Improvement in Neonatal Digital
Radiography: Implementing the Basic Quality Improvement Tools. Seminars in Ultrasound, CT
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Etilé, F. and Teyssier, S. (2016). Signaling Corporate Social Responsibility: Third-Party
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Hudson, K. (2012). Pioneers of Quality-W. Edwards Deming. Quality and Reliability
Engineering International, 28(3), pp.247-248.
Javorcik, B. and Sawada, N. (2018). The ISO 9000 certification: Little pain, big gain?. European
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Meshkani, F., Rastekenari, M. and Eslamparast, M. (2013). Evaluation the Relationship between
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