Implementation of quality assurance systems
We live in a commercial environment, which is supposed to be of perfect competition, so unpredictable, competitive and variable that it has made customer satisfaction the ultimate goal of any company that wants to gain a foothold in the increasingly aggressive market.
We could list several supports that a company can use to access the market and compete, but, fundamentally, there are three pillars that are strategic and which always end up falling: price, quality and deadline.
The anticipation in time of customer needs was the bet of companies with sophisticated technology in the past, but it is no longer a differential fact because all companies, whatever their sector, are in that criterion.
Companies focus their current strategy on two factors that are difficult to reconcile: price and quality. Nowadays, in most sectors and markets, it can be affirmed that having competitive prices is a necessary but not sufficient condition to be able to have a presence in it.
Therefore, quality is increasing more and more, as a strategic objective to achieve customer loyalty and expand market share based on customer satisfaction. And this is achieved through improvements in the organization and therefore in the final result of our product or service that the implementation of a quality system entails.
We understand that a quality assurance system is the application of a regulation in the different processes and functions to be developed in the business organization, in order to achieve the necessary improvements that lead us to excellence. As can be deduced from this definition, and based on the fact that there is no perfect organization, the quality system is based on the criteria of continuous improvement. In this way, perfection is never achieved in an organization because failure is something intrinsic in the human being and because when some objectives are achieved, the achievement of others that are more demanding and at new levels that at the beginning were less involved.
As you will see Quality Assurance Systems says, this is because it tries to:
1. Detect problems at the source, avoiding the multiplicity of future errors.
2. It allows in the long term to reduce the costs of inefficiencies or errors made, since the supply of a defective product causes the cost of returning the product by transport, double commercial effort to supply the product again with the consequent shipping costs, delays in the delivery date, delays in the billing date and, therefore, of the collection, not to mention the damage that it supposes for the brand and company image.
The first contact in the implementation with the system and the norm that supports it is the elaboration of a quality manual and another of procedures. This means defining each one of the functions that the company performs on the basis of regulations and criteria generally explained in ISO Standards. The manuals must be written by someone who knows the company and its operations well. It is very important that the manual is made by the company with due advice. But even when we may encounter certain initial problems, the elaboration of the manuals is the easiest part of the process as it is the most theoretical. The implementation of the system is something much more complex and can be divided into the following points:
1. Setting quantitative and qualitative objectives in the different departments, aimed at improving customer satisfaction: limiting the number of errors, meeting deadlines and allowing everyone to know where we start from and where we want to go.
2. Changes in the organizational structure:
Defining functions of the different departments and the employees of each one of them. This will involve creating tasks, deleting others, reassigning and making changes to those that are carried out.
Delimit hierarchical levels.
3. Definition of the mission of the management.
The departmental heads have a key role in the success of the implementation of the system. They must be the first to be convinced of its advantages, since their mission is to transmit the necessary motivation to comply with the procedures and to demand responsibilities from their subordinates.
4. HR approach.
Link the remuneration system to the achievement of objectives. It should be rewarded and not sanctioned.
Provide appropriate training and recycle staff.
Provide the necessary human capital.
5. Changes in organizational culture.
Enhance teamwork.
You have to put all the brains to work.
Facilitating obtaining the opinions of employees is the best way to get their motivation and make improvements in the development of tasks.
6. Measurement of results and analysis of deviations.
It will start from the exhaustive control of customer complaints, collected by any member of the organization, as well as any other complementary error detection instrument.
7. Application of necessary and new corrective measures
objectives. On a quarterly, or at least semi-annual basis, a meeting is held with the Manager of the company and all the Heads of department, in order to analyze what has been achieved and the possible problems that the organization has, in order to propose joint solutions. There is something that underlies the entire framework that develops with the implementation of quality assurance systems, which is communication.
Communication in the company has a value that is still very unknown. We must make an effort in our organizations and put into operation channels and information systems that allow us to improve it and that serve as support for its expansion.
Communication is not only vital in terms of quality, but the lack of efficient information systems that are adequate to the needs of the company can reduce its capacity for growth, profit generation and increased productivity due to the disorganization that it entails. low internal communication. Quality systems articulate information systems in the company, which will normally improve those that, although simple and scarce, already existed.
The ISO Standards indicate how the different functions to be carried out must be carried out, but not what process the company must follow to carry them out permanently and successfully. This depends on the creativity, initiative and experience that is acquired day by day by both leaders and workers.
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