The Administrative and Integral Audit is an evaluation with a deep focus to have objective and truthful integral diagnoses to facilitate the implantation of quality models in companies.
Comprehensive Diagnosis The best way to start the implementation of a quality model in any public or private body, is to carry out a comprehensive audit or evaluation to have a diagnosis that allows you to know your current situation, its strengths, opportunities, weaknesses and threats and based on in the result, establish strategies and mechanisms to facilitate the implementation of the quality model.
During the implantation of the model it is necessary to evaluate the systems and processes, the people involved and the qualitative and quantitative results that are being observed, to know what causes the deviations and what causes the limitations during the implantation of the quality model and the projected improvements.
It is necessary to emphasize the importance of having a comprehensive diagnosis of the organism for the implantation of a quality model.
The periodic evaluation of the quality model allows for permanent improvement processes.
When a company is functioning and decides to implement a quality model, it is a sign that the company has the purpose of remaining and growing in the market, being competitive, protecting the interests of the shareholders, taking care of the source of work and improving the quality of life of your staff.
Implementing quality models has as its main objective that companies systematically develop better quality products, goods and services and meet the needs and desires of customers.
A model is required that unites the mission of the company and the effort of each area in a synergy of results towards competitiveness and world-class quality.
A quality model with streamlined processes and procedures for all involved, going through the stages of design, raw materials, manufacturing, distribution, delivery and customer satisfaction.
The objective of the working group is to implement the appropriate quality model applicable to the characteristics of the company in question.
The basis for designing and implementing a good quality model is to deeply understand the characteristics and needs of the company that will apply it and the wishes and claims of its current and potential customers.
It is necessary that all the elements of the quality model are structured in such a way that they allow a control and assurance of all the processes involved with quality.
The quality model consists of bringing together all the activities and functions in such a way that none of them is subordinate to the others and that each one is planned, controlled and executed in a formal and systematic way.
The managers and key men responsible for implementing the quality model are required to understand that companies are made up of a set of interdependent and interconnected elements that seek the same objective.
It is required to see the company, as a dynamic entity that feeds back from inside and outside and that has interactions and interdependencies with the different actors related to the company. (Suppliers, credit institutions, clients, personnel, etc.).
To be successful in implementing a quality model, managers need to understand the need to promote the following concepts in the company:
- Establish a culture of quality in the company. Establish customer-focused attention by creating maximum value. Instill in everyone the premise of doing it well, the first time and always. Create perseverance and be persistent with the purpose of improving products and Services. Make proposals for innovation to improve the effectiveness of the value chain. Establish that processes, methods and systems must be subject to continuous improvement cycles. Establish a program for the design and implementation of processes and systems that make up the quality model Contribute to society by promoting quality values and generating a commitment to the well-being of society and to the conservation of the environment.
What should be sought is to create a quality culture so that improvement becomes automatically continuous.
Quality Management Committee
The managers who will form part of the quality management committee that coordinates, establishes and communicates the following must be defined:
- The objectives and quality policy. The organization of the model. The responsibility and hierarchy of each position and person. The appointment of process leaders, key men and supervisors and technicians. The general work program of all involved. The implementation and follow-up of the quality model. The corrections and adaptations that are required. The management of the necessary resources.
It must be decided who is responsible within the committee throughout the process from design to implementation of the Quality Model.
Depending on the size and complexity of the company, the structure of the quality management committee must be adapted.
It is suggested in the following table that the positions of the functional structure are responsible for occupying the positions of the quality management committee structure.
The company's top-level managers should be the leaders of the key processes, the mid-level managers the leaders of the support processes, and the key men are the heads of departments and trusted personnel. Technical supervisors are the experts in quality models.
Each case must be adapted to the structure with which the company operates.
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