To lead and operate an organization successfully requires that it be directed and controlled in a systematic and transparent manner. This success can be helped by implementing and maintaining a management system that is designed to continually improve its performance by considering the needs of all stakeholders. The management of an organization includes quality management among other disciplines.
The approach through a quality management system encourages organizations to analyze customer requirements, define the processes that contribute to the achievement of acceptable products, and keep these processes under control. It can also provide the framework for continuous improvement with the aim of increasing the likelihood of greater customer and other stakeholder satisfaction. It provides confidence to both the organization and its buyers in its ability to provide products that consistently meet requirements.
For the application of the QMS based on the designed procedure, a series of conditions must exist that guarantee the fulfillment of the proposed objectives in each of its steps. These conditions constitute the assumptions of the procedure, which are listed below:
- There is a favorable climate where the recognition of the need to manage processes as a system prevails, the leadership of the management team in managing the processes, the disposition for continuous improvement, and the commitment to the success of the processes. are committed to the need to implement a QMS The quality management representative is appointed There is the necessary budget for the implementation of the QMS
Step 1: Determine the scope of the QMS
- Its scope will be defined in the Board of Directors, and will be governed by the specialist designated by the management. This will clearly express the processes and units that will implement the QMS.
Responsible: Specialist appointed by the management.
Step 2: State the quality policy
- It is prepared by the person designated by the management through resolution. It establishes the commitment of all staff to customer requirements and continuous improvement of the effectiveness of the QMS. The proposal is taken to the Board of Directors where it is enriched. It is approved by the board of directors. It is disclosed so that be known to all staff
Responsible: Specialist appointed by the management.
Step 3: Establish quality objectives.
- The organization's commitment to quality is presented. This complements the quality policy and is prepared by the person designated by the management through resolution. The quality objectives must be measurable. The proposal is taken to the board of directors where it is enriched. It is approved by the board of directors.
Responsible: Specialist appointed by the management.
Techniques used: Brainstorming, brainstorming, check sheets, surveys, why? (to identify causes) and the how? (to generate solutions).
Step 4: Identify the processes that are necessary to develop and manage the product or service.
- Identify the processes of the organization. The processes are classified into three families: The realization processes: These contribute directly to the realization of the product, from the detection of the customer's need to their satisfaction. They regroup the activities linked to the life cycle of a product: research and development of new products, commercial and contract management, conception, purchases and supplies, logistics, production and control of customer relations, etc. These processes are also known as "operational processes".
Support processes: They contribute to the proper development of the implementation processes by providing them with the necessary resources. Although they do not create value that is directly perceptible by the customer, they are necessary for the permanent functioning of the organization and for its durability. They cover in particular: human resources; financial resources; the facilities and their maintenance (premises, equipment, materials, programs, etc.); information and skill, etc.
These processes are also called "support processes".
The management processes: They contribute to the determination of the policy and the development of the objectives in the organization. Under the full responsibility of the management team, they allow orienting and ensuring the coherence of the implementation and support processes. Among the examples of management processes: elaboration of the organization's strategy, quality control of the organization, internal communication and mobilization of personnel, etc.
These processes are also known as "control processes".
All the processes and activities that take place in the company will be collected in a list, taking into account the following premises:
- The name assigned to each process must be representative of the activities carried out in it. All the activities carried out in the company must be included in one of the listed processes. It is recommended that the number of processes is not less than 10 nor greater than 25. This is only an approximation that will depend on the type of company. As a general rule, it can be stated that if few or too many processes are identified, the difficulty of their subsequent management increases.The easiest way to identify their own processes is to take as a reference other lists related to the sector in which the organization operates and work on the same contributing the particularities of each one.
- Describe each of the processes. After identifying the processes, each one of them will be described, each member of the board of directors will contribute ideas and criteria, emphasizing the area they represent.Preparing the system process map: Process maps are a very useful technique for the evaluation of work processes, in addition to being an approach that defines the organization as a system of interrelated processes, and encourages the organization to have a vision beyond its geographical and functional limits, showing how its activities are related to external customers, suppliers and stakeholders. In the process map, all the identified processes and the interrelationship between each of them are shown graphically.It will be prepared by the specialist appointed by the management and approved by the Board of Directors Implementation and monitoring of the improvement of these processes Appoint the person in charge of the process and select the work team The person responsible for the process will be defined in the Board of Directors. each process and this in turn will choose its work team. This process will be led by the representative of the management. Design the organization of the new process, work flow and activities. The work team will define the tasks of each job and the interrelationship between them.Appoint the person in charge of the process and select the work team. The Board of Directors will define the person responsible for each process and this in turn will choose their work team. This process will be led by the representative of the management. Design the organization of the new process, work flow and activities. The work team will define the tasks of each job and the interrelationship between them.Appoint the person in charge of the process and select the work team. The Board of Directors will define the person responsible for each process and this in turn will choose their work team. This process will be led by the representative of the management. Design the organization of the new process, work flow and activities. The work team will define the tasks of each job and the interrelationship between them.
Responsible: Specialist appointed by the management.
Techniques used: Group work, document review, interviews, direct observation.
Step 5: Documentation.
- Preparation of the quality manual by the representative designated by the management. The quality manual must contain:
- Title, scope and application: The title and scope of the quality manual should define the organization to which the manual applies. This section should also define the application of the elements of the quality system. It is also convenient to use denials, for example: what aspects a quality manual does not comply with and in which situations it should not be applied. This information can be located on the title page. The table of contents or index: This should present the titles of the included sections and how they can be found. The enumeration of sections, subsections, pages, figures, illustrations, diagrams and tables should be clear and logical. Introductory pages about the organization and the manual: They should provide general information about the organization and the quality manual.About the organization should contain: name, location and means of communication, you can also add information about the business line and a brief description of the background and history of the same. Regarding the information about the quality manual, it should include the current edition, as of the date of publication, a brief description of how the manual is reviewed and kept updated, as well as the documented procedures used to identify the status and control the distribution. of the manual. It must also include evidence of approval by those responsible for authorizing the content of the quality manual. The quality policy: Here the quality policy must be formulated.It should include how it is achieved that all employees know and understand the quality policy and how it is implemented and maintained at all levels Strategic objectives: Strategic objectives are formulated Description of the organization's structure, responsibilities and authorities: This section provides a description of the organization's structure indicating responsibility, authority, and interrelationship structure. Description of QMS elements: The remainder of the manual should describe all applicable elements of the QMS. This may be including documented system procedures. Definitions, if appropriate: this section should be located immediately after the scope and field of application.It should contain the definitions of the terms and concepts that are used only within the quality manual. Definitions should provide a complete, consistent and unambiguous understanding of the content of the quality manual. Annexes, if appropriate: Annexes containing information in support of the quality manual may be included.
- Front pageContentsTechnical approval documents and manual registrationUpdate documentIntroductionLegal base Purpose of the manualProcedures: it will contain policies and operating standards, narrative description of the procedure, classification of these, flow diagram, forms, general information, person in charge, activity.
Responsible: Specialist appointed by the management.
Techniques used: Brainstorming, brainstorming, check sheets, surveys, why? (to identify causes) and the how? (to generate solutions)
Step 6: Implementation. In this step, all defined policies and developed procedures are put into practice. Involves the participation of all staff
- Prepare the program for the implementation of the solutions. The schedule is established with the dates to implement the tasks of each step. This will be prepared by the working group, chaired by the specialist appointed by the management and approved by the Board of Directors. Treatment of resistance to change. The person in charge of each process will explain to the personnel the changes that will take place, the benefits that these will bring to the organization and how each one affects the achievement of the goals. The spaces provided by morning sessions, workers' assemblies will be used, and graphic information will be available on murals. Implement the solutions Put into practice the activities described in the procedure manuals for each process. This involves all staff,It will be directed by those responsible for the processes and controlled by the management.
Responsible: Specialist appointed by the management.
Techniques used: Brainstorming, brainstorming, check sheets, surveys, why? (to identify causes) and the how? (to generate solutions).
Step 7: Internal audits: Personnel from the same company carry out audits to detect evidence of non-compliance in documentation, records or knowledge of personnel. Internal audits are an exercise to know the degree of application of the system and detect opportunities for improvement.
- Internal auditors will be appointed: These must be chosen from among the most capable specialists, representing each process Training of internal auditors: A training course will be requested from the competent body Choose the head of the group of internal auditors Carry out the audits as required established in the quality audit procedure manual.
Responsible: Specialist appointed by the management.
Techniques used: Brainstorming, brainstorming, check sheets, surveys, why? (to identify causes) and the how? (to generate solutions)
Step 8: Certification.
- The certification audit will be requested from the competent bodies through the established application model.
Responsible: Specialist appointed by the management.
In accordance with the foregoing, table II.1 illustrates the time allocated to the implementation of each of the steps contemplated in the proposed procedure for carrying out a QMS for DESOFT SA Las Tunas Division.
Table II.1 Programming of the execution time of the procedure for the QMS
| MONTH 1 | MONTH 2 | MONTH 3 | MONTH 4 | MONTH 5 | ||||||||||||||
|
Steps Weeks |
one |
two |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
eleven |
12 |
13 |
14 |
fifteen |
16 |
17 |
18 |
|
Determine the scope of the QMS |
||||||||||||||||||
|
State the quality policy |
||||||||||||||||||
|
Establish quality objectives. |
||||||||||||||||||
| Identify the processes that are necessary to develop and manage the product or service | ||||||||||||||||||
| Documentation | ||||||||||||||||||
| Implementation | ||||||||||||||||||
| Internal audits | ||||||||||||||||||
| Certification |
F U ENTE: Own elaboration based on Schroeder (1992, p. 423)
The total time assigned to develop the QMS at DESOFT SA Las Tunas Division is 18 weeks. Steps 6 and 7 are matched with the intention of training internal auditors so that when implementation is completed, they can promptly detect any non-compliance in the application of the system.
The material resources that are expected to be used to develop the procedure are: a room for the development of group dynamics, projector, computer, printer, five packs of 500-unit sheets and a toner. In training internal auditors, the fee for the Territorial Office for Standardization (OTN) is $ 98.80 for each auditor. No labor costs are foreseen since the implementation of the QMS is limited to the functions and work content inherent to the positions occupied by the members of the Board of Directors.
Fig. II.1 Diagram of the Proposed Procedure
Diagram of proposed procedure, quality in software company
Source: self made
Download the original file
