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A quality management system (QMS) can be expressed as the organizational structure, procedures, processes and resources needed to implement quality management By the 20th century, labor inputs were typically the most costly inputs in most industrialized societies, so focus shifted to team cooperation and dynamics, especially the early signaling of problems via a continuous improvement cycle. In the 21st century, QMS has tended to converge with sustainability and transparency initiatives, as customer satisfaction and perceived quality is increasingly tied to these factors. Of all QMS regimes the ISO 9000 series are probably the most widely implemented worldwide. Quality problems will be reduced as result of the systematic thinking, transparency, documentation and diagnostic discipline that sustainability focus implies.

CONCEPT OF QUALITY MANAGEMENT SYSTEM: A quality management system (QMS) is the means by which quality management practices are made an integral part of an organization. A QMS is not a temporary fad, but a permanent part of an organization with a direct bearing on how the organization conducts its business. If an organization merely implements a few quality management practices in its operations, it cannot claim to have a quality management system in place. A QMS is not static, and by definition it must be improved continually in order to enhance organizational effectiveness and efficiency. It may be formally defined as follows. A quality (management) system consists of the organizational structure procedures, processes, and resources needed to implement quality management. An organization will benefit from establishing an effective quality management system (QMS). The Cornerstone of a quality organization is the concept of the customer and supplier working together for their Mutual benefit. For this to become effective, the customer-supplier interfaces must extend into, and outside of, the organization, beyond the immediate customers and suppliers. A QMS can be defined as: A set of co-coordinated activities to direct and control an organization in order to continually improve the effectiveness and efficiency of its performance. These activities interact and are affected by being in the system, so the isolation and study of each one in detail will not necessarily lead to an understanding of the system as a whole. The main thrust of a QMS is in defining the processes, which will result in the production of quality products and services, rather than in detecting defective products or services after they have been produced.


Customer focus actively reviewing customer needs through dialogue; making customers aware of new products and services; ensuring the organisation is aware of customer needs; corrective action when the service fails to meet expectations. Continual improvement of products, services, working environment, staff development, and management and production processes. Reduced waste a reduction in wasted products, repeated or corrective work and unnecessary processes

The main components are: The active and positive commitment of senior management . Good two-way communication throughout the organisation that encourages a culture of initiative and improvement. Simple, efficient monitoring systems that enable all levels of management to identify bottlenecks and waste. Staff development that provides the correct level of competence for each job, and provides staff with opportunities to progress. Documentation that supports the above.

In "Good reasons for implementing a QMS a number of direct benefits of a QMS are stated: improved customer satisfaction; improved quality of products and services; workers satisfaction and more commitment to the organisation; better management and a more effective organisation; improve relations with suppliers; improved promotion of corporate image. Besides these direct benefits, there are also several indirect benefits to identify, which give opportunities to: review business goals, and assess how well the organisation is meeting those goals; identify processes that are unnecessary or inefficient, and then remove or improve them; review the organisational structure, clarifying managerial responsibilities; improve internal communication, and business and process interfaces; improve staff morale by identifying the importance of their output to the business, and by involving them in the review and improvement of their work.

Managing the change:

Migrating an organization from a pre-QMS state to one that operates with the rigors of quality and control necessary for an ISO-based QMS is not a casual task. There is a tightening of how processes are managed, and often changes in staff interactions, responsibilities and accountability. Such a change is unlikely to succeed without the dedicated support of both the executive and operational management. The greatest resources of a quality company are its people, so strategies for managing both real and perceived change, or concerns and attitudes, should be addressed during the initial planning of the QMS. The benefits to the organization of a properly functioning QMS are not just restricted to the knowledge that it complies with regulatory requirements, but that it has the discipline to manage customer requirements effectively.