1 QMS certification is a voluntary procedure and warrants that:
2 Typical processes of the quality system are:
To verify compliance with quality system certification organizations hold her . Are international certification organization in the field of certification of the most influential of which are : Bureaw Veritas, Lloyd Register, TUVCERT, SGS.
Time to prepare for certification is determined by an average of 2-3 years , but in practice depends on the size of the organization , the level of quality management in the enterprise user certification training , relationship management of the organization to the issue of quality management , the availability of qualified specialists in quality system certification.
QMS certification is a voluntary procedure and warrants that:
company is well organized ;
well distributed responsibilities , methodology;
There operative instructions , documented and known throughout the company's personnel ;
There are controls that are maintained and well established ;
a professional and well -trained staff capable of performing quality work ;
ensures the stability of product quality.
At the heart of the QMS are eight principles that should know and follow every employee of the company .
QMS principles - is a comprehensive and fundamental rule of action to promote an organization aimed at long-term , continuous improvement of performance that focuses on consumers , taking into account the needs of all stakeholders.
Principle 1 . Customer focus : Organizations depend on their customers and therefore should understand current and future needs , meet customer requirements and strive to exceed their expectations.
This principle, topping the standards of ISO 9000 , as all the activities of any organization, its viability depends on the consumers of the products and the services rendered . This principle is reflected in all the major documents of the QMS - the quality policy , objectives in the field of quality in the quality manual , etc.
Principle 2 . Leadership leader. Leaders establish unity of purpose and direction of the organization . They should create and maintain the internal environment in which people can become fully involved in the tasks of the organization.
This principle shows what should be the leaders , the heads for the effective functioning of the organization's QMS . Application of the principle . Leadership leader - an activity aimed at providing guidance to allow for the greatest internal performance and maximum customer satisfaction , demonstrating a commitment to the QMS by example , setting and forecasting of future strategic goals and objectives , performance and maintenance workers required resources , training and freedom of creative action within a defined responsibility.
Principle 3 . The involvement of employees. People at all levels are the essence of an organization and their full involvement enables organizations to capitalize on their abilities.
Application of this principle leads to the following personnel actions : independence , creativity and responsibility in solving problems and the performance of work , initiative to improve their own skills , learning.
The main benefits of the application of this principle - the creation of the team motivated , committed policy of the organization are involved in the organization's staff to improve the effectiveness of the QMS.
Principle 4 . The processing approach . The desired result is achieved more efficiently when activities and related resources are managed as a process .
The essence of the processor approach is that the performance of each work is seen as a process and functioning of the organization is seen as a series of interrelated processes required for production. With the implementation of the processor approach focuses on providing each particular process resources to achieve the goal.
With this approach it is possible to monitor the use of each type of resource , to analyze and to seek opportunities to reduce the cost of production and service delivery.
Principle 5 . System approach to management . Identifying, understanding and managing interrelated processes as a system contributes to the effectiveness and efficiency of the organization in achieving its goals.
Defining , understanding and managing a system of interrelated processes improves the performance and effectiveness of the organization.
This principle is closely linked to the principle of "processor " approach and represents the quality system of the organization.
Principle 6 . Continuous improvement . Continual improvement of the organization's overall performance should be a permanent objective .
Improvement activities should cover all products , processes, quality system and management in general. Stop in improvements threatens to be left behind the competition. Continuous improvement - the ability of operational restructuring process in response to the needs of internal and / or external customers .
Principle 7 . Making decisions based on facts. An effective solution is based on the analysis of data and information.
Application of this principle - it is an exercise in organizing activities aimed at :
organization of monitoring ( analysis ) , measurement , data collection and information;
to ensure confidence in the reliability and accuracy of data and information;
that reliable ( proven ) methods for the processing, analysis of data and information;
decisions and actions based on the results of the analysis of recorded facts;
Making data accessible to those who need them .
The key issues of the organization of the application of this principle is to make informed decisions, good governance and the ability to demonstrate the effectiveness of the QMS through the established procedure for the collection, processing and storage of data and information, as well as their composition and content.
Principle 8 . Mutually beneficial cooperation with suppliers. An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value .
The main purpose of this principle is to change the company's strategy with regard to the interaction with its suppliers . Only mutually beneficial relationships provide both parties the best opportunities and benefits . Mutual efforts to ensure the continuous improvement must become a regular activity for both parties. The quality management system includes the prerequisites of building just such interaction. Application of this principle leads to the implementation in the organization of activities aimed at :
identification and selection of major suppliers;
establishing relationships that balance short-term gains with long-term goals of the enterprise and society;
establish clear and open contracts ;
the joint development of the QMS processes regarding joint activities of the organization and suppliers;
cooperation in determining the requirements of customers;
exchange of information and plans for the future;
recognition of the improvements and achievements by suppliers .
The system operates through a quality processes and consists of several elements. For the effectiveness of the quality of these processes should be identified and appropriate responsibility, authority , techniques and resources.
Typical processes of the quality system are:
a) marketing and market research ;
b) the design and development of products;
a ) the planning and development processes;
g ) procurement;
d ) the production or provision of services;
g) packaging and storage ;
h) realization and distribution;
a ) installation and commissioning;
l ) technical assistance and services;
m) post-sales activities ;
n ) the disposal or recycling of products at the end of useful life .
The quality system is in need of coordination and compatibility of its component processes and in determining their interaction.
The quality system should include documented procedures of the Common Manual in the appropriate volume . General guidance covers the entire life cycle of products, from the early design stage .
Management must determine the quality system requirements for use of resources (eg , human , material and technical ), and allocate appropriate resources to the extent necessary to ensure the implementation of the quality policy and goals .
2.8.3 The European Organization for Quality ( EOQ ) was founded in 1957 to develop , promote the application of practical methods and theoretical principles of quality management to improve the quality of products and services. In the EOQ total of 25 European countries , in addition to special agreements involving regional organizations in quality, representatives from the U.S. , Japan , China, Colombia, New Zealand, Chile , etc.
In the EOC , there are 4 types of membership : a full-fledged , pride , collective and individual . In general, all types of membership are 52 countries in Europe , Asia , America and Africa.