Putting in place a quality management system affects every part of how well an organization does. Some of the benefits of a written quality management system are:

◉ Meeting the needs of the customer builds trust in the business, which leads to more customers, more sales, and more repeat business.

◉ Meeting the organization’s needs, which makes sure that rules are followed and that products and services are offered in the most cost- and resource-effective way, leaving room for growth, expansion, and profit.

There are more benefits to these things, such as:

◉ Process definition, improvement, and management
◉ Using less trash
◉ Preventing mistakes
◉ Getting costs down
◉ Creating and finding opportunities for training
◉ Engaging staff
◉ Setting direction for the whole organization
◉ Showing that you are ready to get consistent results.

ISO 9001:2015 and the other QMS standards

ISO 9001:2015 is the quality management system standard that is most known and used around the world. ISO 9001:2015 lists the requirements for a QMS that organizations can use to make their own programs.

Other standards related to quality management systems are the rest of the ISO 9000 series (including ISO 9000 and ISO 9004), the ISO 14000 series (environmental management systems), ISO 13485 (quality management systems for medical devices), ISO 19011 (auditing management systems), and IATF 16949. (quality management systems for automotive-related products).

Elements and requirements of a quality management system

Each part of a quality management system helps the system as a whole meet the needs of customers and the organization. Quality management systems should be tailored to the needs of each organization. However, there are some things that all systems have in common.

◉ The organization’s policy on quality and its goals for quality.
◉ Quality manual
◉ Procedures, instructions, and records
◉ Data management
◉ Internal processes
◉ How well a product works for customers
◉ Improvement opportunities
◉ Quality analysis.

Setting up and putting in place a QMS

Before setting up a quality management system, your organization needs to find and manage the different interconnected, multi-functional processes that help make sure customers are happy. The design of the QMS should be based on the organization’s different goals, needs, products, and services. This structure is mostly based on the plan-do-check-act (PDCA) cycle, which lets both the product and the QMS keep getting better. Here are the basic steps to setting up a quality management system:

◉ Design
◉ Build
◉ Deploy
◉ Control
◉ Measure
◉ Review
◉ Improve.

Design and Build

The design and build parts of a QMS are used to create its structure, its processes, and plans for how it will be used. Senior management should be in charge of this part to make sure that the needs of the organization and its customers drive the development of the systems.


The best way to handle deployment is to break down each process into smaller steps and teach your staff about documentation, education, training tools, and metrics. Quality management systems are being put in place with more and more help from company intranets.

Control and Measure

Controlling and measuring are two parts of setting up a QMS that are mostly done through regular, systematic audits of the QMS. The details vary a lot from one organization to the next, depending on their size, potential risks, and effects on the environment.

Review and Improve

Review and make changes to how the results of an audit are dealt with. The goals are to find out how well and efficiently each process meets its goals, to tell the employees about these results, and to use the information gathered during the audit to come up with new best practices and processes.

Quality and standardization are affected by how industries work

The history of quality goes back hundreds of years to when craftsmen started getting together in groups called guilds. When the Industrial Revolution happened, the first quality management systems were used as guidelines to control the results of products and processes. As more people had to work together and production grew, best practices were needed to make sure that the results were good.

In the end, the best ways to control the results of a product or process were found and written down. The best practices that were written down became the norm for quality management systems.

During World War II, when bullets made in one state had to work with rifles made in another, quality became more and more important. At first, almost every unit of product was checked by the military. To make the process easier without sacrificing safety, the military started to use sampling for quality control. This was made easier by the fact that Walter Shewhart’s statistical process control techniques included military standards and training courses.

Quality only became more important after the war. The Japanese had a quality revolution that changed their reputation for sending bad goods overseas. They did this by fully accepting the ideas of American thinkers like Joseph M. Juran and W. Edwards Deming and shifting their focus from inspection to improving all organization processes through the people who used them. By the 1970s, Japan’s high-quality competition had hit the United States hard in industries like electronics and cars.

How Quality Management Systems Came to Be

As a response to the quality revolution in Japan, the United States came up with the idea of “total quality management,” or “TQM.” TQM is a method for managing quality that focuses not only on statistics but also on methods that involve the whole organization.

At the end of the 20th century, independent groups started making standards to help people make and use quality management systems. Around this time, the term “Total Quality Management” started to lose its popularity. Because there are so many different kinds of systems that can be used, “Quality Management System” or “QMS” is the preferred term.

At the start of the 21st century, QMS started to combine with the ideas of sustainability and transparency, which were becoming more and more important to customer satisfaction.


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