ALIGNMENT AND CONFORMITY 

Top Management and the success of your QMS

Amelia Fisher, Audit Manager

I was at a networking event recently where the presenter was discussing his organization’s Quality Management System (QMS) implementation. At the end of the presentation, an attendee had a question, “What if leadership doesn’t buy into the idea of a QMS?”

 

The presenter responded simply with “Don’t implement a QMS,” and moved on to the next attendee’s question. He later circled back to explain that Top Management commitment is absolutely necessary for a QMS to be successfully implemented and maintained within an organization. If you don’t have the commitment from the leaders in your organization to implement a QMS, it is a waste of effort to try.

 

 

 

 

 

 

 

 

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Clause 5 of ISO 9001:2015 discusses the level of involvement and commitment required to meet the standards requirements. An organization’s QMS needs leadership engagement to ensure the quality policy and quality objectives are established and to promote a process approach and risk-based thinking. Leadership has the responsibility to see to it that the focus on enhancing customer satisfaction is maintained.

When leadership ingrains the success of the Quality Management System into the culture of the organization, it builds engaged teams.

It all starts at the top. When leadership ingrains the success of the quality management system into the culture of the organization, it builds engaged teams. Engaged employees feel valued and empowered. They want to sustain the success of the management system because it translates to their own success. It is Top Management’s duty to align the organization’s people & processes to meet customer requirements and maintain the QMS through engaged teams.

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