4 Key Issues in Implementing Quality Management System

Some issues will arise in the implementation of a quality management system in an organization, both from inside and outside, both positive and negative. These issues can certainly carry risks or opportunities for the organization. There are so many issues that arise which will be different in each organization. Cultural and environmental differences can make different contributions to the organization. 

Of these issues, there are several major issues that usually arise during implementation, either at the beginning of the certification process or at the time of certification. These issues include:

Commitment.

The key to the successful implementation of the management system lies in the commitment of top management and leaders. In the PDCA cycle, Leadership (clause 5) is placed at the center of the cycle which means PDCA will be difficult to rotate without the active role of all Leaders of all functions in the organization-including Top Management. For those unfamiliar with the acronym PDCA, it stands for a four-step process: plan, do, check, and act.

Some have observed that this passion and commitment is seasonal. Like a racehorse that will increase its speed when it gets a whip from the rider. This enthusiasm and commitment will increase when there is an audit from the certification body and will peak when there is a MAJOR non-compliance. Of course, we don't want this at all because it's too risky when major findings appear in the audit.

Motivation in implementation.

There are many motivations behind the implementation and certification of management systems in an organization. Because this management system certification is voluntary, the motivation behind it often appears, including:

• Means for improvement.
• Customer satisfaction.
• "Pressure" from the other side.
• Prestige of an organization.

This difference in motivation sometimes affects the consistency in the implementation of the quality management system qms. Awareness of the importance of implementation and certification, as well as awareness of the investment spent in this process will directly or indirectly generate motivation. Maybe this sentence can help in growing that motivation: "We have invested a lot in the implementation and certification process, but we don't get any benefit.

Selection of certification bodies.

In determining the certification body, sometimes it is based on our motivation in certification so that many considerations are made, including price, "ease" in getting a certificate or "fame" and "prestige" of the certification body. However, we must know and know more about the credibility of the certification body that we will choose. Do our customers know who our certification body is?

Consistency.

Some people say that "It is easier to earn than to maintain". It also sometimes happens in the implementation of management systems in organizations. PDCA in all processes sometimes forget to remain fully consistent run. Several activities were carried out and proof of implementation was made, but we often forget that the data we get requires evaluation and analysis which we then use as a reference for making continuous improvements. This tendency usually occurs when we are not aware of the impact of the evaluation and analysis processes that exist within our organization on all the data that we have recorded

So, what can we do to work around this?

• In some organizations use a kind of “mutual agreement and commitment” which is signed by all leaders including Top Management and displays it where they always pass as a REMINDER. This can be used as an option to maintain that commitment.
• Whatever the motivation when we intend and start for certification, keep it in our minds "Certification is not cheap, why don't we get the benefits?".
• Choose a certification body that is recognized and known primarily by your customer. Do not let the certificate is not considered because your customer knows the credibility of the certification body.
• Conduct periodic internal audits as required by the standard and ensure that the auditors are competent and independent.

he point is "There is no ivory that is not cracked" but we can deal with everything. When "the rice has become porridge", add other ingredients so that the porridge has more value to sell or is more delicious than just rice. Likewise in the implementation of the management system, sometimes issues occur behind us and are difficult for us to fix because it is impossible for us to go back again, at least take mitigation and recovery actions so that it will be better in the future.