Quality Management Systems (QMS) is a management support for company that makes available tools that seek the organization, systematization and standardization of operational processes at the level of human resources, physical (equipment and infrastructures) and documentaries. Now, effectiveness and efficiency of processes should be in constant and continuous improvement, following the PDCA methodology (“Plan, Do, Check, Act”) to meet the needs and expectations of customers and to ensure a dynamic development of the QMS.
Pedro Antunes, organizational management systems consultant at Value Added Partners, notes that among the major difficulties in implementing a QMS is the lack of training and knowledge of employees about their principles, objectives and added value. “This fact, most of the time, forward them to a continuous and increasing rejection of practices inherent to a QMS, which are to be implemented, preferring to maintain the practices that always made”.
Another important factor in the implementation of a QMS is the relationship that the consultant manages to create with all members of the organization, from operational managers to employees, which will help everyone feel that they contribute to the construction of the system. Transmit these practices as “something created in the image of each of the activities of each, in its responsibilities in the organization, it is critical to the successful implementation of a QMS” sustains Pedro Antunes, advising that will follow these four steps.
Solutions
- Check the type of organization and identify the hierarchical tree of the firm, level of training of workers and the company manager, and record the processes that will form the SGC.
- Analyze existing practices in the organization and validate that it does not collide with QMS requirements; listen to employee linked to reformulate the procedure. Changes must be demonstrated to them in accordance with the requirements of the standard. The consultant must create empathy for the existence of efforts in action.
- After implementing processes or work instructions, must accompany the collaborator under an optical “know how” to make him/her feel safe and familiar with practices and inherent SGC records. The manager of the company, responsible for most of the SGC, must demonstrate commitment to the implementation.
- Create measurable and perceptible monitoring indicators and goals for collaborators. The documentation system should be simple to streamline the QMS. Functions, hierarchical map and responsibilities should also be clear.
António Larguesa
Jornal de Negócios
24/06/2014
