Mastering Quality Management: Awareness, Communication, and Documentation for Success
Introduction
Quality Management Systems (QMS) are essential for organizations to deliver consistent, high-quality products and services. Three key pillars of an effective QMS are awareness, communication, and documentation. This blog explores how these elements work together to ensure smooth operations, employee engagement, and compliance with standards like ISO 9001 Certification. Whether you’re a small business or a large enterprise, understanding these principles can help you build a robust QMS that drives success.
1. Awareness
In a small organization, usually it is easy to make employees aware of the role they have in the organization and how their activity has an influence on product quality. It could be made in individual informal communications, group meetings or internal audits.
Even for a small organization, it could be appropriate to have awareness training for new hires (including temporary and part-time employees as well as full-time employees). This could cover-
- the nature of the organization,
- the health, safety and environmental regulations,
- the quality policy, quality objectives and other internal policies,
- the role of the new employee, and
- the procedures and instructions of relevance to them.
This needs to be reviewed/revised for larger organization implementation because methods could be different.
Awareness of the policy should not be taken to mean that it needs to be memorized; rather, persons should be aware of the key policy commitments, and their role in achieving them.
2. Communication
Keeping the organization informed
An effective internal communication process contributes to the success of any organization’s quality management system. Conversely, many problems that occur with an organization’s quality management system can often be traced back to poor communication.
For your quality management system to work effectively, good communication is essential. Your top management needs to establish the processes which encourage your people to communicate at all levels of the organization.
You should keep all information clear and understandable and adapted to the person it is intended for.
The effectiveness of the quality management system will be determined at the management review (see 9.3) and should be appropriately communicated. Some examples of communication methods include posting information on bulletin boards, holding meetings or circulation of information via electronic media (e.g. e-mail).
3. Documented Information
Where ISO 9001:2008 would have referred to documented procedures (e.g. to define, control or support a process) this is now expressed as a requirement to maintain documented information.
Where ISO 9001:2008 would have referred to records this is now expressed as a requirement to retain documented information.
Documenting your quality management system
Documented information can refer to
-information created in order for the organization to operate (documentation);
-evidence of results achieved (records)
This clause describes what documentation is required by the standard. The term “documented information” is used to cover the range of different types of documents.
It is entirely up to you whether you think it will be helpful to have “documented information” (documented procedures).
The minimum documented information required to be created. controlled and/or maintained in a MSS includes:
- Scope of the management system
- Policy
- Objectives
- Evidence of competence
- Documented information of external origin necessary for the planning and operation of the management system
- Documented information necessary to have confidence that the processes have been carried out as planned
- Monitoring, measurement, analysis and evaluation results
- Evidence of internal audit program implementation
- Internal audit results
- Management review results
- Nature of nonconformities and actions taken
- Corrective action results
- Documented information, originally created for purposes other than the MSS, may be used.
The important issue is that your people have the information they need to do their job. Documented information comes in many different formats and on various media. Electronic storing and distribution are one common approach.
This is the definitive list of documented information (documents) mandated by the standard:
- Scope (4.3)
- To the extent necessary to support the processes (4.4)
- Quality policy (5.2.2 a)
Other things that are maintained (NOT documented information) possibly ‘maintain status/integrity?”
- Quality management system (4.4)
- Focus on consistently providing…… (5.1.2 c)
- Focus on enhancing customer satisfaction (5.1.2 d)
- Quality policy (5.1.2)
- Integrity of the quality management system (5.3 e)
- The infrastructure… (7.1.3)
- The environment… (7.1.4)
- Monitoring and measuring resources (7.1.5 b)
- Organizational knowledge (7.1.6)
- Process to determine the requirements… (8.2.2)
- Design and development process (8.3.1)
- Traceability (8.5.2)
- Process outputs…. Conformity to requirements (8.5.4)
- Quality management system (9.2.1 b) – audit program that is the mechanism to do this, ref 4.4
- Audit program (9.2.2 a)
- Quality management system (9.3.1 c-6) – adequate resources
The following list is not inclusive, but indicates the many different forms documents may take-
- Procedures
- work instructions
- operating instructions
- user manuals
- regulatory requirements
- industry standards
- schedules
- Computer Aided Design (CAD files)
- manufacturing routers
- control plans
- preferred supplier lists
- specifications
- drawings.
- Master sample
- Restaurant menus
- Customer survey
- College curricula
- Speaker notes
- Call center script
- Visual aids e.g. photographs
- Think of medical example
- Meeting agendas and minutes
- Reports
- Inspection certificate
- Samples (e.g. sales)
- Forms
- SME- consultant’s telephone customer contact list
- SME- setup notes
- SME- website (contact details)
Things that are information (but NOT documented)
- Internal and external issues (4.1)
- Interested parties (4.2)
- Intellectual property, lessons learned (7.1.6 – Note 1)
- Products and services (8.2.1)
- Information for external providers (8.4.3) Title only
- Competence
- Other stuff
- Customer views and opinions of the organization and its products and services (9.1.2)
- Customer views (9.1.2 Note)
- Monitoring, measuring and other sources (9.1.3)
- Conformance of the quality management system (9.2.1)
- Quality performance, including. (9.3.1 c)
- Trends etc.
- Other stuff
Evidence (that is NOT information):
Give details of different levels of controls (risk) – type and extent of control status and importance necessary and sufficient confidential Consider giving details – DI for the user with the least experience The type and extent of control might vary on the size and complexity of the organization and the risk/impact of the product services provided.
Documentation should indicate, to the extent necessary, who does what, where, when, why and how, Who the creator (author), reader, updater etc.
Electronic format
Who is assumed to be a human being: now it can be machines. Electronic controls of Documented Information (DI).
It should clearly and accurately reflect what really happens; it should not be a wish list of what you would like to happen in your organization. For example, it is not necessary to have a formal document-on how to open a door simply putting “push” or “pull” on the door suffices.
You have to decide how much detail is needed. This will depend largely on the methods used, the skills needed, the training undertaken and the extent of supervision required. Excessive detail does not necessarily give you more control of the activity and should be avoided. Competence can reduce the need for detailed documentation, providing that everybody has the information they need to do their job correctly. However, it is important to ensure that necessary training is provided in accordance with clause 7.2.
SME most if not all DI may be in a single place.
Existing documentation might be necessary and adequate.
Fair warning – By doing this you will create a unique set of documentation for your organization; it is therefore extremely inadvisable to “import” your quality management system documentation from another organization or source; without very careful consideration.
Providing the necessary information
With respect to Iraq, efficiency and quality are equally important in the manufacturing sector. In light of intensifying competition combined with increasing demand for quality products, manufacturers are increasingly being responsive to ISO Certification as a means to enhance processes and ensure quality standards are met.
Some of the most important ISO standards for manufacturers in Iraq include:
- ISO 9001 is concerned with quality management systems and product quality. With this certification, manufacturers demonstrate that they consistently meet customer expectations as well as international standards.
- ISO 14001 is about Environmental Management Systems. Sustainability is becoming a concern for many manufacturers, and Iraqi manufacturers are not exempt. This certification aims to help comply with environmental laws and standards, while also reducing negative impacts on the environment.
- ISO 45001 is for occupational health and safety management. Ensuring safety in places where products are manufactured is critical. With ISO 45001, manufacturers embrace employee safety as the cornerstone of reducing accidents at the workplace.
Iraq manufacturers would benefit from increased product quality, reduced costs, and a better work environment by following these ISO standards.
Conclusion
A strong Quality Management System relies on clear awareness, effective communication, and well-organized documentation. By ensuring employees understand their roles, fostering open communication, and maintaining accurate records, organizations can achieve operational excellence and customer satisfaction. Remember, a QMS is not just about compliance—it’s about creating a culture of continuous improvement. Start small, stay consistent, and watch your organization thrive.
FAQ
Why is employee awareness important in a QMS?
Employee awareness ensures everyone understands their role in maintaining quality. It helps align individual actions with organizational goals, leading to better product quality and customer satisfaction.
How can communication improve a QMS?
Effective communication ensures that information flows smoothly across all levels of the organization. It reduces errors, resolves issues quickly, and keeps everyone informed about quality objectives and updates.
What is the role of documentation in a QMS?
Documentation provides a clear record of processes, policies, and results. It ensures consistency, helps in audits, and serves as evidence of compliance with quality standards like ISO 9001.
