During my courses preparing quality professionals to successfully take certification exams offered by American Society for Quality (ASQ), one topic that constantly comes up is the challenge of getting organizational management to support quality initiatives.
When you have a CMMS in place, then your operations will be dependent on the information that is provided by the system, such as asset availability, budget variances, energy consumption, performance, work backlog and payroll hours.
The management systems auditing community has recently engaged in a lot of talk about how to audit a quality management system (QMS) when there are minimal requirements for documentation in the ISO 9001:2015 standard.
Long-term prosperity in business is rare and decreasing. In the U.S., for example, research has shown that companies currently remain in the S&P 500 index for an average of just 18 years, down from 61 years in 1958. And it’s a similar story elsewhere in today’s dynamic, interconnected world.
An effective quality system not only provides a competitive advantage by guiding the organization toward improved performance but more importantly, it is a key factor in mitigating product and business risk by detecting and preventing defects along the way.