Bladen Wines Limited QMS Report
An organization’s Quality Management System may be considered as the cornerstone of quality in the proper functioning of the organization that truly reflects the idea of establishing the rule for true relationship between a customer’s needs and the employees of the organization. The major impact of the functioning of a company that has fully implemented the QMS refers to accurately define processes, prepare the standard procedures of operation of the company, procedures or guidelines, which eventually result in the production of quality products as well as services (Flynn, Schroeder, & Sakakibara, 1995). The success of the QMS operations at Bladen Wines will only be determined by the relationship it has with its QMS manager. A QMS manager is overall responsible for creating the Quality strategy, processes, policies, systems, and standards for the organization as well as the operations of its chain of supply.
Also, a QMS manager may play the role of carrying out auditing processes to ensure compliance though it may be conducted by a third party accredited institution. Thus, the quality manager needs to establish and ensure the continuous improvement of the QMS processes. The quality manager determines and implements a company’s processes as well as interactions after which he will ensure that the maintenance of the process flow mapping as a way of keeping track of the continuous improvement of the Quality Management Systems. Therefore, the quality manager performs the roles of maintaining the process integration flow. The involvement of people is another principle of quality management systems that recognize that an organization is only good as the employees it hires.
This is because a good organization allows employees to use their abilities and provides for them the chance of releasing their potential. Furthermore, the process of communication needs to be effective and efficient in order to properly communicate the quality policy, objectives, planned requirements as well as the feedback on the accomplishments of the company. The success of the operations of the QMS is thus determined by the continuing active involvement of employees which is a role of the quality manager. Process approach, the results in quality management systems can efficiently be achieved if the necessary resources and activities are combined and managed as a process. Thus, a company needs to define individual process steps, its inputs as well as outputs and interfaces with the function of the organization identified.
For the manager of an organization to ensure the proper running of the processes of an organization, the possible causes of errors need to be known and the responsibilities established (Misztal, 2015). Furthermore, when the quality manager coordinates competencies as well as the tasks for superordinate goals, it allows him to prevent the overlapping of competencies besides stimulating teamwork. The principle of the system approach to management is about having an in-depth knowledge of and managing processes in accordance with the contribution of a system towards achieving the objectives of a company (Levine & Toffel, 2010). This allows for the structuring of the system in an efficient way to ensure that there is a proper understanding of the roles as well as responsibilities for accomplishing common objectives and minimizing cross-functional barriers.
It is the role of the quality manager to identify the major processes for the company’s performance and master their manner of interaction to help enhance the performance of the organization. In continuous improvement, QMS realizes that quality and competence are not static, rather they are dynamic values and they apply to an organization and its employees. This, in turn, helps in optimizing the system performance and processes of the company with regard to information and account data. Furthermore, it helps in managing improvement processes as well as preventing problems in the future. The factual approach offers the ability to make appropriate and effective decisions which are critical for the satisfaction of customers, management of employees and the general maximized operations within the organization.
The factual approach offers a number of benefits within the processes of quality management. This includes: • The ability to decide with regards to situations that demand action • The improved ability to prove the efficacy of previous decisions by referring to reference documents. The company needs to take steps in order to make adjustments to enhance the quality of its products, something that is necessary for maximizing self-confidence and the employees’ pride towards serving their customers. The quality manager of Bladen Wines Limited may achieve this by increasing their own awareness and that of their employees in regards to the changing customer and market patterns as well as the increased global competition for improved quality products. The effectiveness of the quality management system is however strongly depended on the reliability and efficiency of the quality manager in fulfilling his responsibilities.
The conditions for the success of the operations at the quality management systems help provide the business with an insight on self-evaluation prior to making major and final decisions regarding the possibilities of implementation. PART B Introduction The drive for increased quality started in the manufacturing companies of America in the 1980s after it was initiated by Japanese manufacturers. Smith (2013) conducted a quantitative research on the performance of QMS. The value of the health of a definitive management measure is based on the provision of a point of reference. This can fuel the drive to endlessly enhance compliance with the quality management system. The Measurement of Quality Management Systems The measurement of an organizations quality management system is an integral part of the company’s overall quality control program.
The company might not be registered to International Standards but the customers will definitely audit the company’s system. The regular review regarding the effectiveness of the company's quality initiatives normally forms the bases of measurement on the overall effectiveness of the quality management system. Also, negative results are not usually indicative of a quality system that is ineffective. Rather, the manner that the company responds with remedial actions and displays demonstrable progress over time, tends to generate positive outcomes. The company also needs to conduct regular audits on its program. The internal auditing program is viewed as one of the metrics for defining the effectiveness of the quality system, the program is required to conduct a review of every quality objective as part of the similar effort by observing the performance of the employees and conducting a review of quality records (Arthur, 2017).
Studies conducted in both small and medium certified enterprises in Australia have revealed that significant benefits and improvements of QMS can only be observed in relation to a greater quality awareness, internal improvement, enhanced product quality and enhanced awareness of issues within the working environment of organizations. Contrastingly, other studies have come up with slightly opposite results when implementing the ISO 9001. These studies have discovered that there lacks a positive relationship between performance and ISO certified organizations. To add on that, studies conducted on Spanish organizations revealed that quality management systems do not have positive impacts on the sales and profitability of a company. Other experts also argue that certification alone does not have a positive impact on performance improvement in an organization.
This is because a fully established internal network in a company enhances the quality of after-sale services and also the satisfaction of customers. There are numerous after sale services that follow the sale of a product or services like for instance customer education, or the handling of customer complaints. Hence when a company’s internal organization has been properly established and managed, the delivery of services is conducted in an organized manner with the final goal of achieving customer satisfaction (Piskar, 2007). The study also showed the insignificant impacts of the standards on the increase in sales, number of new customers and profitability. The author also states that companies that have quality standards many years ago have had an easy time in identifying with the impact of the standards on their companies (Piskar, 2007).
Continuous improvement is a critical success factor for an organization that needs to earn the long-term benefits that come as a result of setting up quality management system. Studies have shown that the reward system, the top management and the rest of the employees, as well as the knowledge of quality management systems, are among the success factors for the maintenance of 9000 (KAZILIUNAS, 2010). These factors also help to achieve positive benefits of certification. Furthermore, the continuous improvement of people, processes, and systems are also critical factors for the sustenance of quality management system. It thus helps to use other tools and methods to obtain the demanded quality. Previous research has shown that while some companies are able to identify with the positive benefits of certification, some companies cannot.
The manager is therefore advised to increase their awareness of the critical success factors when implementing a quality management system. Furthermore, they need to have a knowledge of some of the pitfalls to avoid and how to overcome them in order to ensure that they run an effective quality management system. References Alolayan, S. An assessment of quality management system indicators for the ISO 9001: 2008 certified work organizations in Kuwait (Doctoral dissertation, Dublin City University). Decision Sciences, 26(5), 659-691. KAZILIUNAS, A. Success factors for quality management systems: certification benefits. Intelektine Ekonomika, (2). Kaziliunas, A. , & Toffel, M. W. Quality management and job quality: How the ISO 9001 standard for quality management systems affect employees and employers. Management Science, 56(6), 978-996. Midor, K. , & Gjorgjeska, B. (2013, October). The significance of the quality management system in making management decisions.
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