| Quality Management Service - Chapters: |
| 1. Introduction all the processes and procedures (activities) at the place of work. |
| 2. Executive Summary with the help of all involved people )workers) whether any procedure has significant associated hazards that could cause harm. |
| 3. Glossary risks that can leas to serious injury (accidents or long term sickness) by removing the hazard, modifying the work process aand protecting the people involced (workers). |
| 4. Context of the Organisation whether the measures you have put in place to protect people are working properly and that the rules are being followed. |
| 5. Leadership by always looking out for what could be done better and more safely. |
| 6. Planning by always looking out for what could be done better and more safely. |
| 7. Support by always looking out for what could be done better and more safely. |
| 8. Operation by always looking out for what could be done better and more safely. |
| 9. Performance Evaluation by always looking out for what could be done better and more safely. |
| 10. Improvement by always looking out for what could be done better and more safely. |
| 3. Quality Principles: |
| 1. Customer Focus where the term customer includes prospects, suppliers, vendors, contractors, partners, employees, staff and other people. This standard relates to customer needs and customer service: the business should understand their customers and seek to meet their requirements. Where possible, the business should aim to exceed customer expectations. The benefits of this are increased customer loyalty, increased revenue due to the ability to spot new customer opportunities and increased effectiveness of processes related to customer satisfaction. |
| 2. Leadership as a top-down boardroom decision and direction. This standard relates to the direction of the business: the business should have clear objectives and people should be actively involved in achieving this. The benefits of this are primarily employee engagement and increased motivation: research has shown that if people have easy access to the business vision they are likely to be more productive. One of the most comments employee complaints is lack of communication; this principle seeks to rectify that. |
| 3. Involvement of People as a QMS by the people for the people. This principle recognizes that a business is nothing without its staff and that their abilities should be used to full effect for business success. The benefits of this principle are employee motivation and increased innovation. When people feel that their skills are being used well they are more likely to work to their maximum potential and contribute ideas. This principle also emphasises the importance of making people accountable for their actions, leading to a greater feeling of responsibility. |
| 4. Process Approach is driven by policies, processes and procedures that become business rules. The process approach relates to efficiency and the understanding that appropriate processes will speed up activities. The main benefits of this, aside from efficiency, are reduced costs due to effective use of resources, improved and consistent results and focussed improvements. |
| 5. System Approach to Management where personal opinions are replaced by documented procedures. Identifying, understanding and managing interrelated processes as a system contributes to the businesss effectiveness and efficiency in achieving its objectives. This means that multiple processes are managed together as a system which should lead to greater efficiency. When implemented, this principle allows a business to focus efforts on the processes that are key to success as well as aligning complementary processes for improved efficiency. This process fosters a greater understanding of the interrelation of various business elements. |
| 6. Continued Improvement is built into the culture and everything that happens. This principle is very straight forward: continual improvement should be an active business objective. The benefits of this are clear: increased ability to embrace new opportunities, businessal flexibility and improved performance. Especially in difficult economic times, the businesses that thrive are those that can adapt to new market situations. Evolution favours those that can rapidly adapt to change. |
| 7. Factual Approach to Decision Making is also known as Evidence Management and big data behaviour capture. A logical approach, based on data and analysis, is good business sense. Unfortunately, in a fast paced workplace, decisions can often be made rashly, without proper thought. The efficiency that will have been imbued in the business after the implementation of prior principles will allow decisions to be made with clarity. Informed decisions lead to improved understanding of the marketplace as data is collated and analysed, and the ability to defend past decisions. |
| 8. Mutually Beneficial Supplier Relationships is also known as supply chain partnering where many companies cooperate to deliver much more than the sum of the parts. This principle related to supply chains and acknowledges that the relationship between a business and its suppliers is interdependent. A strong relationship between the two will enhance productivity and encourage seamless workign practices. The benefits are optimisation of costs and resources fostering long term partnerships and the flexibility of joint responces to changing market and customer needs. |