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Catch up on the latest news in Quality Management with the IBS America, Inc. daily newspaper - a collection of quality articles from multiple authors and quality specialists.
Read today's edition of "Quality Management 2.0 Daily"
Last time we continued our journey on Integrated Management Systems (IMS) by discussing the three key concepts of a successful IMS. To refresh they are:
Last month we ventured into a new realm of integrated management systems (here it is if you missed it - Stop Wasting Everyone’s Time with a Disjointed QMS). What does it take to implement an integrated management system that cuts across traditional silos like quality, service, production, environmental, financial, health and safety, etc.?
The next version of QSi Reports, 8.0, is ready for release. It will be available via file transfer for current users of QSi Reports who have a maintenance agreement. The major reason for this new version is to insure compatibility with current applications and operating systems.
As publisher of Quality Digest, I often take a somewhat dispassionate view of process and performance errors. After all, our typical reader is a quality professional whose job, in part, is to figure out why something went wrong and prevent it from occurring again.
We are all doing triple the amount of work that we need to do, and most of us don’t even know it! At the same time, we are making things more difficult for everyone around us. The saddest part is that we’ve been doing it for a long time.
The Business Case for taking EQMS beyond NC/CAPA
Depending on the culture, size, industry and the challenges that you are facing, your organization focuses on employees, customers, or business optimization and leverage various processes, tools, metrics and controls during the implementation of their Quality Management programs. This study, conducted by the Aberdeen Group, will allow your organization to benchmark itself against peers and Best-in-Class companies according to its ability to provide safe and on-spec products to the marketplace and track these products across the extended value chain.
As much as having a solid Quality Management System (QMS) a major compliment to that system is its ability to provide a strong level of security. Security is a major component to rolling your system. It goes beyond who can create, work, review and approve documents. Once the data is loaded you are now faced with the challenge to protect that data by securing information that may be proprietary sensitive or carry with it some legal reason that it must remain secure and for only designated eyes.
The supply chain manager depends on a presumption of quality from his suppliers. But what can he do to evaluate his suppliers even before he has a track record from working with them? The automotive industry has developed a tool that helps suppliers provide their customers with an assurance of their ability to meet supply chain performance commitments. The tool, with the odd handle of "MMOG/LE", is a standardized self-assessment survey made up of 206 questions that a supplier would complete and provide to a customer. (Right now, Chrysler, Ford, and GM require MMOG/LE from their suppliers.)
A few weeks ago, my guest post on IBS’s Quality Management 2.0 Blog highlighted some of LNS Research’s recent survey results. It showed the connection between quality management objectives and the measurement of the cost of quality. Interestingly, our research also shows that companies measuring the cost of quality are more likely to invest in and leverage a Quality Management Solution.
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