OPS909 Total Quality Management Report 1 Sample
ASSESSMENT BRIEF
How would you implement a quality management system complying with ISO 9001?
You have been appointed as the Quality Manager of a company of your choosing and have been asked to implement a quality management system into the company.
You must choose a specific industry and show how you could apply the requirements of ISO 9001:2015 to establish a quality management system in that industry in your home country.
Your answer must show that you understand the application of the requirements of the ISO 9001:2015 standard. It must include any aspects of change management that would be necessary to implement the program and must be supported by literature references. At least 5 of the references must be journal articles, preferably post 2015.
Your report must include the steps that you would take to implement the system. You have been given 6 months to implement the system. Your report MUST include a Gantt chart setting out the activities that you would undertake and the order and timing in which you would complete them.
You may use a previous company that you worked for but you can not use a company that has already been certified. If you have not worked for a company before you can choose an industry and make up your own company.
If you choose a company in the food industry you must consider the requirements of ISO 22000 as well as ISO 9001.
Report Structure
Introduction
Company Information (products or services/ Company Structure)
Literature Research
Company/Industry
Reason for organisations want QMS
Process of Implementation
Audit/Evaluation
Conclusion
Solution
Introduction
Organisations use ISO standards to demonstrate their ability to provide services and products that meet the requirement of customers and regulatory compliance. The report will particularly focus on ISO: 9001 and its requirements for the company of Construction Software Ltd. There will be consideration of QMS and its requirements for Construction Software Ltd. The study will additionally emphasise the implementation process of ISO 9001 in the company above and its evaluation.
Company Information (products or services/ Company Structure)
Construction Software Ltd is a privately owned company in Australia and New Zealand. However, the company has a client database in countries of Indonesia and the South Pacific (Construction Software, 2023). The company has a consolidated client base that consists of primary tiers, 3 and 2 subcontractors and main contractors. The staff of operations associated with the construction software brand is construction professionals from experienced backgrounds. These professionals include main contractors, project managers, subcontractors and design managers (Construction Software, 2023). The multi-divisional structure of the company consists of these professionals along with a board of directors, business analysts and engineers of software testing and marketing teams. Construction Software Ltd. professionals offer a suite comprising CAT Projects, CAT Safety, CAT Plan and CAT Checkpoint. The company is focused on developing this software suite that gives the client remote access for the execution of effective and efficient operations.
The major factor for implementing this suite is the continuous evolution of mobile and web technology. The primary objective of the Construction Software is to provide digital tools for managing regular activities and ensuring a consistent presentation. The software the company delivers is offered as SaaS (Software as a service), giving the client companies affordable options (Construction Software, 2022). The organisation has kept a minimum structure of fees for companies in tiers 4, 3 and 2 to access the functionality and tools. The organisation provides avenues to project software management by streamlining effective decisions for business profitability. The infrastructure and design provided by the software suite utilise stable and advanced data and technology security for backup. The organisation provides updated services regarding functionalities of the mobile web as per the clients' requests (Johnston, 2023). These services comprise site personnel and mobile personnel under CAT projects, CAT Plan, CAT Projects and CAT CheckPoint.
Literature Research
Company/Industry
ISO 9001:2015 is a process of appropriate and specific documentation covering seven key areas of the organisational operation. Such key areas are considered the clauses which are an integral part of the Quality management system.
Context of the organisation: According to clause 4 of ISO 9001 construction industry of Australia must have to satisfy the internal and external factors of the business through proper services and quality (Nurcahyo et al., 2019). Construction software has to determine the internal and external factors of its business aspects for further development in the ISO accreditation process. Monitoring key stakeholders such as software engineers, suppliers, customers and investors will be important to enlist the database for documentation procedure. Market analysis is the prime aspect of getting an ISO certificate. In aiming to satisfy this criterion, an exact understanding of the customers' needs has to be done by the organisation for university assignment help.
Leadership: As per the guideline of clause 5, ISO 9001 standards identify the commitment and dedication of the top management team, which relates to the industry's leadership. Annual reviewing, quality objectives, policy establishment, communication, implementation in the real field. However, management system creation must be documented properly to get certified in favour of the Construction software (Sá et al., 2022).
Planning: Clause 6 is crucial due to its efficiency and regulatory capability. It involves documenting potential risks for the Construction industry in the existing market and recommendations to overcome those. There is also an inclusion of the document stating the probable plans to produce effectiveness in future within the same market.
Support: Through clause 7, ISO: 9001 requires the infrastructure of the construction software to be solid and robust. The working ambience must be conducive to producing the efficacious stratagems that ensure organisational development (ISO, 2023). The infrastructure will encourage employees to have intuitive, smart and sustainable technology. The synchronisation of all the resources makes for the systematic ways that the organisations leverage to capture market growth.
Operation: ISO 9001 will concentrate on the principles of quality management and improvement of management implications. As per Clause 8, the review of the development output must be recorded to inspect, monitor and test the company's needs to ensure the product quality that gives the best services. The Construction software rules must govern the records' storage and creation. Employers are required to manage the quality performance of the organisations. Delivery of the services to the organisations must offer reliable services to the clients.
Performance evaluation: The construction industry abides by the requirements of the processes that analyse the outputs in a management system. All aspects of the QMS must be in places that render the best operations in the management.
Improvement: The goals must be there that will strengthen the construction management policies (Fuchs, Aghajanzadeh & Therkelsen, 2020). The final clause contains the rules and responsibilities for the employees to attain the goals with sincerity and promptly. The rules stress that the industry needs to implement quality management tools that guarantee success and operational strength.
Reason for organisations want QMS
The quality management system is a systematic approach organisation take for better market expansion. It is a formal systematic tool used to develop lean methods for a better understanding of the market and potential growth of the organisation. Construction Software is a company in Australia that wants to enlist its organisation in the ISO 9001:2015 to develop its market growth and business revenue. Generally, QMS helps to discard unnecessary activities to remove the gap in organisational operations and precisely, it enhances the overall performance (Babalola, Ibem & Ezema, 2019). There are numerous opportunities based on which Construction software is determined to get this certificate, such as customer satisfaction, organisational culture, compliance, effectiveness, etc.
Primarily ISO 9007:2015 allows binding all the proceedings and services through documentation. Such a documented approach eases understanding the customers about industry activities and organisational practices. Customer satisfaction is achieved through such activities in which a framework appears close to the services and offerings of Australia's construction industry (Pambreni et al., 2019). The latest standards and regulations are included in this certification process, suitable for the potential market growth following the latest market trend. An appropriate Quality management system helps to lower the annual budget and increase the annual revenue in favour of the organisation.
PDCA cycle of quality management includes all the processes for betterment in the training sections of the employees and new joiners. The primary aim of this managemental process is to improve the work efficiency of the workers and increase productivity (Ong et al., 2020). Construction software can implement Plan-Do-Check-Act process for further development in their business operations. Most effectively, it will be the prime job of the management team of Construction software to understand the requirements of ISO 9001:2015, such as clause number 7, which is adequate resources responsible for the operational driving of the Quality management system.
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Figure 1: PDCA cycle
Source: (Hill, 2022)
Organisational culture is one of the prime reasons for the company to adopt QMS, aiming to provide a healthy work culture. Organisation culture also includes change management, which is a mandatory and certain adaptation to maintain the workflow. On the other hand, organisational culture is the prime reason for a high employee engagement rate, increasing productivity and others (Pacana & Ulewicz, 2020). These reasons make QMS an important practice for Construction software to get a competitive advantage in the Australian market and fulfil specified ISO criteria.
QMS is essential to maintain statutory and regulatory norms of Construction software by thoroughly monitoring performance, leadership and many more. QMS also includes risk and opportunity assessment, which can be helpful for the organisation to build recommended legal and operational structures to maintain its empathy and significance across the Australian market. Thus, it is proved that such a management system provides favourable conditions for the chosen organisation to expand its business and create a better company portfolio. It also helps to increase its brand value among the customers. Successful implementation of QMS will provide a great opportunity to get ISO certified.
Process of Implementation
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Figure 2: Implication chart
Source: (Self developed)
Source: (Self developed)
Step 1: Maintaining and implementing a quality management mechanism based on ISO 9001 requires some steps. Guidance is provided regarding how the audit programme must be operated and how the internal and external audits might be carried out. In order to ensure long-term success, the construction software must perform the steps effectively (Borg, 2021). First of all, the top management must have the unanimous opinion that the QMS is imperative, quality objectives must be determined and the policies contained in ISO be defined. The requirements of the clients and parties' expectations must be evaluated. Risk-based thinking must be progressive and conform to the standards' typical application.
Step 2: Identifying the key processes is the major element in strengthening the management. The opportunities involved in the project apply to the management mechanisms that are comprehensible for the organisation to define management dynamism. QMS scopes will have to be determined that might make the ISO implementation successful (Hinsch, 2019). The risks being addressed this is significant to monitor the opportunities and the process impact.
Step 3: Quality management must be planned to address the gaps in the prevalent system. The processes must be controlled to support the organisation and evaluate performance (Jannah et al., 2020). The planning must align with the organisational support and the continuation of performance. Consumer satisfaction will lie at the centre that promotes sustainability and feasibility. The construction software must review the matrix demonstrating the correlation between ISO: 2008 and ISO: 2015. The quality of products in the software must evaluate the objectives based on the decisions of the contractors and the subcontractors. The facilities and the skills must be reinforced so that the construction software will prove itself to create unique propositions.
Step 4: Construction Software must document the activities and control the processes that make the consistent information per the needs. It has to ensure that the QMS process must conform to ISO 9001 (Fuchs, Aghajanzadeh & Therkelsen, 2020). Leadership must be flexible to advocate support for the organisational mechanisms. Plans must be integrated to add to the desirable effects. Plans must be contingent to prevent the undesired effects. The organisation must have a robust infrastructure to offer effective financial benefits.
Step 5: The process must be managed by measuring equipment and controlling the system. Employees must be trained to give operations effectiveness and flexibility (Hammar, 2022). Continual improvement in quality management must be ensured so that leadership planning will be effective in value generation and better supervision of the annual reviews.
Step 6: Performance must be measured and there will be effectiveness in an audit that focuses on the consistency of the operational changes (ISO, 2023). The successful QMS must corroborate the goals and objectives of Construction Software. Consistent procedures will be indispensable to the personnel to identify the activities that consider the changes before the implementation.
Step 7: Construction software must seek a third party's certification to rectify organisational errors (Borg, 2021). The business excellence process must be incorporated to ensure smooth and productive company operations.
Audit/Evaluation
Applying the "process approach" is an essential requisite for ISO 9001 and imperative for the quality management system. Construction Software Ltd.'s auditors must understand that QMS auditing implies auditing the company's process and its interactions. The process approach is recognised as one of the chief principles of QMS and ensures retrieving predictable and consistent results for business functioning (Lenning & Gremyr, 2022). The major components of the process approach of auditing for Construction Software Ltd consist of sources of inputs, activities, outputs and outputs receivers. These components will guide the auditors in Construction Software for consolidating the sequence of auditing. For instance, the organisation's auditors have to estimate the required inputs along with the expected outcome in advance. Similarly, the auditors must address the opportunities and risks encountered in the process (El Manzani Sidmou & Cegarra, 2019). Eventually, the auditors can give insights to the company for improving the process and QMS.
The auditing process will need assistance with documents such as process maps, process sheets, turtle diagrams and IT workflows. However, in discrepancies between the interpretation between the auditee and the auditor of Construction Software Ltd, the auditor must reconcile with the auditee's interpretations. The auditee has the equitable right to use terminology that complies with the business and satisfies the QMS (Refaat & El-Henawy, 2019). The measurement, improvement and monitoring of business processes that depend on the Construction Software context, which determines opportunities, risks and strategic intent. The auditor has to consider the information given by the auditee, particularly documented information (El Manzani Sidmou & Cegarra, 2019). This is crucial when the company supplies information regarding the interaction between software suits and architecture. The auditor needs to take samples of the software suite to verify the description rendered by the documented information is similar to the process interrelation.
Conclusion
After completing the business report, it can be concluded that ISO 9001:2015 is a certification process to improve brand visibility among customers. Primarily numerous procedures are included to accomplish the task. However, customers’ behaviour is being influenced by such a gist of services and potential to meet the demand by Construction software in developed nations such as Australia.
References
Babalola, O., Ibem, E. O., & Ezema, I. C. (2019). Implementation of lean practices in the construction industry: A systematic review. Building and Environment, 148, 34-43. DOI: https://doi.org/10.1016/j.buildenv.2018.10.051
Borg, L. (2021). Implementation of the ISO 9001 quality management system - theseus. https://www.theseus.fi/bitstream/handle/10024/494301/Borg_Lauri.pdf?sequence=2
Construction Software. (2023, June 2). About Us. Construction Software. https://constructionsoftware.biz/aboutus/
Construction Software. (2022, December 5). Software advantages. Construction Software. https://constructionsoftware.biz/constructionsoftwareadvantages/
El Manzani, Y., Sidmou, M. L., & Cegarra, J. J. (2019). Does IS0 9001 quality management system support product innovation? An analysis from the sociotechnical systems theory. International Journal of Quality & Reliability Management. DOI: 10.1108/IJQRM-09-2017-0174
Fuchs, H., Aghajanzadeh, A., & Therkelsen, P. (2020). Identification of drivers, benefits, and challenges of ISO 50001 through case study content analysis. Energy policy, 142, 111443. DOI: https://doi.org/10.1016/j.enpol.2020.111443
Hammar, M. (2022, December 27). What is a Quality Management System (QMS) in ISO 9001?. 9001Academy. https://advisera.com/9001academy/knowledgebase/quality-management-system-what-is-it/
Hill, S.St. (2022) History of the Quality Management System, Arena. Available at: https://www.arenasolutions.com/blog/history-of-the-quality-management-system/ (Accessed: 09 June 2023).
Hinsch, M. (2019). ISO 9001:2015 for everyday operations all facts - short, concise and understandable. Springer Vieweg.
ISO. (2023, April 3). About Us. ISO. https://www.iso.org/about-us.html
Jannah, M., Fahlevi, M., Paulina, J., Nugroho, B. S., Purwanto, A., Subarkah, M. A., & Cahyono, Y. (2020). Effect of ISO 9001, ISO 45001 and ISO 14000 toward financial performance of Indonesian manufacturing. Systematic Reviews in Pharmacy, 11(10), 894-902. DOI: 10.1108/TQM-02-2019-0053
Johnston, P. (2023, March 2). Available mobile web functionalities. Construction Software. https://constructionsoftware.biz/available-mobile-web-functionalities/
Lenning, J., & Gremyr, I. (2022). Unleashing the potential of internal audits: a review and research agenda. Total Quality Management & Business Excellence, 33(9-10), 994-1010. DOI: https://doi.org/10.1080/14783363.2021.1911635
Nurcahyo, R., Apriliani, F., Muslim, E., & Wibowo, A. D. (2019). The analysis of the implementation of 5-S principles integrated with ISO 9001 requirements at higher education level. Sage Open, 9(3), 2158244019870773. DOI: https://doi.org/10.1177/2158244019870773
Ong, F., Purwanto, A., Supono, J., Hasna, S., Novitasari, D., & Asbari, M. (2020). Does Quality Management System ISO 9001: 2015 Influence Company Performance? Anwers from Indonesian Tourism Industries. Test Engineering & Management, 83, 24808-24817. Retrieved from: https://www.researchgate.net/profile/Masduki-Asbari/publication/342975441_Does_Quality_Management_System_ISO_90012015_Influence_Company_
Performance_Answers_from_Indonesian_Tourism_Industries/links/5f0fbf9892851c1eff1556ba/Does-Quality-Management-System-ISO-90012015-Influence-Company-Performance-Answers-from-Indonesian-Tourism-Industries.pdf
Pacana, A., & Ulewicz, R. (2020). Analysis of causes and effects of implementation of the quality management system compliant with ISO 9001. Polish Journal of Management Studies, 21(1), 283-296. DOI: https://doi.org/10.1016/j.adengl.2019.01.003
Pambreni, Y., Khatibi, A., Azam, S., & Tham, J. J. M. S. L. (2019). The influence of total quality management toward organisation performance. Management Science Letters, 9(9), 1397-1406. doi: 10.5267/j.msl.2019.5.011
Refaat, R., & El-Henawy, I. M. (2019). Innovative method to evaluate quality management system audit results’ using single value neutrosophic number. Cognitive Systems Research, 57, 197-206. DOI: https://doi.org/10.1016/j.cogsys.2018.10.014
Sá, J. C., Vaz, S., Carvalho, O., Lima, V., Morgado, L., Fonseca, L., ... & Santos, G. (2022). A model of integration ISO 9001 with Lean six sigma and main benefits achieved. Total Quality Management & Business Excellence, 33(1-2), 218-242. DOI: https://doi.org/10.1080/14783363.2020.1829969
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