QMS Implementation – A shift to Process Management
Recently, there has been a gradual but noticeable paradigm shift in the quality field. Nowthe organizations are beginning to realize that the only way to understand how anorganization operates, and thus to improve its performance, is by discussing and assessingquality in the context of business process.Now the organizations are realizing that all the work in an organization is accomplished bythe execution of business processes. Therefore, the quality of a product is largely dictatedby the capability of the process used to produce it. That is, a high-quality process willdeliver a high quality output.This realization has led to a shift in management style from department or functionmanagement to a process management. Consequently, process management and processimprovement often are used synonymously with quality management and qualityimprovement, respectively.Due to this paradigm shift in the quantity profession, the task of establishing a QMS isviewed fundamentally as the establishment of the necessary infrastructure to manage andcontinuously improve an organization process. Such a process management infrastructurecomprises the organization’s process assets.Additionally process assets include tools, methods, resources, employee competencies,templates, forms, standards, and other such documents that are necessary to support theexecution of the organization’s defined processes. Once personnel start executing theprocess in the defined QMS, the documents and records produced serve as evidence of usethe QMS.