International Quality Maturity Model: Dipsticks

International Quality Maturity Model
DipSticks
ver 1.1, April 2002
v
IQMM DipSticks  Qimpro, 2002
IQMM DipSticks
© Copyright 2001, Qimpro Standards Organization
All rights reserved. No part of this manual may be copied, reproduced, or transmitted in any form or
by any means, electronic or mechanical, including, but not limited to, photocopying, recording,
printing, or computer databases, without written permission of Qimpro Standards Organization.
This version of the IQMM DipSticks is available free of cost from Qimpro. Please write to
standards@qimpro.com to get your copy.
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 Qimpro, 2002 IQMM DipSticks
Table of Contents
Introduction 5
Structure 5
Scoring 6
Manuals 6
Self-Assessment 6
Scorecard 7
Business Elements:
1. Leadership and Strategic Planning 9
2. Company-wide Communication 12
3. Human Resource Management 15
4. Quality Management System 18
5. Cost of Poor Quality 20
6. Customer Interaction Management 22
7. Research, Design and Development 25
8. Supplier Interaction Management 28
9. Operations Management and Maintenance 31
10. Stores, Distribution, and Service Management 34
11. Inspection and Measurement 37
12. Corrective and Preventive Action 40
13. Continual Quality Improvement 43
14. Quality Audits 46
15. Stakeholder Satisfaction 49
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INTERNATIONAL QUALITY MATURITY MODEL

Introduction
The International Quality Maturity Model (IQMM) is a new-age tool for measuring, benchmarking, and
certifying the quality of management performance.
International Quality Maturity Model ver 1.1
International Quality Maturity Model
Management Support Core Processes
2. Company-wide 6. Customer interaction

communication management
3. Human resource 7. Research, design and
1. Leadership and strategic planning
management development
4. Quality management 8. Supplier interaction
15. Stakeholder satisfaction

system management
5. Cost of poor quality 9. Operations
management and
maintenance
10. Stores, distribution, and
service management
Feed back / Feed forward

11. Inspection and measurement
12. Corrective and preventive action
13. Continual quality improvement
14. Quality audits
© Qimpro Standards Organization 2001
Structure
In terms of structure, it is built around 15 business elements that are basic for world-class quality
management. Their weightage varies from industry to industry.
Each business element consists of 10 sub-elements that represent world-class practices based on
world-class management models, such as, IMC Ramkrishna Bajaj National Quality Award (2001),
Malcolm Baldrige National Quality Award (2000) and European Quality Award (2000).
These sub-elements also meet the ISO 9000:2000 requirements, and go much beyond.
The weightage of each sub-element varies depending on the industry and company under
consideration.
Scoring
The IQMM scoring software is copyrighted by Qimpro Standards Organization. The scoring leads to
an overall rating of the quality of management system/performance, on a scale Level 1 to 10.
Manuals
The IQMM is documented as follows:
1. IQMM DipSticks: This is a compilation of the 15 business elements and 150 sub-elements.
2. IQMM Users’ Manual: This is the above DipSticks, with guidelines for users, for each of the
150 sub-elements.
3. IQMM, Auditors’ Manual: This is the above Users’ Manual, with instructions for auditors, for
all key sub-elements.
Self-Assessment
The following pages present the IQMM DipSticks.
The DipSticks can be used for a quick self-assessment of your organization, based on your own
interpretation of the sub-elements, using a 10 point scale for each sub-element. The scorecard
should be used to log your scores.
As a more formal alternative:

1. Obtain top-management support for self-assessment.
2. Identify key personnel for participation, by business element.

3. Distribute the IQMM DipSticks a week in advance to each of the participants. (Contact
standards@qimpro.com for a soft copy of the DipSticks).
4. For each business element, with the relevant personnel, discuss the 10 sub-elements.
5. For each business element, with the relevant personnel, score each sub-element on a 10
point scale.
6. Log the scores on the scorecard.
For clarifications, contact standards@qimpro.com or info-india@mcgraw-hill.com.
Scorecard
Sub-elements
Business Element Total
1 2 3 4 5 6 7 8 9 10
1. Leadership and strategic

planning
2. Company-wide
communication
3. Human resource
management
4. Quality management
system
5. Cost of poor quality
6. Customer interaction
management
7. Research, design and

development
8. Supplier interaction
management
9. Operations management
and maintenance
10. Stores, distribution, and

service management
11. Inspection and

measurement
12. Corrective and preventive

action
13. Continual quality

improvement
14. Quality audits
15. Stakeholder satisfaction
Grand total
Maximum score 1500
1. Leadership and Strategic Planning

1.1 Leadership Initiatives
1.1.1 Does the organization at the corporate or local level, have a general policy
statement including quality objectives that categorically reflects senior
management’s commitment to quality?
1.1.2 Does the policy statement include a quality standard?
1.1.3 Does the policy statement include discovering external and internal customer
needs?
1.1.4 Does the policy statement include discovering the needs of society?
1.1.5 Has the policy statement been effectively implemented at all levels in the
organization?
1.2 Strategic Planning

1.2.1 Does senior management follow a standardized routine by which the strategic
planning process is periodically executed?
1.2.2 As part of the strategic planning process, do senior managers review and update
the company’s vision?
1.2.3 Does senior management use the product-life-c y c l e t heorem in strategic

planning?
1.2.4 Is there evidence that the strategic planning process covers tactical planning per
unit/division/function?
1.2.5 Is there evidence that the strategic planning process covers operational planning
and budgeting?
1.2.6 Is there evidence that strategic goals are reviewed, at a regular frequency, by
senior management?
1.3 Values
1.3.1 Is there evidence that a variety of methods and media are used to communicate
company values?
1.3.2 Are employees at all levels, and in all locations, equally exposed to the values?
1.3.3 Does senior management use innovative approaches to reinforce behaviour

consistent with values?
1.4 Organization
1.4.1 Has an overall management representative been appointed for the development,
implementation and effective operation of the quality management system?
1.4.2 Have champions been assigned responsibilities for each business element of the
quality management system?
1.4.3 Has ownership for strategic processes been established?
1.5 V i sible Leadership

1.5.1 Does senior management identify quality improvement opportunities through
assessments of customer satisfaction, cost of poor quality, competitive
benchmarking, etc?
1.5.2 Does senior management allow its employees to participate in quality
improvement activities on a regular basis?
1.5.3 Does senior and middle management participate in conducting a review of the
quality management system and improvement projects on a regular basis?
1.5.4 What percentage of senior and middle management actively participate in an

annual audit of the quality management system?
1.6 Training and Facilitation
1.6.1 Do senior managers give and receive training?

1.6.2 Do senior managers facilitate improvement project teams?
1.6.3 Do senior managers coach and counsel on the transformation process?
1.6.4 Does senior management participate in benchmarking other companies, and in

leading groups that want to benchmark their own company?
1.6.5 Does senior management participate in partnership relationships with suppliers?
1.7 Management Performance Standards

1.7.1 Have written standards for quality of management performance been established
for each business element?
1.7.2 Are quality responsibilities clearly documented in every manager’s job?
1.8 Societal Responsibilities

1.8.1 Is a systematic process used to define standards and goals that address the
needs of society?
1.8.2 Are risks and possible consequences thoroughly assessed in the process of
arriving at goals and standards?
1.8.3 Does senior management review performance against goals?
1.9 Documentation and Records

1.9.1 Does the organization have comprehensive procedures and work instructions for
Leadership and Strategic Planning?
1.9.2 Are the procedures and work instructions for this business element documented;
organized as part of the quality management system; and communicated to
relevant personnel?
1.9.3 Are records arising out of systems implementation for this business element
maintained to ensure effective retention, preservation and retrieval?
1.9.4 Is there evidence of effective use of electronic media by senior management for
online transaction and storage of information?
1.10 Best Practices

1.10.1 Is there a structured self-audit system or method implemented for Leadership and
Strategic Planning?
1.10.2 Is there a structured self-review system or method implemented for Leadership
and Strategic Planning?
1.10.3 Is there a structured self-improvement system or method implemented for

Leadership and Strategic Planning?
1.10.4 Can the organization give an example of an area in Leadership and Strategic
Planning where their approach serves as a best practice in their industry?
2. Company-wide Communication
2.1.1 Does the organization have a management policy or directive for Company -wide
Communication?
2.1.2 Is the management policy or directive for Company -wide Communication derived
from the company’s overall strategic goals and plans?
2.1.3 Does the organization deploy its Company -wide Communication policy or directive
into specific time bound goals and plans?
2.1.4 Are staff familiar with the Company -wide Communication policy or directive; and
time bound goals and plans?
2.2 Communication Capability
2.2.1 Do managerial and supervisory training programmes address capability to

communicate proper task instructions?
2.2.2 Do managerial and supervisory training programmes address capability to impart
skill development coaching?
2.2.3 Do managerial and supervisory training programmes address capability to
conduct personal contact meetings?
2.3 Orientation Programme

2.3.1 Do new and transferred employees undergo a formal orientation programme?
2.3.2 Does the orientation programme include, amongst others, an overview of the
company strategic plans/goals, quality management system, and information
systems?
2.3.3 Is there at least one follow-up session, during a new or transferred employee’s
first month of employment, to review key aspects of the orientation programme?
2.4 Task Instructi on

2.4.1 Has a formalized system been implemented, requiring managers and supervisors
to give task instructions with every new or different task assigned?
2.4.2 What percentage of managers and supervisors have been trained in giving task
instructions?
2.4.3 Is a random annual evaluation conducted to confirm that managers and

supervisors still retain their knowledge of the basic steps for giving task
instructions?
2.5 Personal Contacts

2.5.1 Has a formal procedure been implemented, requiring planned personal contacts to
be made with employees?
2.5.2 Are quality related aspects a fixed subject during planned personal contacts?
2.5.3 Is a random annual evaluation conducted to verify that planned personal contacts
with employees are being made?
2.6 Bottom-up Quality Improvement Activities

2.6.1 Is there a formal employee programme with respect to participation in quality
improvement?
2.6.2 Is there a formal follow-up system to assure employees that their contributions
will be responded to by management ?
2.6.3 Are group meetings held with employees to discuss current topics on quality
improvement?
2.6.4 Has the responsibility for conducting group meetings on quality improvement
been assigned to appropriate individuals?
2.6.5 How often are organized in-house quality improvement conferences conducted?
2.7 Information Channels
2.7.1 Does the organization share information related to quality improvement through
newsletters, bulletin boards or other channels?
2.7.2 Is there a guideline for selecting critical information?
2.7.3 Is the responsibility for issuing/updating this information clearly defined?
2.8 Awards and Recognition

2.8.1 Do individual employees or groups receive awards or recognition, based on their
contribution to quality improvement?
2.8.2 Is an increase in quality knowledge used as a criterion for employee group
awards or recognition?
2.8.3 Does a member of senior management present the quality awards or

recognitions?
Company -wide Communication?
relevant personnel?
2.9.4 Is there evidence of effective use of electronic media by all employees for online
transaction and storage of information?
2.10 Best Practices

2.10.1 Is there a structured self-audit system or method implemented for Company -wide
Communication?
2.10.2 Is there a structured self-review system or method implemented for Company -

wide Communication?
Company -wide Communication?
2.10.4 Can the organization give an example of an area in Company -wide

Communication where their approach serves as a best practice in their industry?
3. Human Resource Management

3.1.1 Does the organization have a management policy or directive for Human
Resource Management?
3.1.2 Is the management policy or directive for Human Resource Management derived
from the company’s overall strategic goals and plans?
3.1.3 Does the organization deploy its Human Resource Management policy or
directive into specific time bound goals and plans?
3.1.4 Are staff familiar with Human Resource Management policy or directive; and time
bound goals and plans?
3.2 Process Focus
3.2.1 Has the organization identified and defined (sub-)processes for Human Resource
Management as relevant to the business?
3.2.2 Have the (sub-)processes been mapped?
3.2.3 For each (sub-)process, has the organization evaluated the risks of not meeting
the output criteria?
3.2.4 Have demonstrable control mechanisms, based on the risk evaluation, been
implemented?
3.3 Quality Indicators

3.3.1 Has the organization developed quality indicators relating to the area of Human
3.3.2 To what extent do these quality indicators cover all aspects and (sub-) processes
identified in the area of Human Resource Management?
3.3.3 Are staff in the Human Resource Management area, familiar with the quality
indicators for their area and the trends they show?
3.3.4 Can the business results achieved be traced to efforts made by the organization
in the area of Human Resource Management?
3.4 Training
3.4.1 Are documented procedures established and implemented for the identification of
training needs and subsequent company -wide training?
3.4.2 Is company -wide training aligned to the company’s strategic and operational
goals?
3.4.3 Do customer contact employees receive special training?

3.4.4 Has the management representative passed an auditors examination?
3.4.5 Are personnel performing specific tasks properly qualified?
3.4.6 Are methods in place and followed to evaluate the effectiveness of each training
course/programme?
3.5 T e a m w o r k Development
3.5.1 Does the organization have a system to develop teamwork?
3.5.2 Do senior managers participate in facilitating teamwork?

3.5.3 Are team goals aligned with strategic and operational goals?
3.5.4 Do compensation and recognition programmes reinforce high performance
teamwork?
3.6 Career Development

3.6.1 Is there a system for periodic evaluation of individual employee’s career paths
and, when needed or desired, are changes in positions considered?
3.6.2 Has a system of replacement for career planning been established which
identifies stand-in candidates for all positions?
3.6.3 Does the organization have a list of candidates selected to receive special
attention/preparation for future managerial/technical positions?
3.7 Employee Appraisal
3.7.1 Has a documented procedure been implemented for holding regular appraisals to
discuss employee performance with their immediate supervisors?
3.7.2 Are individual and team objectives systematically reviewed for currency and
alignment with strategic and operational goals?
3.7.3 Have the managers involved in appraisals, had training in appraisal techniques?
3.8 E m p l o y e e W e l l -Being
3.8.1 Are criteria defined for, and measurement done of, employee satisfaction?
3.8.2 Is the above information used as input for specific improvement action?
3.8.3 Does the organization provide a variety of services, facilities and opportunities to
build employee well-being and satisfaction?

Human Resource Management?
relevant personnel?
3.9.3 A re records arising out of systems implementation for this business element
3.10 Best Practices
3.10.1 Is there a structured self-audit system or method implemented for Human

3.10.2 Is there a structured self-review system or method implemented for Human

3.10.3 Is there a structured self-improvement system or method implemented for Human

3.10.4 Can the organization give an example of an area in Human Resource
Management where their approach serves as a best practice in their industry?
4. Quality Management System

4.1.1 Does the organization have a management policy or directive related to the area of Quality
Management System?
4.1.2 Is there a Quality Manual in which the structure of the quality system
documentat ion (quality manual, work instructions, quality plans, etc) is clearly
defined?
4.1.3 Is the quality system structured and adapted to the company’s particular type of
business?
4.2 Scope
4.2.1 Does the quality management system clearly address the following elements of a
quality system?
4.2.2 Does the quality system also address the following elements?
4.3 Implementation
4.3.1 In order to implement and maintain the quality management system, has the organization
identified and provided adequate resources?
4.3.2 Has the inter-relationship of all personnel affecting quality been defined and
documented?
4.3.3 Is a system in place defining organizational interfaces in order to ensure
management of appropriate activities during concept development through
production phases?
4.3.4 Do staff have access to the quality system documentation, particularly to those
parts pertaining to their work?
4.4 Assessment
4.4.1 Does the management require an independent assessment of the organization’s
progress in developing, implementing, and operation of an effective quality
system?
4.5 Document Control

4.5.1 Is there a documented procedure that covers control of the organization’s quality
system documentation?
4.5.2 Is there a documented procedure for control of documents of external origin?
4.5.3 Is there a documented procedure that covers control of electronic
documents/data?
4.5.4 Is there a documented procedure that covers retention of obsolete documents for specific
purposes?
4.5.5 To what extent are documents made up in a format and language that facilitates
understanding by personnel required to use this documentation?
4.6 Document Approval and Issue

4.6.1 Do documented procedures clearly identify responsibilities for document review,
approval and issue?
4.6.2 Do all documents carry a unique identification that allows distinguishing between
types of documents, versions and revisions?
4.6.3 Does the procedure require a master list or equivalent document defining all
documents to be included in the cont rol system?
4.6.4 Are all documents reviewed and approved by authorized persons, prior to issue?
4.7 Document Changes

4.7.1 Are documented procedures implemented to ensure document changes and
modifications are correctly completed?
4.7.2 Are documents reviewed and approved by the same functions/organizations that
performed the original review and approval, unless specifically designated
otherwise?
4.7.3 If documents or data are retained on software, are appropriate controls

maintained for changes?
4.8 Distribution of Documents
4.8.1 Is there a distribution list or equivalent, for all documents identified in the document control
system?
4.8.2 Is there a system to maintain and revise the distribution list?
4.8.3 Is easy and rapid access to documents ensured whenever needed?
4.9 Quality Records

4.9.1 Are records available that demonstrate conformance to specified requirements, as
well as, effective operation of the quality system?
4.9.2 Are quality records legible, retrievable and fit for traceability ?
4.9.3 Are quality records (hard copies or electronic) stored in a suitable environment to prevent
deterioration, damage or loss?
4.9.4 Are electronic quality records subject to back-ups at appropriate intervals?
4.9.5 Are quality records available to the customer for evaluation, upon request?
4.10 Best Practices

4.10.1 Is there a structured self-audit system or method implemented for Quality
Management System?
4.10.2 Is there a structured self-review system or method implemented for Quality

Management System?
4.10.3 Is there a structured self-improvement system or method implemented for Quality
Management System?
4.10.4 Can the organization give an example of an area in Quality Management System
where their approach serves as a best practice in their industry?
5. Cost of Poor Quality

5.1.1 Does the organization have a management policy or directive for COPQ?
5.1.2 Is the management policy or directive for COPQ derived from the company’s
overall strategic goals and plans?
5.1.3 Does the organization deploy its COPQ policy or directive into specific time
5.1.4 Are staff familiar with the COPQ policy or directive; and time bound goals and
plans?
5.2 Process Focus

5.2.1 Has the organization identified and defined (sub-)processes for assessing
COPQ?
5.2.4 Have demonstrable control mechanisms, based on risk evaluation, been
implemented?

5.3.1 Has the organization developed quality indicators relating to COPQ assessment?
5.3.2 To what extent do these quality indicators cover all the aspects and (sub-)
processes identifi ed for COPQ assessment?
towards assessing COPQ?
5.4 Internal Failure Costs

5.4.1 Does the organization have a system for measuring internal failure costs in
place?
5. 4 . 2 Does the system include the categories of scrap, rework, reinspection,

downgrading?
5.4.3 Does the system include manufacturing, operational, and business processes?
5.5 External Failure Costs

5.5.1 Does the organization have a system for measuring external failure costs in
place?
5.5.2 Does the system include the categories of warranty charges, complaint
adjustment, returned material, allowances?
5.5.3 Does the system include manufacturing, operational and business processes?
5.6 Appraisal Costs

5.6.1 Does the organization have a system for measuring appraisal costs in place?
5.6.2 Does the system include the categories of incoming inspection and testing, in-
process inspection and testing, final inspection and testing, evaluation of stock?
5.6.3 Does the system include manufacturing operational and business processes?
5.7 Prevention Costs

5.7.1 Does the organization have a system for measuring prevention costs in place?
5.7.2 Does the system include the categories of quality planning, new-product review,
process control, quality audit, training?
5.7.3 Does the system include manufacturing operational and business processes?
5.8 Hidden Costs
5.8.1 Does the organization have a system for measuring hidden costs in place?
5.8.2 Does t he system include the categories of potential lost sales, costs of changing
manufacturing processes, costs of software changes, scrap not reported, etc?
5.8.3 Does the system include manufacturing, operational and business processes?

COPQ assessment?
relevant personnel?
5.10 Best Practices
5.10.1 Is there a structured self-audit system or method implemented for COPQ

assessment?
5.10.2 Is there a structured self-review system or method implemented for COPQ
assessment?
5.10.3 Is there a structured self-improvement system or method implemented for COPQ
assessment?
5.10.4 Can the organization give an example of an area in COPQ assessment where
their approach serves as a best practice in their industry?
6. Customer Interaction Management

6.1.1 Does the organization have a management policy or directive related to the area
of Customer Interaction Management?
6.1.2 Is the management policy or directive for Customer Interaction Management
derived from the company’s overall strategic goals and plans?
6.1.3 Does the organization deploy its Customer Interaction Management policy or
6.1.4 Are staff familiar with Customer Interaction Management policy or directives, and
6.2 Process Focus
6.2.1 Has the organization identified and defined (sub-)processes for Customer
Interaction Management as relevant to the business?
implemented?

6.3.1 Has the organization developed quality indicators relating to the area of
Customer Interaction Management?
processes identified in the area of Customer Interaction Management?
6.3.3 Are staff in the Customer Interaction Management area, familiar with the quality
in the area of Customer Interaction Management?
6.4 Analyzing the Market Environment

6.4.1 Does the organization conduct market research to understand customer needs
for new and existing products at a regular frequency?
6.4.2 Is the micro- and macro-market environment included in the investigation?
6.4.3 Does the organization review its market segmentation regularly?
6.4.4 Does the marketing function provide the company with a formal statement or
outline of customer requirements based on the market research?
6.4.5 Can the organization demonstrate which attributes of the products/services are
of major importance in the buying process?
6.5 Benchmarking and Forecasting

6.5.1 Does the organization execute regular competitive benchmarking across all main
characteristics?
6.5.2 Has the organization determined competitive gaps?
6.5.3 Does the organization forecast demand, and supply on a regular basis?
6.5.4 Does the organization forecast sales on an ongoing basis?
6.6 Marketing Mix

6.6.1 Does the organization map each product, at different stages in the product-life-
cycle?
6.6.2 When developing its pricing strategy does the organization consider psychology
of prices?
6.6.3 Are channels selected and maintained after considering quality of customer
satisfaction?
6.6.4 Does the organization identify and analyze customer-purchasing habits, in the
different market segments, prior to designing the communication and promotion
strategies?
6.7 Customer Relations
6.7.1 Does the organization evaluate the competence of its sales force with res pect to
interactive, listening and follow-up skills?
6.7.2 Does the organization encourage the sales force to build and manage
relationships with customers?
6.7.3 Does the organization provide customers with easy access to direct assistance
and senior management?
6.7.4 Are customers informed of correct usage and exclusions to reduce liability risks?
6.8 Contract Review

6.8.1 Is a routine in place to ensure adequate coordination of the internal
marketing/sales related activities with departments such as finance, operations,
etc?
6.8.2 Has the organization developed a procedure for its contract review, that is
documented, implemented and communicated?
6.8.3 Is there evidence of deployment of customer contract/requirements into the
quality system?
6 . 8. 4 Does the organization communicate information and data in the customer

prescribed format?
6.8.5 Are routines in place to ensure confidentiality and protection of customer data
and information?

releva nt personnel?
6.9.4 Is there evidence of effective use of electronic media by all customer interaction
employees for online transaction and storage of information?
6.10 Best Practices
6.10.1 Is there a structured self-audit system or method implemented for Customer

Interaction Management?
6.10.2 Is there a structured self-review system or method implemented for Customer
6.10.4 Can the organization give an example of an area in Customer Interaction

Management where their approach serves as a best practice in their industry?
7. Research, Design and Development

7.1.1 Does the organization have a management policy or directive for Research,
Design and Development?
7.1.2 Is the management policy or directive for the relevant Research, Design and
Development activities derived from the company’s overall strategic goals and
plans?
7.1.3 Does the organization deploy its Research, Design and Development policy or
7.1.4 Is management familiar with Research, Design and Development policy or
directive; and time bound goals and plans?
7.2 Process Focus

7.2.1 Has the organization identified and defined (sub-)processes for Research,
Design and Development as relevant to the business?

implemented?
7.3.1 Has the organization developed quality indicators relating to the area of
Research, Design and Development?
processes identified in the area of Research, Design and Development?
7.3.3 Are management and staff in the Research, Design and Development area,
familiar with the quality indicators for their area and the trends they show?
in the area of Research, Design and Development?
7.4 Design and Development Planning
7.4.1 Do documented plans or procedures adequately define the Design and

Development activities conducted within the organization?
7.4.2 Has the organization determined its requirements for advanced design
tools/techniques?
7.4.3 For each significant project, is there a schedule for all stages of design,
development, verification, validation and review?
7.4.4 Has the organization implemented a programme of review to compare actual

design performance with design plans, resulting in corrective and preventive
action?
7.5 Design Input

7.5.1 Are Design and Development input requirements defined, documented, and
implemented?
7.5.2 Are documented procedures implemented for identification and collection of
these input requirements, including applicable statutory and regulatory
requirements?
7.5.3 Are routines in place for obtaining marketing inputs relating to possible future
requirements, and past performance of products and services?
7.5.4 When using computer aided systems, does the organization provide CAD/CAE
systems capable of two way interface with customer systems?
7.6 Design Output
7.6.1 Are routines established that ensure determination, documentation and/or

demonstration of Design and Development capabilities?
7.6.2 Are routines in place to ensure final acceptance of the Design and Development,
both internally and externally?
7.6.3 Do design reviews cover manufacturability, reliability, maintainability,
serviceability and upgradeability?
7.6.4 Are routines in place that ensure results of design outputs verification have been
recorded?
7.6.5 Has design validation taken place to ensure and demonstrate that the product or
service resulting from the Design and Development activity conforms to defined
user requirements and/or needs?
7.7 Design Changes
7.7.1 Are routines in place that ensure responsibility and authority is clearly defined for
identification, review and approval of design changes prior to implementation?
7.7.2 Are design changes reflected in the design plan, as applicable?
7.7.3 Is there evidence that the impact of a design change on the system in which the
product is used, is taken into consideration?
7.7.4 Is there evidence that design changes are regularly analyzed to determine
design weaknesses?
7.8 Design Techniques

7.8.1 Have specific techniques for Design and Development been put into actual
practice?
7.8.2 Does design output mandate use of design failure mode and effects analysis?
relevant personnel?
7.9.4 Is there evidence of effective use of electronic media by all design employees for
7.10 Best Practices
7.10.1 Is there a structured self-audit system or method implemented for Research,

7.10.2 Is there a structured self-review system or method implemented for Research,
7.10.4 Can the organization give an example of an area in Research, Design and
Development where their approach serves as a best practice in their industry?
8. Supplier Interaction Management

8.1.1 Does the organization have a management policy or directive related to the area of
Supplier Interaction Management?
8.1.2 Is the management policy or directive for Supplier Interaction Management derived from
the company’s overall strategic goals and plans?
8.1.3 Does the organization deploy its Supplier Interaction Management policy or directive into
specific time bound goals and plans?
8.1.4 Are staff familiar with Supplier Interaction Management policy or directive, and
8.2 Process Focus
8.2.1 Has the organization identified and defined (sub-)processes for Supplier Interaction
Management as relevant to the business?
8.2.3 For each (sub-)process, has the organization evaluated the risks of not meeting the output
criteria?
8.2.4 Have demonstrable control mechanisms, based on the risk evaluation, been implemented?

8.3.1 Has the organization developed quality indicators relating to the area of Supplier
8.3.2 To what extent do these quality indicators cover all the aspects and (sub-) processes
identified in the area of Supplier Interaction Management?
8.3.3 Are staff in the Supplier Interaction Management area, familiar with the quality indicators
for their area and the trends they show?
8.3.4 Can the business results achieved be traced to efforts made by the organization in the
area of Supplier Interaction Management?
8.4 Critical Supplies

8.4.1 Has a list of inventory been prepared showing the supplies and services required by all
departments in the organization?
8.4.2 Have all critical supplies and services been identified from the above list?
8.4.3 Have purchase requirements for all critical supplies and services been established?
8.5 Selection and Development of Suppliers
8.5.1 Are documented procedures implemented for evaluation and selection of suppliers and
subcontractors on the basis of their ability to meet subcontract requirements?
8.5.2 To what degree does on-site assessment cover advanced quality system and quality
assurance requirements?
8.5.3 Does the organization ensure that the selected suppliers and subcontractors have
continuing capability to meet all purchase requirements?
8.5.4 Does the organization have a strategy for improvement of quality and responsiveness of
suppliers and subcontractors?
8.5.5 Does the organization have records, which clearly identify acceptable suppliers and
subcontractors, and the scope for which they are approved?
8.6 Purchase Documents
8.6.1 Does the organization have standard formats for purchase documents?
8.6.2 Do purchase documents contain specific reference to approvals and/or qualification of
product, procedures, process equipment and personnel?
8.6.3 Does the organization make sure that complete and valid purchase documentation has
been received by each supplier and subcontractor for all critical supplies and services?
8.7 Supplied Products Verification
8.7.1 Does the organization cooperate with the supplier during contract execution?
8.7.2 Is there an agreement with the suppliers of critical parts that they use statistical process
control?
8.7.3 Do documented procedures ensure that when contracts so require, the customer or his
representative is allowed verification at source of the conformance of supplied products or
services to specified requirements?
8.7.4 Are customer supplied products which are incorrect upon receipt, segregated or otherwise
identified until formal disposition is received from the customer?
8.8 Disputes
8.8.1 Does the organization have documented agreement with suppliers and subcontractors to
the effect that product and service verification by the organization does not absolve the
supplier of the responsibility to provide acceptable products and services?
8.8.2 Are there agreements on the handling of disputes between the organization and suppliers?

8.9.1 Does the organization have comprehensive procedures and work instructions for Supplier
8.9.2 Are the procedures and work instructions for this business element documented; organized
as part of the quality management system; and communicated to relevant personnel?
8.9.3 Are records arising out of systems implementation for this business element maintained to
ensure effective retention, preservation and retrieval?
8.9.4 Is there evidence of effective use of electronic media by all purchase employees for online
8.10 Best Practices

8.10.1 Is there a structured self-audit system or method implemented for Supplier Interaction
Management?
8.10.2 Is there a structured self-review system or method implemented for Supplier Interaction
Management?
8.10.3 Is there a structured self-improvement system or method implemented for Supplier

8.10.4 Can the organization give an example of an area in Supplier Interaction Management
9. Operations Management and Maintenance

9.1.1 Does the organization have a management policy or directive related to the area of
Operations Management and Maintenance?
9.1.2 Is the management policy or directive on the relevant Operations Management and
Maintenance activities derived from the company’s overall strategic goals and plans?
9.1.3 Does the organization deploy its Operations Management and Maintenance policy or
9.1.4 Are staff familiar with Operations Management and Maintenance policy or directives, and
9.2 Process Focus
9.2.1 Has the organization identified and defined (sub-)processes for Operations Management
and Maintenance as relevant to the business?
9.2.3 For each (sub-)process, has the organization evaluated the risks of not meeting the output
criteria?
implemented?

9.3.1 Has the organization developed quality indicators relating to the area of Operations
Management and Maintenance?
9.3.2 To what extent do these quality indicators cover all the aspects and (sub-) processes
identified in the area of Operations Management and Maintenance?
9.3.3 Are staff in the Operations Management and Maintenance area, familiar with the quality
9.3.4 Can the business results achieved be traced to efforts made by the organization in the
area of Operations Management and Maintenance?
9.4 Operations Planning

9.4.1 Are there plans and quality criteria available for controlling the introduction and production
of existing and new products, services or processes?
9.4.2 Do these plans also define continuous improvement activities?
9.4.3 Does the operations planning process adequately review customer standards and
specifications?
9.4.4 Does the organization utilize a process to identify and act upon all applicable government
safety, as well as, environment regulations?
9.5 Process Control

9.5.1 Is a procedure implemented to ensure review and approval of processes and equipment
prior to commencing production/service activities?
9.5.2 Are authorization of process changes clearly designated?

9.5.3 Are documented procedures implemented for the control of all operations activities that
directly affect quality?
9.5.4 Do these procedures ensure approval of processes and equipment by competent
personnel?
9.5.5 Does the organization have an effective preventive maintenance system that includes
predictive maintenance methods?
9.6 Special Processes
9.6.1 Are documented procedures, guidelines and/or work instructions available to ensure
correct execution of special processes?
9.6.2 Are procedures or work instructions implemented and checks executed to ensure control
of environmental influences?
9.7 Identification and Traceability

9.7.1 Are documented procedures implemented to ensure the identification of products and
services from receipt through all stages of production, delivery, and installation?
9.7.2 When traceability is a specified requirement, do individual product/service or batches have
unique identification?
9.8 Statistical Techniques

9.8.1 Has the organization identified the need for statistical techniques in order to establish,
control and verify process capability and product conformance?
9.8.2 Is there evidence that failure mode and effects analysis is used to give feedback on
potential failure modes and causes to the design and development activities?
9.8.3 Does the organization have a programme that addresses the use of SPC?
9.8.4 When control charts indicate statistical control has been achieved, is the subsequent on-
going process capability determined?
Operations Management and Maintenance?
organized as part of the quality management system; and communicated to relevant
personnel?
9.9.3 Are records arising out of systems implementation for this business element maintained to
ensure effective retention, preservation and retrieval?
9.9.4 Is there evidence of effective use of electronic media by all operations employees for
9.10 Best Practices

9.10.1 Is there a structured self-audit system or method implemented for Operations
9.10.2 Is there a structured self-review system or method implemented for Operations

9.10.3 Is there a structured self-improvement system or method implemented for Operations

9.10.4 Can the organization give an example of an area in Operations Management and
Maintenance where their approach serves as a best practice in their industry?
10. Stores, Distribution and Service Management

of Stores, Distribution and Service Management?
10.1.2 Are the management policy or directive on the relevant Stores, Distribution and
Service Management activities derived from the company’s overall strategic goals
and plans?
10.1.3 Does the organization deploy its Stores, Distribution and Service Management
policy or directive into specific time bound goals and plans?
10.1.4 Are staff familiar with Stores, Distribution and Service Management policy or
directives, and time bound goals and plans?
10.2 Process Focus

10.2.1 Has the organization identified and defined (sub-)processes for Stores,
Distribution and Service Management as relevant to the business?

implemented?
10.3.1 Has the organization developed quality indicators relating to the area of Stores,
Distribution and Service Management?
processes identified in the area of Stores, Distribution and Service Management?
10.3.3 A re staff in the Stores, Distribution and Service Management area, familiar with
the quality indicators for their area and the trends they show?
in the area of Stores, Distribution and Service Management?
10.4 Stores and Handling
10.4.1 Are documented procedures implemented to ensure products are protected

against damage; or deterioration; or deterioration during handling, storage,
packaging, transportation and delivery ?
10.4.2 Has the organization identified those handling operations that may damage parts
and/or products, and documented methods to prevent such damage?
10.4.3 Is identification and localization possible for all products in the warehouse?
10.5 Packaging
10.5.1 Does the organization ensure that products are properly packaged and
preserved?
10.5.2 Is the marking and labeling of materials legible, durable and in accordance with
the relevant specifications?
10.5.3 Is the functionality of each type of package evaluated annually?
10.6 Transport and Delivery

10.6.1 Does the method of transport and delivery of materials provide for the correct
pallets, containers, conveyors and vehicles to prevent damage due to vibration
shock?
10.6.2 Are subcontracted delivery services included in the approved suppliers records?
10.6.3 Are special or customer delivery requirements controlled by procedures?
10.7 Service Plans and Standards

10.7.1 Where after-sales -service is a specified requirement, are documented procedures
established and maintained for performing, verifying and reporting the service
function?
10.7.2 Are measurable service standards specified?
10.7.3 Are procedures implemented to ensure that after-sales -service activities do not
reduce the product quality?
10.7.4 Is there a prompt response to feedback from customers?
10.8 Service Contracts and Records

10.8.1 Are service plans communicated to and approved by the customers?
10.8.2 Are procedures implemented to compare contractual service requirements with
the actual services?
10.8.3 Are service records prepared and maintained?
10.8.4 Are service records reviewed in order to detect common sources of complaints?

Stores, Distribution and Service Management?
relevant personnel?
10.9.4 Is there evidence of effective use of electronic media by all related employees for
10.10 Best Practices

10.10.1 Is there a structured self-audit system or method implemented for Stores,
10.10.2 Is there a structured self-review system or method implemented for Stores,
10.10.3 Is there a structured self-improvement system or method implemented for Stores,

10.10.4 Can the organization give an example of an area in Stores, Distribution and
Service Management where their approach serves as a best practice in their
industry?
11. Inspection and Measurement

11.1.1 Does the organization have a management policy or directives related to the
area of Inspection and Measurement?
11.1.2 Is the management policy or directive on the relevant Inspection and
Measurement activities derived from the company’s overall strategic goals and
plans?
11.1.3 Does the organization deploy its Inspection and Measurement policy or directive
into specific time bound goals and plans?
11.1.4 Are staff familiar with Inspection and Measurement policy or directive, and time
11.2 Approach
11.2.1 Are up-t o-date methodologies developed/adopted/adapted to effectively manage
Inspection and Measurement activities?
11.2.2 Has the organization established a quality and control plan to ensure evaluation
of product/service quality at all stages of operations?
11.2.3 Does the quality and control plan include relevant det ails essential for effective
implementation?
11.2.4 Does the approach ensure that non-conforming material will not be dispatched to
customers?
11.2.5 Has an analysis been conducted to identify industry practices for effective
Inspection and Measurement?
11.3 Inspection and Measurement Facilities
11.3.1 Are equipment and environment suitable for fulfilling the Inspection and
Measurement requirements available?
11.3.2 Does the organization have an unbiased laboratory to verify the quality of
incoming, in process, and outgoing material?
11.4 System Scope

11.4.1 Does the organization ensure that all incoming material conforms or exceeds
minimum quality requirements?
11.4.2 Has the organization implemented a self-certification scheme for its suppliers?
11.4.3 Does the organization ensure that in-process product conforms or exceeds
minimum quality requirements?
11.4.4 Are relevant personnel authorized/empowered to alter and/or halt operations in
case of major process non-conformities being detected?
11.4. 5 Are Inspection and Measurement methods in sync with customer’s expectations?
11.4.6 Does the organization ensure that non-conforming product is not dispatched to a
customer?
11.4.7 Where applicable, has the organization sought self-certified status for supplies to
its customers?
11.5 Inspection and Test Status

11.5.1 Are all products/services identified at all stages of operations in terms of their
inspection and test status?
11.5.2 Are personnel responsible for release of conforming products/services identified?
11.6 Control of Non-conforming Product

11.6.1 Does the organization ensure that a non-conforming product/service is not
used/reintroduced at any stage of the operations?
11.6.2 Does the organization use segregation, isolation, disposal, and other methods to
ensure the above?
11.7 Control of Measuring Equipment

11.7.1 Has the organization identified inspection and measuring equipment that need
calibration to ensure effective operation?
11.7.2 Is such calibration traceable to a national/international standard?

11.7.3 Is measurement uncertainty analysis conducted for equipment that are identified
to need such analysis?
11.8 Certification and Inspection by External Agencies

11.8.1 Has the organization established procedures to seek and support certification for
its products/services?
11.8.2 If desired by the customer, does the organization support third party inspection
agencies to conduct independent inspections of its operations?
relevant personnel?

11.10.1 Is there a structured self-audit system or method implemented for Inspection and
Measurement?
11.10.2 Is there a structured self-review system or method implemented for Inspection

and Measurement?

11.10.4 Can the organization give an example of an area in Inspection and Measurement
12. Corrective and Preventive Action

of Corrective and Preventive Action?
12.1.2 Is the management policy or directive on the relevant Corrective and Preventive
Action activities derived from the company’s overall strategic goals and plans?
12.1.3 Does the organization deploy its Corrective and Preventive Action policy or
12.1.4 Are staff familiar with Corrective and Preventive Action policy or directives, and
12.2 System and Responsibilities
12.2.1 Is the system for Corrective and Preventive Action documented and organized as
part of a structured quality system?
12.2.2 Have responsibilities and authorities for initiating, approving, monitoring and
following-up for Corrective and Preventive Action been defined for senior
management, as well as, all other employees?
12.2.3 Does the system clearly address correction of existing problems; prevention of
existing problems; prevention of potential problems?
12.2.4 Does the system include initial response to problems and determination of
adverse effects?
12.2.5 Does the system include handling of customer complaints?
12.3 System Scope
12.3.1 Does the Corrective and Preventive Action system cover opportunities and
problems relating to the following process control areas:
1. Customer Interaction Management?
2. Research, Design and Development?
3. Supplier Interaction Management?
4. Operations Management and Maintenance?
5. Stores, Distribution and Service Management?
12.3.2 Does the Corrective and Preventive Action system cover opportunities and
problems relating to the following system control areas?
1. Inspection and Measurement?
2. Corrective and Preventive Action?
3. Continual Quality Improvement?
4. Quality Audits?
5. Stakeholder Satisfaction?
12.4.1 Has the organization developed quality indicators relating to the Corrective and
Preventive Action system?
12.4.2 Are the analyses of status and progress of problems and opportunities,
conducted and presented to management at least every quarter?
12.4.3 Are variations and historical progress monitored and recorded?
12.4.4 Do the quality indicators indicate a sustained positive trend in number, severity,
and magnitude of current non-conformances?
12.5 Registration and Evaluation
12.5.1 Is there any form of screening or approval of the problem or opportunity by key
knowledgeable persons to ensure the system does not get cluttered with
irrelevant and unimportant actions?
12.5.2 Is management responsible for corrective action promptly informed of non-
conforming products/processes?
12.5.3 Are problems and/or opportunities having actual or potential major adverse
impact on quality identified and assessed?
12.6 Root Cause Analysis

12.6.1 Does the scope of training for personnel responsible for Corrective and
Preventive Action, cover understanding of the root cause analysis process, as
well as, quality/management/creativity tools?
12.6.2 Is use made of the root cause analysis process to identify, measure and resolve
internal/external problems?
12.7 Communication
12.7.1 Is there a system to ensure that information about the problem or opportunit y ,
and progress made, is communicated to appropriate personnel and parties
involved, in a timely manner?
12.7.2 Are originators of problems and opportunities involved in the closure loop?
12.8 Tracking
12.8.1 Is it possible to trace problems and opport unities from the point of registration
through to completion and/or adequate disposition?
12.8.2 Are records that deal with status and progress of problems and opportunities,
from initiation to close-out, readily accessible?
Corrective and Preventive Action?
relevant personnel?
12.10.1 Is there a structured self-audit system or method implemented for Corrective and
Preventive Action?
12.10.2 Is there a structured self-review system or method implemented for Corrective
and Preventive Action?
Corrective and Preventive Action?
12.10.4 Can the organization give an example of an area in Corrective and Preventive
Action where their approach serves as a best practice in their industry?
13. Continual Quality Improvement

of Continual Quality Improvement?
13.1.2 Is the management policy or directive on the relevant Continual Quality
Improvement activities derived from the company’s overall strategic goals and
plans?
13.1.3 Does the organization deploy its Continual Quality Improvement policy or
13.1.4 Are staff familiar with the Continual Quality Improvement policy or directive, and
13.2 Approach
13.2.1 Has the organization developed reference documents outlining the quality
improvement process and integrated the same into the quality management
system?
13.2.2 Does the approach include identification and initiation of improvement projects?
13.2.3 Does the approach include a diagnostic journey, as well as, a remedial journey?
13.2.4 Does the approach include means for holding the gains?
13.3 Responsibilities
13.3.1 Are the responsibilities for Continual Quality Improvement clearly defined
including, authority to initiate and approve improvement projects; and
coordination and monitoring of improvement projects?
13.3.2 Are responsibilities for the quality department clearly defined?
13.3.3 Are responsibilities for review of Continual Quality Improvement clearly defined?
13.4 System Scope

13.4.1 Have improvement projects been established in the following management
control areas:
1. Leadership and Strategic Planning?
2. Company -wide Communication?
3. Human Resource Management?
4. Quality Management System?
5. Cost of Poor Quality?
13.4.2 Have improvement projects been es tablished in the following process control
areas:
1. Customer Interaction Management?
2. Research, Design and Development?
3. Supplier Interaction Management?
4. Operations Management, and Maintenance?
5. Stores, Distribution, and Service Management?
13.4.3 Have improvement projects been established in the following system control
areas?
1. Inspection and Measurement?
2. Corrective and Preventive Action?
3. Continual Quality Improvement?
4. Quality Audits?
5. Stakeholder Satisfaction?
13.4.4. Have improvement projects been established in processes not directly included in
the IQMM?
1. Environment management
2. Safety management
3. Corporate governance
4. Financial accounting
5. Technology management
6. E t c .
13.5 Project Identification

13.5.1 What is the project nomination process?
13.5.2 W h a t i s t he project selection process?

13.5.3 Does the organization prepare a mission statement for each project selected?
13.5.4 Is a list of selected projects published?
13.6 Team Selection

13.6.1 How is project team membership established?
13.6.2 What are the rights of project teams?
13.6.3 Does team membership include work -force personnel?

13.6.4 What are project team responsibilities?
13.7 Training
13.7.1 In what sequence has the quality council planned company -wide quality training?
13.7.2 What is the subject matter of company -wide quality training?
13.7.3 Has training for project teams addressed problem solving techniques, interactive
skills, and facilitation skills?
13.8 Project Execution

13.8.1 Does project execution cover a diagnostic journey , a remedial journey, and
holding the gains?
13.8.2 Are relevant tools used to gather, evaluate and analyze data?
13.8.3 Does the team issue periodic progress reports?
13.8.4 Do team responsibilities extend to cloning solutions?

13.8.5 Are quality improvement teams also skilled in the quality planning process?
13.8.6 Are teams recognized for successful project execution, as well as breakthrough
results?
13.8.7 Are rewards keyed to performance on quality improvement?

Continual Quality Improvement?
relevant personnel?
13.10.1 Is there a structured self-audit system or method implemented for Continual

Quality Improvement?
13.10.2 Is there a structured self-review system or method implemented for Continual
Quality Improvement?
Continual Quality Improvement?
13.10.4 Can the organization give an example of an area in Continual Quality

Improvement where their approach serves as a best practice in their industry?
14. Quality Audits

14.1.1 Does the organization have a management policy or directive that require conduct
of Quality Audits?
14.1.2 Is the management policy or directive for the relevant Quality Audit related
activities derived from the company’s overall strategic goals and plans?
14.1.3 Does the organization deploy its Quality Audit policy or directive into specific time bound
goals and plans?
14.1.4 Are staff familiar with the Quality Audit policy or directive, and time bound goals
and plans?
14.2 Approach
14.2.1 Are up-t o-date methodologies developed/adopted/adapted to effectively manage

Quality Audit activities?
14.2.2 Does the organization plan to audit all business elements of this model?
14.2.3 Have elements other than those addressed in this model, been included in the
Quality Audits?
14.2.4 Does the management ensure that a structured method is developed and followed
for conduct of Quality Audits?
14.3 Quality Audit Resources

14.3.1 Are qualified personnel available to conduct internal quality system audits?
14.3.2 Are these personnel retrained on specific auditing skills?
14.3.3 Are auditees trained to assist in effective conduct of a quality audit?

14.3.4 Is senior management trained and retrained to conduct management reviews?
14.4 Quality Audit Planning

14.4.1 Has the organization established a Quality Audit Plan to ensure evaluation of
effectiveness of the quality management system?
14. 4 . 2 Does the Quality Audit Plan include auditor, auditee, dates, and other details
essential for effective evaluation?
14.4.3 Are established criteria utilized to plan the scope and frequency of these audits?
14.4.4 Does the organization inform all auditees about the schedule and audit activities,
in advance?
14.4.5 Are audit schedules modified after considering performance of auditees in
previous audits and criticality of process/function or other parameters?
14.4.6 Do auditors prepare, review, and update checklists for each audit as preparation
for the audit?
14.5 Quality Audit Execution
14.5.1 Does the organization use auditors who are independent of the area they are
required to audit?
14.5.2 Are quality audits conducted as per the audit plan and procedures?
14.5.3 Are documented checklists used to facilitate conduct of each audit?
14.6 System Non-conformance Management
14.6.1 Do auditors record non-conformance, areas for improvement, and supporting

objective evidence?
14.6.2 Is a session summary provided at the end of each audit as confirmation of audit
findings?
14.6.3 Is a standard format used to record non-conformances and areas for
improvement?
14.6.4 Does the auditee provide initial correction, and corrective action, along with time
bound goals for achieving them?
14.6.5 Does the organization ensure preventive actions are identified for recurring non-
conformances?
14.7 Audit Reports
14.7.1 Are the audit findings summarized in a standard format for submission to senior
management?
14.7.2 Are relevant parts of the audit report provided to concerned auditees?
14.7.3 Do Audit Reports include non-conformance, areas for improvement, correction, corrective
action, preventive action, schedules and a summary sheet?
14.8 Analysis of Data an d M a n a g e m e n t R e v i e w
14.8.1 Are audit findings analyzed to identify critical areas where audit scope and/or frequency
may have to be modified?
14.8.2 Are audit findings analyzed to identify common causes of non-conformances?
14.8.3 Is a planned Management Review meeting conducted to review the

organization’s performance during the audit?
14.8.4 Are improvement actions planned during these meetings?

14.8.5 Does the management review the implementation of these improvement actions?

the conduct of Quality Audits?
relevant personnel?

14.10.1 Is there a structured self-audit system or method implemented for Quality Audits?
14.10.2 Is there a structured self-review system or method implemented for Quality Audits?
14.10.3 Is there a structured self-improvement system or method implemented for Quality

Audits?
14.10.4 Can the organization give an example of an area in Quality Audits where their
approach serves as a best practice in their industry?
15. Stakeholder Satisfaction

15.1 Product and Service Quality Results
15.1.1 What are the trends and current levels for all key measures of product and
service quality?
15.1.2 What are the current quality level comparisons with principal competitors in the
organization’s key markets, industry averages, industry leaders, and appropriate
benchmarks?
15.2 Operational Results
15.2.1 What are the trends and current levels for key measures of company operational
performance?
15.2.2 How does the company performance compare with that of competitors, industry
averages, industry leaders, and key benchmarks?
15.3 Business Process and Support Service Results

15.3.1 What are the trends and current levels for key measures of quality and
operational performance of business processes and support services?
15.3.2 How does the company performance on business processes and support
services compare with appropriately selected companies and benchmarks?
15.4 Supplier Quality Results

15.4.1 What are the trends and current levels for the most important indicators of
supplier quality?
15.4.2 How do the company’s supplier quality levels compare with those of
appropriately selected companies and/or benchmarks?
15.5 Cost of Poor Quality Results
15. 5 . 1 What are the trends and current levels in the company’s cost of poor quality
results, as relevant to the quality council upper management?
15.5.2 What are the trends and current levels in the company’s cost of poor quality
results, as relevant to manufacturing/operations managers?
15.6 Quality Culture Results

15.6.1 Are quality-culture studies conducted to assess upper management’s self-
perception for:
§ leadership style?
§ personal involvement (in quality initiatives)?
§ consistency (on quality initiatives)?
§ elimination of atmosphere of blame?
§ data-based decisions?
§ encouraging participation (to reduce resistance)?
§ providing time (to adjust constructively to proposed changes)?
§ frequent recognition for achievements in quality?
§ quality education (through professional qualitist certifications)?
15.6.2 Are quality culture studies conducted to assess the staff perception of upper
management for:
§ leadership style?
§ personal involvement (in quality initiatives)?
§ consistency (on quality initiatives)?
§ elimination of atmosphere of blame?
§ data-based decisions?
§ encouraging participation (to reduce resistance)?
§ providing time (to adjust constructively to proposed changes)?
§ frequent recognition for achievements in quality?
§ quality education (through professional qualitist certifications)?
15.7 Customer Satisfaction Results

15.7.1 Are customers’ perception studies conducted to assess:
§ capability of meeting product and service specifications?
§ reliability of products and services?
§ delivery performance?
§ price?
§ service level performance?
§ sales and technical support?
§ product training?
§ complaints handling?
§ warranty and guarantee provisions?
§ development of new products and services?
15.7.2 Does the organization analyze internal data for:

§ repeat business?
§ new or lost business?
§ defect, error and rejection rates?
§ delivery performance?
§ product or service consistency?
§ complaints handling?
§ corrective actions resulting from complaints?
§ warranty payments?
15.8 E m p l o y e e S a tisfaction Results

15.8.1 Are employees’ perception studies conducted to assess:
§ working environment?
§ health and safety provisions?
§ job security?
§ communication?
§ appraisal and target setting?
§ training and retraining?
§ career development?
§ job requirements?
§ reward schemes?
§ recognition schemes?
§ values, vision, mission and strategy?
§ improvement process?
§ innovation process?
§ Creativity process?
§ levels of training and development?
§ involvement in improvement programs?
§ recognition of individuals and teams?
§ absenteeism and sickness?
§ grievances?
§ staff turnover?
§ accident levels?
§ recruitment trends?
§ improvement suggestions received?
15.9 Community Satisfaction Results

15.9.1 Are community perception studies conducted to assess:
§ impact on local employment and the local economy?
§ active involvement in the community with respect to:
- basic literacy?
- women's welfare?
- rural development?
- rural healthcare?
- sports and leisure?
§ activities to assist the preservation of global resources including:
- energy conservation?
- usage of recycled materials?

§ impact on local employment levels?
§ support for basic literacy?
§ support for women's welfare?
§ support for rural development?
§ support for community healthcare?
§ support for community sport and leisure?
15.10 Financial Measures
15.10.1 Are the following financial factors studied?

§ profit and loss account items such as sales, gross margins, net profit
§ balance sheet items such as total assets, working capital, (including
inventory turnover), long term borrowings and shareholders’ funds
§ cash flow items such as operating cash flow, capital expenditure and
financing cash flows
§ credit ratings
§ long term shareholder value (total shareholder returns) (all expressed in
absolute terms or as ratios per unit of capital or employee)
§ exports earnings as a percentage of overall sales turnover.
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Phone: +9122 – 2348701 * Fax: +9122 – 2044421
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International Quality Maturity Model: Dipsticks

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International Quality Maturity Model

INTERNATIONAL QUALITY MATURITY MODEL

International Quality Maturity Model ver 1.1

International Quality Maturity Model

Management Support Core Processes

2. Company-wide 6. Customer interaction

15. Stakeholder satisfaction

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© Qimpro Standards Organization 2001

As a more formal alternative:

2. Identify key personnel for participation, by business element.

6. Log the scores on the scorecard.

For clarifications, contact standards@qimpro.com or info-india@mcgraw-hill.com.

1. Leadership and strategic

5. Cost of poor quality

7. Research, design and

10. Stores, distribution, and

11. Inspection and

12. Corrective and preventive

13. Continual quality

14. Quality audits

15. Stakeholder satisfaction

Maximum score 1500

1. Leadership and Strategic Planning

1.2 Strategic Planning

1.2.3 Does senior management use the product-life-c y c l e t heorem in strategic

1.3.3 Does senior management use innovative approaches to reinforce behaviour

1.5 V i sible Leadership

1.5.4 What percentage of senior and middle management actively participate in an

1.6 Training and Facilitation

1.6.1 Do senior managers give and receive training?

1.6.4 Does senior management participate in benchmarking other companies, and in

1.7 Management Performance Standards

1.7.2 Are quality responsibilities clearly documented in every manager’s job?

1.8 Societal Responsibilities

1.8.3 Does senior management review performance against goals?

1.9 Documentation and Records

1.10 Best Practices

1.10.3 Is there a structured self-improvement system or method implemented for

2.2 Communication Capability

2.2.1 Do managerial and supervisory training programmes address capability to

2.3 Orientation Programme

2.4 Task Instructi on

2.4.3 Is a random annual evaluation conducted to confirm that managers and

2.5 Personal Contacts

2.6 Bottom-up Quality Improvement Activities

2.7 Information Channels

2.7.3 Is the responsibility for issuing/updating this information clearly defined?

2.8 Awards and Recognition

2.8.3 Does a member of senior management present the quality awards or

2.9 Documentation and Records

2.10 Best Practices

2.10.2 Is there a structured self-review system or method implemented for Company -

2.10.4 Can the organization give an example of an area in Company -wide

3. Human Resource Management

3.2 Process Focus

3.3 Quality Indicators

3.4.3 Do customer contact employees receive special training?

3.5.2 Do senior managers participate in facilitating teamwork?

3.6 Career Development

3.7 Employee Appraisal

3.9 Documentation and Records

3.10 Best Practices