Develop Quality Management System

• P1. Evaluate the QMS systems common within the commodity being processed.
• P2. Analyze the QMS needs for customers and consumers.
• P3. Evaluate the financial, physical resource and workforce skill needs to develop, implement, and certify a QMS within the company.
• P4. Predict the financial impact of implementing a QMS on improving sales revenue, reducing waste and errors, as well as increasing operating costs.
• P5. Identify if internal resources are sufficient, or if external resources (financial investments, facilities investments, or specialist consulting) are necessary to fulfill the QMS implementation or maintenance requirements.
• P6. Select the right QMS code and QMS strategy for the company.

• P1. Define the benefits of ISO 9001 implementation and registration.
• P2. Develop quality mission, quality functions and quality policy.
• P3. Develop and implement the seven quality management principles based on ISO 9001 which are: (Note: If you have chosen any of the standard like SQF, BRCGS, and FSSC 22 000. Then the QMP principles is almost part of which if not matching. Any uncovered part can be added to the system in implementation).
  • a. QMP 1 – Customer focus: meet customer requirements and strive to exceed customer expectations.
  • b. QMP 2 – Leadership: establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives. Ensure that people’s abilities are used and valued. Hold people accountable to their tasks and responsibilities.
  • c. QMP 3 – Engagement of people: Competent, empowered and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value.
  • d. QMP 4 – Process approach: Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.
  • e. QMP 5 – Improvement: Successful organizations have an ongoing focus on improvement.
  • f. QMP 6 – Evidence-based decision making: Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.
  • g. QMP 7 – Relationship management: For sustained success, an organization manages its relationships with interested parties, such as suppliers.
• P4. Develop quality planning based on established quality policies.
• P5. Set quality objectives and specify operational processes and related resources to fulfill the quality objectives.
• P6. Align the quality plan with the organizational overall strategic plan.
• P7. Deploy the quality plan across the organization, from upper management to operative employees.
• P8. Promote the quality policy and quality objectives throughout the organization to increase awareness, motivation, and involvement.
• P9. Develop the documentation requirements which includes:
  • a. Define how documents are created, maintained, modified, and edited.
  • b. Define the guidelines for creating a document.
  • c. Define the guidelines for document storage and retention period.
  • d. Establish Where to keep the documents.
  • e. Develop a document management system.
  • f. Define the guidelines for modifying a document who can make modifications. Who can sign-off on the changes.
  • g. Define the guidelines for how the documents are reviewed, what is the frequency of reviews, who does the reviews.

• P1. Define the concept of Total Quality Management and its importance in modern organizations.
• P2. Master the role of leadership in creating a TQM system and be able to develop a leadership strategy that supports the implementation of TQM.
• P3. Identify key principles of TQM, including customer focus, continuous improvement, process management and improvement, teamwork and employee involvement, and Leadership commitment.
• P4. Develop strategies for implementing a TQM system in an organization, including setting quality goals, writing food safety policy, developing performance metrics, and creating a culture of quality.
• P5. Develop and implement quality policies, procedures, and processes that align with organizational goals and comply with relevant standards and regulations, including but not limited to handling complaint procedure, internal audit, management review process, nonconformities and corrective action plans and verification.
• P6. Identify and prioritize quality issues and improvement opportunities through techniques such as root cause analysis, fishbone analysis, 5 why’s, Pareto analysis, and statistical process control.
• P7. Monitor and evaluate the effectiveness of the TQM system using key performance indicators, feedback mechanisms and make necessary adjustments to improve outcomes.
• P8. Develop training programs that support the implementation of TQM.
• P9. Communicate effectively to promote understanding and adoption of the TQM system among employees and stakeholders.
• P10. Develop a culture of continuous improvement by fostering innovation, learning, and collaboration across the organization.
• P11. Identify and analyze the benefits and challenges of implementing a TQM system, including improved customer satisfaction, increased productivity, optimize use of resources and reduced costs.
• P12. Develop skills in data analysis and statistical process control, which are key tools for implementing a TQM system and monitoring its effectiveness.
• P13. Develop skills in problem-solving and continuous improvement, which are essential for maintaining and improving a TQM system over time.
• P14. Evaluate the effectiveness of a TQM system and make recommendations for further improvement as part of management review process.

• P1. Create workplace collaborative activities as part of the Plan process, including:
  • a. application of the code selected.
  • b. documentation of processes and procedures
  • c. identifying opportunities for improvement in production systems
  • d. identification of constraints in manufacturing
  • e. communicating about anticipated risks or failures within different manufacturing activities
• P2. Create workplace culture as part of the Do process, including:
  • a. following project plans and instructions,
  • b. following standard operating procedures
  • c. working accurately
• P3. Create systems as part of the Check process, including:
  • a. monitoring quality attributes
  • b. collecting data
  • c. performing routine measurements
  • d. entering observations into a record keeping system.
• P4. Create workplace systems as part of the Act process, including:
  • a. identifying when a deviation has occurred.
  • b. communicating with supervisors or management
  • c. empowering workers to speak up about problems and opportunities for improvement.
  • d. returning systems to operating standard as per the standard operating procedure.
• P5. Design or adopt a performance excellence model.
• P6. Evaluate quality system effectiveness using tools such as internal audits, product traceability and recall reports, balanced scorecards, feedback from internal and external stakeholders, cost of quality reports, management reviews, warranty data, ISO 9001 management review, etc

Managers should have the competencies to design the QMS system based on W. Edwards Deming’s methodology, to improve plan design, product quality, testing, and sales through various methods, including the application of statistical methods.

• P1. Create constancy of purpose for continual improvement of products and services.
• P2. Adopt a new philosophy to prevent delays, mistakes, defective materials, and defective workmanship.
• P3. Require evidence by using statistical methods to build in quality in both manufacturing and purchasing functions and cease inspection requiring evidence.
• P4. Improve the quality of supplies and require meaningful measures of quality along with price.
• P5. Improve production continuously by solving and preventing problems to improve quality and productivity and constantly decrease costs.
• P6. Establish training on the job. Train and educate all employees to build new skills which are required to keep up with changes in materials, methods, product and service design, machinery techniques and service.
• P7. Establish strong leadership where leaders, managers and supervisors help and empower the workforce.
• P8. Encourage effective two-way communication and other means to drive out fear throughout the organization and avoid punishments.
• P9. Eliminate boundaries between departments and staff areas, allowing opportunity for anyone to identify opportunities for improvement, and the ability to communicate directly with the right company stakeholder.
• P10. Eliminate the use of slogans, posters, and exhortations for the work force.
• P11. Eliminate work standards that prescribe quotas for the work force and numerical goals for people in management. Substitute aids and helpful leadership to achieve continual improvement of quality and productivity.
• P12. Let people be proud of their work.
• P13. Encourage self-improvement and education.
• P14. Commit to ever-improving quality.

Manager should have the competencies to build up Emotional Intelligence (EI) of the staff to work interdependently and effectively and build strong organizational culture.

• P1. Provide EI and soft skills training to the team.
• P2. Identify with the emotional stress of being in a problematic situation.
• P3. Regulate, handle emotions and stress, and react proactively to the situation.
• P4. Identify other colleagues’ emotions and their state of mind in handling a critical situation.
• P5. Help manage others’ stress and prevent a breakdown resulting from facing a stressful situation.
• P6. Provide means to motivate the staff and encourage the capacity to self-motivate.
• P7. Practice the use of the EI elements through problem solving scenarios.
• P8. Provide feedback to staff and help them to embrace self-esteem and confidence.
• P9. Interact with team members using a variety of professional communications.