IMPLEMENTING QMS FOR CONTINUOUS IMPROVEMENT OUTCOMES IN SMALLER COMPANIES

The principles governing a quality management system are the same, regardless of the organization size, but the scope of implementation can vary dramatically, creating unique challenges when working to optimize a QMS in smaller organization. When working with a company, you want to optimize the systems that are currently in place and provide the framework putting your client in the best possible position to exceed all regulatory and industry requirements while simultaneously understanding the limitations consistent with smaller organizations, possibly implementing a QMS for the first time. 

One area where the scope of implementation can vary within a QMS, depending on the size of an organization, are continuous improvement processes. Being that CI is a critical aspect of a QMS and is required for certification, understanding how to develop effective systems, when an organization’s resources don’t allow for dedicated CI teams, is imperative and can provide significant benefits for a company’s growth and profitability. Further, building systems that can be managed outside the guidance of a Master Black Belt or equivalent, will help ensure ongoing adherence and help drive a continuous improvement culture.

One method to drive improvements within smaller organizations without access to dedicated CI teams, is by developing systems that influence the culture at all levels, maximizing CI inputs to the system based on the resources available. Ways to achieve this include:

·         Processes aimed at expanding the feedback loop of tacit knowledge from the associate level of the organization to company leadership.

In most cases, an organization has product and process level experts who are not being recognized for their level of knowledge, primarily due to a lack of feedback channels from the associate level employees to the managerial and leadership personnel of an organization.  Developing quality system processes that capture and act on the full scope of subject matter experts within an organization, can provide, not only an avenue to drive continuous improvement, but also limit the losses associated with attrition. Many times, employees at the associate level of an organization will have a much higher attrition rate than managerial and leadership personnel, amplifying the loss of valuable insights about internal products and processes, if not actively captured.

·         Employee roundtables with associate level employees.

Conducting in-person meetings with associate level employees, where the discussions are aimed at openness and respect, can provide an additional channel of communication between all levels of the organization allowing decision making personnel additional insights into the differences between perception and reality. In some cases, the information gathered from implemented processes does not fully capture the scope of what is being impacted. Gaining additional information from the employees most impacted can provide the information needed to better assess implementation success. These insights can also help change the implementation strategy to better align all aspects of the organization and drive better outcomes.

·         Targeted CI programs to associate level employees.

Putting a system in place that encourages associates to submit continuous improvement suggestions aimed at specific areas, e.g., process improvement, product quality, efficiency and safety, can help focus employee attention to aspects of CI most impactful to the organization. If we know what areas we want to improve, we can focus the organization to provide input to those ends and drive a culture of CI. The information gathered through these efforts can also help drive improvements to your internal auditing process to better capture critical information needed to help grow and improve overall system assessments.

Managing quality in smaller companies necessitates a tailored approach that acknowledges budgetary constraints and leverages the intrinsic knowledge of all employees. By fostering continuous improvement through structured feedback loops, roundtable discussions, and targeted CI programs, quality professionals can create a robust QMS that enhances productivity and drives organizational growth. This inclusive and adaptive strategy ensures that even organizations with limited resources can achieve significant improvements in quality and profitability, thereby sustaining a culture of continuous improvement.