The word – quality – is used to describe excellence and superiority of things. “Quality” emphasizes the essence of products and services companies provide to their customers. For many companies, uncompromised quality is the core for sustained competitive advantage.
Large organizations not only embrace these philosophies but also have the capability to assign dedicated personnel to manage the matters related to quality. However, SME’s (Small and Medium Enterprises) may not have the human\financial power to implement “Quality” within the organization (W.M. To, Peter K.C. Lee, Billy T.W. Yu, (2012)). For this reason, Ospatti is dedicated to supporting SMEs in the development of right-sized Quality Management Systems (QMS) allowing maintained focused on the customers and continuous improvement of the company ’s output.
Companies that have implemented a QMS, understand that it becomes the main source of knowledge within the organization. On the other hand, because of the size, SMEs very often rely on face-to-face interactions and individuals’ knowledge. This situation is a proven reason for the variation in product quality (1) and is the cause of serious operational challenges when individuals leave the company (2).
According to D. Zimon research (3), 70% of small and medium companies, that implemented standardized Quality Management Systems, report positive effects on a realization of organizational goals. Moreover, QMS implementation positively affects the management of the organization, increases employee awareness of quality (4), as well as improves the organization of work in the company.
Furthermore, by implementing QMS your company is likely to reduce costs associated with customer complaints (5), and increase satisfaction by providing higher quality products and\or services (2). Satisfied customers will purchase more products\services from your company, and is more likely to recommend you to others. Reduced costs of making business, in the long run, will increase profitability (6) and result in the growth of your company (7).
The creation of a Quality Management System should be understood as the ongoing effort of the organization on adapting to new conditions, practices, and needs of the company. Furthermore, QMS should become an organically incorporated part of the quality-focused organization (7).
A well designed and well implemented QMS will decrease the chances of miscommunication between your company and customers (4) as well as helps to prevent internal problems. Ospatti helps your company building the right processes to reduce costs, to make you work simpler and as a result increase revenue. And, in the end, getting the job effectively, quality orientated and profitably done is what QMS is all about.
(1) Vikas Anand, William H. Glick and Charles C. Manz, The Academy of Management Executive (1993-2005) Vol. 16, No. 1, Theme: Focusing on the Positive and Avoiding the Negative (Feb., 2002), pp. 87-101
(2) W.M. To, Peter K.C. Lee, Billy T.W. Yu, (2012) “Benefits of implementing management system standards: A case study of certified companies in the Pearl River Delta, China”, The TQM Journal, Vol. 24 Issue: 1, pp.17-28
(3) Dominik Zimon (2016) “Influence of Quality Management System on Improving Processes in Small and Medium-Sized Organizations Processes in Small and Medium-Sized Organizations”
(4) Andrea Chiarini, (2017) “Risk-based thinking according to ISO 9001:2015 standard and the risk sources European manufacturing SMEs intend to manage”, The TQM Journal, Vol. 29 Issue: 2, pp.310-323
(5) O. R. Evans, O.M.O Etebu and J.N. Ugbebor IIARD International Journal of Geography and Environmental Management ISSN 2504-8821 Vol. 3 No.2 2017
(6) S. N. Khanai, Dr. S. R. Bharmanaikar (2017), “A Study on Impact of ISO 9001:2008 QMS Certifications on Financial Performance: A Case Study on Bemco Hydraulics Ltd, Belagavi” ISBN: 978-93-86171-60-3
(7) Clare Chow‐Chua, Mark Goh, Tan Boon Wan, (2003) “Does ISO 9000 certification improve business performance?”, International Journal of Quality & Reliability Management, Vol. 20 Issue: 8, pp.936-953