Quality Audit System

 

Quality Audit System

            Every organization can employ one audit system or a combinations of audit systems in order to control, monitor and manage quality. These audit systems can be used to measure quality of products and services against the standards that were set by the organization. The audit systems that Mothercare can use include the following:

The company’s quality audit system can include the following:

1. System Audit – is a documented activity performed to verify, by examination and evaluations of objective evidence, that applicable elements of the quality system are appropriate and have been developed, documented, and effectively implemented in accordance and in conjunction with specified requirements. A quality system audit is a review of the quality management system. It looks at the functional quality system elements and assesses whether or not a company has a quality management system in place and the ability to comply with contractual agreements and pre-established internal policy statements.

2. Process Audit – evaluates established procedures. It is an audit of in-process controls of operation or a series of operations. It verifies that process procedures and work instructions exist, that they are appropriate, and that they are being followed under standard conditions, rushed conditions, and adverse conditions.

3. Product Audit – the re-inspection of a product that has gone through final inspection. The product audit is an assessment pf the inspection process, which includes the correct use of the specifications and the capability of the inspector to use proper judgment in determining the acceptability of the product. In addition, it is a re-verification that product characteristics are being met.

 

Quality Culture

            In creating a quality culture in Mothercare, current underlying culture must be uncovered and examined. Management must close the gap between the old and the required new culture. Culture in general, represents the way in chic members of the organization control their behavior in order to communicate with each other and with other groups in that society. It reveals their pattern of behavior, customs and practices and the beliefs that are shared. William Edwards Deming is considered as one of the firsts supporters of Total Quality Management. He became popular as one of the gurus of Total Quality Management and his works on this field continues to influence management thinking up until now. Deming believed that quality is not only about techniques that are used on controlling and facilitating standardization. Quality, Deming believed, must become the mindset of the organization and everyone in the organization must embrace it (Witzel 2003). In order to achieve a total quality environment, Deming asserts that the management must embrace the 14 Principles for Transformation. These are:

1. Establish philosophy, culture, values and goals that are founded on the commitment to constantly develop and improve the company’s offerings.

2. The organization must embrace a new philosophy that is relevant today. Management must learn and embrace its new roles and responsibilities.

3. The organization must not rely on mass inspection in controlling and maintaining quality. Quality must be embedded in every steps in product and service production and delivery.

4. The organization must seek business partners that will compliment the business as well as the goals and objectives of the company.

5. The organization must ensure that the systems that are involved in the production and delivery of products and services are open for improvements.  

6. Make sure that training does not happen only in training rooms. Make sure that it also happens in the actual place of work of the employees.  

7. The organization must make helping the employees to improve as the goal of management and supervision.  

8. Empower employees and equip them with the necessary skills and knowledge for them to be effective in doing their jobs.

9. Ensure that there are no obstacles that separate the employees from other employees and departments from other departments. Empower employees to  enable them to work independently and at the same time motivate them to work harmoniously with others and to commit to their teams and departments. Each department must coordinate and cooperate with each other.

10. Do not use numerical targets and other devices that will give rise to devision between employees and departments.

11. Eradicate numerical goals. Management must instead, support employees and empower them.  

12. Make sure that resources and tools that are needed to ensure that employees can independently do their jobs.

13. Establish and communicate developmental and training programs that are intended to increase the capabilities and knowledge of the employees.

14. Everyone must take part in the process and must be a part of the transformation  (Beckford 2002).

 

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