Key Factors for Strengthening Quality Management Systems in the Workplace

Key Factors for Strengthening Quality Management Systems in the Workplace

The IATF (International Automotive Task Force) 16949 standard is a critical Quality Management System (QMS) for automotive manufacturers, designed to ensure that companies meet customer requirements while continuously improving processes and product quality. However, in many cases, companies see the IATF certification as just a formality—a piece of paper to satisfy customer demands. This approach leads to a lack of adherence to the QMS and hampers continuous improvement efforts.

Our supplier audits have revealed numerous instances of non-adherence to even the basic system requirements. Based on my experience with suppliers, I've identified several reasons why Quality Management Systems, including IATF 16949, often fail in the workplace.

Streamlining Processes for Efficiency

A clearly defined process is essential for educating users and ensuring they follow procedures effectively. However, if a procedure becomes overly complicated with too many steps, it can overwhelm users. Employees may end up skipping steps they assume are non-critical, which leads to non-compliance.

Manufacturers should regularly revisit their procedures to identify any non-value-added activities. Simplifying and creating lean procedures that are easy to understand and follow will improve adherence and reduce errors.

Simplifying Documentation for Clarity and Accessibility

Excessive documentation is a common reason for QMS failures. When a process requires tracking numerous records or filling out multiple forms, employees may miss out on some of these steps due to the high-pressure production environment. This lack of monitoring can negatively impact product quality.

For instance, an operator who is responsible for filling out a start-up checklist, process parameter checks, and product quality checks, may struggle to manage all these documents. One potential solution is to delegate responsibilities more effectively between Quality, Production, and Maintenance teams. Additionally, companies can leverage digital tools to simplify documentation and improve efficiency in record-keeping.

Enhancing Internal Audit Capabilities

The skill level of internal auditors is critical to identifying gaps in process adherence. In many supplier audits, we have found internal audit reports that show no non-conformities, while the shop floor tells a different story.

To bridge this gap, companies should invest in high-level training for internal auditors, ideally conducted by external experts. Well-trained auditors are more likely to catch deviations from the QMS and drive corrective actions that lead to improvement.

?

Strengthening Top Management Commitment

The success of any QMS depends on the involvement and commitment of top management. Unfortunately, many organisations fail to prioritise internal audit results in their monthly management or quality review meetings. When management does not focus on the system’s effectiveness, it sends a message that quality is not a priority.

One solution is to implement Layered Process Audits (LPA), where top management participates in periodic audits at different levels of the organisation. This involvement ensures that management stays informed about process adherence and the need for continuous improvement.

Fostering Active Employee Involvement

For any QMS to work, employees need to be actively engaged. When employees feel their input is undervalued or their voices are unheard, adherence to procedures suffers. Quality should be a shared responsibility, with every individual understanding their role in maintaining system effectiveness.

Encouraging employee involvement through feedback mechanisms and recognition programs can increase engagement and lead to better adherence to quality processes.

Improving Root Cause Analysis

Addressing non-conformities without identifying the underlying causes leads to repeated issues. In many cases, companies implement short-term fixes instead of performing thorough root cause analysis, which is crucial to solving the problem at its source.

Developing a culture that emphasises root cause analysis ensures that corrective actions are effective and prevent recurrences.

Adapting Systems to Support Organisational Change

As companies grow, the processes and systems they put in place must evolve as well. A QMS that worked well for a small team might not be as effective as the company expands or diversifies its operations. Failure to adapt the QMS to reflect organisational changes can lead to process breakdowns.

Regularly reviewing and updating the QMS, based on evolving business needs and challenges, will ensure it remains relevant and effective.

The failure of Quality Management Systems, including IATF 16949, often stems from a lack of focus on continuous improvement and the perception that certification is merely a formality. To overcome these challenges, companies must simplify their procedures, streamline documentation, invest in internal audit skills, and ensure top management involvement. Resistance to change, poor employee engagement, and inadequate root cause analysis are additional barriers that must be addressed.

By fostering a culture of quality that is supported at every level—from shop floor operators to top management—organisations cannot only maintain their certifications but also improve their processes, meet customer requirements, and achieve sustainable success in the long-term.

?

ABOUT THE AUTHOR

Velmurugan Madeshwaran

Senior Manager, Renault Nissan Purchase India

With 22 years in the automotive industry, Velmurugan has been part of Renault Nissan Tech since 2008, specialising in Supplier Quality Development and Supply Chain Management. A respected RGPQP and NPQP Trainer, he offers deep expertise in Gravity Die Casting, Stamping, and Welding processes. As a Certified Lean Six Sigma Black Belt, Velmurugan is dedicated to leveraging quality tools to enhance supplier quality and drive meaningful improvements.