.
Implementation.
As a manager, I would require that the implementation of the system be carried out in the fourteen steps outlined in the text. These include management commitment, appointing the representative, awareness, appointing a team to implement, training, time scheduling, selecting element owners, review of present system, writing documents, installing a new system, internal auditing, review, preassessment and finally registration. .
Top Management Commitment.
This means that each member of upper management supports the system and is willing to make the sacrifices necessary to see that it is put in place. If upper management makes only a half-hearted commitment to the system, it will fail. .
Appoint the Management Representative.
This means a manager should be assigned a role, or perhaps a new manager would be hired to deal with the many issues that face the company in order to become registered with ISO. The job of this manager would be to coordinate the implementation and maintenance of the quality system and act as a liaison between all the people involved in the process. .
Awareness.
The importance of awareness is critical to the success of the project because quality involves all employees. I would make sure each employee is aware of and understands the system and that they know why we are doing this and how it will affect them. I would achieve this through asking that all employees attend a training session or meeting where these details could be explained.
Appoint Implementation Team.
This means that a team would be created consisting of several committees. Each committee would identify the QMS processes and each committee would be responsible for only one clause at most. This means there would be at least five committees that are responsible for our organization meeting the ISO requirements, e.g. QMS Committee, Management Responsibility Committee, Resource Management Committee, Product Realization Committee, and Measurement, Analysis, and Improvement Committee.
