ISO 9001 2015 Clause 5 Leadership

1. ISO 9001:2015 Clause
5 Leadership
preteshbiswas Uncategorized May 10, 2019 22 Minutes
by Pretesh Biswas
ISO 9001:2015 Clause 5 Leadership
Definition
As per ISO Leadership is defined as ” Leadership is the person or group
of people who directsand controls an organization at the highest level.
The top management has the power to delegate authority and provide
resources within the organization. If the scope of the management
system covers only part of an organization, then top management
refers to those who direct and control that part of the
organization.” Leadership is the ability to motivate groups of people
towards a common goal. It is an important skill in today’s business
world. Without strong leadership, many otherwise good businesses fail.
Difference between Management and leadership:
Management is mostly about processes. Leadership is mostly about
behavior. Management relies heavily on tangible measurable
capabilities such as effective planning; the use of organizational
systems; and the use of appropriate communications methods.
Leadership instead relies most strongly on less tangible and less
measurable things like trust, inspiration, attitude, decision-making,
and personal character. These are all necessary to motivate an
organization to achieve its management systems objectives.
Introduction:
The “Leadership” clause has three sub-clauses ie
Clause 5.1 Leadership and Commitment
Clause 5.2 Policy
Clause 5.3 Organizational roles, responsibilities, and
authorities.

2. The ISO 9001:2015 places particular emphasis on leadership, not just
management as set out in previous standards. This means top
management now has greater accountability and involvement in the
organization’s management system. They need to integrate the
requirements of the management system into the organization’s core
business process, ensure the management system achieves its intended
outcomes, and allocate the necessary resources. Top management is
also responsible for communicating the importance of the management
system and heighten employee awareness and involvement. At first
glance, clause 5 appears to be just a reiteration of what’s gone before –
policy, organizational roles, responsibilities, and authorities, etc.
However, there is an emphasis on leadership, not just management. On
further examination there is more here; top management now has to
have greater involvement in the management system. They have to
make sure that the requirements of the management system are
integrated into the organization’s business processes – the
management system is not just a bolt-on. The ‘business’ is whatever
activities are at the heart of the organization’s reason for existing. In
addition, they have to demonstrate their commitment by making sure
that the management system achieves its intended outcome(s) and has
adequate resources. Additionally, they have to inform everyone that the
management system is important and that everyone should participate
in its effective implementation. The involvement of top management in
the management system is now explicit and hands-on. The quality
policy has also been strengthened. It has to include commitments to
satisfy applicable requirements and continually improve the
management system. As well as being communicated internally it has
to be made available to interested parties.

3. Clause 5.1 Leadership and commitment
5.1.1 General
The top management has to demonstrate their leadership
and commitment to the quality management system. This
can be done by taking accountability for the effectiveness of
the organization’s quality management system. Top
management needs to ensure that the organization’s quality
policy and quality objectives are established for the QMS
and are compatible with the organization’s overall strategic
direction and also with the Organization’s context. Top
management shall also ensure that the requirements of the

4. quality management system are an integral part of the
organization’s business practices and they should promote
the use of risk-based thinking and the use of process
approaches throughout their organization. Top
management must ensure that the required resources
needed for the effective implementation of QMS are
available. Top Management must ensure that the
importance of effective Quality management is
communicated throughout the organization as well as
conforming to the QMS requirements. The Top Management
must be ensuring that the quality management system
achieves its intended outcomes outputs, by engaging,
directing, and supporting persons to contribute to the
effectiveness of the quality management system and
promoting improvement. The Top Management should be
supporting other relevant management roles to
demonstrate their leadership as it applies to their areas of
responsibility. The meaning of “Business” means those
activities that are core to the purposes of the organization’s
existence, irrespective of the fact whether the organization
is for-profit, Not for profit, public or private.
It is the responsibility of top management to provide leadership and
direction for quality management within the organization. They must
establish strategic quality management policies, directives, and
objectives consistent with the purpose and capabilities of the
organization. The quality policies and quality objectives are to be
established for the quality management systems that are compatible
with the strategic directionof the organization. The organization should
have clarity in its mission and vision. and policies are to be developed
in line with the mission. The objectives are to be in line with the vision
of the company. The strategies are to be developed and modified from
time to time depending on the situation by keeping the target of
achieving the vision. The organization needs to specify the strategiesfor
the year and give yearly targets. This work is to be done by the top
management and not to be assigned to people down the line or to an
outside consultant. They can take help, but not give up responsibility.
They must establish the organizational structure and internal
environment that motivates personnel to achieve the organization’s
quality management goals and objectives.

5. Ensuring the integration of the quality management system
requirements into the organization’s business processes is the prime
responsibility of the top management. If the top management is not
committed and taking ad hoc decisions. shortcuts. and unethical means
of achieving their interests. the system cannot be implemented
effectively. The organization can somehow get certified by the auditors.
but cannot achieve stakeholder satisfaction and shall fail in the long
run.
Promoting the awareness of the process approach is technical work
and the help of an expert is needed to guide the people, including the
top management to implement it. However, the responsibility lies with
the top management. They need to strive, appoint an expert. get
themselves educated, bring the concepts in their routine work, and then
insist others to follow. Ensuring that the quality management system
achieves its intended outcomes /outputs requires the clear
identification of key result areas for achieving the objectives. preparing
the action plans, working as per that plan, reviewing the action and
results, and taking suitable corrective and preventive actions. The top
management is the driving force to educate, guide. coach, remove the
obstacles. encourage. review, recognize the performers. modify the
goals, and to be a role model in implementing the systems. If the
top management is not committed and does not work asper the system,
it cannot expect the same to be implemented by others. Hence,
engaging, directing, and supporting persons to contribute to the
effectiveness of the quality management system become its prime
responsibility.
Promoting improvement is the need for a competitive environment,
where the customers are dictating the terms and their expectations are
changing very fast. This situation is arrived at when there is more
production than what the customer needs, and materials remain
unsold. Although reducing the production is the logical solution, it is
not implemented by the organizations as others try to increase the
production and enter in their areas. In the earlier system, when
governments were controlling the total production by allocating limits.
the industry could make huge profits. but the countries which were not
having the initiative for innovation and continual improvements did
not develop. So it is the responsibility of the top management to push
the organization to innovative approaches not only for developing new
products, reducing wastes, improving efficiency, reducing the cost of
operations. identifying the unwanted process. and eliminating them

6. but also for improving the aesthetic values of their products and
improving their services to the customer and society. Improving the
quality of staff is also very important if an organization has to improve.
The leadership was taken by the top management in enhancing
knowledge. skills and ability of staff are very important for an
organization not only to improve but also to survive as others are
improving.
They must provide adequate resources to develop, implement,
maintain and improve the QMS. They must periodically review QMS
performance to determine its suitability, adequacy, and effectiveness.
Auditors are expected to review documents and records showing the
top management’s role in planning and implementing the processes
that apply clause 5 requirements. The processes within your
organization that perform these activities must be identified. These
processes would typically include – business planning, quality
planning, management review, internal communication, organization
structure, etc. Top management would be the process owner of all these
processes. Top management must communicate regularly to the
organization on the importance of meeting customer and regulatory
requirements. The communication process should define what needs to
be communicated, to whom, the methods used, the frequency, and the
means for determining communication effectiveness. Top management
may communicate in any number of ways including meetings,
documented policies, memos, directives, email, etc. Effectiveness may
be measured by asking – how much of the planned activities did we get
done? Or to what extent did we achieve planned results? Clause 5.1 does
not require a ‘documented Information’. However, you must identify
and document for e.g. process map, process flow diagram, etc. the
processes for business planning; quality planning; management review;
internal communication; organization structure; etc. as part of your
QMS. You must also identify what specific documents are needed for
effective planning, operation, and control of these processes. These
documents may include a procedure, business plan, statement of
policies and objectives, etc. Look at the risks related to your business,
products, processes, and resources in determining the nature and
extent of documented controls you need to have for this clause. Where
some of clause 5 activities are performed off-site (e.g. at head-office),
your QMS must identify the off-site processes within your QMS and
ensure that such processes comply with ISO 9001 requirements. The
expectation is to flow down to the off-site facility, the relevant ISO 9001

7. requirements that you would have to implement, had you carried out
the process at your own facility.
5.1.2 Customer focus
Top management is required to take the lead on
demonstrating leadership and commitment to customer
focus by ensuring that all applicable statutory, regulatory
and customer requirements are determined, well
understood by the organization, and are consistently
met. The organization has to determine all the risks and
opportunities that can affect the conformity of the product
and services or have the ability to affect the enhancement of
customer requirements. The associated risk and
opportunities must be adequately addressed. At all times the
focus of enhancing customer satisfaction should be
maintained.
Organizations depend on their customers. So it is important that
customer relationships be effectively managed. Accordingly, you must
understand the current and future needs of customers; you must meet
their requirements and strive to exceed their expectations.
Customer satisfaction is the aim especially for the people working in a
business organization. They strive to achieve the same. but in a number
of cases, they fail because of some problems. They are risks in achieving
customer satisfaction. The top management needs to facilitate people
in identifying those risks in advance and help them to devise alternative
solutions to meet customer expectations. To ensure this you must
understand your customer’s specific needs and requirements in terms
of products, price, delivery communication, service, and support. You
must have an effective communication process between your customer
and your organization, for discussion, review, timing, action, and
responsibility on the above issues. You must have an effective process
for communication and review of the above requirements to relevant
personnel or departments within your own organization. It is the top
management’s role to provide the leadership and commitment of time
and resources to ensure this happens. Auditors will look for evidence of
this. Clause 8.2.1 will get in the details of Customer communication
and Clause 8.2.2 gets further into the details of understanding and
processing customer requirements. Clause 9.1.2 sets requirements for
monitoring and measuring customer satisfaction. Clause 5.1.2 provides
the top management’s overall responsibility for customer relationship

8. management, while clause 8.2.1 & 8.2.2 provides the front end and
clause 9.1.2 provides the back-end, of the underlying and detailed
activities of customer relationship management. The requirements of
clause 5.1.2 – customer focus can be included in the following processes
– business planning; communications; sales and marketing; and
customer satisfaction feedback; etc. You must also identify what
specific documents may be needed for effective planning, operation,
and control of these processes. Examples of such documents may
include a business plan, statement of customer-related policies and
objectives, etc
Sample business plan template
The success of a business organization lies in effectively meeting
customer requirements. Hence. it is the responsibility of the top
management to ensure that customer requirement is understood
clearly by all in the organization who are involved in providing the
products and services to the customer. Goods and services provided
should not be violating any of the legal and regulatory requirements
including the safety norms. For example, if any material is being
exported to the USA. complying with Customs-Trade Partnership
Against Terrorism (C-TPAT) becomes mandatory. where one has
control over the packing area ensuring that only specified people are
involved in packing, their backgrounds are thoroughly verified, the
parking area is under the vigilance of CCTV cameras, and all
precautions are taken to meet the statutory requirements.
5.2 Policy
5.2.1 Establishing the Quality Policy
Top management is required to establish, implement and
maintain a quality policy that is in line with the purpose and
context of the organization while at the same time
supporting its strategic direction. It should provide a
framework for the organization’s quality objectives and
must include a commitment to satisfy applicable
requirements and must be the basis on which the continual
improvements in the quality management system can be
achieved.

9. 5.2.2 Communicating the Quality Policy
The Quality Policy should be applied within the
organization by ensuring that it communicated and
understood within the organization. The Quality Policy
should be maintained as documented information and as
appropriate should be made available to relevant Interested
parties.
Developing a QMS must be a strategic business decision and therefore
top management must provide the necessary direction and leadership,
starting with establishing the quality policy and objectives. Your
quality policy provides top management’s vision on quality
management for the organization. It provides the organization with
focused direction, i.e. high-level goals and objectives for quality
management. Your quality policy must be consistent with the scope of
your QMS and other business, management, and organizational
strategies within the organization. Clause 5.2.2 a requires that you
document your quality policy and clause 5.1.1c requires that you
specify your commitment to ‘satisfy applicable requirements and
clause 5.2.1 d ‘continually improve the effectiveness of your QMS’.
Clause 4.3 specifies requirements for the scope of your QMS. The
wording of the quality policy should preferably specify what
requirements are being complied with by the customer, regulatory,
ISO 9001, etc. It must also clearly state your commitment to
continually improve the effectiveness of the QMS. it may also include
other complementary and important policies for business growth,
product or manufacturing technology, workforce competence,
business flexibility, etc. What you state in your quality policy must
lead to establishing quality objectives, e.g. if you state in your quality
policy that you will “meet customer requirements”, then from this, you
might derive customer-focused objectives for – product defects;
customer complaints, and returns; on-time delivery, etc. Similarly, for
the phrase -“meet ISO 9001 requirements”; from this, you might
derive process objectives for effectively using ISO 9001 requirements
to manage, control, and improve all of your QMS processes. Check out
the process performance indicators. Stating that you will continually
improve the effectiveness of your QMS in your quality policy – can
lead to a number of objectives, as your QMS is composed of many
processes and you could have one or more objectives for each process.
Therefore, each statement in your quality policy may result in one or
more quality objectives. These quality objectives do not need to be

10. stated in your quality policy, but top management must clearly be
involved in providing direction, establishing and reviewing these
objectives. Leadership needs to establish, review and maintain a
policy, but also needs to ensure that it is applied within the
organization. As and when required your policy should be made
available to the relevant interested parties. Your internal
communication process should cover how the quality policy is
communicated throughout the organization. There are many ways of
doing this. Personnel must understand the importance and impact of
the quality policy on the work they do. The quality policy is not
written in stone. It must be reviewed periodically by top management,
for significant changes in your organization, e.g. management,
ownership, relocation, product, the shift in customer base, etc. Such
changes may result in changes to the quality policy. The establishment
of the quality policy should be part of the business planning or QMS
planning processes. A review of the quality policy for continuing
suitability should be part of your management review process. As a
quality document, the quality policy is also controlled by 7.5.3 control
of documented Information.
Samples of Quality Policy:
1.Zenith Software Limited, Bangalore. Quality Policy:
We practice continual Improvement to achieve customer delight by
providing Customer-Centric, Cost-effective, Timely and Qualitative
software solutions.
2. Spectra-Physics Scanning Systems – Quality Policy
We the employees of Spectra-Physics Scanning Systems make the
personal commitment to first understand our customer’s expectations
then, to meet or exceed our commitment to those expectations by
performing the correct tasks defect-free, on time, every time.
3. Divine tooling’s Quality Policy:
Divine toolings are committed to understand, meet & where possible
exceed our customer requirements through continual improvement of
our process. We dedicate ourselves to deliver high-quality products on
time and at the most competitive price.
4. Richardson Electronics Ltd. – Quality Policy

11. It is the policy of Richardson Electronics Ltd. (REL) to:
1. Provide products and services of the highest possible standards, to
satisfy our customer needs, expectations of quality, safety, reliability,
and service.
2. Accomplish quality objectives by establishing, implementing and
maintaining a documented effective Quality Assurance System which
complies with the requirements of ISO 9001:2015.
5. AlliedSignal Aerospace Equipment Systems – Quality Policy
“We will become a Total Quality Company by continuously
improving all our work processes to satisfy our internal and external
customers.”
Scope Statement:
DESIGN, MANUFACTURE, REPAIR, AND OVERHAUL OF
AIRCRAFT STARTERS, CONTROL, AND ACTUATION SYSTEMS,
MARINE SYSTEMS, AND SPACE SYSTEMS.
6. CEB QUALITY POLICY STATEMENT
CEB is committed to providing the highest quality voice/data
communications repair and refurbishment services to our customers
by:
 Consistently meeting or exceeding our customer’s expectations for
product quality and performance;
 Timely delivery of products and services to meet our customer’s
requirements;
 Continuous improvement of our processes, and systems;
 Ensuring our personnel is properly trained so they are better able
to serve our customers.
7. Phelps Dodge Copper Products & Refining Corporation-Quality
Policy
QUALITY PLEDGE
We are committed to being very aggressive in our attitude towards
quality and customer service, primarily since we want to be ranked as
the “best” in our business. Quality is not just another goal, it is our
basic strategy for survival and future growth.
PRIORITY
Our customers demand and warrant a high-quality product—it is our

12. responsibility to give them what they want If we don’t, they’ll find
someone who can. If customer requirements are unclear, then it is our
job to seek out a better understanding of their
requirements/specifications. If we fail at any time, then we must
determine what went wrong and assure that it doesn’t happen again.
OBJECTIVES
Our quality objectives are to furnish high-quality products, on time,
and at the lowest cost. The attainment of such objectives will lead to,
customer satisfaction, enhanced copper performance at the
application level, and ongoing improvements in process efficiency.
Once an objective is achieved, it should be recognized and reset to
stimulate further quality improvement. To reach our objectives, we
will have to maintain a constant focus on quality with full dedication,
commitment, and teamwork.
VISION
Our journey is Total Quality Management–fully satisfying our
customer’s requirements through a process of continuous
improvement. It’s critical to understand that Total Quality
Management is not a short-term program. It’s a long-
term commitment aimed at continuously improving the way we work,
providing a safe work environment, managing our business
processes, and supplier selection/retention. It is our goal to posture
our company for market expansion, thereby providing improved job
security and quality of life for all.
8. QUALITY FIRST- Quality Policy
It must be clearly understood that we’ll not allow quality to take
second place behind cost or schedule. All employees have the right to
question their supervisor’s decisions or actions if they feel that quality
is being compromised.
9. Autodesk Operations – Quality Policy
Manufacture and deliver quality products efficiently, in a professional
and flexible environment, on time and at the right cost to our
customers, while driving to become a world-class organization.
10. Argo-Tech Corporation – Quality Policy
To meet or exceed all the requirements agreed to with our customers.
11.C. B. Kaupp & Sons, Inc. – Quality Policy

13. C. B. Kaupp & Sons, Inc. strives to conduct its business with a total
commitment to our customers and their requirements. We define
quality as conformance to our Customer’ needs, both internal and
external; and conformance to all quality requirements.
In order to achieve this goal, we need the cooperation and effort of the
entire C. B. Kaupp & Sons, Inc. workforce. We must function as a team
in our efforts to give the customer what they want every time. In an
effort to promote Team Work we went to the employees and asked
them to help write our company policy. The policy below was written
by C. B. Kaupp & Sons, Inc. employees on March 1, 1994. At C. B.
Kaupp and Sons, Inc. we are dedicated to achieving the highest degree
of Customer (internal and external) satisfaction. We will achieve this
by:
1. Knowing who our Customers are and what they want – through
open communication.
2. Understanding the requirements of our jobs and the systems that
support us through training and education.
3. Making continuous improvement a part of every day and every
job – through the use of team participation and measurements.
4. Ensuring that our Policy and Procedure Manuals reflect what we
actually do.
5. Remembering that we are here because of our Customers!
Realizing our customers are the reason we have our jobs, and that
through on-time delivery of quality parts at a fair market price is
how we will keep them!
6. Helping each other to help ourselves!
7. Understanding how our jobs fit into the overall flow of work at C.
B. Kaupp & Sons, Inc.!
C – Continuous Improvement through
A – Alignment of our Missions and Goals
R – Responsibility and Respect for our job and each other
E – Educating one another
12. Lansdale Warehouse Co., Inc. – Quality Policy
The Lansdale Warehouse Company is a provider of premier
warehousing and distribution services to a significant variety of
customer needs. We provide a safe and secure environment for
customers’ goods at a reasonable cost. Our dedication to excellence is

14. our prime mission. We provide an atmosphere of quality management
to our employees that engender an entrepreneurial attitude on their
part that ultimately translates into 100% customer satisfaction through
a “Zero Defectives” process. We have adopted attitudes towards
continuous improvement that will ensure dependable customer service
well into the future. Employee participation and honest
communication, combined with a clearly defined understanding of our
customer’s needs, are the tools that assure success for our process.
13. Connelly Containers, Inc. – Quality Policy
Connelly Containers, Inc. is a global provider of corrugated products
with a strong emphasis on the heavy test, multiwall, corrugated board.
We are committed to satisfying customer needs by:
 A complete understanding of the requirements.
 Designing according to these requirements.
 Meeting or exceeding the requirements during the production cycle
 Controlling processes with tools and techniques that allow Connelly
Containers, Inc. and itssuppliers to improve thesystem and achieve
sustainable growth.
We are committed to the preservation of natural resources as an
obligation to society and will promote recycling and the use of recycled
materials with ourselves, our suppliers, and our customers. The quality
management system is to be used by all Connelly Containers, Inc.
employees to raise standards, reduce waste, and to make Connelly
Containers, Inc. a better place to work. Quality at Connelly containers
will continue always to be a consideration in all our internal and
external business activities.
14. HK Metalcraft – Quality Policy
The Quality Policy of HK Metalcraft supports our Mission Statement:
Promote a quality-in-all-we-do philosophy with a total company effort
and commitment to continuous improvement.
HK Metalcraft is committed to QUALITY, ON-TIME DELIVERY, and
COST-EFFECTIVENESS, and will:
1) Provide products and services which meet or exceed customer
needs and
expectations:

15.  Manufacture products which meet customer specifications.
 Strive to meet customer’s target values.
 Monitor customer satisfaction.
2) Deliver on-time.
 Ship on the date required by the customer.
 Monitor on-time delivery performance.
3) Reduce all costs to the lowest possible level.
 Establish Cost Reduction Programs.
 Monitor the Cost of Quality
To meet our commitment, we must:
 Foster a team approach to defect prevention and problem-solving.
 Emphasize appropriate training for all employees.
 Recognize each employee’s responsibility for quality.
 Empower employees to question processes which appear to
produce
discrepancies.
 Treat fellow employees as both customers and suppliers.
 Acknowledge employee’s self-improvements and contributions to
the company.
 Maintain the Quality Department as a partner with Purchasing.
 Exchange expertise with suppliers.
 Use only Selected, Approved, Preferred or Certified suppliers.
 Receive raw materials and outside processed parts only when
accompanied by appropriate certifications and inspection
documentation.
 Accept only conforming products and services from suppliers.
 Elicit written corrective actions from suppliers.
 Keep the Quality Department independent of, but a partner with,
Manufacturing.
 Reduce waste and inefficiency wherever found.
 Seek out technologies for assuring error-free work.

16.  Continue to implement statistical approaches to reduce variation.
 Draw on customer’s expertise in various areas.
 Strive for a complete understanding of our customers’ application
requirements.
 Provide customers with written corrective actions.
 Earn customer recognition of our quality progress.
 Develop and achieve Quality Improvement Goals.
 Practice good housekeeping.
 Never compromise safety.
 Review and renew this Quality Policy on a regular basis
5.3 Organizational Roles, Responsibilities, and
Authorities
Top management must ensure that the responsibilities and
authorities for relevant roles are assigned, communicated,
and understood within the organization. Top Management
must assign the responsibility and authority to ensure that
the system conforms to the requirements of ISO 9001 and
that the processes are delivering their intended outputs; Top
Management must assign the responsibility and authority
for the report on the performance of the system, on
opportunities for improvement, and on the need for change
or innovation, and especially for reporting to top
management; Top Management must assign the
responsibility and authority to ensure the promotion of
customer focus throughout the organization and ensure
that integrity of the system is maintained when changes to
the system are planned and implemented.
Top management must establish the organization necessary to deploy
the QMS. It must define the structure, hierarchy, and lines of reporting.
Additionally, it must ensure that the duties, responsibilities, and
authority of all personnel are defined and communicated. All personnel
must be clear on their duties, responsibilities, and authority in meeting
customer and regulatory requirements. Organization charts, job
descriptions, standard operating procedures, work instructions, etc, are
some of the many ways that top management may use to define and
document this. These must be communicated and deployed, as

17. applicable, throughout the organization. Orientation training,
appointment postings, training on procedures and work instructions,
etc, are some of the many ways in accomplishing this. The organization
structure and lines of reporting; responsibility and authority of
managerial functions and departments may be established by top
management and the responsibilities and authorities for the rest of the
organization may be established by the HR function working with
various process owners. Again, this would depend on the size,
complexity, and culture of the organization. The effective planning,
operation, and control of internal communication processes may be
demonstrated through the performance indicators. Some of the roles
(responsibilities and authorities including) which the Top management
needs to identify but not limited to are:
1. Understanding the company mission, vision, policies, and
objectives carefully, and communicating the same in simple
language down the line. The role should ensure that people have
understood the same and will be able to demonstrate it in their
routine activities.
2. Helping Head of the Departments (HODs) in deriving the
departmental objectives. policies and goals. considering the
company objectives and policies. The concerned HOD is
responsible for writing the policy and goals for his/her department
and sections.
3. Liasoning with standard bodies and getting the latest applicable
national and international standards required for implementing
and maintaining ISO 9000 series of standards.
4. Explaining the concepts of ISO 9000 throughout the organization.
The help of expert professionals can be obtained in giving training.
5. Communicating the importance of meeting customer as well as
regulatory requirements during the training program or on any
other occasion found suitable for this purpose. Liasoning with
marketing. quality, and production people in understanding the
real concerns and requirements of customers and ensure that they
are communicated down.
6. Proactively discussing with the people and ensuring that all have
understood the real essence of the quality policy, quality objectives
and goals, their role in achieving the goals and in complying with
the statutory, legal and regulatory requirements.

18. 7. Identifying the processes required for implementing quality
management systems that can help to achieve company goals is a
very important step in the implementation of the quality
management system.
8. There should be a role for helping the HODs in identifying the
controls in processes identified and documented. This should be
done by considering the company objectives, goals, requirements of
quality management systems. and legal and regulatory
requirements
9. Getting the documents, viz., work procedures, work instructions,
job descriptions, process parameters, and specifications, etc..
prepared by the concerned personnel and bringing them under
control
10. Over a period of time, we see a number of formats are developed
in an organization, and some of them may be a duplication of work.
Scrutinizing all the formats used in the organization and
standardizing them is a very important activity. There must be a
role to collect all the forms, list them, index them. discuss them with
the concerned people. modify them to reduce the number of forms.
and make them more effective and user-friendly.
11. Maintaining the master list of all documents, records, and forms.
and the distributioncharts is one of the prime responsibilities of the
MR.
12. Interpreting customer requirements and communicating down
the line are important activities in any organization.
13. As technology advances and the company adopt new technology
and systems, there is a need to amend the procedures and the
documents. Making arrangements for adequacy adequate audits in
the case of any changes in the system. process. or people.
14. Preparing the procedures. instructions. and manuals and
documenting them are not the end of implementation. Everyone
needs to read, understand. and implement them in their routine
works. Training people to adapt to the systems.
15.We need a team of internal quality auditors to periodically audit the
systems throughout the organization. Identifying the potential
internal quality auditors and arranging their training programs.
16. Developing procedures for internal quality audits and training
the users for the implementation.

19. 17.Internal audits need to be planned in advance and communicated
to the users for the effective implementation of the
systems. Planning internal quality audits and making
arrangements for the audits.
18. Liasoning with the certifying body and top management and
getting audits done.
19. Following up for the closing of non-conformities in time.
20. Following up with the certifying body in getting the certificate.
21. Maintaining records for internal quality audits. management
review. external audits, auditor’s attendance, and performance,
auditor‘s training, trends in performance, follow-up for the actions
decided in the management review and the correspondences
relating to the implementation of quality management systems.
22. Reporting the progress in the implementation in the
quality management systems to the top management from time to
time.
23. Getting information proactively on the changes coming in the
quality management systems and alarming the people in the
organization in time.
24. ensuring the integrity of the management system is maintained
when changes are planned and implemented.
Some of the above tasks may be delegated, but it is the
management’s responsibility to ensure they are planned, implemented,
and achieved. The implementation and adherence to systems is the
responsibility of the top management. Unless the top management
drives and follows up, the system cannot be
implemented effectively. The above task may be given to one person or
to a group of persons depending on the size of the organization.