ISO 9001 Quality Management System Certification in a Company

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Basic Philosophy Behind Quality Management Systems and Quality Improvement Tools
ISO 9001 in Improving Quality Problems in the Company
Independent Third Party Certification: Becoming ISO 9001 Certified
Managing the ISO 9001 QMS Effectively
Reference List

Basic Philosophy Behind Quality Management Systems and Quality Improvement Tools

The basic philosophy of quality management system (QMS) is the customers’ satisfaction. This is because customers seek value that is worth products they buy. Satisfying customers will also ensure that Domhus UK Ltd gets repeat businesses, referrals and few cases of customers’ complaints.

At the same time, the company must also satisfy its internal customers i.e. workers. There are also chains of customers the company should seek to satisfy. The whole process of satisfying customers must end in satisfying external customers of the company (Tang, 2005).

QMS should give Domhus UK Ltd opportunities to satisfy its suppliers. Domhus UK Ltd suppliers include timber suppliers from Sweden and Scotland, electrical cabling suppliers from Guangzhou, China and glass suppliers from Wigan, UK.

It is also necessary to note that these suppliers use various modes of transportation to make their deliveries. Domhus UK Ltd must take this into account as a part of basic philosophy in satisfying its chain of suppliers. The company should satisfy both suppliers within the country and those outside the UK.

QMS also looks at continuous improvement in outputs. Domhus UK Ltd should always strive to improve its operational processes and outputs. There are always chances of improvement in the construction industry. The company must also recognise that competition is also improving, and it must strive to offer quality and affordable housing.

Domhus UK Ltd must achieve this through effective workforce and reliable machinery. It must examine the sources of delays and poor work outputs, and embarks on the process of eliminating them. The company can achieve this through workers suggestions on improvement and elimination of unnecessary wastes.

There should also be continuous use of quality methods in construction processes that eliminate wastages and reduce time (Patterson, 2009).

ISO 9001 in Improving Quality Problems in the Company

Domhus UK Ltd should adopt ISO 9001:2000 in order to have a quality system that is effective and efficient. This will help Domhus UK Ltd eliminate errors, wastages, and save construction costs. The company will also have a model to allow them implement expansion programmes as it maintains its same quality of work.

Therefore, Domhus UK Ltd will improve on satisfaction of its customers, and suppliers. The ISO 9001 will give the company marketing advantages that come with the level of ISO 9001 quality. Despite these advantages, small companies think that ISO 9001 is expensive and time consuming process.

Domhus UK Ltd must become ISO 9001 certified in order to bid and win contracts from other large companies (Nee, 1996).

Independent Third Party Certification: Becoming ISO 9001 Certified

An independent third party certification to the standard insures that building constructions meet widely agreed consumers’ and environmental requirements by transparently engaging all stakeholders in the process.

Independent third party certification also ensures that construction companies provide details of their materials in a standardised format. This builds consumers’ confidence in the company finished housing projects, and enhances their purchasing decision-making processes (Landin, 2008).

In order for Domhus UK Ltd to become ISO 9001 certified company, it must first learn about the ISO 9001 certification. The company can get information from area accrediting organisation nearby.

These bodies provide ISO 9001 for review among interested organisations. Domhus UK Ltd can review and get familiar with areas of audits and where it needs improvement (Tricker, 2009).

Domhus UK Ltd should also review all its construction processes. The company should note whether or not its processes meet the ISO 9001 requirements. This will enable the company to improve upon processes which are below the standards.

Domhus UK Ltd will devise ways of creating and implementing quality management processes. In this context, the company must create its quality manual, train its key operation managers, and also train employees with new approaches to quality in construction processes.

Once Domhus UK Ltd has done these processes, the company should carry out a pre-certification audit. This enables the company to identify gaps in quality management before the official audit begins. This process leads the company to a final stage of applying for a certification audit. Domhus UK Ltd should find accrediting body within Bolton, UK to perform evaluation and audit processes.

Relevant legislation and regulations that the company will have in complying with and incorporating compliance into the ISO 9001 QMS

Domhus UK Ltd must commit itself to relevant legislation and regulations in the construction sector in Bolton and international standards. There are regulations and legislations such as building codes, fire and safety, occupancy type, energy and electrical requirements, quality policy, and environmental regulations, which the company must ensure compliance (Murdoch and Hughes, 2000).

Domhus UK Ltd will also ensure the health, safety and welfare of its employees. The company can only achieve this through ongoing processes of compliance with regulations and legislation in the building industry. Domhus UK Ltd shall continuously train its employees and ensure strict compliance with the construction industry legislation and regulations (Thorpe and Sumner, 2005).

Domhus UK Ltd shall also work with the ISO 9001 quality management systems in ensuring constant adherence to legislation governing construction sector. The company will ensure that it manages its resources and provides quality products to its customers through effective compliance and operation of the QMS (Burati, 1991).

Managing the ISO 9001 QMS Effectively

Domhus UK Ltd must realise that ISO 9001 certification is not an end in itself. Instead, managing ISO 9001 is an ongoing process. Therefore, for effective managing of the ISO 9001 QMS, the company must understand and meet requirements of the process.

Domhus UK Ltd will use the process in order to ensure that workers understand processes the company needs to meet certain ISO 9001 key requirements. Unclear definition and communication of requirements will result into mismanagement of QMS (Broomfield, 2004).

Domhus UK Ltd should always consider values each process adds to the QMS and meeting customers’ expectations and company’s objectives. In this regard, the company should consider critical processes in QMS. Domhus UK Ltd should also monitor actual performances and effectiveness of the system using results.

The company can do this by using identifying main processes and monitor them with set performance standards. Domhus UK Ltd can achieve this using most critical criterion and its purposes (Rogers, 2008).

Successful QMS relies on data-driven and continuous improvement processes. The data will help Domhus UK Ltd to identify improvements the company needs to drive performance and standards. Domhus UK Ltd can base its improvement plan on root-cause analysis to provide solutions or preventive measures that ensure effectiveness in quality.

Domhus UK Ltd must also realign its internal audit in order to perform effectively in the new ISO 9001 and QMS standards. The audit department can do this by using a need-based review of the QMS with the ISO 9001 specifications.

Reference List

Broomfield, J R 2004, ISO 9001:2000 Interpretive Guide for the Design and Construction Project Team, McGraw-Hill, New York.

Burati, J L 1991, ‘Quality Management in Construction Industry’, Journal of Construction Engineering and Management, vol. 117, no. 2, pp. 341-359.

Landin, A 2008, ‘ISO 9001 within the Swedish construction sector’, Construction Management and Economics, vol.18, no. 5, pp. 509-518.

Murdoch, J and Hughes, W 2000, Construction Contracts: Law and Management, 3rd ed, E & F N Spon, London.

Nee, P 1996, ISO 9000 in Construction, Wiley-Interscience, New York.

Patterson, J 2009, Quality & Construction: Shows step-by-step how to build a quality management system for any size construction firm, BNI Books, San Diego.

Rogers, L 2008, Basic Construction Management, 5th ed, BNI Books, San Diego.

Tang, S L 2005, Construction Quality Management, Hong Kong University Press, Hong Kong.

Thorpe, B and Sumner, P 2005, Quality Management in Construction, 3rd ed, Gower, Swansea.

Tricker, R 2009, ISO 9001: 2000 For Small Businesses, Elsevier, Amsterdam.

Click Here To Order Now!