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48 PCB007 MAGAZINE I JUNE 2020 tomer loyalty, retention, and improved market value. How Should You Build Your QMS? As we all know, there are as many paths as there are masters, but only one destination. For example, our quality methodologies are based on Six Sigma, Lean, Kaizen, and good old com- mon sense, but these must be adapted to cus- tomer and company requirements to be optimal. A good starting point is quality performance toward customers and what creates value for them. Set your goals based on this. Once the goals are defined, determine where you can support our customers and create value in your systems, procedures, and decision processes. Accordingly, once you determine and define where you can create value in your systems, procedures, and decision processes, create an internal log system and methodology to docu- ment and measure this value-creating process. When Is Your Attention Required? As important as defining strategies, goals, and measurements is, the method and routine for continuously analyzing the situation are just as critical. Hence, a sturdy organizational routine in your management structure to en- sure that one is monitoring the situation fre- quently and consistently. Establish a regular analysis meeting with one responsible person from each department, let them make decisions, and implement corrective actions and measurements to improve the com- pany's excellence. This will be one vital step during a long journey in your company path to- wards continuous working with your QMS. Five Reason Why a QMS Is a Smart Investment If you are still in doubt about implementing a QMS, here are the top five reasons why you should. Having a QMS improves: 1. Organizational Effectiveness It's all about goals. We need a goal to stretch toward, no matter if you work in sales, customer service, technical, or procurement. No goals = no gains. With no parameters to measure im- The Must-Haves in Quality Management To ensure that a QMS functions optimally, it needs to represent the core aspects of the company, known by heart by every employee, and linked to every department's procedure and methodology. It's like building a house or producing a faulty printed circuit; if the design is wrong, then the end-product will not be as planned. Implementing a QMS is all about ensuring that it is designed to support the organization and its procedures and not something irritat- ing, representing bureaucracy and extra work. It should be well-written and documented, but often it is hidden away in a dusty drawer and only read when there are major challenges. Quite often, that's too late. What factors should you consider when im- plementing a QMS? First, start with the basics: Why, how, and when? Why Is It Smart and Necessary to Implement a QMS? Unquestionably, a QMS will improve the ef- fectiveness of your organization. It is needless to say that with clear goals, mandates, and re- sponsibilities, life becomes easier for everyone. With clearly defined goals and measurements, one will be able to determine the efficiency of one's strategies. The consequences of improv- ing your performance and introducing innova- tive processes are as endless as the pursuit of outstanding quality performance. Firstly, by understanding and keeping track of your actions and your external environment, you will be able to implement changes before an emerging market condition, environmental circumstance, or government regulation is in full effect. This ability will improve your com- petitive position and strengthen your share- holders' values. Secondly, by eliminating defects and waste, you will benefit from higher profitability as a result of reduced costs by having a better cost management system. This will result in increased job security for the employees and allow them to focus on other value-generating aspects for your customers. The end result of this chain reaction will be an increase in cus-