Should we have a designated ‘Quality Manager’ in our company?

This depends on a number of factors such as:

  • size of organisation
  • availability of resource
  • culture
  • current issues, both internal and external
  • risks associated with products and services

Quality is really everyone’s business, so therefore it should be built into the processes of the  organisation. Top management should ensure that quality cascades down every level of the company, so that everyone understands their role in meeting customer requirements.

However, a Quality Manager may be required where:

  • there is a high number of current issues the organisation has to deal with
  • complaints, returns, rework, etc. is particularly high
  • the current culture does not lend itself to everyone being responsible for quality
  • Top management require regular progress and updates on the various activities related to ‘quality’

In an ideal world, there wouldn’t be a need to appoint a Quality Manager. But for now, if a single point of contact is required, then there is good value to be obtained from it. The QM should manage (not do) a number of tasks, including:

  • implementing required standards in the business
  • managing certification to ISO standards
  • Managing audit programmes
  • Investigating issues and suggesting actions to improve and mitigate
  • manage the risk process
  • demonstrating the cost of quality
  • overseeing training and development

A Quality Manager is a senior role, essentially Director-level, who manages, co-ordinates and oversees all activities of the business that ensures it meets:

  • the requirements of its customers
  • the needs of stakeholders and other interested parties
  •  the requirements of standards and certification companies
  • assurance and governance requirements of the business
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