Qualityworld

Smooth transition

Moving from a paper to a software-based QMS can be a daunting prospect for any company facing the myriad of options available in the software market. Peter Shields, operations director at Innovative Management Systems (IMS), explains why the software solution is the way forward and gives some guidelines on what the quality manager should be looking out for when making the move.

Many quality professionals still find themselves responsible for the ongoing maintenance of a paper based QMS. Typically the system they manage was introduced a number of years beforehand, when paper systems were the norm, or it may have been inherited from a predecessor. Whatever the history, they see other companies, competitors even, adopting new software-based approaches to quality management. They are acutely aware of the directive for everyone in their company to operate effective systems - systems that 'add value' to the business, systems that the workforce actually use.

Moreover, they are under ever-increasing pressure knowing that the existing QMS they operate is ineffective and is fast reaching the end of its life - remember the December 2003 deadline for ISO 9001:2000 certification? In a nutshell, they find themselves in a situation where they know something has to be done and simply don't know which way to turn. Does this sound familiar? If so read on...

Paper-based QMSs, or any other paper-based management systems for that matter, are quite simply inadequate for today's changing business needs. No apology is made for stating this fact or for advocating that a modern software-based solution is vital to business success. A software-based system should never be introduced to an organisation in 'splendid isolation'. Understanding the limitations of the existing paper-based system, the need to satisfy ever-changing company requirements and forthcoming standards, and identifying the key features of an appropriate system all need to be considered before purchasing a software solution.

Consider the whole picture

The business drivers governing modern companies are well known - the globalisation of markets, the drive for increased efficiency, improved customer focus and the streamlining of supply chains. All systems, quality or otherwise, need to be developed to support the core business processes that are necessary for the company to operate effectively and efficiently as a whole, and should never be developed in isolation - a trait found in many organisations.

A typical scenario is for someone in the company, not necessarily the quality manager, to identify and procure a system, which fits their view of the world. This can be with, but is often done without IT input. This is a na¨ve approach and the company will simply inherit a series of fragmented systems which are of little or no value to anyone. Conversely, software solutions purchased by the IT function without discussing the users' requirements can prove to be wasteful. The result is that the information systems become more fragmented, leading to greater problems with communication and effective integration - not to mention the associated costs. Ensure that IT is onboard from day one. IT personnel see themselves as owning the networks, therefore it is sound advice to consult with them prior to reviewing any product. Tread carefully

The role of the quality professional must be to understand the facts and present a clear case for change to the decision makers, whether these are the IT manager, finance manager or some other budget holder. The chances are if you have investigated the 'right' solution and can provide strong evidence, you can convince the right people to commit to it.

IT queries

Typical IT queries include:

what operating system is needed, Microsoft or Lotus Notes?
do I need additional software to run the program?
can we install (or is a specialist and often expensive) assistance required?
does the product have a support package?
can the supplier provide overseas support on a 24-hour basis?
LAN, WAN, intranet? Will we want our clients to view our system (extranet)?
licensing - per seat or concurrent?
is there an escrow agreement should the software supplier cease to operate?
importantly, will this product integrate with our current IT strategy?

Argue your case

Before you can argue a case for a software-based system, first consider the value and effectiveness of the existing paper based QMS. Can a paper-based system meet the requirements of the new standard? Obviously yes, but at what cost in terms of resources?

A common view held by many is that paper-based systems are cumbersome to operate, time consuming to maintain and often difficult to understand from the workforce's viewpoint. In order to measure the effectiveness and usability of the system, it is suggested that you undertake an internal survey to provide the evidence required to build your case for change. One unenlightened quality manager from a large oil and gas production company recently advised us that he was not going to change from his organisation's paper-based system unless he was instructed to do so by his certification body. The company saw its existing system as low maintenance and did not want to change unless it really had to. When I hear such statements, I see manuals on shelves that are never read by the workforce.

As for the fallacy regarding paper-based systems 'not costing anything', I am sure if the quality manager were to cost the time taken for procedure development, paper distribution, and photocopying, not to mention the lost time related to non-conformities, they would see the cost of maintaining their system as quite significant.

Continue to part 2 of this article