Most quality management systems don’t produce the desired results because of the way companies use it to affect their bottom line.

A QMS is often considered to be a burden, and there’s apathy in all levels of the organization toward quality. ISO 9001 systems, for example, are considered to be paper monsters. One can blame registrars, consultants or even management for not ensuring effective implementation of the QMS. The fact remains that QMSs create consistency, but in turn can be misconstrued by bureaucracy.

How does it happen?
It depends. Each implementation has its own reasons. Instead of worrying about why it happens, try to answer this question: How can you make your QMS more effective?

Any new methodology, system or tool has a goal behind it even before it’s documented. For example, the intent of Six Sigma is to have a great deal of improvement in a short period of time, or the intent of the Dorian Shainin methodology is to reduce variability.

Similarly, the intent of a QMS is to create quality thinking throughout the organization, a state of mind at each individual level through a system consisting of documentation, deployment, results and certification.

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