TQA Cloud QMS Bootcamp | Implementing a Quality Management System | Session 3 | #QualityMatters

This video provides an in-depth exploration of implementing a Quality Management System (QMS), focusing specifically on process mapping and an integrative process approach. Kyle Chambers, CEO and founder of Texas Quality Assurance, presents this session as part of a condensed, free online QMS bootcamp, originally a four-day course. The core purpose is to equip leadership and quality management teams with the skills to develop, implement, and maintain an effective QMS, emphasizing the critical role of quality management and assurance programs for business success, particularly for small businesses.

The session delves deeply into the "process approach," highlighting its importance as a systematic way to view the interconnected pieces of a management system, moving beyond superficial document control to understand how various elements interact. A central framework discussed is the Plan-Do-Check-Act (PDCA) cycle, presented as a fundamental and iterative model essential at every step of process mapping. Chambers stresses that the cycle begins with a clear "quality policy" (broadly defined to include health, safety, or environmental policies), which must align with the organization's values and mission, serving as more than just lip service for compliance. He also notes that Edward Deming's original model used "Study" instead of "Check," underscoring the depth of analysis required.

The discussion progresses to the practical application of the PDCA cycle, detailing each phase: Plan (defining desired outcomes, goals, metrics, KPIs), Do (performing the work, utilizing work instructions), Check (pre-defined measures against planning requirements, inspections), and Act (taking actions like accepting, reworking, or scrapping, leading to continuous improvement or corrective/preventative actions). Chambers critiques the standard ISO 9001 diagram for its complexity, advocating for a more intuitive "integrative process approach" model. This model emphasizes identifying resources/inputs, goals/objectives, expected outputs, and checks/measures, with the "process" and "controls" fitting in the middle. He introduces "integrative thinking" as the ability to constructively resolve tensions between opposing models by creating a new, superior solution that incorporates elements of both, which is core to the process approach's method-agnostic nature.

Key Takeaways:

• QMS Bootcamp Value: The QMS Bootcamp is a valuable, condensed online course designed to teach leadership and quality management teams how to develop, implement, and maintain a QMS, offered freely to support businesses.
• The Process Approach is Fundamental: A systematic view of interconnected processes is crucial for understanding how a management system truly functions, moving beyond simple document control.
• PDCA Cycle is Iterative: The Plan-Do-Check-Act (PDCA) cycle is not a one-time concept but an integral, iterative framework that must be applied at every stage of process mapping and QMS management.
• Quality Policy Alignment: A "quality policy" (which can encompass health, safety, or environmental aspects) must be in strong alignment with the organization's values and mission to drive long-term success, not just for compliance.
• "Study" Emphasizes Depth: Edward Deming's original "Plan-Do-Study-Act" cycle highlights the importance of deeply studying processes rather than merely checking them, advocating for thorough analysis.
• Focus on Added Value: Every process step should be continually questioned for its added value to the organization; steps that cannot justify their existence are potential waste to be eliminated.
• Factual-Based Decision Making: Improvement of processes must be based on data and information, aligning with the quality management principle of evidence-based decision making, rather than subjective opinions.
• Define Desired Outcomes First: The single most critical part of the planning process is defining desired outcomes, purpose, and scope; without these, efforts are likely wasted.
• Distinguish Process Procedures from Work Instructions: Understand the difference between a specific, single-function work instruction (e.g., lockout/tagout) and a broader process procedure that considers interconnected processes and their wider impact.
• Pre-defined Checks are Essential: The "Check" phase of PDCA should involve pre-defined measures, acceptance criteria, and customer requirements to ensure consistency and effectiveness in evaluating work.
• The "Act" Phase Drives Improvement: The "Act" phase is where decisions are made (accept, rework, scrap), generating valuable data for corrective and preventative actions, feeding into continuous improvement.
• Integrative Thinking Resolves Conflict: Applying "integrative thinking" helps resolve disagreements by focusing on problem requirements and combining elements from opposing solutions to create a superior, new model.
• Practical Process Mapping Model: A more effective process map identifies resources/inputs, goals/objectives, expected outputs, and checks/measures, allowing the "process" and "controls" to be flexibly defined in between.
• Process Maps as Internal Tools: Process maps should be treated as evergreen, internal guides for managers and owners, not controlled documents, to avoid unnecessary complexity in audit processes and encourage continuous editing and improvement.
• Process Maps for Conflict Resolution: Utilizing a process map to define requirements, limits, vision of good, and checks can effectively reduce tensions and solve problems when teams or managers have differing opinions.

Tools/Resources Mentioned:

• TQA Cloud: Texas Quality Assurance's flagship QMS software product.
• Texas Quality Assurance Website: Offers free samples of process procedures.
• Harvard Business Review on Audible: Recommended for learning about integrative thinking.
• OSHA CFRs (Code of Federal Regulations): Specifically mentioned CFR 1910 for general industry, as a critical input for health and safety management systems.
• ISO 9001: The international standard for Quality Management Systems, referenced for its principles and diagrams.

Key Concepts:

• Quality Management System (QMS): A formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.
• Process Mapping: The visual representation of the steps and decisions involved in a process, used to understand, analyze, and improve workflows.
• Process Approach: A management strategy that views an organization as a system of interconnected processes, focusing on how these processes interact to achieve desired outcomes.
• PDCA Cycle (Plan-Do-Check-Act/Study): An iterative four-step management method used for the control and continuous improvement of processes and products.
• Integrative Thinking: The ability to constructively consider opposing ideas simultaneously to generate a new, superior solution that incorporates elements of both.
• Integrative Process Approach: A methodology that combines integrative thinking with the process approach to build effective QMS by considering numerous variables (interested parties, customers, employees, competitors, capabilities, costs, industry trends, regulatory environment) into a cohesive solution.
• Quality Policy: A formal statement by management, closely linked to the business plan and marketing approach, which defines the overall intentions and direction of an organization with regard to quality.
• Fact-based Decision Making: A quality management principle emphasizing that effective decisions are based on the analysis of data and information.
• Work Instruction vs. Process Procedure: A work instruction is a detailed, step-by-step guide for a specific task, often for one location or function. A process procedure describes a broader process, considering its interconnectedness and impact on other organizational functions.

Examples/Case Studies:

• Coffee Pot Process Mapping: A lighthearted example mentioned from another video, used to illustrate the absurdity and simplicity of initial process mapping exercises.
• Powered Industrial Trucks (Forklift) Program: A detailed, real-world example used to demonstrate the integrative process approach. This included:
  • Resources/Inputs: OSHA CFR 1910, current operating environment (ramps, docks, trailer types), and employee experience levels.
  • Goals/Objectives: Zero accidents, zero injuries, saving time and effort, and ensuring proper maintenance to reduce costs.
  • Outputs: Zero incidents, improved efficiency, reduced costs.
  • Checks/Measures: Annual internal audits, comprehensive training programs (classroom, quiz, practical driving exam), and daily pre-operational maintenance inspections using laminated checklists on forklifts.
  • Process/Controls: Establishing a forklift in each shop, preventative maintenance schedules, and training schedules, with specific procedures for the PIT program and training.