Quality Management Systems: Why it Matters

April 1, 2025

By Marshall Taylor

The word quality is synonymous with manufacturing. It is a key metric internally and externally. We measure performance and value by it. It can mean the difference between success and failure, and if deviated from, can carry catastrophic consequences. Quality is spoken of so frequently that it sometimes seems cliché. Many companies tout quality as part of their marketing pitch as if choosing them over another supplier is an added benefit. In reality, quality is a non-negotiable for our customers. It is the rule, not the exception. Quality is, or should be, the foundation for every manufacturer. Just like buying a new car or an iPhone, customers expect parts to be free of defects without specifying it in writing.

Of course, every shop will say that quality is one of their top priorities, and I imagine that 99.99% of suppliers acknowledge the importance of quality since it is their reputation on the line, after all. With that said, there is a huge difference between the methods in which suppliers use to ensure quality. This is where the divergence occurs between companies that merely acknowledge the importance of quality and those that integrate quality as a core value of their culture. Not even having certifications or a “Quality Manual” makes this distinction. It must be embraced by every team member, from management to the shipping department.

A quality management system (QMS) is the framework from which a “quality culture” operates. Having a QMS doesn’t automatically guarantee that a company adheres to it but is crucial in laying the foundation for a company's functions. This could be as simple as a set of guiding documents or as robust as sophisticated software that is integrated with other technologies. It really depends on the needs of the company as well as flow down requirements from their customers. In any case, it is a documented set of procedures with roles and expectations for specific areas in the company. You will find some form of the following elements in most quality management systems.

• Quality Policy—This is the company’s mission statement regarding quality. It is its commitment to its customers.

• Quality Manual—This document encompasses the sections and procedures that make up the QMS. It usually outlines the roles of people in an organization and lists their responsibilities as they relate to the quality management system. You will also find a table of contents here that correlates to sections of a quality standard such as ISO 9001 or AS9100.

• Quality Processes and Procedures—These are the specific areas documented and defined in the QMS. They include processes for document and record control, internal audits, corrective actions, supplier management, purchasing, quoting and contract review, training, control of non-conformances, calibration, and inspection.

• Quality objectives and KPIs—These are specific areas identified as lead and lag indicators to measure the effectiveness of the quality management system.

The purpose of a quality management system is more than just to catch defects before they go out the door. It is to create an environment of continual improvement where the root cause of defects is eliminated. A QMS does not guarantee that quality issues will never arise. However, an effective QMS provides a method for measuring quality, identifying opportunities for improvement, and sharing the responsibility of quality with every individual in the organization.

The customer may not see a supplier's QMS behind the scenes, but they certainly can judge its effectiveness by its results. The quality certification on a company’s website could indicate that they have embraced a quality culture, or it could mean they hired a consultant to coach them through an audit, and then they don’t look at their QMS until next year. In my experience, the greatest benefit of implementing a QMS isn’t gaining a ticket into an industry that requires a certification. Rather, it is the internal gains, such as greater efficiency and extreme ownership, that reap the most significant returns.