How ERP system is useful in Quality Control Management?
Quality Control Management is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement Quality Management often fail because top management does not lead and get committed but just delegates and pays lip service.
For the past few years, ERP systems have became one of the most powerful tools for quality control management. The important characteristics of quality control management include customer-driven quality, top management leadership and commitment, continuous improvement, fast response, actions based on facts, employee participation and a quality management culture.
Each part of the company is involved in total quality, operating as a customer to some functions and as a supplier to others. The engineering department is a supplier to downstream function such as manufacturing and field service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers.
Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company and in creating and deploying well-defined systems, methods and performance measures for achieving those goals.
The main objectives of the quality control module are the construction and maintenance of the filing of the quality control. The control of reception, internal rejections, clients, claims, providers and evaluations of the same corrective actions are related to their follow-up, and are also some of the goals that this module offers. Furthermore, it is also helpful for internal auditory procedures and for the control of auditory providers.
These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration.
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