QMS processes related to external consumers. Consumer Journey Map (CJM): Pros and Cons

The input data for the execution of consulting projects for the implementation of quality systems are the data of the technical assignment, as well as the diagnostic data of the customer's organization. Diagnostics is carried out at the initial stage of the project in accordance with. Based on the diagnostic results, a diagnostic report is developed.

The input data for conducting corporate trainings are the data specified in the customer's application, as well as the technical specifications specified in the contract with the customer. Preparation for training is carried out in accordance with. Based on the results of the training, a training schedule is developed.

The input data for the design of the services "Execution of consulting projects" and "Conducting corporate training" are the tasks set in the development concept, goals in the field of quality, business plans for areas of activity. The design of these services was a one-time activity of the company. The procedure for the provision of these services is being reviewed and adjusted on an ongoing basis.

7.3.3 Design and development outputs

The output data for the execution of consulting projects are the reporting materials on the project, transmitted to the customer.

The following can be used as reporting materials:

documented procedures;
process maps and regulations;
standard and reporting forms.

The complete composition of the reporting materials is determined in the project execution plan for each project. The procedure for checking and approving reporting materials for projects is established in No. 02 - KP "Project Execution" and .

Output data for conducting corporate training can be:

handouts on the topic of training;
training seminar curriculum;
tests (control tasks) for the participants of the training seminar.

The full composition of the developed materials is determined in the contract and terms of reference for corporate training. The procedure for checking and approving the developed materials for conducting training seminars is established in No. 03 - KP "Conducting corporate training".

The output data for the design of the services "Execution of consulting projects" and "Conducting corporate training" are process maps and documented QMS procedures of the company "KPMS". The quality control officer checks the process maps and documented procedures for compliance with the input data. The approval of the process maps and documented QMS procedures is carried out by the General Director. The design of these services was a one-time activity of the company. The procedure for the provision of these services is being reviewed and adjusted on an ongoing basis.

7.3.4 Design and development review

Project analysis and development for consulting projects is carried out through weekly and status project meetings. Based on the results of each meeting, the minutes of the meeting are drawn up. The procedure is defined in No. 02 - KP "Project Execution" and №08 - DP "Project Organization".

Analysis of the development of materials for corporate training is carried out in accordance with No. 03 - KP "Conducting corporate training"... The analysis is carried out by the head of the corporate training department. The department employee responsible for organizing and conducting the training seminar provides the head of the department for approval with materials prepared by the teachers according to the corresponding program. Materials are provided in in electronic format... If the head of the department has comments on the submitted materials, they are indicated in the text of the materials provided. All versions of the developed corporate training materials are stored on the corporate server.

The analysis of the design progress of the services provided by the company is carried out similarly to the actions provided for consulting projects. The analysis is carried out in accordance with No. 02 - KP "Project Execution" and №08 - DP "Project Organization"... The design of these services is a one-time activity of the company and is carried out as part of the development of the QMS. The procedure for the provision of services is being reviewed and adjusted on an ongoing basis.

7.3.5 Design and development verification

Verification of reporting documentation developed for consulting projects is carried out by agreement with the customer's representatives. Actions to agree on the reporting documentation of projects are carried out in accordance with №08 - DP "Project Organization"... Records of the verification results are confirmed by affixing the signatures of the approving persons on the reporting documentation.

Verification of documentation developed under corporate training programs is carried out by agreeing this documentation with the head of the corporate training department. Actions for the approval of materials developed for conducting training seminars are defined in No. 03 - KP "Conducting corporate training"... Records of the verification results are confirmed by affixing the signature of the head of the corporate training department on the printed versions of the prepared materials.

Verification of process maps and documented procedures developed for the services provided by KPMS is carried out through the coordination of the CP and DP with the owners and participants of the relevant processes. Records of the verification results are confirmed by affixing the signatures of the approving persons to the CP and DP.

7.3.6 Design and development validation

The approval of the reporting documentation developed for consulting projects is carried out director general the customer's company or his authorized representative. The procedure for submitting reporting documentation for approval is defined in №08 - DP "Project Organization"... Records of the results of the approval of the reporting documentation are carried out by affixing the approval signature on the paper version of the reporting document.

The approval of materials developed under corporate training programs is carried out by the Director of the Consulting Directorate. Records of the results of approval of materials developed under corporate training programs are carried out by affixing an approval signature on the paper version of the training program. Other documents do not require an approval signature.

The approval of the process maps and documented procedures developed for the services provided by KPMS is carried out by the CEO of KPMS by affixing an approval signature on the paper versions of the KP and DP.

A business process (process) is a cumulative sequence of actions to transform the resources received at the input into final product that has value for the consumer at the exit.

Thanks to this definition, it becomes clear that business processes exist within every organization, whether they are formalized or not. The organization can be accepted functional approach to management, which views the company as a set of divisions, each of which performs specific functions.
In this case, individual divisions are focused on achieving their own indicators, but not always - on the final result of the company, which can cause a conflict of interest between divisions and adversely affect the overall business performance. Constraint theories) between sales and purchase departments trading company... To increase turnover, the sales department requires to ensure the maximum possible assortment and maintain a constant availability of goods in the warehouse, and the supply department purchases a narrow range of goods in large quantities, because its main indicator of work - getting a lower price from the supplier to reduce costs - has nothing to do with increase in the company's sales.

Advantages of the process approach over the functional

Process approach is considering business as a set of processes- the main business processes, management processes (setting goals) and supporting. The main business processes are processes that directly make money. Supportive - processes without which the main ones cannot exist business processes, these are the processes of providing a variety of resources.

Each business process has:

its specific goal, subordinate to the general goal of the company;
an owner who can manage resources and is responsible for executing the process;
resources;
quality control and error correction system;
system of indicators of the process.

The totality of all actions to transform materials and information into a finished product for the client is called value stream. Value stream it is convenient to represent graphically - in the form of a map of business processes. The figure below shows company business process map... The map allows you to visually see the value stream as a whole, to understand the sequence and interconnection of processes, as well as opportunities for improvement.

Technology business process descriptions makes all the company's operations transparent and understandable, allows you to analyze operations and find problems in them that lead to failures. The main thing is that business processes allow you to understand the interaction between disparate departments: what, to whom and for what they transmit or receive at each stage. As a consequence, the process approach greatly simplifies adaptation of new employees and reduces the dependence of the company on the human factor. It is important that the process system simplifies operating expenses management.

The presence of a well-developed business process systems greatly simplifies bringing the company's activities to compliance with quality standards ISO 9001: 2015... In the context of the accomplished accession of Russia to the WTO, the company's compliance with ISO 9001: 2015 standards is becoming an important competitive advantage.

The implementation of a QMS at an enterprise without fail requires the creation and description of business processes.

Business process development

Consider the order business process development... First, you need to create a working project team from the company's employees. Usually, one work team is not enough. Then a temporary team of customer and supplier units of a specific business process is involved in its activities, which provide the inputs, outputs and resources of the business process.

To understand how the system functions and to preserve the accumulated experience, first write down how the process actually functions now. It should be remembered that the purpose of the description is to identify the connections between the actions being taken, and not to record the smallest details. That's why description of business processes it is recommended to standardize using standard forms and process maps.

In the description of a business process, the following sections can be distinguished:

Standard forms of a business process
Business process map
Business process routes
Business process matrices
Business process flowcharts
Description of the joints of the business process
Supporting descriptions of the business process
Detailed description of the business process
Business process documentation
Determination of indicators and indicators of a business process
Regulations for the execution of a business process

Let's take a closer look at each stage.

1.Standard forms for describing a business process

We recommend using a standard sample of a standard form for describing a business process. This will allow achieving a unified approach to recording the process. by different people, which will then greatly facilitate the analysis of the processes.

2.Map of business process

Business process map- a graphical presentation of a business process in the form of a flowchart. Note that there is a separate column for each participant in the business process. Lines are time intervals. The issued card allows you to synchronize operations and trace the path of information flow between the divisions of the company.

At the stage of drawing up a business process map, the employee performing this work does not require competence in the area of the described business process procedures. It only records the knowledge of the performers, what and how they do it. You need to get answers to the questions:

What document ends the work cycle so that you can start over?
Who is this document forwarded to?
What precedes this?
Who is involved in this process inside and outside the organization?
Who issues the task to start the process?

When mapping a business process, you should use the popular 5W1H question formula. In short, these are 5 W questions:

Who? (Who is performing this operation?)
Why? (Why or why is this operation performed?)
What? (What is this operation?)
When? (When should this operation be performed?)
Where? (Where is the operation performed?)

and one question H

How? (How is this operation performed? Is it possible to do it differently or to make improvements?).

If the map turns out to be too complex, this is a signal that there is no proper order in the management of the organization.

3. Routes of the business process

In real business processes, several divisions of the enterprise are often involved. For them, it is necessary to assign roles in the process. In addition, there are branches and parallel actions. Therefore, the presentation in the form of routes is very convenient. Routes give us a logistic outline of the process - movement of materials, people, cash and information flows... Flowcharts are used to decipher the logic of a command's actions.

4. Business process matrices

Matrix (table) for analyzing the interaction of processes allows you to highlight the most important business processes, establish their relationship and assess the degree of influence of the processes on the functioning of the QMS.

Process chain analysis discovers that information is exchanged between all sub-processes. The process chain goes from the top left corner to the bottom right corner. The internal supplier-consumer relationship is shown as rectangles that indicate the requirements for the activities that were performed earlier.

5. Drawing up a flowchart of a business process

The process flowchart is a visual diagram of the entire chain of relationships between all participants in the business process (consumers, suppliers and performers). In the process of drawing up a flowchart, questions are posed:

Is the value of this business process comparable to the cost of carrying it out?
How integrated is it with other business processes?
Can errors in this business process be immediately detected?
What has been done to improve and ensure the quality of this business process?

6. Description of the joints of business processes

It is most difficult to describe the activities of an enterprise at the intersection of business processes. It is sometimes very difficult to obtain agreement between the owners of the processes.

First, write a description of the outputs. Put them on the roster first, then define the performance indicators and values to strive for. Describe the process for measuring these indicators. Consider moving from these to other performance metrics of interest to other users.

Then write a similar description of the inputs.

7. Supporting descriptions of business processes

As an auxiliary description are used layout diagrams, mnemonic diagrams, Gantt charts and network charts... The last two are convenient to use for processes project management.

8. Detailed description of business processes

Deployed business process description can be in any form convenient for the enterprise, but must contain the main provisions:

full name of the business process;
business process code;
definition of a business process, revealing its main content;
the purpose of the business process;
business process owner in charge of forward planning process;
a business process manager responsible for the current management of the process;
business process standards;
business process inputs (flows coming from outside and subject to transformation);
business process outputs (transformation results);
the resources available to the business process;
business processes of internal and external suppliers - sources of inputs;
business processes of consumers - users of the results of the considered business process;
measured process parameters;
process performance indicators.

9. Documenting the business process

Business processes included in the QMS system are subject to documentation. The most convenient form of description is a procedure. The business process can be described by one or more procedures, depending on the complexity. It is convenient to create a single view for describing all business processes.

10. Determination of indicators and indicators of the business process

The business process must be characterized by some indicators so that the process can be measured and evaluated for its effectiveness. All indicators fall into 4 main groups:

quality;
lead time;
number;
costs.

In addition, it is customary to highlight special groups- a group of business process indicators, a group of requirements, a group to ensure the desired course of the process, a group of recommendations.

Indicator group business process shows the degree of achievement of the goal.

The group of requirements includes:

human resources;
infrastructure;
working environment conditions.

Group to ensure the desired course of the process:

information;
work instructions;
time.

finance;
logistics;
suppliers;
partners, etc.

11. Regulation for the implementation of the business process

Large business processes should be formalized as a separate document " Regulations for the execution of a business process". The rest of the business processes can be formalized in the form of department regulations and job descriptions.

The regulations should include the requirements to ensure compliance with the Shewhart-Deming cycle:

determination of the planned indicators of the business process for the next period;
analysis by the owner of the business process of deviations from the normal course of the process and their documentation;
analysis of the effectiveness of corrective actions;
formation of reports for the higher management.

Development and description of business processes- the first step on the way QMS implementation at the enterprise. Ahead is constant and painstaking work to communicate them to all personnel, analyze and, if necessary, introduce corrective actions.

Zlobina Natalia Vasilievna Candidate of Economic Sciences, Associate Professor of the Department. " Economic analysis»Tambov State Technical University.

Harlamova Taisiya Nikolaevna teacher of the department. "Economics and Management" of the Oryol Regional Academy of Public Administration under the President of the Russian Federation (branch in Tambov), applicant for the Department of "Economic Analysis" of the Tambov State Technical University

Security High Quality products and work performed, as well as maximum customer satisfaction is a strategic priority in the activities of any enterprise. The main organizational tool for achieving this goal is the availability of a quality management system.

V modern conditions management goals of the enterprise in the field of quality can be formulated as follows: achievement of the highest results in meeting consumer needs with minimal use of resources and continuous improvement of results. If the quality system of an enterprise ensures that the requirements of consumers are met, then this company is reliable and the consumer can no doubt choose its products.

An important aspect the quality management system of the enterprise stands for its compliance with the requirements of international standards (MS) ISO 9000 series. The presence of a quality system and its compliance with international standards guarantees the reliability of the supplier and good quality products or services.

IS ISO 9000 series is a package of documents on quality assurance prepared by the International Organization for Standardization Committee ISO / TC 176 "Quality Management and Quality Assurance", whose task was to standardize the fundamental principles of the quality system.

During the functioning of the International Organization for Standardization, standards have changed three times. Their first version was released in 1987, then in 1994 the standards were revised and re-published. In 2000, the International Organization for Standardization adopted new ISO 9000 standards.

A little about the structure of international standards. IS ISO 900 1 versions 1 994 and 2000 are an agreed pair of standards that complement each other when used together, or are used as independent documents when consistently implemented.

ISO 9001, 2000 version establishes a minimum set of requirements for a quality management system that can be used to prove to interested parties that an organization has implemented a quality management system capable of fulfilling the customer requirements specified in the contract, as well as the requirements of relevant legislation. The scope of ISO 9001 2000 version remains certification to facilitate business relationships.

ISO 9004 2000 version provides guidance on a wider range of objectives for a quality management system, especially for the continual improvement of an organization's performance and its effectiveness and efficiency. It does not apply for contractual and certification purposes.

The ISO 9001 2000 version and ISO 9004 2000 version no longer imply product quality assurance, but set the goal of satisfying consumers by fulfilling and overfulfilling their requirements by effective implementation quality management system, continuous improvement of its effectiveness and efficiency, as well as prevention of discrepancies between consumer expectations and the quality of products. Instead of the term "quality system", the term "quality management system" was introduced, which emphasizes the systemic nature of the organization's management.

The creation of a quality management system is a strategic decision of the organization.

The quality management system addresses the following customer-related activities:

Determination of requirements related to the product.
Analysis of requirements related to the product.
Communication with consumers.

Open Joint Stock Company Tambov Plant Elektropribor was established by the Committee for Property Management of the Tambov Region in 1992. It is the legal successor of the Tambov state plant "Electropribor", founded in 1954 by the Ministry of Aviation Industry. Equipped with modern high-performance equipment, with highly qualified personnel, using advanced technologies, the enterprise produces electronic and electrical products for special equipment, industrial and technical products and non-food products for the personal needs of citizens.

The purpose of introducing a quality management system (QMS) at OJSC "Tambov plant" Elektropribor "is to create an effective mechanism that ensures a stable output of products of the required quality and allows to maximally satisfy the needs and expectations of consumers, employees of the enterprise, suppliers, society, etc. (hereinafter consumer).

For the normal functioning of the QMS and its compliance with MS ISO 9000, the enterprise has defined, developed, documented and implemented numerous interacting and interrelated activities. Each of them has its own entrance and exit. Often, the exit of one of them is the entrance to the other.

Processes are necessary to achieve quality objectives. Process management in accordance with the requirements of GOST R ISO 9001 is based on the following principles: customer satisfaction; leadership leadership; involvement of employees; process approach; systematic approach to management; continual improvement; decision making based on facts; mutually beneficial supplier relationships.

The objects of analysis of the enterprise quality management system are:

the relevance of the quality policy and its relevance to the goals of the organization;
the effectiveness of the QMS and the achievement of consistent quality objectives;
an assessment of opportunities for improvement and the need for changes in the organization's quality management system;
provision of the necessary resources for the effective implementation of QMS processes, including processes life cycle products, and fulfillment of consumer requirements.

Input for management review includes the following information:

indicators of the economic situation of the enterprise;
results of audits (checks):
- results of internal audits;
- the results of inspections of bodies for certification of quality systems and products;
- results of inspections by control and supervisory authorities;
feedback from consumers:
- information on claims and fines, quality claims, oral or written consumer complaints, the results of consumer surveys;
process performance and product conformity;
the status of preventive and corrective actions;
follow-up actions arising from previous management review;
changes that could affect the quality management system (including information on changes to GOST R ISO 9001, quality policy, quality manual and legislation);
recommendations for improvement.

As part of the normal functioning of the QMS, the enterprise is actively exploring communication with consumers.

The principle of quality management "customer orientation" applies to both internal and external consumers and is implemented by:

development of goals and objectives of the organization, corresponding to the needs and expectations of consumers;
disseminating information about the needs and expectations of customers within the organization in order to achieve an understanding of the employees of the organization of the importance of meeting them in order to improve the economic performance of the organization;
defining and fulfilling requirements related to the product;
compliance with statutory mandatory requirements for the production of products, storage, transportation;
measuring customer satisfaction and results of actions, monitoring information related to customer perception of the organization's compliance with customer requirements.

Customer satisfaction is assessed through indirect and direct criteria defined by the enterprise's documented procedures.

Indirect criteria:

volume of sales;
percentage of regular customers;
the duration of business relationships;
percentage of recommendations;
the topic of a positive response;
number of complaints;
market share;
loss of consumer.

Direct research of the level of customer satisfaction is carried out by the marketing department:

by polling by mail, fax, e-mail;
telephone surveys;
personal conversation;
providing information on the results of presentations, participation in exhibitions, competitions, fairs, etc.

So, the enterprise takes into account and analyzes the number of claims and reclamations, both for special equipment and for civilian products (Table 1).

Table 1. Assessment of indicators

The number of claims from consumers for special equipment in 2005 was 134, compared to 2004 (132) there was a slight increase. The level of claims from the issue is 0.24% in 2005, and 0.29% in 2004. The number of claims for special equipment in 2005 was 16, in 2004 - 28. The level of claims from the issue was 0.03% in 2005, and 0.06% in 2004.

In total, the number of claims for civilian products (GP) was 109 in 2005, the level of claims from production was 0.20%. In 2004 - 96, the level of claims from the issue - 0.22%.

It should be noted that the results of achieving the goals of JSC "Tambov Plant" Elektropribor "in the field of quality in various categories of products for special and civil purposes has a tendency to reduce the number of claims and reclamations. The total number of claims is at the level of 2004, while the number of claims for special equipment in 2005 was reduced by 1.4 times compared to 2004, and the level of claims in 2005 was reduced compared to 2004 by 0.19% and does not exceed 0, 03% of the issue. With respect to SOEs, with a slight increase in the number of claims in 2005, there was a 0.02% decrease from the level of claims for production compared to 2004.

results marketing research and system analysis Consumer claims and their satisfaction with the supplied products are carefully analyzed, communicated to the departments that need it, conclusions are drawn and proposals and actions are made to adjust and improve the work of the marketing department. In particular, the company continues marketing research on products: electronic decoy, ZU-90. The enterprise manufactures products ZU-90 (civilian direction), which has no analogues; accordingly, the enterprise decided to expand sales markets to the North-West and Central regions, the Volga region, the Urals.

In the course of marketing research on the "anti-lock braking system" (ABS) product, the need for this product was identified, and the company decided to start setting up production.

In order to reduce the number of nonconforming products, measures are taken to eliminate defects in the most short time; requirements for incoming control of magnetic tape with the use of modern technologies; an extraordinary certification of employees of departments is carried out, where defects in production most often occur; measures are being developed to adjust the assembly process. Based on the results of the analysis of non-conformity of products that require a prompt decision, they are sent, if necessary, for consideration to the permanent quality commission (PCQC). The results and proposals are discussed at a meeting held at the enterprise level - "Quality Day".

OJSC “Tambov Plant“ Elektropribor ”regularly analyzes customer satisfaction with product quality. It should be noted that the level of customer satisfaction with product quality is quite high and stable (Table 2).

Table 2. Assessment of indicators based on consumer comments

The number of warranty repairs for special equipment in 2005 (27) decreased compared to 2004 (38) by 19%, compared to 2003 (54) - by 100%.

For goods for personal needs of citizens (TLNG) (radios, car chargers, etc.) in 2005 (109) compared to 2004 (96) more by 13% and compared to 2003 (253) there is a sharp decrease in warranty repair of products by 132%.

An oral survey of consumers, which was conducted in factory stores, at exhibitions, fairs in Moscow, Tambov and other cities, as well as by telephone, showed the following (Table 3).

Table 3. Consumer survey results

In 2005, with an average number of respondents 82.4% were satisfied with the consumed products, in 2004 the number of respondents was higher, the indicator of customer satisfaction was 94.4%, in 2003 - 96.1% (Fig. 1). It should be noted that in 2003 the customer satisfaction rate was the highest. Also, according to the survey, there were no dissatisfied consumers with the quality of products in 2005.

Rice. one. Customer satisfaction with product quality

The indicators of the survey on the price of products represent the following results (Fig. 2): in 2005, 38.6% of the surveyed consumers considered the price overstated, in 2004 - 38.9% and in 2003 - 43.8%.

Rice. 2. Customer satisfaction with the price of products

In general, it can be said that there is no trend towards a change in consumers' opinion of a high price, given the number of consumers surveyed. At the same time, 36.5% of respondents consider the price of products to be real in 2005, 40.6% in 2004, 38.3% in 2003, that is, the indicator is quite stable. In general, the rise in prices for all types of products of our enterprise does not exceed the rise in prices on average in the country.

Thus, in order to improve the organization of work with consumers, identify areas for improving product quality and obtain objective information about its activities, the marketing department collects and analyzes reviews and suggestions from major consumers about its products through correspondence and telephone conversations with them. Based on the results of these studies, reviews are established about the price of the product, its design, quality characteristics, etc. structural units enterprises involved in the production process of products and their pricing. According to the results of marketing research, measures are taken to reduce the price of products. Thus, a search is underway for new suppliers of materials and components with more favorable conditions; contact is established with wholesale buyers when a discount is possible depending on the size of the batch. This policy is focused on both domestic and foreign consumers. Established communication with the Baltic company "Auto-Giras" (Lithuania) for the supply chargers... Negotiations are underway with the company KREBAS (Baltic) and the company "Benga-EOOD" (Bulgaria).

In order to establish relationships with consumers and present their products, the marketing department hosted Active participation in Russian exhibitions and fairs, which resulted in the company's awards for product quality. It should be noted that the enterprise was awarded the Crystal Sirin Grand Prix as a quality leader, as well as the Golden Sirin 1st degree medal for the ZU-90 product, and the Golden Sirin 2nd degree medal for the ME-3 decoy product ...

Thus, we can conclude that the development and implementation of a quality management system at the enterprise allowed not only to improve economic indicators, but also to take into account in more detail the needs of consumers in the production of products in order to maximize their satisfaction.

Gerasimov B.I., Zlobina N.V., Spiridonov S.P. Quality control: Tutorial... - M .: KNORUS, 2005.

Glichev A.V. Fundamentals of product quality management. - 2nd ed., Rev. and add. - M .: RIA "Standards and Quality", 2001.

Therefore, for most enterprises today, organizing customer relations is a paramount task. To achieve this goal, the following tasks have been set: research of theoretical aspects of customer relationship management; analysis of the company's activities as well as mechanisms for managing relationships with consumers at the enterprise; the choice of a mechanism for managing relationships with consumers at the enterprise; the method of questioning; development and analysis of the satisfaction questionnaire ...

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ISO 9001 Audit Practice Group

1. Introduction

Process feedback from the customer is an important part of the quality management system and therefore should be given adequate attention during a third party audit. Customer feedback is one of the main performance indicators that can be used to judge the overall performance of the QMS. Therefore, it is important for the auditor to verify that:

a) the organization's communication channels with the customer promote adequate awareness of the customer about the process by which customers can provide feedback;

b) "inputs" to the customer feedback process include material (relevant), representative and reliable data;

c) these data are effectively analyzed and

d) The “output” of the process is information that is useful for analysis by the management and other processes of the QMS in terms of increasing customer satisfaction and ensuring continual improvement.

2. What are the requirements?

2.1. A common goal ISO 9001, as stated in 1.1, specifies the requirements for a quality management system when an organization:

a) needs to demonstrate his ability consistently supply products that meet customer requirements and relevant legal and regulatory requirements , and

b) has a goal increase customer satisfaction through the effective application of the system, including processes for continual improvement of the system, and ensuring that customer and applicable statutory and regulatory requirements are met.

2.2. Clause 7.2.3 requires the organization “Identified and implemented effective measures for communicating with consumers regarding ...feedback from consumers, including consumer complaints ".

2.3. Clause 8.2.1 of ISO 9001 states: “ As one way of measuring how the quality management system is performing, the organization should monitor information related to the customer's perception of whether the organization has met its requirements. Methods for obtaining and using this information should be established» .

ISO / TC 176 Guide on terminology (ISO / TC 176 / SC 2 / N526R) emphasizes that monitor means “To follow, to supervise, to keep under supervision; measure or test periodically "... It is important for auditors to recognize that there is no specific requirement in ISO 9001 8.2.1 for organizations to conduct formal customer satisfaction surveys or other measures to measure customer satisfaction, although this could of course be the case. useful tool when monitoring consumer perceptions. Therefore, it is important that the organization tries to see things from the customer's point of view and monitored consumer perceptions... In some situations it may be appropriate satisfaction measurement consumer, but this is not a direct requirement of the standard.

Note ... In addition to these specific references to the customer feedback process, there are a number of indirect references throughout the entire standard that the auditor needs to take into account. Examples include feedback as part of the design and development process, process validation activities, and others.

3. What should be considered when auditing customer feedback processes?

Customer feedback is a process. It needs to be audited as a process and not as a “section of the standard”. An assessment should also be made of the way in which the process is managed (see 4.1.c of ISO 9001) and the ability of the process to provide meaningful information by which the overall effectiveness of the QMS can be judged. The way ("method") in which the organization receives this feedback is determined by the organization itself.

Therefore, the auditor should be aware of the many factors that can influence the organization's approach, and be aware that there is no set “recipe”. Factors such as:

the size and complexity of the organization;
the degree of "sophistication" of products and consumers;
product risks;
variety of consumers.

3.1. Activities prior to auditing the customer feedback process (preparation stage)

The auditor needs to be aware of the specific characteristics of the organization's products that are likely to affect customer satisfaction. Throughout the audit, the auditor should pay attention to signs (indicators) that may suggest customer satisfaction or dissatisfaction, which could serve as input for the audit of the customer feedback process. Good sources of such information can be, for example:

goods returned by the consumer;
claims based on warranty obligations;
revised accounts;
disputes over lending transactions;
publications in the media;
consumer websites;
direct observation of consumers or communication with them (for example, in a service organization).

3.2. Actions during process assessment

There are several issues that the auditor should clarify during the audit of the customer feedback process:

a) What is the desired “output” of this process? What information about consumer perceptions really is available? How is this information used by management to drive product, process and QMS improvements?

Does this information cover all categories of consumers? It is important to remember that an organization can have more than one category of customer - see the definition of “customer” in clause 3.3.5 of ISO 9000. For example, a manufacturer can sell his product to wholesalers, they then sell it to retailers, who in turn sell it. already to the general public. In this case, the organization may need to investigate the perceptions of all three types of customers, which may differ. An organization can satisfy one group and frustrate another.

b) How is data collected to carry out the process?

There are many ways an organization can monitor its customers' perceptions, and the auditor should avoid preconceived notions of how to do this. Some examples of methods that an organization can use include:

face-to-face assessments that may be appropriate in many service organizations such as hotels (“ How would you rate your stay with us? ") or restaurants (" I hope you enjoyed your lunch? ”);
phone calls or visits made periodically or after delivery of products and services;
questionnaires or surveys conducted by the organization itself or by independent market researchers;
other contacts with consumers, for example, through maintenance or installation personnel;
internal surveys of the organization's personnel who are in contact with consumers;
evaluation of repeated calls;
monitoring of receivables, claims based on warranty obligations, etc .;
analysis of consumer complaints.

Complaints are often just spontaneous customer feedback and should be analyzed to identify any trends, key concerns, consequences, etc. However, it must be emphasized that consumer complaints cannot be the only "entry point" for monitoring consumer perceptions. It should also be avoided that the auditor reaches conclusions after looking at only a few specific complaints - they should always be assessed in the context of their overall influence on the QMS.

v) How reliable is the information?

V ideal conditions the organization would monitor the perceptions of all consumers, but the costs can be prohibitive. Therefore, it is necessary to verify the criteria that the organization should use in each sample analysis of its customers to ensure that it is representative (representative) and reflects the risks of both the organization and its customers.

The auditor should strive to verify the information provided by comparison with other audit evidence (see 3.1).

In some cases, it may be appropriate for the auditor to verify the information directly with the customers of the organization, although doing so would require some diplomacy.

d) How is the data analyzed?

It is not enough to simply collect data on consumer perceptions. The auditor should follow them through the entire process to check how the data is analyzed (see clause 8.4 of ISO 9001) and what conclusions are made regarding the effectiveness of the QMS.

Are there any tendencies (trends)?
Is the situation stable, getting better or worse?
Are consumer needs and expectations changing?