Quality management system. Behind this rather austere title lies a much more lively reality. For some employees, it's just consultants' jargon. For others, it's an administrative burden. And yet, this system can become a real lever for performance, cohesion and adaptability. Bobby Diot, QSE consultant and trainer, certified Lean Six Sigma® and PRINCE2® project management coach, demystifies the concept, explores its foundations and explains how it fits into an overall approach to progress.
When the management of a company announces the introduction of a quality management system (QMS), reactions are often divided. Some see it as a lever for performance, while others fear it will be an additional constraint.
However, far from being an administrative formality, the QMS is now a strategic pillar for combining performance, sustainability and responsible governance.
It is now at the heart of the digital, environmental and societal transformations of organisations.
It's a story we could all relate to:
«When Dominique, quality manager in an SME, suggested mapping the processes, the reactions were not long in coming: doubtful looks, sceptical smiles. Three months later, things had changed. The teams spoke the same language, exchanges were more fluid and tensions eased. So what happened? The company set up a quality management system well designed, aligned with the real needs of the business, and supported by management.»
The quality management system: a living framework for performance
The QMS brings together practices, methods and resources enabling a company to guarantee quality of its products and services.
It's not just a question of complying with standards, but of creating an organisation capable of achieving its objectives effectively and sustainably.
Quality is no longer limited to compliance: it has become a factor of confidence and competitiveness.
The QMS acts like a backbone: it structures processes, reinforces consistency between teams and supports decision-making based on reliable data.
In a complex environment where customers, partners, suppliers and employees interact, the company must rely on a QMS that integrated into its strategy. This implies :
- adapt internal organisation to strategic objectives
- mobilise human, technical and financial resources required
- and to make the QMS a flexible management tool, and not an administrative constraint.
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To note : the standard ISO 9001 is currently being revised. which is due to be published in 2026.
This update aims to strengthen the quality culture, to integrate the climate and sustainability, to take better account of digital transformation and clarify the management of risks and opportunities within organisations.
These guidelines, which have emerged from the draft standard currently under discussion within ISO, reflect a clear desire : make the QMS a a more agile, connected and responsible management tool, This is an approach that is in line with today's economic and social realities.
From process-based management to data-based steering
Process-based management involves visualising and steering the company through its key activities. Each process - from customer order to invoicing - is a chain of actions that creates value.
This approach makes it possible to :
- better understand overall operation
- identify malfunctions or waste
- strengthen the coordination between teams
- improve quality and customer satisfaction
In 2025, process-based management will be amplified by digital technology:
- Interactive dashboards for real-time monitoring of quality indicators
- Data analysis tools (data analytics, AI) detect points of friction or non-compliance
- Digital process mapping makes it easier to understand workflows and speed up decision-making
The role of the process manager
He coordinates the players involved, monitors the indicators and ensures that the objectives are met. His cross-functional management makes him a key link in the QMS. They work not just for their department, but for the whole company.
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Risk management: anticipating and building resilience
The standard ISO 31000 defines risk as« the effect of uncertainty on the achievement of objectives ». Integrating risk management into the QMS means anticipating in order to act more effectively. A Bpifrance study (2023) reveals that 70 % of SMEs that have formalised their risk management have improved their responsiveness to crises.
Why integrate risk into the way the company operates?
A structured company by process has a better visibility on its activities. This makes it easier to :
- identifying risks at every stage
- their regular assessment
- the introduction of preventive measures
Anticipation means better preparation: this preventive approach improves the trust security of operations and the company's ability to adapt.
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Testimonial
QSE Manager in the chemical industry
«Risk analysis has completely changed the way we work. We can better anticipate supply chain disruptions and machine failures. The result is a 30 % reduction in unplanned stoppages.»
Risk management is now part of a global approach to resilience:
- operational risks (supply chain breakdown, system failure)
- digital risks (cyber security, customer data protection)
- climate risks (environmental impact, energy dependency)
Companies that incorporate this dimension into their QMS gain in agility and confidence, two essential assets in an uncertain economic climate.
Continuous improvement: the driving force behind the QMS
continuous improvement process remains the cornerstone of the quality management system.
Popularised by the wheel of Deming (cycle PDCA - Plan, Do, Check, Act), it aims to continuously improve practices, based on analysis and feedback.
- Plan: planning
- Do: carry out
- Check: check
- Act: acting to improve
Its foundations are based on :
- a long-term vision supported by management
- L’innovation and customer satisfaction
- the development of people skills, by promoting a workforce efficient and responsible
- a culture of listening, collaboration and collective intelligence
A transparent and committed organisation
Thanks to the process-based management, the company gains in visibility and in transparency. This allows :
- a greater employee involvement
- a faster decision-making
- a fluid communication with the hierarchy
When employees are encouraged to question, propose and experiment, the QMS becomes a real catalyst for collective intelligence.
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Today, continuous improvement is enriched by approaches based on lean management and sustainable innovation.
Successful companies now combine :
- digital innovation (automation, AI, collaborative tools)
- energy and environmental sobriety (waste reduction, eco-design)
- skills development employees (training, internal mobility)
For example, a manufacturer that has digitalised the monitoring of its non-conformities has reduced the number of non-conformities by 25% its non-quality costs in one year.
Continuous improvement becomes a virtuous circle: more control, more efficiency, more sustainability.
Measuring and steering performance: impact indicators
The performance of a QMS is measured in terms of clear, targeted indicators but the current trend is towards a global assessment of the value created.
Indicators are no longer limited to financial or operational aspects: they extend to social, environmental and ethical issues.
Some examples :
- Many companies report a significant improvement in customer satisfaction following the implementation of a quality management system. For example, a study of a furniture manufacturer found an increase in customer satisfaction following ISO 9001 certification (source: ISO 9001 - Quality management systems: benefits and requirements)
- Some organisations that have integrated an ISO 50001 energy management system have achieved gains in their energy consumption. For example, a case study in the brick industry shows a reduction of around 8 % in electricity consumed after implementation. (source : ISO 50001 energy efficiency management: a case study in the brick industry)
- In CSR initiatives, some engagement platforms have achieved significant employee participation rates in the first few months. For example, one collaborative platform reports that within a few months, 30 % of employees were involved in working groups. (source: Beeshake)
These figures reflect an evolution: quality is becoming a vehicle for meaning, in line with employee expectations and ESG (Environment, Social, Governance) commitments.
From QSE to CSR: towards an integrated approach
Management systems are no longer limited to quality. They are now part of a broader vision, combining Quality, Safety and Environment (QSE), Corporate Social Responsibility (CSR) and ESG criteria.
An integrated QSE management system harmonises practices, reduces audit costs and improves strategic coherence.
Combined with a structured CSR approach, it strengthens the company's credibility in the eyes of investors, customers and talent.
ESG criteria are a natural extension:
E (Environment): carbon footprint, resources, circular economy
S (Social): quality of life at work, diversity, inclusion, training
G (Governance): transparency, ethics, risk and data management
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Testimonial
Industrial Director in the metallurgy sector
«Integrated QSE has given meaning to our approach. Before, safety, quality and the environment were three separate worlds. Today, everyone is talking about global performance.»
Ultimately, the quality management system is no longer simply a compliance tool: it is a strategic steering framework that helps organisations to combine efficiency, innovation and sustainability. It federates teams around a culture of progress, feeds data into decision-making, and aligns internal practices with the values of responsibility and transparency. Quality management becomes a vehicle for collective commitment. Properly designed, it enables every company - whatever its size - to combine economic performance, social responsibility and sustainable impact.
