From start to end, the full production line has to be properly monitored and to be prepared with contingency plans.
To achieve Total Quality Management, a Quality System—defined as the organizational structure and resources needed to implement quality requirements (Kumari and Bhatia, 2003, p. 20)—must be established. The organizationl management and structure, the referential (quality) standards, documentation, assessment (monitoring and evaluation) and training are all part of Quality Systems. Proper delegation of responsibilities and appropriate distribution of work load will provide balance to the systems as well as make a stable foundation for the work flow. Standards for quality measurement are also critical not only in ensuring the uniformity but also in the assurance of providing quality output all the time. Proper documentation and assessment of the work flow usually defines the level of progress the system will be able to achieve. Thorough evaluation of the whole process may uncover loop holes, weaknesses and possible sources of errors of the production line. Identifying these flaws is the first step in developing its solution. Henceforth, training of the work force and countinous update of protocols must be implemented for the whole group to improve.
Aside from Quality System, Quality Audit is also important for the improvement of the laboratory. As explained by Kumari and Bhatia (2003), Quality Audits are established to verify the effectiveness of the acivities of the laboratory. This is to test whether the implemented actions do solve and/or accomplish its designated target. A separate team, either another group within the laboratory (internal audits) or a group not within the laboratory (external audits), usually handle these concerns to achieve an impartial view and judgement.
Improvement is not a one-step thing. It is continous. It is vital for the system to repeatedly plan, do (implement), check and act