Approach to Quality Management System

Thus, in order for a quality management system to be built, operated, maintained and continuously improved, the organization needs to establish and carry out the following activities:

Activities related to: Leadership Responsibilities

The management of the QMS is the responsibility of the “top management” (head of the agency, head of the enterprise). The top management must recognize customer requirements when planning strategies and commit to meeting these requirements in accordance with the law and the responsibilities of the work.

Top management must determine the quality policy and to achieve this policy must determine the quality objectives and at the same time plan the measures to be taken to achieve those objectives.

Top management shall ensure clear internal communication of the effectiveness of the QMS and shall periodically review the system to ensure its continuing suitability and effectiveness.

Activities related to: resource management

This section specifies the human and physical resources required to carry out the process. Personnel must be competent to perform the tasks assigned to them and the necessary infrastructure and working environment must be in place to ensure that customer requirements are met.

Activities related to: production and provision of products/services:

Includes the processes necessary to create a product or provide a service. This is the activity of transforming the input of the process into an output with added value. For example: For the Department of Natural Resources and Environment, that process could be the process of transforming information received from the application for land use rights into a land use rights certificate after reviewing the application containing sufficient information to meet legal requirements, for a public hospital organization, the input is patients, the output is patients who are examined and cured, etc.

Activities related to: measurement, analysis and improvement

This is the work of measuring, evaluating to be able to monitor and analyze to provide information about how the system is operating to meet customer requirements through testing, monitoring processes, and customer feedback.

(including external and internal customers, stakeholders, etc.), system assessment. Synthesizing and analyzing errors in the system, implementation process and product/service delivery results will provide valuable information as a basis for implementing necessary improvements.

Thus, a quality management system can be viewed as a series of interlinked processes that produce outputs consistent with defined quality objectives.

With the above mentioned constituent elements and operations, the QMS has the following basic characteristics:

 Focus on controlling and improving processes.

 Focus on prevention, do it right the first time and continuously improve.

 Is an open, flexible system, continuously improving to meet the fluctuations of the business environment and customer requirements.

 Applicable to all types of organizations, regardless of size, type, ownership, production or service.

 Use technical tools to control/monitor as well as prevent in collecting, analyzing/processing information and making decisions.

 The requirements of the quality system are usually the most general so that they can be applied to all types of organizations, without mentioning the implementation method, which depends entirely on the organization, especially the leadership level. Each organization has a different QMS within the framework of general QMS principles.

 It should be noted that the requirements of the QMS are different from the requirements for the product. It only supplements but does not replace the requirements for the product.

 Integrability: The QMS can be integrated with different parts of the organization's QMS into an integrated system using common elements.

d) The role of quality management system

The pressure of ensuring the progress of providing products and services according to legal requirements and agreements, while at the same time wanting to avoid risks and insecurity, and minimizing unnecessary troubles requires organizations to apply a quality management system fully and seriously.

It can be said that a quality system will be applied with the desire to:

- Bring a systematic approach to all processes from design, implementation, service delivery, to the final stage of the service;

- Prevent errors from the beginning instead of relying on inspection and review measures from relevant parties;

- All administrative procedures are transparent and clear for relevant subjects to use, apply and control;

- Minimize abuse by related parties, while raising awareness and responsibility of employees towards customer service;

- Provide objective evidence that specified requirements for quality have been met.

1.2.6. Approach to quality management system

When studying the formation and development of quality management, we see that this process is divided into many stages and associated with different quality management system models. However, scholars agree that the development process of quality management goes from simple to complete, from quality inspection to control, assurance, quality management and towards perfect operation. According to the summary of quality management researchers, there are currently three main approaches to the application of quality management systems.

a) Quality management system model based on standards

The most popular standard-based management system model today is the ISO 9000 international standard set, first issued by the International Organization for Standardization (ISO) in 1987, which has been revised three times to date, the current version being ISO 9001:2008 (issued on December 15, 2008). This set of standards includes many standards, including four main standards: 1) ISO 9001:2008: standard on quality management systems - requirements (equivalent Vietnamese standard is TCVN ISO 9001:2008); 2) ISO 9000:2005 - standard on quality management systems - Fundamentals and Vocabulary (equivalent Vietnamese standard is TCVN ISO 9000:2007); 3) ISO 9004:2009 - Standard on guidelines to ensure sustainable and successful development of organizations; 4) ISO 19011:2002 - Standard for guidance on auditing quality and/or environmental management systems (Vietnamese standard)

equivalent to TCVN ISO 19011:2003).

This is a set of standards that sets out the requirements for a quality management system for an organization. The quality management system standard only supplements and does not replace the requirements for products. This standard can be applied to all types of organizations, regardless of size and form of ownership. This standard can be used by internal and external organizations, including certification organizations, to assess the ability to meet customer requirements, statutory and regulatory requirements applicable to the product as well as the organization's own requirements. The requirements of the quality management system set out in ISO 9001:2008 are specified based on the quality management principles stated in TCVN ISO 9000:2005 and TCVN ISO 9004:2009.

Building a quality management model based on international standards helps organizations ensure stable supply of products/services and aim to satisfy customers and stakeholders, through building and controlling work processes in a reasonable, legal and effective manner. The standard directs organizations to focus on preventing errors and doing it right the first time through standardizing working methods, defining responsibilities, authorities, and capacity requirements for all job positions and providing sufficient and timely resources needed to complete the work. Setting quality goals and continuous improvement are also among the main requirements of this standard.

Originating directly from the quality assurance standards of the US Department of Defense and becoming an international standard over the past 20 years, the ISO 9000 standard set has been applied by many organizations and businesses around the world and has become the national standard of many countries. According to the survey results of 12/2008 by ISO, the number of organizations applying and evaluating certification of conformity to ISO 9000 standards is nearly 1 million organizations and in Vietnam, it is nearly 4,000 organizations and businesses (see table below for details).

Table 1.1: Number of organizations that have applied ISO 9001 in the world

(Source: ISO survey report December 2008)

Table 1.2: 10 countries with the largest number of organizations applying ISO 9001

Water

2004	2005	2006	2007	2008
Table 1.3: Number of organizations that have applied ISO 9001 in Vietnam from 2004-2008 (Source: ISO survey report December 2008)

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• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d
• Quality Management and Levels of Quality Management

b) Non-standard quality management system model

The application of the ISO 9000 quality management system has brought many benefits to the applying organization in standardizing operations and stabilizing the quality of products and services provided. In particular, the assessment and certification of conformity to standards carried out by certification organizations is an independent and objective assessment that provides evidence of the organization's implementation of quality commitments.

Besides the advantages of the QMS according to the above mentioned standards, the approach according to this model also reveals limitations. Because the standards apply to

All organizations should require only general, general, not specific, causing confusion and difficulty in applying in specific types of organizations. The standard only sets out the requirements to be met but does not guide how to meet them, so the specific response is up to the organization to consider and implement. This leads to the situation where many organizations only focus on meeting the minimum requirements with the goal of having a certificate without paying attention to investment and improving operations, and especially the fact that the system is not improved after certification, leading to the quality management system being just a formality, not promoting the effectiveness and efficiency of the system. This will be analyzed specifically in chapter 2 of this thesis.

The non-standard quality management system (QMS) model is based on quality management principles, initiated, applied and formed by the world's leading corporations with different names such as: Total Quality Management model in Japanese style (TQM-Total Quality Management); Toyota Production Management model (TPS - Toyota Production System); American defect reduction model (6 Sigma) initiated by Motorola... to perfect business operation models (Business Excellence) of the US, Japan, Singapore... different from the standard-based QMS model, these models do not have certification assessment activities, do not have certificates. This model is based on the philosophy of continuous improvement and the pursuit of perfection. The models use different tools and techniques but all aim to minimize waste, errors and improve customer and employee satisfaction.

Successful implementation of a non-standard QMS requires a long-term, continuous effort from everyone in the organization. It requires the organization to create a quality culture.

c) Integrated management system model

The integrated management system model is the simultaneous application of multiple management models based on standards and non-standards. This integration helps the organization to meet many different requirements at the same time, reducing time and costs.

system construction costs. This is a trend that many organizations are currently applying. This integration can be the integration of management standards together such as: ISO 90001

+ ISO 14001+ OSHAS 18000/ISO 26000 or ISO 9001 + application of information management software (edocment, e office) + non-standard management systems such as: TQM, Lean, KM and quality improvement tools.

1.2.7. The process of implementing quality management system in hospitals

Building a quality management system in a hospital can be carried out in the following steps:

after:

Step 1: Leadership commitment

The first step in building and implementing a quality system

is to see its significance in maintaining and developing the organization. Organizational leaders need to orient the activities of the quality system, determine the goals and scope of application to support their management activities to bring practical benefits to the organization. Many organizations, they first conduct training on quality management awareness and implementation methods for the board of directors and all key staff, then organize study tours to learn about successfully applied models at home and abroad to gain consensus and support from management levels when implementing the quality management system.

Strong commitment from the leadership is a prerequisite to ensure the sustainable development, application, maintenance and improvement of the quality management system in the organization. Because in essence, the decision to apply a quality management system according to a standard or non-standard model is also a strategic decision of the organization, it is a process of changing the mindset, way of thinking and working of all members in the organization about quality. It requires a persistent effort, long-term dedication, and continuity of everyone in the organization to achieve a "quality culture" and customer satisfaction, not just a certificate or a trophy.

Step 2: Establish a steering committee on quality management

Building, applying and improving the QMS is a long-term process, including:

many stages, so the organization needs to build an organizational structure to ensure the effectiveness and efficiency of the QMS. The steering committee includes the village chief and members, the secretariat/standing steering committee group. The head of the steering committee is usually the highest leader of the organization, the deputy head of the steering committee is usually a member of the leadership and the representative of the leadership in terms of quality, and the members of the steering committee are heads of units within the scope of application of the QMS.

The Steering Committee on Quality Management is responsible for selecting a quality management model; determining the scope of application of the Quality Management System; and directing the construction, application, maintenance and improvement of the Quality Management System.

It is necessary to appoint a quality representative of the leadership, responsible to the leadership for quality activities. Assisting the steering committee is a secretariat/standing steering committee whose task is to coordinate the activities of the QMS.

Usually, organizations that do not have experience in building a QMS often invite experienced consultants/consulting organizations to advise and guide them in building a QMS.

Step 3: Assess the current status of the organization's quality management activities

This is the step of assessing the current status of the organization's quality management activities to compare with the requirements and determine the level of compliance. The results of the assessment will be the basis for developing a plan to implement the QMS. Identify the resources needed to build the QMS, such as: people, facilities, improving working conditions, etc.

Step 4: Design and build a quality management system

This is the most difficult and arduous process in implementing the QMS. This process focuses on the basic contents including: building a quality policy; building quality objectives at appropriate levels in the organization; determining a plan to implement the objectives, resources and measures to achieve the objectives; clarifying the functions and tasks of each unit, responsibilities and authorities, and capacity requirements of each job position; reviewing all processes in the system for standardization and improvement; establishing a system of quality control and inspection points in the processes; building a suitable quality management document system (usually including the following objectives).