This section from the Standard 7.4 is seeking to establish that appropriate mechanisms of communication are in place within the organisation. This is to assist with greater understanding of the quality system.
The organisation’s senior management need to determine what needs to be communicated, to whom, how and when.
The author would advocate creating a few slides with this information and distributing accordingly.
For instance, if the business has external regulators there may be monthly or quarterly returns that must be made. This should be logged.
Shareholder papers and meetings may have to be prepared in a timely manner, with clearly defined responsibilities and resources allocated internally. Good communications may be vital to the interests of the organisation and these interested parties.
Internal communications might be daily email / CRM system updates on work-in-progress. In a simple manufacturing environment notice boards might be used.
There is nothing wrong with daily meetings to prepare and agree work schedules, and customer delivery requirements.
Changes to parts of the quality system will need adequate communication. At this stage consideration should be given as to what must be communicated, what is relevant and when.
Where there are communication barriers these should be documented and investigated to improve overall efficiency.
The author suggests keeping logs, albeit basic of what was communicated so that the external certification body can gain a feel for this control.
A good method of testing the success of internal and external communications is to perform an audit of various interested parties and to gain their feedback.
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