Certification, compliance
Implementing the Operations framework and other control requirements leads to a
number of processes and activities within the charter of Operations. I gladly accept the
outtasked responsibility for some or all of them. Note that decision finding and
ownership of the results usually reside outside the Operations function, either with line
management or with third parties.
Examples of such processes:
Business Reviews
Internal management reviews of business performance, possibly leading to corrective
action plans
Internal Audits
Internal reviews of business management, finance & control, possibly leading to
corrective action plans. Whereas orchestration typically is an Operations task,
execution usually is in the remit of the company's controllership or chartered
accountants, and the resulting action plan is defined by F&A and line management.
External Audits
This, mostly compulsory part of corporate governance may be process managed by
Operations, but is executed by a firm of accredited auditors (independent from the
chartered accountants), who also are responsible for findings and eventual discharge.
QMS Reviews
Typically internal (management) reviews of the effectiveness and usefulness of the
QMS. The decision board normally consists of line and quality management
representatives. It may lead to ad-hoc QMS changes in response to internal priorities
and needs.
QMS (re)certification
The process of earning and maintaining QMS-certification, usually through a QMS-audit,
conducted by the (external) certifying body. Operations requests and coordinates all
related activities, and manages the resolution of any findings.
QMS adherence and compliance
The set of processes and procedures to ensure adherence and compliance, e.g. a well-
oiled and effective deviation reporting, resolution, and improvement suggestion system.
Also included under this heading is the allocation assurance of the QMS-related roles.
