Borrow from them until you have something that fits your organization. By the second or third time this happens, believe me, word will get around that management is taking this effort seriously. Another specification in element 4.1 involves structuring the company so that specific quality responsibilities are clearly defined and supported. For most companies, compliance begins with an organizational chart. And a good organizational chart includes not people's names, but organizational positions and job descriptions.
Many assessors start here first, by asking to see the organizational chart.
They'll look to see if the specific quality responsibilities are covered. Bridget also stressed management's responsibility for reviewing all twenty ISO 9000 elements throughout the year, with the appropriate staff. But many companies review each element at least once a year, on a regular documented review cycle. Savvy top managers can use the periodic meetings to drive implementation of the quality system, making it part of the company culture. I've seen successful implementations where the MQR was actually an hourly person.