QM is not an IT Project — Important Tips for Change in SMEs

Why QMS projects often fail

Internal projects are often treated as purely technical or administrative tasks that can be handled quickly on the side. An external consultant or internal team is tasked with documenting processes, and software is purchased to store them. Employees are then presented with a finished system without knowing why it exists or why they should follow the new procedures.

The outcome is predictable: the new processes are not embraced, but instead perceived as additional bureaucracy. In the worst case, employees feel monitored or overruled because processes in their area were dictated by others. Forms are filled in half-heartedly, checklists are forgotten, and the software is seen as a nuisance. Initial enthusiasm fades quickly and the project fizzles out before its full potential can unfold. The principle of continuous improvement evaporates before it has a chance to take root.

Case study: from failure to success

Take the example of a medium-sized mechanical engineering company. Management decided to introduce a QMS to increase customer satisfaction and reduce production errors. The real focus was on improving structure and collaboration at the interfaces. Certification was a goal, but not the main driver — it was more of a reward at the end.

The first attempt:

• Focus: Quality is the boss’s responsibility. Management took on building the QMS themselves.
• Approach: An external consultant worked with management, delivering process diagrams and documentation to make the company “ready for certification.” Employees were only informed about the upcoming audit via email. One mandatory training session was held on the new processes.
• Result: The project failed. Employees did not use the new processes because they saw no value in them and had not been involved. The QMS carried the unflattering label of a “command from above.”

The second attempt:

• Focus: Management realized a QMS can only succeed if it is carried by employees.
• Approach: A cross-departmental project team was formed, with the CEO’s assistant as project lead. This team developed the new processes together. A consultant was brought in to ensure proper process management expertise was integrated.
• Communication: A kick-off event clearly explained the project goals. Regular workshops and meetings kept everyone informed and involved.
• Result: This time, the introduction succeeded. Employees felt heard from the very beginning and were motivated to establish the new workflows. Today, the company is proud of its certification and uses the QMS as a genuine tool for continuous improvement.

Your checklist for a successful change process

The decisive difference was the approach. A QMS project must be understood from the start as a shared endeavor. Here are the key steps to make change succeed in your company:

1. Involve employees from the very beginning.
   • Why: People who are expected to apply processes later need to help shape them. This builds acceptance and motivation.
   • How: Form a cross-functional project team with employees from different departments and levels.
2. Communicate openly and transparently.
   • Why: Fear of change can only be overcome through honest communication. Explain the why.
   • How: Start with a kick-off meeting, provide regular updates, and set up a contact point for questions.
3. Celebrate small, visible wins.
   • Why: Large projects can feel overwhelming. Small milestones keep motivation high.
   • How: Start with a pilot in one department. Gather feedback and highlight measurable improvements, such as reduced error rates or shorter cycle times.
4. Establish a feedback culture.
   • Why: A QMS is not a rigid framework but a living system that must adapt continuously.
   • How: Set up regular feedback loops where employees can suggest process improvements.
5. See management as the sponsor.
   • Why: Leadership must actively support and model change. Without buy-in from the top, any project will fail.
   • How: Management should be present at meetings, back the project team, and communicate the strategic value of the QMS.

A QMS project is a cultural shift

At its core, introducing a QMS is about more than documents or software — it’s about embedding quality into the DNA of your company. If you put people at the center, the introduction will not only succeed but also deliver long-term positive effects for the entire organization.