Quality Management System Planning in a new year is a natural milestone for most organizations. On the one hand, it is a time to close the previous year by summarizing results, evaluating performance, and drawing conclusions. On the other hand, it is also the moment when organizations plan and update activities for the next time interval – in this case, the next year.
From a Quality Management System perspective, quality management system planning at the beginning of the year is critical. Decisions taken now influence not only audit outcomes, but also customer satisfaction, operational stability, and business performance throughout the year. Therefore, the real question is not whether to plan QMS activities, but how to do it consciously and strategically.
Below, I share my perspective as an experienced QMS coordinator on what I would focus on when quality management system planning for a new year. These elements are not theoretical requirements. On the contrary, they are practical levers that determine whether your system supports the organization or merely exists on paper.
Management Review Schedule
As the new year begins, the management review should be one of the first activities considered. Ideally, it serves as a formal closure of the previous year and a strategic entry point into the new one. This is the moment when top management evaluates the effectiveness of the QMS and takes decisions that directly affect the upcoming year.
That said, not every organization conducts management reviews strictly at year-end. Some schedule them annually at different intervals. Nevertheless, management review outputs still shape priorities, resources, and strategic directions. If leadership decisions are disconnected from real QMS data, the entire system loses its value.
Related reading: Management review – Effective and without mistakes
Updating Objectives and Targets
The new year is also the right time to establish or update quality objectives and targets. These objectives should align with strategic goals. However, alignment alone is not enough. Objectives must also be measurable, realistic, and actionable.
In practice, objectives are often treated as fixed for the entire year. As a result, they quickly lose relevance. In reality, objectives may change during the year if business conditions evolve. Moreover, quality objectives should not be limited to processes only. Functions and organizational levels also require clear goals.
Related reading: SMART quality objectives
Performance Metrics and Monitoring Tools
Once objectives are defined, quality management system planning must ensure visibility of performance. This requires meaningful KPIs and monitoring tools that reflect how effectively the system works.
Without reliable data, discussions become opinion-based. Consequently, improvement initiatives lose focus. Monitoring exists to support timely decisions, prioritize actions, and prevent problems before they escalate.
Related reading: Process Monitoring – Process Management with Use of Indicators
Reviewing Risk Management
Risk-based thinking is embedded in modern management systems. Still, at the beginning of a new year it deserves special attention. Risk management should be reviewed not only at the process level, but also from a system perspective.
Changes in customers, supply chains, technologies, or organizational structures introduce new uncertainties. At the same time, risk is not exclusively negative. Opportunities should also be identified because they drive improvement and competitive advantage.
Related reading: Risk management framework – how to understand it
Training Program
A new year means new people, updated procedures, and often new expectations. Therefore, developing a structured training program is essential. This includes onboarding, training related to changes, and competence development.
A good starting point is always a clear job description defining required skills. Based on this, development plans can be built systematically. Otherwise, training remains reactive and inconsistent.
Join our trainings and download our e-books: Competences of the Future in Quality
Internal Audit Planning
Internal audits should never be treated only as a formal obligation. When planned properly at the beginning of the year, quality management system planning turns audits into a powerful improvement tool.
Audit planning should cover all critical processes and include system, process, and product audits. In automotive organizations, this also means respecting minimum audit quantities and including software development where applicable.
Related reading: Audit – do not look for nonconformities!
Join our trainings for auditors: IATF 16949, VDA 6.3, VDA 6.5, VDA 6.8, LPA, ISO 19011, ISO 27001 and Advanced Workshop for Internal Auditors in the Automotive Industry.
Supplier Management
Quality management system planning should not stop at organizational boundaries. Supplier management plays a crucial role in overall system effectiveness.
Reviewing supplier evaluation criteria, analyzing performance, and communicating customer satisfaction results help align expectations across the supply chain. Planning supplier audits and development activities further reduces risk.
Watch our expertise video series on YouTube Channel about Supplier Management.
And join our training Supplier management according to AIAG CQI-19
Customer Satisfaction
Customer satisfaction is one of the strongest indicators of QMS effectiveness. At the beginning of the year, organizations should review both internal KPIs and external customer scorecards.
However, data alone is not enough. Customer feedback must be translated into improvement actions. When this happens, customer satisfaction becomes a strategic input rather than a reactive metric.
Related reading: Customer satisfaction – quality management system foundation
Join our training on Customer Specific Requirements.
Continuous Improvement Initiatives – culture before tools
Continuous improvement does not happen spontaneously. Leadership must actively promote it by creating mechanisms for employee involvement.
Regular reviews of improvement initiatives maintain momentum and accountability. As a result, organizations become more resilient, effective, and engaged.
Learn from QualityWise® experts how to resolve customer issues.
Reviewing the Contingency Plan
While many QMS documents require review, the Contingency Plan deserves special attention. It must be reviewed and updated at least annually, especially under IATF 16949.
Equally important is verification. Simulations and tests often reveal weaknesses invisible on paper. A contingency plan that has never been tested does not protect the organization.
Want to learn more about the requirements for contingency plans? We invite you to attend our IATF 16949 training.
How QualityWise® supports organizations at the start of a New Year
Planning QMS activities for a new year often benefits from an external perspective. An experienced partner helps identify priorities, challenge assumptions, and turn plans into action.
QualityWise® supports organizations through consultations, audits, tailored training programs, and long-term advisory support.
👉 Book a free consultation.
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Conclusion – the new year is about decisions, not declarations
In conclusion, the new year in a Quality Management System is not about updating documents for compliance. It is about conscious decisions that shape performance, customer trust, and stability.
When approached strategically, quality management system planning transforms QMS into a management tool rather than an administrative burden. The question remains simple: will your system support the business this year, or merely exist alongside it?
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