How Quality Control, Quality Assurance and a QMS Fit Together

Quality is a key concern for any organisation that produces goods or services, and terms like quality control (QC), quality assurance (QA) and quality management system (QMS) are often used sometimes interchangeably, but in fact with distinct meanings and roles. Understanding how they fit together is vital for effective quality practice.

In this blog we will cover:

• What each term means (QC, QA, QMS)

• How they relate to each other and what overlaps exist

• Why it matters to visualise their relationship (hence the infographic concept)

• Key elements and structure of an infographic that shows how QC, QA and a QMS fit together

• Practical considerations and best practices in implementing QA/QC within a QMS

• A conclusion with key take-aways

What is Quality Control (QC)?

Definition and focus

Quality Control is often defined as the reactive set of activities focused on detecting defects, nonconformities or deviations from standards in products or services.

“Quality assurance … is process oriented and focuses on defect prevention, while quality control is product oriented and focuses on defect identification.

In simpler terms, QC is about checking the output  measuring, testing, inspecting, verifying that what was delivered meets specified requirements.

Key characteristics of QC

• Inspecting finished goods or services for defects

• Using tests, measurements, sampling, inspection tools

• Accepting, rejecting, re-working or scrapping non-conforming items

• Usually occurs after or at the end of a production process (but can sometimes include in-process checks)

• Focus on product or service output rather than upstream processes

Why QC is important

• It catches defects before the product/service reaches the customer

• It protects the organisation’s brand, reputation and costs associated with defects, recalls or rework

• It provides data on how many defects are being produced, what kinds, where they occur

• That data can feed back into improvement efforts

What is Quality Assurance (QA)?

Definition and focus

Quality Assurance is more about the processes and systems that ensure that quality requirements will be fulfilled. According to the Wikipedia article:

“Quality assurance (QA) … is the term used … to describe the systematic efforts taken to assure that the product(s) delivered … meet … expectations … The core purpose … is to prevent mistakes and defects …

Thus QA is more proactive  it aims to establish processes, systems, controls, checks to prevent defects from occurring in the first place.

Key characteristics of QA

• Designing, documenting and implementing processes that meet quality requirements

• Defining standards, policies, procedures and training people

• Audits, process reviews, process validation, preventive measures

• Continuous improvement of processes so that output quality improves over time

• Focus is upstream and throughout the lifecycle of product/service delivery rather than just at the end

Why QA is important

• It shifts the focus from “finding defects” to “preventing defects”

• It builds a culture and system of quality  making quality part of how you work, not just something inspected at the end

• It helps reduce cost of poor quality, rework, scrap, customer complaints

• It aligns with many management system standards (e.g., ISO) which emphasise preventive actions

What is a Quality Management System (QMS)?

Definition and scope

A Quality Management System (QMS) is the overarching system of processes, procedures, responsibilities, resources and policies that an organisation uses to direct and control quality — both for products/services and for the organisation itself. According to the Wikipedia article:

“A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It is aligned with an organisation’s purpose and strategic direction (ISO 9001:2015).

Hence, the QMS is the “umbrella” under which both QA and QC exist.

Key elements of a QMS

• Quality policy, objectives and commitment from top management

• Defined processes for all key business activities (planning, operations, monitoring, analysis, improvement)

• Documentation: manuals, procedures, work instructions, records

• Monitoring and measurement of processes and products (including QC data)

• Non-conformance/corrective action/preventive actions (CAPA)

• Continuous improvement mechanisms (e.g., PDCA cycle)

• Risk management, feedback from customers, supplier management

• Roles & responsibilities for quality

Why a QMS is important

• It ensures an organisation has a structured and consistent approach to quality, rather than ad hoc checks

• It aligns quality activities with business strategy and customer requirements

• It ensures regulatory compliance and audit readiness in many industries

• It enables integration of QA and QC in a coherent system

• It supports continual improvement and organisational learning

How QC, QA and a QMS Fit Together

This is the key section: showing how the three relate and why visualising them in an infographic is useful.

The relationship in simple terms

• The QMS is the system: All the policies, processes, procedures, responsibilities, resources that ensure quality.

• Within that system, QA is the process-oriented part  designing and managing processes to prevent defects, ensuring that the system works correctly.

• QC is the output-oriented part  inspecting and verifying that the products/services meet requirements, identifying defects for correction.
  In short: QMS → QA → QC (though in practice they interact and overlap).

Why they are distinct but inter-related

• QA and QC are distinct functions: QA is preventive, QC is detective.

• Both QA and QC feed into the QMS: QC data informs the QMS (performance metrics, defects trends) and QA ensures that the QMS processes are effective.

• The QMS provides the framework that makes QA and QC systematic: it ensures processes are defined, owned, measured; it ensures roles/responsibilities, documentation, feedback loops.

• Without QA you may produce defects despite inspections; without QC you may not know if your output meets standards; without a QMS you may have QA and QC but no consistent system or alignment.

Visualising the fit  Infographic structure

To communicate how QC, QA and a QMS fit together, the infographic might include:

1. High-level overview block: A big circle or triangle (or layered graphic) showing QMS at the core, QA as one layer/process, QC as another layer/step.

2. Definitions: Brief definitions of QMS, QA, QC (with icons).

3. Flow / process depiction: Show how QA’s preventive processes feed into operations, then QC’s inspection verifies outputs; the QMS monitors both. Perhaps a flow-chart:

   • Inputs → QA processes → Execution/Operations → QC inspections → Output → Feedback into QMS/QA.

4. Key differences table: Compare QA vs QC (proactive vs reactive, process vs product, system vs parts, team vs individuals). These differences are echoed in sources.

5. Integration points: Show where QA and QC intersect: e.g., QC data triggers QA process reviews; QA process improvements reduce QC findings.

6. Benefits of the integrated system: Higher quality, fewer defects, better customer satisfaction, regulatory compliance, continual improvement.

7. Standards / frameworks reference: Indicate how QMS underpins ISO 9001 etc, mention QC/QA roles in regulated industries. Source: the article lists standards that require a QMS.

8. Call to action / next steps: E.g., assess your organisation: do you have well-defined QA processes? Do you collect QC data? Is there a QMS linking both?

Example infographic layout

• Top: Title and subtitle (“How QC, QA and a QMS Fit Together”)

• Left side: Definitions/Icons for QMS, QA, QC

• Center: Visual diagram (e.g., concentric circles: QMS outer ring, inside QA, inside QC; or layered rectangle)

• Right side: Table comparing QA vs QC

• Bottom: Flow arrow showing sequence and feedback loops (QA → Operations → QC → Output → QMS/Improvement)

• Footer: Benefits list + standards reference

Key messages to emphasise

• QA and QC are not the same: QA = process, prevention; QC = output, detection.

• A QMS is the system that ensures both QA and QC function effectively and are aligned with business goals.

• The relationship is dynamic: QC findings feed back into QA (improving processes), and the QMS monitors and optimises the whole system.

• Visualising their relationship helps stakeholders understand roles, responsibilities and why investment in a QMS (and in QA & QC) matters.

Practical Considerations for Implementation

While the infographic is a great communication tool, the real value is in implementing the concepts. Here are some practical considerations:

For the QMS

• Ensure top management commitment: the QMS must align with strategic objectives and have leadership support.

• Map all key processes: both operational (manufacturing/service delivery) and support (document control, internal audit, CAPA, training).

• Define clear roles, responsibilities and authorities for quality, including who “owns” QA and QC.

• Document the system: quality policy, objectives, procedures, records.

• Monitor and measure: establish metrics for both processes (QA) and outputs (QC).

• Perform reviews and continual improvement: management review, internal audit, CAPA.

For QA

• Define QA processes: e.g., process design/review, supplier qualification, training, validation, preventive maintenance.

• Set preventive controls: process controls, standard operating procedures (SOPs), training, calibration of equipment.

• Monitor process performance: track process-related metrics (e.g., process yield, rework rate, cycle time).

• Review results: use audits, process reviews, feedback, root-cause analysis.

• Improvement: modify processes when metrics indicate under-performance or risk of failure.

For QC

• Define inspection, testing and measurement procedures: what is checked, when, how, criteria, sampling plan, acceptance/rejection.

• Ensure equipment, operators, test methods are calibrated, competent.

• Collect data: defect counts, non-conformances, rework rates, customer complaints.

• Analyse data: identify trends, root causes, regression (e.g., batch vs shift vs supplier).

• Feedback to QA/QMS: feed non-conformance data into corrective action, process improvement, supplier management.

Integration and feedback loops

• QC data must feed into QA and the QMS: You must ask “why is this defect happening?” and address process issues (QA).

• QA improvements must feed into QC: Better processes reduce number and severity of defects identified by QC.

• The QMS must monitor both QA and QC performance: Are processes effective? Are outputs meeting objectives? Are quality objectives being achieved?

• Continual improvement: The QMS should use data and learning (from QC and QA) to drive change, update procedures, adjust controls.

Common challenges and how to address them

• Siloed thinking: QA, QC and management operate separately. Solution: emphasise system thinking, cross-functional communication, shared metrics.

• Poor data collection: QC may collect defects but data is inconsistent or incomplete; QA processes may not be measured. Solution: define clear metrics, ensure data integrity, invest in measurement systems.

• Over-emphasis on inspection (QC) without prevention (QA): results in high cost of poor quality. Solution: shift resources upstream to QA and process improvement.

• Lack of feedback loops: defects are fixed but root causes not addressed, so they recur. Solution: ensure CAPA process links QC findings to QA process reviews and QMS improvement.

• Lack of management commitment: system becomes “paper exercise”. Solution: leadership must review quality data, set objectives, provide resources and visibly sponsor QA/QC/QMS integration.

• Complying for certification only: QA/QC/QMS exists only for audit, not for performance improvement. Solution: ensure quality objective is performance and customer satisfaction, not just certificate.

Why an Infographic is Valuable in This Context

• Clarity: The relationships between QMS, QA and QC can be complex; a visual helps simplify and communicate the big picture.

• Engagement: Stakeholders (employees, management, suppliers) may better absorb visual diagrams than dense text.

• Alignment: The graphic can ensure everyone has a shared understanding of roles/responsibilities, which helps integration and cooperation.

• Training/Onboarding: It can be used in training sessions, onboarding new staff, reinforcing culture of quality.

• Audit/Certification Communication: Provides auditors or certification bodies with a clear depiction of how QA, QC and QMS interact and support commitments.

• Continuous Reference: A poster or downloadable infographic can serve as a reminder, maintaining focus on quality system, assurance and control.

 Key Take-aways

• Quality Control, Quality Assurance and a Quality Management System are distinct but deeply interconnected: QC focuses on output & detection, QA on process & prevention, QMS is the system that governs both.

• Visualising how they fit together helps align people, processes and objectives around quality.

• A well-designed infographic can serve as a powerful communication and training tool, reinforcing understanding, culture and alignment.

• Implementation matters: it’s not enough to have QC checks or QA procedures; they must be embedded within a functioning QMS, with data flowing, feedback loops working, and continuous improvement in action.

• Organisations that treat QA, QC and QMS as integrated components achieve more consistent quality, lower defects, better customer satisfaction and stronger compliance.

• Review and feedback are critical: QC data must feed into QA, QA processes must be monitored as part of the QMS, and the QMS must ensure the system remains effective and aligned with strategic objectives.