Nonconformities with root cause
Containment before analysis, 5 whys or Ishikawa 6M, and closure only with a root cause and at least one effective action.
Management systems
Walk into the audit with evidence, not binders.
A core built on the common structure of ISO standards (clauses 4 to 10) for quality, environment, occupational health and safety and risk, separately or as an integrated system. Nonconformities with root cause, actions with effectiveness checks, internal audits, management review and controlled documents. The system never declares you compliant: a person sets the status of each requirement.
Without MKA
- Nonconformities are closed without a root cause and the same failure comes back.
- Before the audit you have to hunt down the current version of each procedure and who read it.
- Quality, environmental and safety risks live in separate spreadsheets, each with its own scale.
What you’ll measure
NCs closed on time
86,4 %+11 pts
Action effectiveness
91 %+6 pts
effective over verified
Inspections passed
96,2 %+2,1 pts
Cost of poor quality
Bs 38 K−14 %
monthly, rework + scrap + returns
Sample indicators with illustrative data. In MKA they are computed live from your operation.
Example flow
From a rejection on the floor to an effective action
Step 1/6
Control point
The inspection of a receipt, a finished order or a shipment is recorded; a rejection can open a nonconformity.
Purchasing & suppliersBenefits
Why Management systems in MKA
Independent verification
From the level you configure, whoever verifies effectiveness cannot be the owner or whoever completed the action.
Controlled documents
Master list, revisions with frozen file version and hash, an approver other than the author, and read acknowledgement.
One risk register
Process risks and opportunities, environmental aspects, OH&S and strategic risks, each context with its own methodology and scale.
Complete internal audits
Programme, versioned checklists, mandatory objectives, scope and criteria, an auditor independence warning and findings raised from each item.
Cost of poor quality
Costs per finding in the categories you define, reported by process, by month and the ten most expensive findings.
In detail
Everything included
Context and requirements
- ISO 9001, 14001 and 45001 catalogues in our own wording, versioned by edition
- Context, interested parties and their requirements
- Processes with SIPOC and interactions, plus a graphical process map
- Diagnostic and status per requirement; "not applicable" needs a justification
- Linked evidence with a frozen file hash
- Integrated system: several standards with a single requirement matrix and readiness view
Nonconformities and improvement
- Major and minor NC, observation and improvement opportunity in one record
- Suggestions from operations that a person decides whether to open
- Corrective actions and an improvement portfolio with effectiveness checks
- Customer complaints that can become a nonconformity
- Change management: plan, approval, implementation and results review
- Every status change is audited
Risks and documents
- Risks and opportunities with a heat map and live evaluation
- Environmental aspects with a configurable significance criterion
- OH&S and strategic risks in the same register
- ERM view of every risk by context, each with its own scale
- Documents with revisions, distribution list, read acknowledgement and next review date
Evaluation and operations
- Internal audit: plan, execution, report and close with its findings resolved
- Management review with frozen inputs, analysis notes, decisions and minutes
- Control points at receiving, production and dispatch that record and alert, without blocking
- Supplier evaluation suggested from receipts: acceptance and on-time delivery
- Measuring equipment calibration with due dates
- Competences per position; a gap creates a training need
- Due-items panel and daily reminders (off by default)
Reports
- System indicators with numerator and denominator, and aging by bands
- Pareto by clause, cause, process and origin
- Process indicators with the target your organization sets
- PDF and Excel (CSV): audit report, review minutes, risk matrix, master list, calibration programme and requirement matrix
- Pivot analysis over 11 datasets
All-in-One
Connects with
Data flows between modules on its own: no integrations, no exporting or importing.
Purchasing & suppliersFrom request to payment, with partial receptions and lots.Production ordersStages, FEFO consumption, scrap, costs and QR labels per package.Orders & shipmentsWholesale orders with credit control, volume pricing, QR picking and partial shipments.Lots & locationsLot and location traceability, with FEFO and no negative stock.Strategy (BSC)Balanced Scorecard with strategy map, KPIs, initiatives and reviews.Document managementFiles with versions, permissions and legal hold, next to every record.Report BuilderBuild your own reports across 21 business objects, without asking IT.
FAQ
Does the system tell me whether I comply with the standard?
No. A person sets the status of each requirement; the readiness percentage only reflects those decisions.
Do control points hold up receiving or dispatch?
No. They record and alert; a rejection can open a nonconformity, but it does not block operations or move stock.
Can I run quality, environment and safety together?
Yes. One system can cover several standards with an integrated requirement matrix, and each risk type keeps its own methodology.
Can I change scales, deadlines and thresholds?
Yes, they are edited in the system settings. Some rules are fixed, such as every audit needing objectives, scope and criteria.
More in Projects & operations
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