ISO9001 System Document Package (12) | Communication Management Procedure (7.4)

Document Description: This document is the implementation procedure for clause 7.4 "Communication" of ISO 9001:2015, which is a second-level document (procedure document) of the quality management system (QMS). Clause 7.4 requires the organization to determine internal and external communications related to the QMS, and to clarify the five elements: "what to communicate, when to communicate, with whom to communicate, how to communicate, and who is responsible." The core function of this procedure is to institutionalize these three issues: 1) ensuring the smooth flow of vertical (superior-subordinate) and horizontal (inter-departmental) information transmission, so that quality policies, objectives, requirements, changes, and problems are promptly communicated to relevant positions; 2) standardizing communication channels and messages with external stakeholders such as customers, suppliers, regulatory bodies, and certification bodies to prevent miscommunication or omission that could lead to quality risks; 3) providing record support for the traceability of quality information. This document is widely applicable to manufacturing, service, and engineering companies, and communication channels can be flexibly adjusted based on the company's actual information technology conditions (OA, WeChat for Work, DingTalk, email).

1. Purpose

To standardize internal and external communication activities related to the company's quality management system (QMS), clarify the content, timing, recipients, methods, and responsible persons for communication, ensuring that information about the effectiveness of the QMS, process operations, customer requirements, and other relevant information is transmitted timely, accurately, and completely. This prevents quality, delivery, and service issues caused by poor communication, information distortion, or omissions, and meets the requirements of clause 7.4 of ISO 9001:2015 and applicable laws, regulations, and customer requirements.

2. Scope of Application

2.1 This procedure applies to the control of all internal and external communication activities during the operation of the company's QMS, including but not limited to:

(1) Internal communication: communication of quality policies and objectives, release and change information of system documents, process operation requirements, inspection and nonconforming product information, results of internal audits and management reviews, corrective actions and improvement requirements, organizational structure and responsibility adjustments, and notifications of major quality incidents.

(2) External communication: communication with customers (contracts and orders, technical briefings, delivery arrangements, complaints and feedback, satisfaction surveys), communication with suppliers (procurement requirements, quality agreements, nonconforming product feedback, improvement requirements), communication with regulatory bodies and certification bodies (regulatory requirements, audit arrangements, report submissions), and communication with industry organizations and the public.

2.2 For detailed requirements involving product requirement confirmation, contract review, order changes, and complaint handling in customer communication, refer to the "Control Procedure for Processes Related to Customers" and the "Customer Satisfaction Monitoring and Measurement Procedure." In case of conflicts, the specific procedure shall prevail.

2.3 This procedure does not apply to communication involving the highest level of national or commercial secrets (managed separately according to the company's confidentiality policy). However, confidentiality requirements must not be used as a reason to refuse the transmission of necessary quality information to customers and stakeholders.

3. Responsibilities

3.1 General Manager:

(1) Approves major external communication matters (such as notifications of major quality incidents, recall announcements, media statements).

(2) Chairs company-level important meetings (management reviews, annual quality meetings) to ensure the communication of quality policies and objectives.

(3) Provides necessary resources for communication activities (meetings, information systems, training).

3.2 Management Representative (or Quality Department, as the communication management department):

(1) Manages internal and external communication related to the QMS, formulates the annual communication plan, and supervises its implementation.

(2) Organizes the internal transmission of information from internal audits and management reviews.

(3) Manages daily communication and audit arrangements with certification bodies and regulatory bodies.

(4) Tracks the handling results of major communication matters and reports to the General Manager when necessary.

(5) Regularly evaluates the effectiveness of the communication mechanism and includes communication issues in the corrective action management.

3.3 Department Heads:

(1) Manages communication activities within their department's scope of responsibility, including internal departmental communication, cross-departmental coordination, and external communication related to departmental business.

(2) Ensures that departmental personnel are aware of quality requirements and change information related to their positions.

(3) Designates a communication liaison for the department to ensure smooth information interfaces between departments.

(4) Keeps records of important information and archives them in a timely manner.

3.4 All Employees:

(1) Transmits and provides feedback on quality information related to their positions according to this procedure.

(2) Reports quality issues and potential risks to their direct superior immediately upon discovery, without concealing or delaying the report.

(3) Adheres to the company's unified communication guidelines and does not release unapproved quality information externally without authorization.

4. Work Procedures

4.1 Overall Communication Planning

4.1.1 At the beginning of each year, the Management Representative organizes each department to identify internal and external communication needs based on the QMS process list, and compiles the "Annual Communication Plan Table," specifying the communication items, recipients, methods, frequency, and responsible persons. The plan is reviewed by the Management Representative and approved by the General Manager before being implemented.

4.1.2 Each communication activity should clearly define the five elements (5W1H communication model):

(1) What to communicate (content): quality requirements, process information, change information, problem information, etc.

(2) When to communicate (timing): regularly (as per the plan) and irregularly (event-triggered, such as nonconforming products, major changes, emergencies).

(3) With whom to communicate (recipients): relevant internal positions/departments or external customers, suppliers, regulatory bodies, etc.

(4) How to communicate (method): meetings, written documents, emails, information systems, bulletin boards, phone calls, etc.

(5) Who is responsible (responsible person): clearly identifies the sender and receiver, and for important communications, a single responsible person must be designated.

4.1.3 Communication information is classified into three levels based on its importance:

(1) Level A (Major Information): information that may affect product conformity, significant customer interests, regulatory compliance, or the company's reputation, such as major quality incidents, batch nonconformities, product recalls, regulatory penalties, etc. This information must be reported to the Management Representative and the General Manager within 4 hours and released externally according to approval authority.

(2) Level B (Important Information): information that affects the normal operation of processes or requires coordination among multiple departments, such as order changes, equipment failures, key personnel changes, supplier delivery anomalies, etc. This information must be communicated to relevant parties within 1 working day.

(3) Level C (General Information): routine information, such as meeting notices, report submissions, general work coordination, which should be transmitted according to the plan or specified time limits.

4.2 Internal Communication

4.2.1 Main forms and requirements of internal communication:

(1) Meeting communication: includes management review meetings (at least once a year), quality meetings (once a month), departmental meetings (once a week), and special coordination meetings (as needed). Meetings should specify the agenda and participants, and form a "Meeting Minutes" document, clearly stating the resolution items, responsible persons, and completion deadlines. The department convening the meeting should distribute the minutes to relevant departments within 2 working days after the meeting and track the implementation.

(2) Document communication: system documents, technical documents, notices, and announcements should be distributed and reviewed according to the "Document Control Procedure" to ensure that relevant positions receive the effective versions of applicable documents.

(3) Information system communication: use the company's OA system, WeChat for Work/DingTalk groups, and email platforms to publish and transmit daily information. Important information must be confirmed in writing or through the system.

(4) On-site communication: use pre-shift meetings, kanban management, quality bulletin boards, etc., to communicate quality requirements, inspection results, quality target completion status, and typical problem cases to frontline employees.

(5) Individual communication: employee opinions, suggestions, and appeals can be reported through hierarchical channels or directly to the Management Representative, who should respond within one week.

4.2.2 Vertical communication (between superiors and subordinates):

(1) The General Manager communicates the company's quality policies, objectives, and major quality decisions to the entire company through annual quality meetings, management reviews, and document issuance.

(2) Department heads are responsible for breaking down and communicating the company's requirements to their departmental employees, ensuring consistent understanding through regular meetings, training, and briefings.

(3) Employees report quality information to their superiors through hierarchical reporting. For information involving product safety or batch quality issues, they can report directly to the Management Representative.

4.2.3 Horizontal communication (between departments):

(1) Information interfaces between departments are managed by the heads of both departments or their designated liaisons, and important information should be recorded in writing (using the "Communication Contact Form").

(2) Quality information involving upstream and downstream processes (such as design changes, process modifications, inspection standard changes, delivery plan adjustments) must be communicated in the form of controlled documents or written notices to prevent distortion from verbal communication.

(3) In case of disputes between departments, the Management Representative organizes coordination, and the results are recorded. If necessary, the General Manager makes the final decision.

4.2.4 Communication of change information: information about organizational structure adjustments, changes in job responsibilities, process or inspection standard modifications, and document version changes should be communicated by the responsible department to all affected positions and personnel before implementation, and their understanding of the changes and their impact on their work should be confirmed according to the "Change Management Procedure" and "Document Control Procedure."

4.3 External Communication

4.3.1 Communication with customers:

(1) Before signing a contract, the sales department is responsible for communicating product requirements with the customer, including delivery methods, acceptance standards, packaging and transportation, after-sales service, etc. The communication results serve as inputs for contract review.

(2) During contract execution, the sales department is responsible for communicating order changes, technical requirement changes, and delivery schedule adjustments to relevant departments in writing and confirming internal implementation.

(3) Customer complaints, returns, and exchanges should be responded to promptly according to the "Customer Satisfaction Monitoring and Measurement Procedure" and related work instructions. Major complaints should be reported to the Management Representative within 24 hours.

(4) Regularly collect customer feedback through satisfaction surveys, visits, and follow-ups, and implement the "Customer Satisfaction Monitoring and Measurement Procedure."

4.3.2 Communication with suppliers:

(1) The procurement department is responsible for communicating procurement requirements to suppliers, including product specifications, quality standards, delivery requirements, environmental requirements, etc. Important requirements should be clearly stated in the "Quality Agreement" or contract terms.

(2) If incoming inspection finds nonconforming products or if supplier delivery is delayed, the procurement department should provide written feedback to the supplier within 1 working day and request timely rectification according to the "Procurement and External Provision Control Procedure."

(3) Regularly communicate quality performance evaluation results and improvement requirements to suppliers through supplier review meetings and written notices.

4.3.3 Communication with regulatory bodies and certification bodies:

(1) The Management Representative is responsible for coordinating audit arrangements with certification bodies and organizing pre-audit preparations according to the "Internal Audit Procedure." The audit results should be communicated to relevant departments.

(2) Matters involving legal and regulatory requirements (such as mandatory certification, metrological verification, environmental emissions, product sampling, etc.) should be communicated by the responsible department to regulatory bodies. Upon receiving regulatory requirements, the department should report to the Management Representative within 1 working day and organize implementation.

(3) External reports and statements must be reviewed by the department head and approved by the Management Representative or the General Manager before being sent out, and sending records must be retained.

4.3.4 Unified management of external communication guidelines:

(1) External information involving the company's quality image, product safety, major complaints, or incidents (such as news releases, media interviews, public statements) must be uniformly released by the General Manager or their authorized representative. No department or individual may make unauthorized external statements.

(2) General external communication (daily business interactions, technical exchanges) is managed by the responsible department. If it involves contract terms or quality commitments, it must be reviewed by authorized personnel.

(3) External communication involving customer property or commercial secrets must comply with the company's confidentiality policy and must not be disclosed to unauthorized parties without permission.

4.4 Communication Channel Overview Table

4.5 Communication Management Flowchart (Text Version)

Identify communication needs (annual planning/event triggers) → Determine the five elements of communication (content/timing/recipients/method/responsible person) → Determine the transmission time limits and approval authority for A/B/C levels → Implement communication (meetings/documents/system/on-site) → Confirm understanding by the recipient (important information must be confirmed in writing or through the system) → Execute and track (implement resolution items, close the loop on issues) → Archive records (meeting minutes, communication contact forms, etc.) → Evaluate effectiveness (regularly reviewed by the Management Representative, and corrective actions initiated if necessary).

4.6 Communication Records and Forms

(1) Meeting communication should fill out the "Meeting Minutes" (QR-12-01), recording the agenda, participants, resolution items, responsible persons, and completion deadlines.

(2) Cross-departmental and important external communication should use the "Communication Contact Form" (QR-12-02), detailing the sending department, receiving department, communication items, handling results, and feedback deadlines.

(3) Annual communication arrangements should use the "Annual Communication Plan Table" (QR-12-03).

(4) Employee opinions, suggestions, and appeals should be recorded in the "Feedback Handling Record" (QR-12-04).

The above forms are managed according to the "Record Control Procedure" and must be retained for at least 3 years. Records involving contracts, complaints, and regulatory submissions should be retained according to the specified periods in the relevant specific procedures.

5. Related Records

5.1 "Annual Communication Plan Table" (QR-12-03), retention period: 3 years.

5.2 "Meeting Minutes" (QR-12-01), retention period: 3 years.

5.3 "Communication Contact Form" (QR-12-02), retention period: 3 years.

5.4 "Feedback Handling Record" (QR-12-04), retention period: 3 years.

5.5 Other communication records (notices, emails, distribution records, sign-in sheets, etc.) are managed according to the "Record Control Procedure."

6. Related Documents

6.1 Quality Manual (including the corresponding chapter for clause 7.4).

6.2 "Document Control Procedure" (Package No. 3).

6.3 "Record Control Procedure" (Package No. 4).

6.4 "Control Procedure for Processes Related to Customers" (Package No. 14).

6.5 "Customer Satisfaction Monitoring and Measurement Procedure" (Package No. 23).

6.6 "Change Management Procedure" (Package No. 29).

6.7 "Nonconforming Product and Corrective Action Procedure" (Package No. 27).

Usage Instructions

1. How to Modify According to the Company's Actual Conditions

1. Organizational structure adaptation: This procedure assumes a four-level structure: "General Manager—Management Representative—Department Heads—Employees." Small companies (20 people or fewer) can combine responsibilities, with the Quality Manager also serving as the Management Representative and administrative personnel serving as information liaisons. Large group companies can set up communication liaisons in each factory/department and break down the annual communication plan to each level.

2. Channel adaptation: Companies without an OA system can use WeChat for Work/DingTalk groups, emails, and written sign-offs as alternatives. For frontline workshops without computers, pre-shift meetings, kanban, and paper notices should be the primary channels, but important information (Level A) must be recorded in writing. The principle for channel selection is "information can reach, receipt can be confirmed, and the process can be traced."

3. Industry adaptation: Manufacturing companies should focus on horizontal communication between processes (first article confirmation, process change reporting, equipment anomaly reporting). Service companies should focus on frontline communication with customers (service process confirmation, first-point-of-contact responsibility for complaints). Engineering companies should focus on written communication and change confirmation with owners, supervisors, and subcontractors.

4. Tier adjustment: The three levels (A/B/C) of information and their time limits can be adjusted based on the company's risk tolerance, but the time limits for information involving product safety and regulatory compliance must be tightened, not relaxed.

5. Form simplification: Small companies can merge the "Meeting Minutes" and "Communication Contact Form" into a single "Information Communication Record Form" or embed the forms into the OA approval process to reduce paper circulation.

2. Audit Focus Points (Common Check Items for External and Internal Audits)

1. Ask the Management Representative and 2-3 employees: "How do you know the company's quality policies and objectives? How were you notified of the most recent changes (such as document version changes, process adjustments)?" This verifies whether internal communication channels are truly operational.

2. Check communication evidence: review meeting minutes and communication contact forms from the past 3 months to verify whether they include resolution items, responsible persons, and completion deadlines, and whether they are closed on time. Common nonconformities include only meeting sign-ins without resolution tracking.

3. Verify change communication: select the most recent process change or document version change and check whether affected positions received notification before implementation and whether there are sign-off or training records, confirming that communication occurred "before the change" rather than "after the change."

4. Check customer communication closure: select 1-2 customer complaints or order changes and trace the entire process from receipt, transmission, handling, to response, verifying whether the time limits at each stage meet the procedure requirements.

5. Check external communication guidelines: verify whether there are risks of unauthorized external release of quality information and whether major quality incidents are reported externally with the General Manager's approval.

6. Check employee feedback channels: ask employees whether they have channels to report quality issues and whether they are aware of the escalation reporting path, verifying that "全员参与" (全员参与) is not just on paper.

3. Common Mistakes to Avoid

1. Only a list of channels, no communication planning: the procedure only states "communication can be done through meetings and emails" but does not answer "what to communicate, when, with whom, and who is responsible" as required by clause 7.4. This will be judged as nonconformity during audits. Ensure that the five elements of communication (4.1) are included in the planning content.

2. Oral communication without records: key information (order changes, inspection standard changes, process adjustments) is only communicated orally, making it difficult to trace when issues arise. Any information affecting product conformity must be documented or recorded in the system.

3. Meeting minutes "recorded but not followed": resolution items lack responsible persons and deadlines, or follow-up is not closed. The implementation of the previous meeting's resolutions should be the first item checked at the next regular meeting, and follow-up records should be retained.

4. Communication channels disconnected from reality: the procedure specifies the use of an OA system, but frontline employees do not have accounts, or the procedure specifies kanban management, but there are no kanban boards in the workshop. The channels in the procedure must be those actually used by the company.

5. Lack of control over external communication guidelines: sales personnel make unauthorized responses to customer quality commitments or release quality data externally. The scope of authorization should be clearly defined, and all important external information should be reviewed through a single channel.

6. Incorrect use of symbols for time periods: in this procedure and related records, time periods should be uniformly expressed using full-width "～" (e.g., 4 hours, 1～3 working days, reviewed every 6～12 months). Avoid using half-width "~".

Five elements determine communication: content, timing, recipients, method, responsible person

Knowledge code: 2.3.1

Version: v20260809

Author: Quality Think Tank Quality Think Tank is dedicated to providing systematic professional knowledge, methodologies, and practical tools for quality management practitioners, helping companies continuously improve their quality capabilities.