Teach them how to use the assessment tools. ISO creates the tangible link between the seemingly esoteric requirements of ISO and that which ultimately matters to an organization.
ISO 9004 and Your Organization
It illustrates how those requirements, by promoting the sustainable success of the organization and using the guidance from both standards, allows the organization to achieve both its own goals and those of its customers. Organizations who deal with multiple tiers of suppliers should endorse both ISO and ISO right down the line. Rather than causing the next tile to fall, we establish systems that ensure that we all continue to stand. The better your suppliers are the better a supplier you will be to your customers.
Denise Robitaille is the author of thirteen books, including: She has participated internationally in standards development for over 15 years. She is a globally recognized speaker and trainer. As principal of Robitaille Associates, she has helped many companies achieve ISO registration and to improve their quality management systems. She has conducted training courses for thousands of individuals on such topics as auditing, corrective action, document control, root cause analysis, and implementing ISO She is a frequent contributor to several quality periodicals.
The Article "ISO and Your Organization" provides the information that the new version is radically different from the last version. Even title of the standard has been changed. Now the article has created a desire to know what are new points. I am interested to read more articles on this. Wasn't the version of significantly different from the one? I'm hesitate to use the word "radically," but it seemed very different to me. Maybe I am thinking of another of the ISO documents, but, in , the number was substantially reduced so that I am relatively sure is what I am thinking of.
Yes, the version of was significantly different form With the revision, they've made even more changes -- unlike the minimal changes to Also, although it is still complementary to , it no longer has the same structure and does not contain the complete text of Copyright on content held by Quality Digest or by individual authors.
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Doing it once gives you a starting point. But the assessments, just like any other effective monitoring tool, needs to be utilized cyclically to achieve any real benefit. The annexes are a useful guide; but you can also devise your own methodology to assess your organization. Whatever method you use, make sure that your assessment reflects interdependencies and interrelations between various factors.
The results should help you identify what needs to be enhanced, what needs to be discarded, and what needs to be improved. Use ISO to build a great quality management system. Use ISO to maintain it and to help it to become even greater. Denise Robitaille is the author of thirteen books, including: She has participated internationally in standards development for over 15 years. She is a globally recognized speaker and trainer. As principal of Robitaille Associates, she has helped many companies achieve ISO registration and to improve their quality management systems.
She has conducted training courses for thousands of individuals on such topics as auditing, corrective action, document control, root cause analysis, and implementing ISO She is a frequent contributor to several quality periodicals. Denise you are a delight your words of wisdom ring true. Finally we have a "Quality" document that says all the right things and the target is sustain ability. Finally they got it right. Early in my quality life i took this approach and was machined gunned out of the sky with consultants advising that I had it all wrong.
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Consultants have a lot to answer for. In past cases the blind leading the blind. What seems never to be asked is does it work for the this companies CEO?
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If it does then how does it align with ISO if seeking Certification? The trick is the auditor needs to understand the business need not the business understand what the auditor wants. How often have I witnessed business changing they way they have been doing things for the last 40 years because the auditor thought it didn't fit. To have been in existance for say 5 years or more means that this business must be doing something right. They do have a quality system else they would not survive. Is it based on ISO Perhaps not but then the skilled auditor can match what the business has done to the Standard and hence is a support to the business.
Too often I hear all this quality stuff is just more and more red tape. When in fact it is about lifting the bottom line and securing the businesses sustain ability. When talking about a quality systems documentation the real question here is why do we need this documentation? What is its purpose?kannremindfabde.ml/mujeres-solteras-ags.php
The key to sustained business success with ISO
Quality systems are risk management systems. So if the document did not exist what is the threat to the business. If none then ditch the document as it serves no useful purpose. Documenting process for the sake of it is futile and serves no purpose. What is good about this Digest is that in this case JToler actually read the paper and gave a good honest comment.
ISO 9004:2009 Management for the sustainable success of an organization
It has been my experience as an auditor that most seeking Certification are doing it for the wrong reasons. Many have bought off the shelf systems only to discover that they don't fit.
Perhaps at first a little overwhelming but if one reads it section by section with a fine wine or indeed a good coffee; take the time to reflect on ones own business. Then it will be clear what has to happen or indeed does not have to happen if seeking complience. We should all remember that one can have a quality system that is not Certified.
ISO 9004: The Key to Sustainable Success eBook
It is just that it is not recognised by outsiders. But a quality system exists never the less.
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It is the auditors role to recognise the quality system for what it is. It is one thing to establish and maintain a quality system but to continuously monitor down to minute details and document is getting a bit too much. What ever happened to the Paper Reduction Act of ? I will use my company as an example We are a major distributor or raw stock titanium.
We stock three grades of titanium in selective shapes and sizes. We are a small, veteran owned business, with less than 25 employees, and have been doing basically the same thing since the early 70's with almost no change in our business practices. Our company has a great reputation among our customers and within our industry because we provide quality product to our customers.
For us, the quality and traceability of product is key and considered the two main factors in our business. There is very little room to move or improve upon because are processes are simple and straightforward and have been nearly perfected in the almost 40 years since we have been in business. The current ISO To add more documentation on top of all the current documentation seems a bit redundant and wasteful especially in today's "green" environment.
Of course this is just one opinion from a certain point of view but I think that there are a lot of people out there who have a similar situation where they also feel that by adding more documentation still does not necessarily make things more quality efficient. Hi there JToler, I sympathise. The fact is you're a stockist, and back in the day, there was a UK version of BS now ISO that was designed to cover off exactly what you do.
I agree that your processes are simple, probably a cuppla deployment flowcharts is all you need.
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