Standards

Paul Naysmith’s picture

By: Paul Naysmith

These days quality professionals have shifted away from actually writing procedures to helping others develop documentation to describe the businesses they are in. Although I live in hope, I still see many poor attempts at “procedures”—or at least failures in their facilitation.

Stewart Anderson’s picture

By: Stewart Anderson

The production and provision of any product or service requires many activities to be performed. The pattern of activities that a firm adopts to create and deliver value to customers is commonly called the value chain (or value stream). A key issue in competitive strategy is how to organize a value chain to provide superior value to customers and create price and cost differentials from rivals.

William A. Levinson’s picture

By: William A. Levinson

People often ask for examples of benefits from implementing ISO 9001-compliant quality management systems (QMS). Such examples are often difficult to provide, at least in terms of immediate results. The reason is that the effects of ISO 9001 and its automotive counterpart ISO/TS 16949 are largely preventive, which means they are most conspicuous through their absence.

Umberto Tunesi’s picture

By: Umberto Tunesi

Back in the early 1990s, there was a saying, loudly heralded by one global registrar: “Certify your company, and the export markets will open their doors to it.” Well, the actual wording was a bit more rude, to get the message across to small companies.

By: Mike James

To remain the valuable business system that it currently is, ISO 9001 needs to continue to evolve, ensuring that organizations of all sizes, complexities, and locations see a clear connection between their strategic objectives and their quality management system (QMS). It is not just about meeting the requirements of a standard to get certification; ISO 9001 must be embedded in everything that the organization does.

William A. Levinson’s picture

By: William A. Levinson

Compliance is an unfortunate word in connection with standards because it suggests something arduous, unpleasant, costly, and annoying that one must do to “get the certificate.”

Denise Robitaille’s picture

By: Denise Robitaille

The ISO 9001 requirements pertaining to preventive action would get a lot more attention if people grasped the very simple fact that this is all about managing risk—which is really about managing the consequences of change. Whenever we change something, even for the better, there are consequences—ripples across the waters through which we navigate our quality management systems. Failure to anticipate the consequences of those changes is how we end up with bad things happening.

Mary H. Saunders and Nick Sinai’s default image

By: Mary H. Saunders and Nick Sinai

Imagine a world where shoe sizes were not standardized, or where golf balls came in a variety of sizes and weights. What if your favorite CDs didn’t fit in your friend’s CD player? None of these things are problems today, thanks to an army of unsung heroes known as standards.

Davis Balestracci’s picture

By: Davis Balestracci

Any improvement effort ultimately faces the issue of standardizing processes, in many cases under the intense pressure of an impending certification audit. Ask yourself: Is your rationale for standardization merely to pass the audit, or is it a serious effort to improve quality?

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