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Francisco Castaño, Gerardo Mendez, Julio Ayala, and Linda Day

Francisco Castaño, Gerardo Mendez, Julio Ayala, and Linda Day’s default image


Using a Wiki to Implement a Quality Management System

A case study

Published: Thursday, April 23, 2009 - 13:27

The approach of using a Wiki to document a quality management system (QMS) may seem overwhelmingly obvious in a year or so, yet we are far from that today. Chances are you've used Wikipedia on the web, but you may not appreciate the power that a Wiki can bring to virtually every facet of documentation and management systems. This case study describes how Geometrica used a Wiki to document its QMS and achieve ISO 9001 certification in record time while avoiding the bureaucracy that often plagues this process.

The problem

Documenting a QMS is an intense process for every organization, and Geometrica's case was no exception. Geometrica engineers, manufactures, and builds domes and space-frame structures around the world, and although the company was confident of its quality control procedures, its clients were increasingly insistent on ISO 9001 certification. Its policies and procedures were already documented in various electronic and hard-copy formats, but these documents had been developed unsystematically to respond to problems, client demands, and training needs. There was no single approach or cohesive structure.

The company's first approach to documentation followed the old paradigm: Once the decision was made to pursue registration, a quality committee was formed comprised of the CEO, the vice president, the heads of operating departments, the quality manager, plus an external consultant.

As the committee e-mailed back and forth word-processed drafts, edits, comments, discussions, agreements, disagreements, meeting minutes, etc., it quickly became apparent that the procedure was horrendously inefficient and the job momentous. The process itself was a big part of the problem: conflicts between documents, typos, clarifications, and the organization of the information required substantial editing even for documents that had been completed. In short, the letter and spirit of ISO 9001—enabling a management system—was already lost in the e-mail in-box. At this point, we started looking at Wikis.

What's a Wiki?

In specific terms, a Wiki is a special web site where anyone can edit the content, and where every change is saved. A Wiki's advantages stem from key paradigm shifts:

  • Wiki documentation can be developed, corrected, and improved while working on the processes described, as well as before or after flaws are found. This helps achieve congruence between the system and everyday activities, allowing documentation to remain continually fresh.

  • A Wiki is a collaborative environment that empowers everyone to.

  • A Wiki is fun to use and fosters teamwork.


Here's what you lose when you move to a Wiki: outdated procedures pasted on walls, updates in e-mails, endless meetings, employee manuals that are never really up-to-date, document control hassles, and document nonconformities.

What you gain is a system centered in the organization as a whole, not in a person or department. The whole organization can provide feedback and shape the documentation to balance personal belief or subjectivity. Documentation becomes what the organization needs; not what one individual or department believes to be the best.

There are many Wiki engines. The most well-known is MediaWiki, which powers Wikipedia. But at Geometrica, we used ProjectForum for its ease of installation, maintenance, and use.


There was some initial resistance among the quality committee to using a Wiki: worries about vandalism, poor editing, and lack of control. Other objections came from ingrained perceptions about the necessity for sequential authoring-editing-approval-publication, and from the perception that when a document is published, its information is correct, complete, permanent, and authoritative.

The Wiki destroyed these objections quickly.

The committee empowered all its members, and later the whole company, to edit any document. The distinction between author and editor disappeared, as changes to documents appeared immediately in all company locations, including our headquarters in Houston, the plant and offices in Monterrey, Mexico, and jobsites as far away as Spain and the United Arab Emirates. The quality of the information improved and continues to improve with most edits for many reasons:

  1. Ease of access means that users check the Wiki frequently to learn more or verify their knowledge.

  2. More people get involved with much less effort. A Wiki allows noncore people to pay attention to just the bits they care about. Now multiply that time saving by the number of people in the organization.

  3. Ease of editing simplifies minor corrections and improvements that might otherwise be ignored because the errors were tolerable. The people who know a topic detect shortcomings and correct them immediately.

  4. The aggregation of many small corrections and improvements results in very significant changes: “Wiki magic.”

  5. Information isn’t repeated. The ability to include and link to other Wiki pages allows information to be maintained in a single location. Note, however, that this requires careful oversight of the system (informally known as “Wiki gnoming”) as there is no built-in mechanism to avoid repetition of information.

  6. Incentives prompt positive cooperation of Wiki users:

    • Every user works for Geometrica and is identified by name and password.

    • All changes to the Wiki, as well as authors and times, are logged. The information is available to all through a page-history link, and to the administrator by user or date.

    • Changes to any, or all documents may be monitored by any user through e-mail or real simple syndication (RSS).

    • One rule: no rules. Because the organization is working toward one goal, anyone can share ideas, discuss, comment, change, edit, copy and paste as needed. Everyone's skills and knowledge are welcomed.

    • Reverting to prior versions of a document is easy and quick.

  7.  Having managers from different areas working together on Wiki documentation created a multidisciplinary approach that enhanced learning and interaction throughout the organization.

  8. In our implementation, we utilized a database of “bugs” and “corrective actions” based on the open-source “Bugzilla” software (1). Originally developed to debug software, we found it ideal for debugging documents, complementing the Wiki. Bugzilla helps capture the knowledge of individuals who wouldn’t normally contribute to the Wiki, either because they don’t use computers in their job, or because they don't feel sufficiently confident about a certain change to make it directly on the Wiki. Those individuals use the database to report bugs, which are then automatically assigned to department heads. The department heads then moderate structured, asynchronous discussions when required, discover root causes, and implement corrective and/or preventive actions right on the system but with hot-links to the affected documents for quick verification and audit.

In less than one year, the Geometrica QMS Wiki has amassed 1,577 pages of high-quality documentation containing more than 3 GB of data. Pages have been edited an average of 12 times, with 12 pages being edited more than 100 times. Thirty-six individuals have contributed to the QMS Wiki, with the average having contributed more than 400 edits.

Example: Geometrica continuous improvement

The Wiki process is best illustrated with an example, and the history of our continuous improvement procedure serves this purpose (in a pleasantly recursive way). A Wiki page for this procedure was created on May 21, 2008. On June 15, it had been edited 15 times, and by October 8, 30 times. Then there was a furious spurt: 112 edits in the next eight weeks, for a total of 142 edits. Since that time, the page has been edited less than once per week.

Achieving ISO registration

The central function of our Wiki implementation was the ISO 9001 quality system. Once we shifted the documentation process to the Wiki, it took nine months to complete the project. The following areas of ISO 9001 compliance illustrate the great value of the Wiki approach:

4.2.1. Documentation of the quality system. The Wiki allows all documents to be stored in a place where everyone can view and review them.
4.2.3. Control of documents. The procedure states that documents are updated when needed, and the Wiki sends an e-mail notification to the quality committee and anyone who subscribes whenever a page is updated. The Wiki ensures that current revisions are identified because it allows all versions, with date and author, to be stored and shown when needed. The Wiki keeps all documents in the point-of-use and also stores all data in a legible and identifiable way.
4.2.4. Records can be easily controlled, stored, retrieved, and retained—there is no need to dispose of them. Typing information directly into the Wiki's pages (or scanning and uploading it) saves space and archives information in such an easy-to-find manner that there's no point in printing or copying. Even though anyone can access and modify Wiki information, records are safe because prior versions are automatically stored for at least six months.


5. Management responsibility involves several steps, on which a Wiki can help focus:
5.1. The Wiki allows management to communicate customer, statutory, and regulatory requirements throughout the entire organization very quickly. As soon as the manager finishes typing, the Wiki sends out e-mail notifications of change to everyone who needs to know. This enhances customer focus, because customer demands are immediately cascaded to the correct organizational levels (5.2).
5.3. d) The Wiki communicates policy to the members of the organization, as well as allowing anyone within it to check or change it. Thus, it promotes reviews and continuing suitability (point e).
5.4.2. The Wiki helps maintain the integrity of the quality management system. In a paper-based system, all documents would have to be revised to ensure that a change in one is reflected in another. The Wiki does this job automatically.
5.5.1. The Wiki helps ensure that all responsibilities are communicated. Posting an organizational chart in the wiki allows instant access to roles and responsibilities.
5.5.3. In an era of "opened doors", a Wiki is an invaluable tool because it can perform internal communication at its best.
5.6. The Wiki simplifies and enhances management review. The standard requires inputs to be presented, outputs to be derived, and both to be recorded. Here's how we accomplish this with a Wiki:

  • Prepare the review on the Wiki, posting all inputs (and their graphs) in the Wiki, as well as the order of the day.

  • During the meeting, take notes and post them beneath the graph pictures in the page described as the “register” for the meeting.

  • Record the number and comments for each corrective action reported.

  • Post a small summary of findings at the end.

  • Scan and post signed attendance sheet.


6.2.2. All competence reviews, from employee evaluations to their comparison with needed competencies, can be recorded in the Wiki and isolated in a page protected by password-access (for confidential information).


7.3. The Wiki helps manage design development planning, inputs, outputs, review, verification, and validation, as well as change control. Using the Wiki, a team can brainstorm ideas, process information, review output, and present feedback for verification and validation. Now a process that previously might have been reviewed by only one or two people can be reviewed and commented upon by the whole team, with no need to pass papers or send personal e-mails.
7.5.1. The Wiki helps control production. Using it, all registers and work instructions can be carried out online, updated easily, and printed (if needed) in the production plant. There are no worries about copies unless it's a copy being used in the plant. A list of places where documents are posted can allow the owner of a document to eliminate previous revisions and post new ones.


8.2.2. The Wiki simplifies internal audits. In a Wiki, you can plan audits, fill in the forms, print them, sign them and scan the document, all in a matter of minutes.
8.5. It promotes continuous improvement, including corrective and preventive actions. The combination of Bugzilla and Wiki allowed Geometrica to pinpoint areas for improvement, especially in documents. As a result, improvements take place almost instantaneously, because any mistake caught by a user can be reported and corrected. Any change initiates an immediate e-mail to the person responsible for the document, alerting him or her of the change.


The world is so different from that in which quality systems evolved decades ago. Today we exist as a global village: We rely on cheap transportation and effective supply chains rather than economies of scale. We cross the world in hours and close business deals from China to Chile in seconds. Networks and telecommunications tie it all together. Isn't it the natural next step to base our quality systems precisely on these technologies?

Geometrica had its ISO 9001: 2008 certification audit in early February, 2009.

Oh, and this article was written on Wiki, too.


About The Author

Francisco Castaño, Gerardo Mendez, Julio Ayala, and Linda Day’s default image

Francisco Castaño, Gerardo Mendez, Julio Ayala, and Linda Day

Francisco Castaño, PE, is the CEO of Geometrica Inc. He holds an masters of business administration degree from the University of Michigan, a MASc in civil engineering from the University of Waterloo, and a ingeniero civil degree from ITESM. He’s registered as a professional engineer in various states and in Mexico.

Gerardo Mendez, has a masters degree in administration and is the quality manager for Geometrica.

Julio Ayala is a principal at TAC, S.A., in Monterrey, Mexico.

Linda Day is the principal at day Creative, in Houston, Texas.


Quality Moves into the 31st century!

Having had 24 hours to think over what has been achieved here I can only wonder at what must have been achieved. My first point is that based on our dear departed friend, Dr E. Deming who said if you cannot work with the CEO and that CEO does not take on board the role of project sponsor then walk away. Geometrica obviously have this commitment. To quote from the paper "The committee empowered all its members, and later the whole company, to edit any document." How powerful is this? This is management recognising that the "worker" is the major contributor to the success of the company. This single statement brought tears to my eyes as the realisation that here was a company really switched on to quality, the true mean of the word.
Lack of involvement of ALL staff is perhaps the single most common cause of quality systems costing an organisation more than what it is worth.
My catch cry is this, managers manage people and people manage the process. How many managers can manage people? Few I venture to add, most are subject matter experts. What madness is this? To loose your expertise in the product or service and create a marginal manager into the bargain. I don't understand this thinking and have witnessed this on a number of occasions.
Because the Wiki is open and can be changed at any given point in time it becomes a living breathing being. It becomes a real time quality system. It has been my experience that companies puting quality into their organisations never ask "What's in this for me?" It is usually a go away and do what you have to do in order to get the Certificate. There are many quality systems out there that serve no other purpose than to gain a tick in the box and so Certification is the end result, a tick yes but totally valueless.
The Geometrica continuous improvement example says it all. The quality system has become stable after the initial onslaught of change in order to "get it right." It is interesting to note the progression of change in this example. Initially there was a slow response as staff became familiar with the procedures existance. Then came a spurt where obviously the word had gone out and "everyone" wanted their say. The document has become a stable document requiring only minor changes over time which can be expected with any live Quality system documentation. This interaction proving the documents worth to be included in the quality system.
I would like to recommend a great video, The Leadership Alliance by Tom Peters. Dated yes but this 4 clip video demonstrates how a manager should manage. Powerful messages for CEOs and managers alike.
Congratulations once again Geometrica this is a job well done or should I say a work in progress.
Thank you to the authors of this paper as it demonstrates there is light at the end of the tunnel.
Yes the world is a different place thinking back to 1937 yet our thinking is still based on the past! We are part of the Golbal Village, hence i'm reading this case study on the other side of the planet from which it originated.
To quote the last sentence, "Isn't it the natural step to base our quality systems precisely on these technologies? YES IT IS.
I'm blown away.

Rob Langdon
Quality Manager
Biomedical Technology Services

HA! HA! HA! using a WIKI to mange a Quality System!

How outside the square is this? This is the most refreshing paper on quality I have read today in a very very longtime. Congratulations to the team at Geometrica for allowing the blood to flow. Usually when talking about Quality Systems there is fear and dread of the road ahead. The road is paved with documents. Soon we will rid the earth of these life giving creatures called trees and we will all have Quality Systems in name only and if examined really don't work.

One would ask why a Wiki works. Well it does because , using Geometrica as an example, management have devolved responsibility to everyone that is working there. In short they have demonstrated their trust in their staff in allowing them to design develop and manage a quality system that is a living breathing animated being. WOW. What is more it is their system not managements. Management have just rovide the tool.

How outside the box is this? A living organism, one that can be nurtured and fed and which will only grow to support the bottom line. What a great way to go for continuous improvement. Gives me goose bumps. What a great atmosphere there must be at Geometrica. In short a people drive company. The Wiki will allow the company to move and change to meet customer expectations a sure sign that they will survive these turbulent times. Executive management that sits aloof from its work force is doomed to failue. Death could be very sudden but may also be a long suffering process.

We here are on the verge of launching a new engine room. A database for the management of servicing of biomendical equipment. As we designed and developed our strategy we too have gone to WIKI and have setup our own WIKI within the help system. We have not launched the new software as yet but will later this year. Currently there is no emphasis on the WiKi link but we expect this to grow over time.

I forwarded this paper to our project leader he was blown away. As he sat in my office reading it, all i could get out of him was, YES; YES; YES!
Words fail to describe what you have achieved.

I can only say WELL DONE.

Rob Langdon
Quality Manager
Biomedical Technology Services