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By: Steve Rogers

Today’s manufacturers must develop products quickly and inexpensively to meet the demands of a competitive marketplace. Rigorous testing to meet North American product certification requirements may prove to be a time-intensive process. If not properly planned, third-party approvals can inadvertently delay product launch plans and increase overhead costs.

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By: Kurt Boveington

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By: Richard Strouse

Internal auditing, when effectively implemented, can arguably be considered the most important tool in the quality system tool box. It’s the primary method for continuously monitoring a company's quality management system (QMS). In fact, the feedback from internal auditing is critical to the growth of the QMS.




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Dirk Dusharme @ Quality Digest
In our March 16, 2018, episode of QDL, we looked at universal basic income, management status quo, ISO 10018, and how a community college is teaching cutting-edge metrology skills. “Public Split on...
    If you had your AS9100 transition audit tomorrow, could you say right now whether you would pass? More important, do you know where the gaps are in your processes that could trigger nonconformities? AS9100 is the leading standard for aerospace management systems, required by original equipment...
    Imagine going to work, motivated to meet all your goals and deadlines, only to find you need a different computer for each of the applications you use: Microsoft Word on the laptop in your office; the customer database solution on the tower PC in the conference room; and email on the desktop in...
    Many quality professionals remain unaware that a systematic approach to human resources is now a requirement in ISO 9001:2015. These new requirements are based on the principles considered by the International Organization for Standardization (ISO) to be essential to quality management success....
    The Baldrige Excellence Framework encourages organizations to create an environment for innovation by pursuing intelligent risks. How do you know whether a new idea is an intelligent risk, and therefore worth pursuing? How do you know if the resulting change is an innovation? An experience from...

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By: Martin Zwilling

The processes followed by most small- and medium-sized companies to prepare for or maintain an ISO 9001 registration have been largely manual rather than computerized. Employees are expected to key in or type the required quality documents, physically draw process diagrams, and spend hours creating and crossfooting reports and validating data to show ISO auditors that the business has actually followed the documented processes.

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By: Girdhar J. Gyani

The ISO 9001 series of standards is the most widely used in the world and specifies requirements for an organization’s quality management system (QMS). The standard is designed to enable the organization to have a customer orientation, a people (staff) orientation, and a business orientation. Lately, the process of registration to this standard has caused some to question its credibility

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By: Brandon Kerkstra

For 20 years, I have worked with many companies to achieve a variety of registrations. As a sales manager, auditor, consultant and trainer, I have noticed that a number of companies haven’t realized the benefits that they expected from standards registration. Some of them have actually become worse off than before they started.

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By: Paula Esty

This article reviews management review in the latest ISO 14001 standard revision, including the management review requirement update and system recommendations for ISO 14001:2004 compliance. The updated ISO 14001 environmental management system (EMS) standard includes a clarification to the management review process and aligns management review through the identification of inputs and outputs with ISO 9001:2000.

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By: Michael S. Ferguson and Gregory P. Ferguson

For years, many companies have expended countless dollars and painful hours to comply with the various requirements of ISO 9001. Now, some of these companies are being asked to meet the provisions of Carnegie Mellon’s Capability Maturity Model Integration (CMMi). In its former guise as CMM, Carnegie Mellon’s program was often relegated to the software department. But the CMMi version is more comprehensive, addressing many aspects of a company’s operation. Many CEOs, upon learning of these new provisions, must have groaned, “Oh no. Not again!”

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By: David Parlagreco

The concept of establishing goals and flowing them throughout an organization isn’t new in business or in quality management system standards. In ISO 9001:1994, the establishment of goals was done via the quality policy, following a review of effectiveness in meeting these management goals. QS-9000 took the concept further in defining the need for goals, which are driven from the business planning process and tied into the analysis and use of company level data along with the basic requirement.

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