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By John E. (Jack) West

Without a doubt, the most significant issues about implementing the control requirements in section 7 of ISO 9001 have been related to subclause 7.3 on design and development.

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By Scott Paton

By the time you read this, the new version of ISO 9001 should be out. ISO 9001:2008 is the result of years of work by an international team of volunteer experts. These dedicated men and women gave up hundreds of hours of their time and traveled to locations around the world, usually at their own expense, to revise the standard.

The revision process began almost as soon as the year 2000 version of the standard was published. In fact, work on the next revision of the standard--slated for the year 2015--has already begun.

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By Denise Robitaille

A couple of months back I was watching “Are You Smarter Than a Fifth Grader?”--one of the more enjoyable game shows in recent memory. The premise is that the contestants should be able to answer the questions, since it’s stuff we learned during or prior to the fifth grade--nothing deceptively clever or arcane; just facts and information, history, science, grammar, and current geography. The questions get harder as you move from the first to the fifth grade, with correspondingly higher monetary prizes.

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By Scott Paton

As of this writing (mid-July 2008) gasoline at my local Chevron station is selling at $4.57 per gallon; rows of giant SUVs sit unsold at the local car dealers; my home energy bill for month of June was $527; airlines are parking jets, dropping routes, and charging passengers for checking bags and seat selection; politicians argue over drilling offshore, building new nuclear power plants, and installing wind farms off the scenic shores of famous politicians’ homes; and, somewhere, Al Gore is smiling.

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By H. James Harrington

Last month we reviewed how Ford Motor Co.’s lean concepts were slowly phased out of the organization. The concepts, however, weren’t lost: Toyota realized their potential and improved upon them.

Toyota’s chief of production, Taiichi Ohno, embraced Ford’s concepts wholeheartedly. He applied them to machining operations and then to other areas of production. As a result, the Toyota Production System (TPS) was born in the 1960s and nurtured through the 1970s.

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By Scott Paton

I‘ve been doing quite a bit of home improvement recently--installing new flooring, painting, etc. I’ve got a few sore muscles but the sense of pride in my achievement (plus the money I saved by doing it myself) makes it all worthwhile.

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By Jack E. West

If any clause in ISO 9001 has increased in importance since the release of the standard’s 2000 edition, it must be subclause 7.4 on purchasing. Not that the relative importance of the words has changed, but rather purchasing and outsourcing have become much more common and important in our day-to-day business. So the relatively small subclause on controlling purchasing may be much more important now than it was back in 2000. (I addressed outsourced processes in my May column, “Is a Controlled QMS Possible?” More about them later.)

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By Tom Pyzdek

The gold standard for modeling the future in a business environment is the designed experiment. Design of experiments (DOE) is a well-developed approach to planning and executing controlled manipulations.

Somewhat less respectable are models derived from historical data. It makes sense to utilize as much of this information as possible, but caution is required. Problems you may encounter are:

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By Tom Pyzdek

The quality and process improvement professions tend to rely heavily on statistical information. The very science of quality control can be said to have begun with Walter A. Shewhart’s development of the control chart and discovery of the concepts of special cause and common cause variation. But few would argue with the statement that there is a downside, and a dark side, to statistics. I hereby present a few examples of good, bad, and ugly statistical usage.

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By Tom Pyzdek

The following personal stories concern vehicles produced by the automaker that invented lean and is world-famous for its efficient manufacturing operations:

My old SUV’s bright headlights don’t work. When I hit the switch for the brights, the headlights turn off completely. This will cost me $400 to fix because it requires replacing an entire steering wheel subassembly.