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).

Isn’t it annoying when you call a company to complain about a problem and they won’t even give you the chance to describe what’s wrong? They take down the information that they think is important or whatever the generic form directs them to record.

mpowering people is a cool idea. Giving individuals authority and responsibility has many benefits. It fosters accountability and communicates confidence. It avails people the opportunity to contribute in a manner that allows their voices to be heard.

A few months back, I wrote about the choices an organization makes regarding its quality management system (QMS). At that time, I talked about the overall system, with particular focus on management’s investment and support.

I recently had a client who went through a pre-assessment in anticipation of his company’s certification audit. It’s kind of like a dress rehearsal for the real thing.

Unlike many other requirements in ISO 9001, the subclause dealing with the ISO management representative is rarely the subject of debate. In fact, it doesn’t get nearly as much consideration as it deserves.

A farmer was experiencing a serious problem with cranes eating his seed, so he decided to cast a net upon his fields in an attempt to capture the cranes. Along with the cranes, he snared a stork.

This is the first of a new QualityInsider column that will discuss new practices, processes, tools, and lessons learned in what I think is the future of quality—risk management.

Recently I became aware that the ISO 9001 requirements pertaining to preventive action are sometimes referred to as the “fortune-telling clause.” The deprecating