Some ISO 9001 requirements simply don’t get as much attention as others. One such example is found in clause 6.4, which relates to work environments.Time is arguably one of the most precious and least quantified resources that organizations possess.It’s been my experience as an auditor and as a consultant that the overwhelming majority of corrective actions originate from customer returns.
How is it possible to ship customers the right product, on time, and still fail to fulfill their requirements? Most organizations do a pretty good job of determining what product the customer wants.
A recurrent theme that dominates discussion on the establishment of corrective action programs is the practice of channeling problems through multiple conduits for assessment and resolution.
I’ve long been a proponent of involving as many individuals as possible in corrective action, both during the root cause analysis phase and during the development of the Have you ever wondered how to demonstrate to a manager the rationale behind the ISO 9001 requirements for competence and training?
Perhaps one of the hardest persisting sells for the average quality professional is the challenge of effectively communicating the benefits of preventive action to senior management.
I often get asked: “What’s the best software package?” Individuals are usually looking for guidance in selecting a program to manage corrective actions, facilitate documeThe Abbott and Costello routine “Who’s on First?” is one of the greatest comic treasures of our time.