Sunday, January 30, 2011

What If Governments followed ISO9001: 2008?

Ever wonder what life would be like if your Government to follow the principles of the ISO9001: 2008? Call me what you like, but I have wondered. I realize it is pie in the sky dream to believe such things, and most Governments are too corrupt to do so, but there is no life is better for all of us if you have made?

Although the ISO9001: 2008 is called "quality management system, it may be accepted as a business management system. Actually it should not apply to business. It may be adopted for the management system of the organisation. ISO9001: 2008 has nothing to do with profitable, so that it applies equally to non-profit organisations and can be applied Government too.

Your city, County, State, province, municipality or even the theory you can get registered to ISO9001: 2008.

And what if they get registered, and actually follow the requirements of ISO9001: 2008?

Suppliers, including large military contractors, should be assessed before the issue of contracts. And implementing the supplier would be tracked. Requests for corrective action would be issued on the vendor is over budget or provide materials which do not meet the specifications of the Government. Vendors that commits very will be removed from the list of qualified service providers and would receive any further contracts.

The Government should periodically ask citizens "We how? How can we improve? ". Would not have census includes only what you race are (why they so request code), but this will include questions on how the Government could improve.

Objectives should be defined, including one for the satisfaction of citizens (customer). The effectiveness of Government will be measured. When fell short, corrective action to be taken to improve performance.

I know I'm dreaming here, but this is a good dream. Now back to reality. This entry was posted on Tuesday, June 3rd, 2010 at 8: 37 pm and is filed under ISO9001: 2000 comments, blog. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


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Saturday, January 29, 2011

The Goal: A Process of Ongoing Improvement

The Goal: A Process of Ongoing ImprovementIn this intriguing, readable business novel, which illustrates state-of-the-art economic theory, Alex Rogo is a UniCo plant manager whose factory and marriage are failing. To revitalize the plant, he follows piecemeal advice from an elusive former college professor who teaches, for example, that reduction in the efficiency of some plant operations may make the entire operation more productive. Alex's attempts to find the path to profitability and to engage his employeesi n the struggle involve the reader; and thankfully the authors' economic models, including a game with match sticks and bowls, are easy to understand. Although some characters are as anonymous as the goods manufactured in the factory, others ring true. In addition, the tender story of Alex and his wife's separation and reconciliation makes a touching contrast to the rest of the book. Recommended for anyone with an interest in the state of the American economy.

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Friday, January 28, 2011

Designing Systems for Reliable Human Performance [VHS]

This video pack describes the factors, techniques, tools, and data that form the foundation of an effective design process for reliable human performance. The programme also describes how to set reliability and maintainability requirements for systems, processes, or products that include humans.

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How you can get your people to comply with your quality system ISO9001-2008?

There is no company with a registered ISO9001-2008 for around one year. They're a great bunch of people to use and very much look forward to you visit them. They've got about 100 employees. This company exclusively with quality as they offered excellent products. In General, they are very enthusiastic about the ISO9001: 2008 certification. Most of them anyways.

There is only one person that I doubt it, the quality management system ISO9001-their 2008 to be a nuisance. But he knows what it means for senior management to have a certification, so he went with lukewarm. Requests for corrective measures assigned to this man take somewhat longer to return. A Curmudgeon but this is not my main concern here.

My biggest concern is 30 or 40 people in enterprise really does not seem to care that much. They sit quietly in training sessions, nodding their heads up and down. Ask if they understand what you are talking about and say Yes. Even if they will follow the program for a week or 2 after you've told them what should be done.

After that week or 2 though, they forget the importance of things like the identification of products and signing off inspection paperwork. Internal audits catch almost always a significant number of unidentified parts sitting on shelves or pallets. I often catch paperwork inspection, are some of the stamps and signatures necessary to furnish proof that the product has gone through each production process and has been approved to move to the next process.

The company is trying to deal with these problems by asking politely on the conformity of the employee at the meetings of the company. Typically, this is in accordance to the week or 2 and then the cycle is repeated.

Of course, is an old carrot versus stick argument here. We Reward employees for performance? Or to impose penalties for non-compliance. I guess that every situation is different and unique, and you can't really call this unless you know that people who were involved.

But I'm looking for more ideas here. How to deal with employees who do not really care to be given to the details? This entry was posted on Saturday, October 2nd, 2010 at 2: 46 pm and is filed under Uncategorized. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


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Thursday, January 27, 2011

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and SpeedBestselling Lean Six Sigma author Michael George provides the first pocket guide for deployers of Lean Six Sigma

The Lean Six Sigma Pocket Toolbook blends Lean and Six Sigma tools and concepts, providing expert advice on how to determine which tool within a "family" is best for different purposes. Packed with detailed examples and step-bystep instructions, it's the ideal handy reference guide to help Green and Black Belts make the transition from the classroom to the field.

  • Features brief summaries and examples of the 70 most important tools in Lean Six Sigma, such as "Pull," "Heijunka," and "Control Charts"
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    Tips for saving your documents of the quality system ISO9001-2008

    If you read this, it is likely that you have thought of writing system documentation on the quality of your company. This will include your quality manual, procedures, perhaps some, and perhaps some work instructions.

    In ISO9001-2008 require documented quality manual and documented procedures. There are 6 procedures of the quality required under ISO9001-2008 but all ends up with more than 6. 6 the procedures are as follows: control of non-conforming material, internal audit, document management, records management, corrective action and preventive action. Most likely you want to write some more of the procedures for your organization. Procedures, such as how to issue a purchase order, processing a sales order, receiving inspection, checking of maritime transport, etc, all very often used.

    Overthinking it Now does not go. This does not mean that you have a 50 page manually. Each of these procedures can be written in paragraph or, if this is all you need to adequately describe how you can do so. In general I don't like to maintain each procedure to 1 or 2 pages maximum. Unless they are particularly complex, the most documented procedures can be written on page 1.

    Your guide to quality can be very simple. It may be a matter for 3 or 4 pages. Each paragraph you can say something like "we conduct periodic internal audits. Procedure for internal audit is the responsbility of the Manager of quality. See the procedure number 8 for how we carry out internal audits. "

    You don't necessarily have a documented procedure for everything you do. For example, in ISO9001-2008 is the requirement that evaluate and approve suppliers. You can find very useful to have a documented procedure on how this is done, but this is not a requirement. If your organization is very small and the evaluation process of the supplier may be covered by the training may not be necessary to document the process. Of course you will have better prepared to protect themselves during the audit your third party. But if intelligently you can describe the process of the auditor and you have the records to prove that you are in compliance with the standard ISO9001, then it is not necessarily need a documented procedure. This entry was posted on Tuesday, 10th August 2010 at 2: 47 PM and is filed under From cuttings, overall quality system ISO9001: 2000 blog. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


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    Wednesday, January 26, 2011

    Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated

    Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and UpdatedIn the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries).

    The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.

    Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies. --Patrick O'Kelley

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    Is it possible to get the ISO9001: 2008 accredited before you start business?

    Recently I had a few phone calls and a brief introductory meeting gentleman, requesting that he and his partner have been in business, which makes electronic devices. He said that the large, well-known company wanted to do business with him, and potential customers demanded that he owns their ISO9001 certificate 2008. We talked quite a bit, I tried to explain what it will be included.

    Then one day he called and said he wanted to proceed with getting accredited. I went to his house to start documenting what is actually so that you can write to the management of the quality system and procedures.

    The meeting was an incredibly awkward and I left after it became clear that this man was not really ready to go through the process. He spends quite a bit of time his malfunctioning yelling mobile phone and the rest of the time, in complaints about having money and hire me "his company does not currently have any business, and he did not know when it would be another transaction. It may be months or more, while they had another business. Yet somehow wants to get the ISO9001: 2008 certified in several weeks. Without actually carrying out any kind of business.

    Owing to the absence of An organization and constant complaints concerning marriage, I there best to make a hasty retreat and not more than waste my time.

    A week or so late, you must be wondering if there might be a way to get ISO certified company before they actually has any business. Personally I think of a way. Not all customers would be impossible to measure customer satisfaction, right? But I am not sufficiently creative thinking here?

    Not for any purpose but I try to think how to start-up company to obtain the certification of ISO9001-2008 before they actually doing any. They can, find some potential clients and to work for free, only to get experience and transactions under their belt? Or another way? This entry was posted on Wednesday, November 17th, 2010 at 1: 31 am and is filed under commentary, general quality system ISO9001: 2000 blog. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


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    Tuesday, January 25, 2011

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    Add quality, ISO 9001 quality manual


    According to this expects a value for the money to purchase all products for all customers; organizations efficient quality management system understand that help to fulfill the expectations of these. Therefore, in the heart of an effective quality management system, ISO 9001 quality manual is no surprise it's the.

    Demonstrates the approach of the Organization to provide documentation of customer satisfaction, by acting as a centrally managed policies, objectives and procedures and other information resources.

    ISO 9001 quality manual is used?

    While other sections by corporate customers, business partners or internal and external auditors will be appropriately ISO 9001 quality manual content related directly to employees will be.

    Controlled by acting as a central resource, organizational processes and shows how these processes to achieve reveals how to implement ISO 9001: 2008 requirements, quality manual or customer satisfaction.

    It is useful in helping to communicate the principles of quality management quality manual is also incorporated into the management approach application and your organization's daily activities.

    You must manually include what?

    Organization is required to compile the ISO 9001 quality manual that defines how to apply each requirement of the ISO 9001 standard. ISO 9001: must set instructions on how to achieve the satisfaction and the latest version of the 2008 meets the requirements of the Organization's customers how to provide a generalized description about the framework. Accordance with this standard, ISO 9001 quality manual the following address.

    QMS to the documented procedures-for details and exclusions and description of the process with an overview of the structure of the justification for the non-application - reference scope QMS - document interaction, quality management system

    What can be excluded from your manual?

    When preparing for ISO 9001 quality manual, is to look into the permissions allowed exclusion standard is essential. Must all exclusion by having an appropriate reason in the manual is well documented to be. As far as exclusions adversely affect organizational capacity do not affect customer requirements, section 7-permits the exclusion from the product realization.

    Organization itself is not considered permissible exclusions only activities. For example, does not design organizations; is this permissible exclusion. If you don't use the requiring organization calibration equipment is permissible exclusion paragraph 7.6. To exclude one from the requirements of the self sufficient statement like the following.

    ' Design is XYZ, not engage a change to develop or produce product design company. Therefore, we do not encompass the QMS product design and development processes and paragraph 7.3 ISO 9001 is not applied to our business '.








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    Sunday, January 23, 2011

    ISO 9001-the self of the QMS


    I easily impressed by previous discussion topic in the QMS self, but I decided to commit this subject based on considerable importance is the entire article. Self concept of many organizations that apply to the QMS and wrong; how to evaluate whether or not they meet key requirements fully understand, QMS ISO 9001 standard for truth or more importantly, no need for additional what this term.

    Before proceeding, first of all, meaning of the word "enough", or this article, let's use "self".
    -"Meet the requirements of the Treasury or meet needs enough" *.
    * Random House International dictionaries, ? Random House, Inc. 2006.

    Learn to satisfy both needs a sufficient and requirements from the above definition, associate. To apply to our defined within this framework, based on the ISO 9001 quality management system we therefore confirms that can meet the requirements specified by the quality management system organization, customers, and applicable standards and regulations, including applicable.

    QMS to develop and continuously in the evaluation of subsequent performance, much more than just ISO 9001 for standard clauses in the QMS is sufficient means. Specifications in addition to the requirements of ISO 9001, working on managed code, standard and your organization? The organization needs to meet any customer specifications and other requirements? how to ensure compliance and provide this QMS and finally, in the Organization, establish what other policy and any other steps it?? must be considered when deciding whether or not all of these considerations is appropriate for the quality management system.

    Note about the above criteria, however, QMS validity assessment can occur in many organizations. There is no understanding of the actual work of these organizations in the management of thermal insulation and silo structure, what requirements. Referred to these requirements, organizational pockets so often at the organization-wide, global of most understanding and awareness, or completely is not understood.

    To, many organizations do produce one product, according to a set of requirements for one organization between the simple example, a simple solution requires complex these are most likely will be quite difficult to identify the requirements and needs. Multiple sets, such as validation of multiple sites, more than one product, multiple standards, customer specifications, all factors in the QMS. Business as a whole, and, without understanding the needs and applying the corresponding requirements of common and valid evaluation to verify the validity of the QMS is almost impossible.

    Organizations have documented systems just to address requirements of the ISO 9001 standards, to contribute to its validity only; it does not quite meet this requirement. Just address the respectively applicable requirements need to be fully compliant with ISO 9001 QMS standard conform to the requirements for additional but is also applied to the Organization and its products. Concerned about this decision and on the typical ISO system audit itself is this means are limited. Incident response and rather than to assess all areas can be used to complement the conclusion of any product and process data, but these) based on the incompatibility of certain generally reactive measures is, they just important to point out.

    Please tell me how to find all of what these requirements exactly. -Start requests better, research and learning. New QMS or if one is in development is always first to find good.








    Achieve breakthrough performance mark Randig President and founder of MAS Solutions LLC, corporate quality improvement, productivity-focused assistance based on the professional consulting company, Houston, Texas. Free newsletter ", quality specialist" for [http://www.masquality.com go to to get a copy.


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    Saturday, January 22, 2011

    Digital document controls to achieve the ISO 9001 standard requirements

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    Ever happened to you that your employee used the wrong document and caused a mass? Ever happened to you that a classified information reach the wrong hands and embarrassed you? Ever happened to you that you lost an important document and knew that your boss would get angry? For no reason? If do, please pay attention!

    Using Document Control Software usually meets the ISO 9001 Standard Document Control Requirements. The document control requirements is one of the key elements of the ISO 9001 Standard requirements for achieving an effective quality management system. Without reliable control of procedures and records, a company's QMS integrity will fail - as a practical business matter and as an auditable compliant system.

    There are many solutions today for Documents control both manual and digital. In this article I will examine how one can achieve the requirements with digital solutions. Pay attention, we didn't write software but a digital solution. Digital solution must not be a document control software

    There are two kinds of documentations in organizations. The first is the ISO 9001 documentation requirements. For The second, (other than is required) the organization must identify and document "needed" processes (activities with inputs and outputs). Of course documentation should be appropriate for the size and type of the organization, the complexity and interaction of processes, and the competence of personnel. In other words, don't go over your heads, you would regret it in the future. The purpose is not to turn the organization to be a secretary for the ISO 9001 Standard.

    The first level of digital documents control

    The first level of digital documents control over organizations is laid with its management systems. Management systems are software designed to support some of the working processes. The system can be an ERP system, a CRM system or any other system. As long that it documents the working processes. Within the system forms are implemented (screens). The system guides you to fill the correct information at the correct location. Eventually, the information is at the right place and time, organized and being controlled. Even distribution of the information is managed. This is what documents control is all about. So, when you are documenting your QMS and prepare yourself for the terrifying audit, any process that is included within the QMS and is documented via the management system - is covered. But you will have to mention it in the procedure. Don't say I didn't tell you.

    Basic electronic systems

    The most common digital way today is still using the local computer network and email systems for documents control. The Documents management is usually being realized when folders or directories are established and usually it is done locally (a department or a division). The documents are saved on the server for use. Sometimes the system administrator or maybe the quality manager requires that the document would be protected by any changes - the "read only" possibility. The types of documents are varying from forms, procedures, records, plans, work instruction, diagrams etc.

    As for routing documents, the email as become the main communication channel. People send as attachments documents for review or for use.

    Now, you may think that this is a digital documents control but in fact you only get digital documentation but no control what so ever! Why? First, when you save a document on the server it is actually a manual management and not a digital management. It is correct, the document is digital but the management is manually. The employee saves it in the folder and names the document. He has full control over it. God knows what he is capable of doing with it. Digital document management requires that the document would be submitted via the documents control management system. This way, the system is registering the document and then begins managing his lifecycle. Now, no employee of yours registers any document that he saves on the local net. Correct me if I am wrong.

    Second, when you send an email with an attachment it is like exporting a document out of his system and into an individual independent lifecycle. The person who receives this attachment would probably save the massage with the document and whenever he would need it, he would brows through his mails the get the document. Everybody does it. He could make changes and you wouldn't know anything about it. Tracking those documents, comments made by reviewers, and the final approval history are not automatically accessible in a manual email routing system (which are the common ones). Even if documents are sent through email, system administrators must manually track, update, and communicate the review they receive. To make it more clearly, it is an open loop system. Not to mention the ineffective storage results.

    With digital document management system you won't send the document but a link or any other trigger to access the document via the documents control management system.

    Third, even when you save a document and you characterize it as "read only" - that prevents no one from saving the document on his computer, edit it and spread it throughout the organization. Again you are back to an open loop system. Sorry. O.K. Even with the strongest most sophisticated digital documents control management systems you can never, really, prevent that. No matter what anyone tells you. You are depending on your employee and his willing to follow ground rules to ensure regulatory compliance. At the end of the day, we are stuck with the human factor.

    So with manual (as if - digital) document control we achieve three things: an open loop method for document management, a document exporting out of the loop and an independent lifecycle for documents. The three things the ISO 9001 Standard is trying to avoid.

    Solutions Solutions

    The first solution that we offer you is to maintain the present situation (the manual, so called "digital", management). You must have to support it with documented procedure that describes how one must handle documentation (that is the ISO 9001 Standard requirement) and maintain close control aspects. That would hold against the ISO 9001 Standard but I recommend to overview the requirements just to be sure that you obtain the requirements.

    The second solution that I can think of is documents control via the management system. What I mean is that all documentation would be concentrated at one location. Documents are a part of a processes. Some of the processes is documented within the management systems (such as ERP or CRM) and some of it manually (with manually forms). In most systems (the ones that I know) the next module exists. It is a less used module. It is usually called "Titles Management". The basic idea is to link documents to the process or a record connected with the process within the system. This way you educate the employees to download the documents from one location only. No more documents emailing, no more saving documents on personal computers. This solution requires that all documents would be registered within the system (what a whole a lot of work!). For more details, access your system administrator. This solution is not the perfect one but it would hold against the ISO 9001 Standard requirements. Don't forget to document the method in a procedure.

    If you are willing to invest more of your resources you might consider implementing documents control management software.

    Documents control management system

    Now, this is the optimal solution. Every quality manager would sleep better at night if he knew that all documents are controlled by a robot (without any feelings and wills other then what is programmed into him). Let's review the advantages of implementing document management software:

    Control- this is the most important thing (by the way this is what the ISO 9001 Standard is all about, well, most of it). What do you control?

    Organization - all documents of all kinds (forms, procedures, plans, diagram and charts - whatever you are using) would be organized, categorized, saved and ready for you to retrieve and use.

    Distribution - to whom the documents are to be used.

    Compliance - with your regulatory frameworks.

    Access information - now, you may think that you have access to most of information in your organization but you would be surprised. With documents control management software you would have the information you need accurately and you would be able to track all documents-related activities to improve quality, accountability and productivity - that means that all information is accessible when ever.

    Location - the system will manage the location of all documents. No more spreading documents all over the local net.

    Security - document management software improves security of documents. Electronic document control software programs often use a secure, access-controlled database to store files as opposed to hard-copy storage or network directories.

    Storage - you would be able to save storage by eliminating multiple documents savings (well, we know that today digital storage is not such a big deal) but Physical storage and retrieval of hard copy documents becomes increasingly problematic as practices grow. And you know it!

    More?

    This solution costs. It costs money and human resources - have no doubts about that! But we truly believe that in the long term it pays itself by adding values to the working processes. All of the advantages above are possible to achieve manually by your employees but they are time consuming. And time is money.

    Today there are two possibilities of digital documents control systems: web-based and independently installed.

    The web based solution is simply subscribing to a web site that provides you documents control service. That means that the entire above are provided via the internet. Sounds great isn't it? As an Internet service, there is no software or hardware to buy, install, maintain, or upgrade. And if the service is not satisfying, just unsubscribe. That's it. You may access from wherever you are and provide workspaces for people working from home.

    The independently installation is where you purchase a software and install it no your network. You may want it to integrate with your other systems. Now, that will be great for a working process! Today they are usually easy to implement and easy to use and with prices that won't get your boss upset (too much).

    Summery

    Using Document Control Software usually Meet ISO 9001 Standard Requirements.

    As for more documentation (other than what is required by the ISO 9001 Standard) the organization must identify and document "needed" processes.

    The first level of digital documents control over organizations is laid with its management systems. Eventually, the information is at the right place and time organized and being controlled. Even distribution of the information is managed.

    Saving documents on the local net is not considered a digital documents control management. It is a manual management.

    Emailing documents for use is exporting documents out of the system and out of control.

    With manual (as if - digital) document control we achieve three things: an open loop method for document management, a document exporting out of the loop and an independent document lifecycle.

    First solution is to maintain the present situation (the manual management). You must document the procedure and maintain close control aspects.

    Second solution is documents control via the management system with a module such as "Titles management". This solution requires that all documents would be registered within the system. You must document the procedure.

    Third solution is implementing a digital documents control management system. This solution requires a lot of resources (both financial and human) but it bears a lot of advantages.

    The first type of a digital documents control management system is an independently installation - you purchase the software and install it on your organizations systems. It may integrate with your other systems.

    The second type of a digital documents control management system is a web based program - you buy a service for managing your documents via the net.






    The author is Itay Abuhav who is external consultant who decided to establish a quality management knowledge center providing articles, news with added values, offering solutions, help and tips regarding to all quality management systems and the ISO 9001 standard. please visit us at http://www.9001quality.com


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    Friday, January 21, 2011

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    ISO 9001-management review


    Just all organizations that plan during the annual ritual of forecasting, financial review each year, budgeting, similar approach, ISO 9001: 2000 quality management standard specifies. In the ISO 9001 standard, this process is called the management reviews. Your organization usually such reviews to convene top management to organizational goals and objectives to verify the performance of the quality management system is held as a regular event in as standard specifies other conditions.

    As mentioned in the standard ISO 9001, the purpose of the management review to verify validity of its continuation, suitability and effectiveness in the "is to determine the quality management system. This is (confirm) the need to deal with actions must include evaluation of system performance, based on existing data, improve the processes related to confirm that output any decisions and programs.

    To further define the concept of self, suitability, and effectiveness.

    Meets the requirements of the Treasury, or is sufficient to meet required *. Specified in the quality management system organization, customers, and applicable standards and regulations and must meet applicable requirements including. Compliance-specific purpose * right property with quality. You can maintain your organization's current level of performance using acceptable quality management system to your organization's resources. Sufficient to achieve effectiveness, purpose; purpose and expected results * production. You must enable the Organization to meet stakeholders and other customers, their needs, the quality management system.
    * Random House Dictionary, © Random House, Inc. 2006.

    Quarterly or monthly basis more frequently could be done, but at least do reviews like this, every year. More personally oganizations 'new' system and this feature we recommend you to perform frequent at least the first of 18-24 months.

    Are managed according to the documented review of these records in records management procedures. As these records, at least, review of participants review date is included have pros and cons of the system metric system and the decision to do.

    Attach to the following management review templates was to help new organizations in this process. This template that you must you must consider these topics minimum depending on the further change needed to tackle the addition or extension, for any other issues and organizational considerations.

    Sample management review agenda

    1. Assessment of QMS performance

    1.1. Management system

    1.2. QMS policies

    1.3. QMS aims and goals

    2. Enter a review

    2.1. Audit results

    Communication from the 2.2. complaints, including external stakeholders

    2.3. Process performance / compatibility

    2.4. State of preventive and corrective actions

    From the previous 2.5. follow-up action management review

    2.6. Personnel status

    2.7. Changes that affect the management system

    3. Review output

    3.1. Opportunities for improvement of management systems:

    3.2. Resource needs:

    3.3. Fiscal QMS:








    Achieve breakthrough performance focused on Mark Randig, President and founder of MAS solutions llc, Houston, TX, enhancement of corporate quality and increase productivity with support is a specialized consulting company based. To obtain a free copy of mark newsletter "quality experts" go to [http://www.masquality.com].


    Saturday, January 15, 2011

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    Friday, January 14, 2011

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    Sunday, January 9, 2011

    A written request for corrective action to the vendor

    Many companies that are new to ISO9001: 2008 quality may not be aware that it is perfectly OK to send the request for corrective action to one supplier. Heck I can even send a customer if you wanted to, although I have never seen, done.

    Why will send a request for corrective action to the vendor? Depending on your particular situation may be easier for you to simply stop using this provider and buy the product or service by someone else. And if your product or service allows you the flexibility, then go ahead and do it right.

    But many companies purchase goods or services by specialist suppliers. You can have a long-term, mutually beneficial relationship with the vendor that you do not want to ... or not easily ... end. Perhaps this provider grows quickly, or maybe they've experienced people laid off, causing their product or service falls under your standards. It may be your best interest to help the supplier of the improvement of their quality, before looking for another provider.

    Before you can send a request for corrective action to evaluate supplier, you must set up a few questions. How badly do you want or need to do business with this vendor? What is the significance of the lack of quality? It is a single error or pattern developed? Is concerned about the actual grant of the right and makes you happy? How many eggshell walking should be done?

    If the absence of a supplier of quality has caused you to think about application of remedial actions, then most likely you will need to do this. But I think the questions here. Is a company, but polite. The supplier is Probably more uncomfortable you do not know, and that they will be more than happy to take action to correct the problem and prevent it from happening again.

    Depending on your industry and the types of vendors that use the endeavour to improve the quality of the products from your service provider can save you a lot of time and money by not having to seek new vendors and see if they are any better. This entry was posted on Thursday, June 17th, 2010 at 3: 22 pm and is filed under From cuttings, overall quality system ISO9001: 2000 QMS blog. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


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    Saturday, January 8, 2011

    Management Powerpoint Presentations

    Powerpoint Presentations For Managers (Supply Chain Management, Maintenance Management, Tpm, Erp, Lean Manufacturing.


    Check it out!

    Thursday, January 6, 2011

    Use the ISO9001: 2008 to help in 2011?

    2011 is almost here. While I believe that each year above the ground is a good, 2010 for sure many of us with many, many challenges. I'm definitely looking forward to 2011 with hope and optimism.


    The state of  economy is crap. Many companies are suffering. You can sit and sulk and brood and does not go. Or you can look at the new year as an opportunity. Chances are good that if you are still in business, you have outlasted some of your competitors. Darwin's theory, applied to business you survive. Or perhaps you are considering starting a new company. If so, good for you.


    How do you distinguish your business from your competitors? How will you better organize your company to minimize errors, troubleshooting, and make sure they never happen again? How will try to improve your customers happiness with your product or service? How will this great land, a new account, which will take your company to the next level?


    If you read this, I hope that you consider the quality management system of ISO9001-2008. is a hassle? . But it is worth? If serious, you can bet it is worth it!


    Getting your certificate of ISO9001 opens its doors for new accounts. When properly implemented, it makes you take time to think about how you can improve your operations and improve the satisfaction of your customers. It is good for your bottom line. Do it. This entry was posted on Tuesday, December 21, 2010 1: 58 pm and is filed under ISO9001: 2000 comments, blog. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


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    Wednesday, January 5, 2011

    Written documentation you ISO9001: 2008? Kiss!

    First of all I would like to thank all those ISO9001: 2008 quality system managers to keep me in the business! Probably half of my time is spent rewriting system documentation on the quality of the companies. Typically, documents are complex far, far more than what is necessary for the organization. It is unusual for me to reduce the QMS documentation by half.
    One company, recently I worked with had over 300 documented procedures in their quality system. The company has about 50 people and really only needed about 12 documented procedures. They are things like how to discipline people, how to plan for the periods for lunch and stop, how to hire people, how to interrogate outside contractors and on and on.
    Under the ISO9001: 2008 all these documents must be periodically reviewed and approved. Guess what happened? The quality system is too large for effective management, and they have fallen. During their surveillance audits they have received several significant discrepancies. Their ISO9001 certificate expires, and took some time to get everything back up and declare on the track.
    Why people write lengthy and complex documents? They honestly think all that crap? Or they do not have all that much to do and you want to justify their existence in the Organization? I doubt few fall in the latter category.
    Another company I work with are employed full time ISO9001 administrator to write its records and implement ISO9001. The company employs approximately 150 people. The company did not know too much for ISO9001, other than the one they wanted to get certified. So they (by mistake) figured would be a good idea to hire a full-time person to carry out the ISO9001: 2008. After 6 months of the doofus to you don't receive many Done they fired and hire me. I convinced them that they did not have full-time person because not working full time in the company of this size. After 4 months of 2 to 3 days a week for work, we have the company certified. Then just a day or 2 euros per month for internal audit, management of corrective actions and other details.
    People, it does not have to be complicated! ISO9001: 2008 only requires that you have 6 documented procedures. Most companies ended up needing a few more than this, but its rare needs more than 20.
    So why people write a huge, complex and unmanageable? To keep my job? If this is the case, thanks! This entry was posted on Tuesday, June 22nd, 2010 at 3: 28 pm and is filed under commentary, dredging, overall quality system ISO9001: 2000 blog. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

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    Has ISO 9001:2008 Served Its Purpose?

    After undergoing revisions in  1994,  2000 and recently in 2008, nothing much has changed as per the quality scene is concerned .Yes, there has been  improvements in the structure and requirements,but concern about quality of certification has grown .Industry, bearing some , has not taken it so seriously.Only professionally run companies take implementation of quality management system seriously.
    When certification becomes cheap for whatever may be the compulsions no competent quality professional is available for implementation of the system. So question of improved system and consequently improved product or services would not happen which was in fact one of the major objectives of creating ISO 9000 standard.

    So the competence indicator -QMS through Certification of ISO 9001 , is very rarely meeting  the needs of a customer.

    Even the general feedback of survey conducted by Quality Council of India (QCI)  of users of certification  shows in general that  the certification process has failed to  added any significant value to the performance of the organizations...