ISO9001:2000 QMS - How to Interpret the Eight Quality Management Principles
FYI! The management team to get personally involved in setting the system parameters.
During my early days of employment in the late 80’s, the company I worked with engaged a consultant to get the company certified in ISO9002 QMS. I was one of the working committee then. Training was provided, followed by documentation of all our processes. A simple guideline was given to us to “document what we do” and “do what we documented”. During that time, this guideline was quite straight forward. So we did and the company obtained its ISO 9002 certification. FYI! Burrows, Clive. Configuration Management, Coming of Age in the Year 2000.
In late 90’s there was a rush into converting our ISO9002 QMS to meet the new ISO9001:2000 revision. I was told that this new revision is more align to business needs as well as less emphasis on documentation. On the business needs aspect, there is the “Eight Quality Management Principles” in the new revision. They are as follows:- 1) Customer Focus FYI! Get a written proposal. The proposal is an easy way to check the sales lead management service company’s understanding of your needs.
Here is the interesting part of this article. The author like to share with readers how some of the companies he worked with interpret these principles and applied them. By no means these companies are wrongly applied the Eight Quality Management Principles. As a matter of fact, these companies has their valid reasons for doing so. This articulation of the principles is written in 3 parts, namely; principles supposed to meant; how it is applied as a case; and author’s view to expand its application Principle 1) Customer Focus Case 1) Many companies viewed customer needs are obtained from a survey. And as ISO auditor come around to conduct surveillance audit once or twice a year, they get the survey done right before the auditor come around. Author’s view 1) Conducting a survey is a form of documentation. In fact, customer needs can be obtained in many forms (most company knows that). Other than a formal survey, customer needs obtained in other forms such as during customer visits, customers complaints, customer feedback etc. These data should be taken officially as an input into the ISO system FYI! Successful businesses seem to naturally give off a team like atmosphere. To create an environment of teamwork ASK people to explain their position in a supportive way - you are looking for input not an opportunity to criticize .
Principle 2) Leadership Case 2) Most leaders set direction in the Quality Policy and Quality Objectives. Management reviews were conducted to ensure its fulfillment. However, most leaders are not involved in creating an internal environment in achieving the organization’s objectives. Most often than not, they delicate to the Quality manager. FYI! Listening is the most important management skill: True/False.
Author’s view 2) Delegating to the Quality manager seems to be the most logical role to a Quality Manager. However, in some smaller company, Quality manager does not have enough influencing power to his/her peers hence cannot command radical improvement to the Quality System. Principle 3) Involvement of People : Case 3) While most company involve their employee in the ISO compliance effort, some involves them in other aspect of the business especially in production and process improvements as well. FYI! Tour the sales lead management service company’s facilities. Be sure to venture beyond the conference room, and go onto the production floor.
Author’s view 3) This is the principle which is well implemented by most companies I came across. While it is perfect to involve employee in ISO compliance aspect. Some involve too much with the employee in selecting improvement projects. It is only logical that employee select projects that they are familiar and easy to do. But this selection often miss the key alignment to the company critical issues. FYI! Change Management Resource Library, http://www.change-management.
Principle 4) Process Approach Case 4) All if not most ISO certified companies are very good in production processes. Their ISO documentation for these process are well kept. However, their process approach seem to limit within the production and related supporting departments. Author’s view 4) In the aspect of business process such as decision making, there is lack usage of a process approach in decision making. Often than not, quick decision are expected hence attention is not given to go through a logical steps. Principle 5) System Approach to Management Case 5) This area seem to show a loose link between production and the rest of the departments especially the supporting group. In some case, Key Performance Indicators (KPI) are established for each department but they are not interdependent. FYI! Establish a for-profit joint venture for the purpose of leveraging synergistic resources where your company’s offerings along with that of your joint venture partner can add financial strength and additional value to you both.
Principle 6) Continual Improvement Case 6) In general, most companies work on continuous improvement as oppose to continual Improvement. some of the companies take “fire-fighting” as a way to continual improvement. VEry few realize the objective of this principle. Author’s view 6) it is my opinion companies need to understand that source of information to trigger a continual improvement effort. And to establish it in order to clearly identify whether it is a “fire Fighting” or continual improvement. FYI! Check the sales lead management service’s references. Ask to see a current customer list and look for other companies in your industry or market.
Principle 7) Factual approach to decision making Case 7) This is probably the weakness principle in terms of its application. To a large extent, Management make decision based on past experience, statement past around and so on. Often minimum data are sough after when a decision is made. Perhaps it is due to time factor. However, this phenomenon is so in the Quality Department. Author’s View 7) This is an important principle management staffs need to develop. Past right decision made may not be repeated due to changes in the business environment. Principle Case Author’s View In summary, while ISO certified companies tried to comply to ISO requirements, they should extent the objectives of these Eight Quality Management Principles to enhance their business such that it become part of their business system. As a side note, these quality management principles has many similarity to the TQM principles. So, it is of the interest of leaders in ISO certified companies understand it and put an effort to extent the objective of ISO certification beyond certification purpose. Disclaimer —————————————————————- FYI! If you want someone to volunteer for something don’t ask them to volunteer. When I see “we need volunteers” in an email subject line or on the bulletin board I immediately delete it. If t instead if they had asked for mentor or someone to coach the company team I would have read it eagerly. The word volunteer like the word FREE has been over used and mis-used so much we just delete it automatically. Just ask people specifically for the help you need. You’ll have all the volunteers you can handle.
—————————————————————- Resource Box: About the Author, LM Foong The author holds a MBA major in TQM. He is an expert in Malcolm Baldrige Business Framework and Baldrige Assessment and TQM Implementations in manufacturing and service sector. He facilitates workshops and Cost Reduction and Productivity Improvement projects. He publishes TQM articles, ebooks, case studies, trainer manual and presentation slides available at More to View or Please Visit my Web Site. Realize Your Personal, Professional, and Business Potential With A Little Help From Your Friends. Leave a ReplyYou must be logged in to post a comment. |
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