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AtricleZine - ISO9001:2000 QMS - How to Interpret the Eight Quality Management Principles
IntroductionTell me what is wrong with this sentence: Franchising provides the opportunity for entrepreneurship. It is grammatically correct and “entrepreneurship” is a “real” word; so, where is the error? It is in the logic of the statement. Being a franchisee and being an entrepreneur are not one of the same.An entrepreneur embraces the total risk of creating an idea, generating the revenue to get started, and implementing their know-how in order to make their business work. Becoming a franchisee is a bit different. Most of the autonomy has already been completed in the process and the business franchisee maintains the processes and vision started by the franchise.Either business venture can be lucrative, but they should not be confused for one another. Becoming a franchisee does grant one a great deal of freedom because there will still be superiors to answer to and patterns of others will have to be adopted. For a true entrepreneur who thrives on their creativity and isolation in calling the shots, the role of the franchisee may not be appealing
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 kn
Succession planning is a critical linchpin in building the bench strength of a business into a positive long-term future, as well as a key element of business risk management. Most of the business literature on this particular subject focuses on succession planning as an exiting strategy. This focus is a strategic blunder.The emphasis on succession planning as an activity to be considered and implemented toward the end of the business life cycle is wrong-headed. Such emphasis represents a short-sighted perspective, characterized by a significant lack of strategic thought and intent. It is particularly surprising, given the current demographic changes and trends in the market.Some of these key trends that need to be considered from a corporate team building and strategic perspective, in analysing both the internal and external environment include: an aging population labor and skills shortages the emergence of Generations ‘X’ and ‘MTV’ into management roles, and an increasing number of women assuming management and le
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
2) Leadership
3) Involvement of People
4) Process Approach
5) System approach to management
6) Continual improvement
7) Factual approach to decision making
8) Mutually beneficial supplier relationship
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 "Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations".
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 kno
Our challenge as the business owner/sales person answering the telephone, is to build rapport with the caller, quickly and easily.In most cases, the caller has been told something about you and your product or service. It is your job to find out exactly what they are calling about without asking that question directly. Most businesses have a number of products or services that they offer. Talking about all of your products and services to the caller may be a waste of time, if they have only one particular interest they are inquiring about. How can you find out why they are specifically calling?Here is a question you can ask that will give you a clear indication of what product a caller is interested in, or what problem a caller wants you to solve with your service."What was it about the brochure (or business card, ad, promotional material, etc.) that attracted your attention?" or "What was it that Betty (the person who referred you to the caller) said that made you decide to call?"The person's answer to this question will reveal what their problem or
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
2) Leadership
3) Involvement of People
4) Process Approach
5) System approach to management
6) Continual improvement
7) Factual approach to decision making
8) Mutually beneficial supplier relationship
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 "Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations".
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 kn
Businesses that have undergone the process of registering, training and certifying as ISO 9000 compliant will tell you that it is nothing short of tiresome. From attempting to decipher the complex language of the manuals to the actual implementation of the ISO 9000 standards, the entire process can be overwhelming to unsuspecting managers.Over 300 software solutions are available for guidance on the process. These programs generally assist in the creation, implementation and management of the quality control system. In addition, hundreds of consulting firms exist throughout the world and offer ISO 9000 solutions. Either of these options can help you begin the difficult process of ISO 9000 certification.Experts have estimated that it takes approximately 7-10 months to read and understand the complex ISO 9000 manual. In addition to the time it takes to actually read through the manual, companies should take into consideration the cost of the auditor’s visit. You certainly want to make sure you understand what is expected of you before you dish out upwards of $10,000
4) Process Approach
5) System approach to management
6) Continual improvement
7) Factual approach to decision making
8) Mutually beneficial supplier relationship
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 "Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations".
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 kn
Research has shown that 80% of every organization investments is spend to improve the human capabilities and promote their interests and 20% of the investments are spend for technological upgrading and production improvements. Entering today the new advanced management practices of knowledge management, investment through people is divided to three general categories.1. LEARNING ON THE JOB: To develop leadership on the job requires that employees take jobs or project assignments that include leadership responsibilities. Early in a person's career, working as an individual contributor on team projects provides many opportunities for learning effective leadership. Being a project leader allows an employee to use different types of power and observe how people react to employees attempts to influence them. Team leaders can also ask team members for candid feedback and suggestions for improvement. The rest of the team members can also learn, by observing the relationship between the leader and the team and by practicing the use of referent and expert power.2. FORMAL A
Principle 1) Customer Focus "Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations".
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 kn
If you are looking for a franchise opportunity that will offer you a good earning potential, you may want to consider purchasing a fitness franchise. The current health obsessed climate makes a fitness franchise a good way to create a money-making business while helping people look and feel their best. There are a number of fitness franchise opportunities out there, and finding the right one can be a satisfying venture for your entrepreneurial spirit.One type of fitness franchise is to open a fitness center. There are a number of types of fitness centers available for your fitness franchise purchase. You can even get specific with your fitness center. There are fitness franchise opportunities that are fitness centers exclusively for men or women or even ones that cater more to the serious fitness guru. Some fitness centers offer only specific types of fitness like jazzercise.Another type of fitness franchise available is the weight loss center. Some weight loss centers function as both fitness centers and weight loss clinics. You will be able to use your f
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
Principle 2) Leadership "Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives".
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.
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 : "People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit".
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.
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 proje
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