Most companies are concerned with the impression they project to their current and potential clients. They are concerned about making sure they are doing everything they can to be providing what those clients want. They have wanted to have a set of standards they could follow that allow for that impression they want to give and they found it in the 1990's. The ISO quality assurance standard came to give them the guidelines they needed.
Being customer focused is the first of eight principles embodied in this standard. This standard will have the ability, if implemented and followed, to provide the consistency that is needed. This customer focus will help the firm identify what it is that their customers want to be done and how. Part of the problem with this approach is the often misguided input from the clients as to what is they do, actually, want.
The second and third principles are leadership and involvement of those being led. The ISO standards require the attainment of certain goals and all must be unified in producing these goals. Certain departments will be tasked with providing the guidance and much of this is easily misunderstood. Those portions of the program can be the stumbling block for all efforts made to implement these standards.
Looking at the process approach is the fourth principle. A complicated process should be documented and understood by all as the way to make sure everything is part of the whole. After this has been done, many find that introduction of some of these tasks will be non productive. This is not the time to change them, however, they are told because it has already been set up and many managers are not willing to stand up for changes, yet.
The fifth principle will have management closely monitoring the system, itself. The systematic approach has put everything on a task chart, so this must be maintained in the best way possible. One of the bad attributes of this is the documentation that many will find distracting if not anti productive.
Continual improvement is something that should always be at the forefront of any process. This is the sixth principle and must be a complete process review, along with any corrections, upgrades and the appropriate training of the work force. The time used for training may be denied by some managers and others because this time, they believe, is better spent on overlooking production and not in constant meetings.
The next to the last, seventh principle is the way the corporation or company approaches decisions. They should be factually based. However, the analysis that is required is often short circuited by perceived knowledge and make do technology. The eighth principle is how vendors are dealt with. There should be a good relationship between the the vendor and the company needing the material. All associations should be based on the ISO quality assurance standards to be in compliance with this standard.
The upper most purpose of these activities is the accreditation of that company going through all of this. Potential clients will look at their compliance as well as the current customers. The ISO quality assurance program, in place, will need to be part of their sales literature, presented in any meetings and backed up by actual facts and figures about that compliance.
Being customer focused is the first of eight principles embodied in this standard. This standard will have the ability, if implemented and followed, to provide the consistency that is needed. This customer focus will help the firm identify what it is that their customers want to be done and how. Part of the problem with this approach is the often misguided input from the clients as to what is they do, actually, want.
The second and third principles are leadership and involvement of those being led. The ISO standards require the attainment of certain goals and all must be unified in producing these goals. Certain departments will be tasked with providing the guidance and much of this is easily misunderstood. Those portions of the program can be the stumbling block for all efforts made to implement these standards.
Looking at the process approach is the fourth principle. A complicated process should be documented and understood by all as the way to make sure everything is part of the whole. After this has been done, many find that introduction of some of these tasks will be non productive. This is not the time to change them, however, they are told because it has already been set up and many managers are not willing to stand up for changes, yet.
The fifth principle will have management closely monitoring the system, itself. The systematic approach has put everything on a task chart, so this must be maintained in the best way possible. One of the bad attributes of this is the documentation that many will find distracting if not anti productive.
Continual improvement is something that should always be at the forefront of any process. This is the sixth principle and must be a complete process review, along with any corrections, upgrades and the appropriate training of the work force. The time used for training may be denied by some managers and others because this time, they believe, is better spent on overlooking production and not in constant meetings.
The next to the last, seventh principle is the way the corporation or company approaches decisions. They should be factually based. However, the analysis that is required is often short circuited by perceived knowledge and make do technology. The eighth principle is how vendors are dealt with. There should be a good relationship between the the vendor and the company needing the material. All associations should be based on the ISO quality assurance standards to be in compliance with this standard.
The upper most purpose of these activities is the accreditation of that company going through all of this. Potential clients will look at their compliance as well as the current customers. The ISO quality assurance program, in place, will need to be part of their sales literature, presented in any meetings and backed up by actual facts and figures about that compliance.
About the Author:
Global QA Ltdis a results-driven ISO Consultancy team specialising in helping organisations of all sizes to implement and maintain management systems that add value.
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