Private Consultant for QMS

TRISTANTO WAHONO – Private Consultant for Quality Management System ISO 9000

Menjadi Katalisator dan Motivator Terbaik di Indonesia bagi Organisasi yang ingin selalu Melakukan Perbaikan dan Peningkatan dibidang Mutu

Being the best catalyst and motivator in Indonesia for organization that is always seek for quality improvement

Tristanto Wahono, pemilik situs www.WahanaConsultants.com dan pruduk-produknya, adalah sebuah perusahaan jasa khusus menyediakan bisnis dengan sumber daya yang mampu meningkatkan efisiensi usaha dan keuntungan. Perusahaan kami berdasar internet, yang memungkinkan kami mengurangi biaya-biaya tambahan dan beroperasi dengan efisien, dan tetap meyediakan pelayanan terhadap pelanggan dengan baik.

Sertifikasi Standar Manajemen Mutu ISO 9001:2000 adalah sebuah sertifikasi yang dapat diterima secara global untuk menunjukkan kemampuan organisasi anda.

Melalui penerapan standar ISO 9001:2000 di perusahaan, mutu dapat dicapai secara konsisten dan akan menjadi ukuran penilaian kehandalan Sistem Manajemen Mutu bagi organisasi oleh pelanggan-pelanggannya. Hasil penelitian yang pernah dilakukan oleh suatu universitas atas permintaan sebuah badan registrasi memperlihatkan bahwa perusahaan-perusahaan yang telah memperoleh sertifikasi ISO 9000 mempunyai unjuk kerja yang lebih baik dari ketentuan standar industri seperti margin laba yang meningkat, performa kerja yang bagus dan juga dari segi efisiensi.

www.wahanaconsultants.com merupakan sulusi jitu bagi Anda yang selalu ingin melakukan perbaikan dan peningkatan dibidang mutu dan selalu ingin memenuhi harapan dan kepuasan pelanggan.

Kami hanya dapat memberikan garansi 100% bagi mereka yang menjalankan bisnis pada perusahaan skala kecil dan menengah dapat mencapai sertifikasi ISO 9000 tanpa panduan konsultan apabila Anda membeli produk-produk kami dan mengikuti informasi yang kami sediakan.

Salam SUKSES SELALU dan TETAP SEMANGAT

Tristanto Wahono

Perlunya Template Management System

Pertanyaan:
Apakah kami bisa mendapatkan sertifikasi ISO tanpa bantuan produk-produk Anda maupun konsultan?

Jawab:
Tergantung pada banyak hal. Berapa banyak waktu yang Anda punya? Berapa banyak sumber daya manusia yang akan Anda dedikasikan untuk pelatihan dan penerapan ISO? Berapa banyak jumlah karyawan di perusahaan Anda? Apakah Anda mempunyai pelanggan yang menginginkan perusahaan Anda mendapatkan sertifikasi secepatnya?

Untuk perusahaan besar dengan anggaran besar mungkin akan dapat menyewa konsultan guna menuliskan dan menerapkan Sistem Mutu ISO 9000.

Paket-paket produk yang ada di situs ini ditujukan bagi perusahan kecil dan menengah yang berfikir perlunya penerapan Sistem Mutu ISO 9000 diperusahaannya. Apakah Anda bisa melakukannya sendiri? Jika Anda mau sedikit berusaha dan mempunyai cukup waktu, maka jawabannya tentu saja ya.

Membeli paket produk yang ada di situs ini adalah sebuah cara yang tepat untuk memulainya. Meskipun, nantinya Anda memutuskan untuk menyewa seorang konsultan, dengan membeli paket produk yang ada di situs ini, Anda akan mengawali proses penerapan ISO dengan sangat bagus. Kami mendorong Anda untuk mencoba menerapkan sebuah sistem mutu sendiri sebelum Anda memutuskan untuk menyewa seorang konsultan yang mahal. Mencoba untuk melakukannya sendiri merupakan investasi kecil dan dapat menghemat jutaan rupiah anggaran Anda.

Selengkapnya di www.wahanaconsultants.com

Quality Management Principle (4)

Principle 4: Process approach

A desired result is achieved more efficiently when activities and related resources are managed as a process.

Key benefits:
- Lower costs and shorter cycle times through effective use of resources.
- Improved, consistent and predictable results.
- Focused and prioritized improvement opportunities.

Applying the principle of process approach typically leads to:
- Systematically defining the activities necessary to obtain a desired result.
- Establishing clear responsibility and accountability for managing key activities.
- Analysing and measuring of the capability of key activities.
- Identifying the interfaces of key activities within and between the functions of the organization.
- Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization.
- Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties.

to be continue
http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000/qmp/qmp-4.htm

Penerapan Sistem Manajemen Mutu ISO 9001

Kapan waktu terbaik untuk memulai penerapan ISO 9001?
Idealnya Anda harus memulai ISO 9001:2000 saat pertama kali Anda memulai perusahaan Anda. Jika Anda dalam posisi sedang memulai sebuah perusahaan baru, Anda harus membuat proses bisnis Anda menurut persyaratan ISO 9001:2000 dan mulai menerapkan ISO 9001:2000 sebelum Anda menrekrut karyawan. Ini adalah pendekatan yang paling efisien karena perusahaan Anda tidak hanya segera meraih manfaat dari ISO 9000 tapi Anda tidak perlu mengatasi hambatan untuk berubah ketika mengatur proses kerja supaya memenuhi persyaratan standard ISO 9001:2000.

Bagaimanapun, sebagian besar perusahaan telah berdiri lama sebelum mereka memulai menerapkan ISO 9001:2000 mereka. Karena sistem mutu ISO 9001 yang lengkap membawa banyak manfaat bagi perusahaan, Akan selalu lebih baik untk memulai penerapan ISO 9001 lebih awal daripada kemudian.

Bagaimana Saya Memulai Penerapan ISO 9000?
Sebagai langkah awal, Anda harus membuat diri Anda terbiasa dengan ISO 9001:2000 dan persyaratan-persyaratannya. Anda dapat menemukan berbagai informasi bermanfaat dan link ke bagian Link Bermanfaat. Lihat Koleksi Produk kami sebagai pertimbangan Anda.

Perlu berapa lama untuk menerapkan ISO 9001?
Tergantung pada Anda dan perusahaan Anda. Yang paling tercepat adalah 2-3 bulan karena sebagian besar badan sertifikasi ISO 9001 mensyaratkan paling tidak 2 bulan penerapan ISO 9001 sebelum audit sertifikasi. Paling realistis: jika Anda mempunyai perusahaan yang relatif kecil (katakan, karyawan kurang dari 20 orang), jika karyawan Anda termotivasi dan jika mereka tidak menentang adanya perubahan, jika Anda mendapat dukungan dari semua eksekutif senior, jika Anda dan para manajer lainnya siap memberikan waktu dan usaha yang berarti dalam usaha keras ini, dan jika Anda menggunakan model manual mutu ISO 9001 yang benar-benar bagus (sebuah model manual mutu ISO 9000 yang dapat Anda modifikasi untuk dibuat menjadi manual mutu Anda sendiri), maka kemungkinan Anda akan dapat memperoleh sertifikasi dalam waktu yang singkat antara 3-4 bulan; model untuk form ISO 9000 memberikan tambahan penghematan waktu. Beberapa perusahaan kelihatan lebih lambat, 6-12 bulan masih merupakan waktu yang wajar. Tetapi, perusahaan yang menulis manual mutu ISO 9001 dan prosedur ISO 9001 dari rancangan mereka sendiri ketimbang menggunakan contoh model manual mutu ISO 9001 yang sudah terbukti, sering membutuhkan waktu sekitar 2 tahun atau lebih. Lihat Koleksi Produk kami sebagai pertimbangan Anda.

Apakah kita harus menggunakan konsultan ISO 9000?
Kami menemukan bahwa konsultan ISO 9000 dapat memberikan bantuan yang sangat besar, dan mereka juta dapat menjadi penyebab kerusakan yang besar, tergantung dari konsultan konsultannya dan tergantung dari bagaimana Anda menggunakan mereka.

Konsultan ISO 9000 yang baik dapan memberikan nilai tambah sebagai pelatih. Akan bermanfaat apabila sanga ahli dalam masalah ISO 9000 digunakan untuk memberikan pelatihan pada perwakilan manajemen ISO 9000, atau untuk "menjual" manfaat ISO 9000 pada manajemen puncak. Bagaimanapun, sebagian besar para konsultan mencoba untuk menjual jasa konsultasi mereka. Trainer murni ISO 9000 biasanya merupakan pilihan yang jauh lebih baik. Kami banyak mendengar kasus dimana konsultan ISO 9000 dengan sengaja membuat persyaratan ISO 9000 kelihatan rumit dan supaya mereka bisa memberikan harga tinggi bagi jasa konsultasi mereka.

Masalah yang paling umum yang kami temui adalah sistem manajemen ISO 9000 yang birokratis dan tidak efisien. Ini adalah khas hasil dari konsultan ISO 9000 menulis dan menerapkan prosedur dan manula mutu ISO 9000 yang berbelit dan rumit.

Jika dibutuhkan bantuan dari luar, kami menyarankan menggunakan trainer murni Iso 9000 (baik in-house maupun public class) untuk melatih perwakilan manajemen dan eksekutif manajemen. Kami lebih jauh menyarankan mengembangkan sistem manajemen mutu ISO 9000 in-house yang hasilnya biasanya lebih sesuai untuk perusahaan individual. Sebuah bantuan dan penghematan waktu yang cukup besar adalah apabila Anda menggunakan model manual mutu dan model form. Lihat Koleksi Produk kami sebagai pertimbangan Anda.

Dokumentasi ISO 9000
ISO 9001 mewajibkan beberapa dokomen yang berbeda: sebuah manual mutu, prosedur-prosedur mutu, sebuah kebijakan mutu dan sasaran mutu; sebagai tambahan, ISO 9001 mewajibkan instruksi kerja yang menyajikan panduan detail bagi para karyawan tentang bagaimana cara mereka bekerja. Namun, standar ISO 9001 sangat jelas dimana instruksi kerja hanya perlu dibuat bila memberikan nilai tambah (sebagai contoh, tukang cat yang terlatih tidak akan mendapatkan manfaat dari instruksi kerja tentang bagaiman caranya mengecat; dilain pihak, instruksi ringkas (bisa dalam bentuk form atau gambar), diletakkan pada mesin, menjelaskan bagaimana cara mengganti filter bisa banyak menghemat waktu). Form, yang harus disimpan dalam file setelah mereka mengisinya, adalah juga bagian dari sistem manajemen mutu ISO 9001. Beberapa dari form yang paling khas adalah Form Laporan Tindakan Perbaikan, Form Penilaian Karyawan dan Form Survey Pelanggan. Penting untuk dicatat bahwa ISO 9001 tidak meminta secara langsung form-form tersebut; namun, ISO 9001 meminta informasi catatan tertentu dan sebuah form yang didesain dengan baik tidak hanya mensyaratkan adanya informasi tetapi juga memberikan gambaran pada pemakainya melalui proses yang ada.

► Tip: Selalu ingatkan pemakai. Beberapa lebih suka instruksi kerja dalam bentuk gamba, yang lainnya lebih suka dalam bentuk diagram alur. Sebagian besar tidak suka kalimat yang panjang dan berbelit.

Pengelolaan dan Peningkatan Berkesinambungan dari Sistem Mutu ISO 9001

Penting diketahui bahwan sebuah sistem mutu ISO 9001:2000 itu hidup dan secara konstan berubah. ISO 9001:2000 memuat “peningkatan berkelanjuta” sebagai salah satu dari persyaratan tersebut, dan "peningkatan berkelanjutan" tidak hanya mengacu pada produk dan jasa sebuah perusahaan tetapi juga sistem manajemen mutu ISO 9001:2000 itu sendiri.

Mencapai Peningkatan Berkesinambungan
Standard ISO 9000 menggabungkan beberapa proses yang membantu sebuah perusahaan terus meningkat:

- Tujuan dan Matrik: tentukan tujuan pada berbagai tingkat dan menggunakan matrik untuk memantau pencapaiannya.
- Umpan Balik Pelanggan: ukur apa yang pelanggan pikir mengenai perusahaan dan produk atau jasa yang dihasilkan.
- Audit Internal: evaluasi secara berkala apakah perusahaan masih memenuhi semua persyaratan ISO 9000.
- Tindakan Perbaikan: secara sistematis mengidentifikasi masalah yang mendasar dari masalah yang ada dan kemudian memperbaiki penyebabnya.
- Tindakan Pencegahan: secara sistematis mencari masalah yang mungkin timbul dan memperbaikinya sebelum masalah tersebut timbul.
- Tinjauan Manajemen: tinjauan manajemen secara berkala mengenai indikator bisnis yang penting dan perencanaan perbaikan.

► Tip: Kami menyarankan tetap menjaga semua karyawan terlibat dalam sistem mutu ISO 9000. Sebuah gagasan yang bagus adalah untuk mengirim informasi-informasi pada semua karyawan.

Merevisi Manual Mutu ISO 9000
Merevisi manual mutu ISO 9000 dan prosedur mutu ISO 9000 merupakan hal yang normal dari peningkatan sistem mutu ISO 9000. Revisi-revisi ini bisa mencakup perbaikan-perbaikan kecil sampai merubah total sistem mutu ISO 9000 secara keseluruhan. Jika Anda menemukan sistem ISO 9000 perusahaan Anda berbelit dan birokratis, jika Anda menemukan karyawan Anda benar-benar negatif dengan ISO 9000, dan jika Anda selalu melakukan melakukan persiapan panjang setiap menghadapi audit, berarti sistem ISO 9000 Anda mempunyai banyak sekali kesempatan untuk perbaikan dan Anda harus mempertimbangkan sebuah perubahan secar total.

Permasalahan yang Berhubungan dengan ISO 9000
Merupakan hal yang biasa bila menjumpai karyawan yang mempunyai pandangan negatif pada ISO 9001. Sebagian besar dari mereka mengeluh tentang birokrasi yang panjang, banyak pekerjaan tulis menulis dan kerja ekstra sebelum audit. Pada saat yang bersamaan, mereka merasa tidak ada manfaatnya dengan ISO 9001.

Permasalahan ini bukanlah kegagalan dari ISO 9001 – permasalahan ini sebagai akibat dari cara sistem manajemen mutu 9001 diterapkan!

Masalah Khas #1: Sikap Manajemen dan Kegunaan
Sebelumnya, kita bicara mengenai manfaat ISO 9001: peningkatan internal, persyaratan pasar dan pelanggan. Apabila manajemen bermaksud menerapkan ISO 9001 hanya untuk alasan pemasaran atau karena persyaratan pelangan, hasil sistem mutu ISO 9001 sering kekurangan semua komponen peningkatan internal yang penting. Mungkin saja untuk berpura-pura (bahkan pada auditor yang berpengalaman) memiliki sistem ISO 9001 yang efektif yang didesain untuk memperbaiki perusahaan, tetapi harga karena birokrasi dan efisiensi bisa sangat besar.

Masalah Khas #2: Penerapan oleh Konsultan
Seringkali manajemen memutuskan untuk menyewa konsultan ISO 9000 yang diberi tugas untuk penerapan ISO 9001. Konsultan ISO 9000 ini berjanji untuk menulis sebuah manual mutu, prosedur-prosedur mutu dan dokumen-dokumen lainnya; dalam banyak kasus, mereka juga menyediakan pelatihan penerapan sistem mutu. Masalah khas dengan pendekatan ini adalah:

- Konsultan ISO 9000 tidak terbiasa dengan bisnis, perusahaan dan budaya. Hasilnya adalah sistim ISO 9001 tidak sesuai dengan perusahaan.
- Konsultan ISO 9000 mencoba untuk memberikan biaya tinggi dengan membuat sistem mutu ISO 9001 yang rumit dan berbelit.
- Konsultan ISO 9000 tidak menyesuaikan pada perusahaan tertentu dan membuat sebuah standar sistem ISO 9000. Sistem standard ini sering dibuat untuk perusahaan besar, dan biasanya mereka terlalu birokratis bagi perusahaan ukuran kecil dan menengah.
- Konsultan ISO 9000 tidak fleksibel. Daripada secara kreatif membentuk sistem ISO 9001 supaya sesuai dengan kenyataan pada sebuah perusahaan, konsultan ISO 9000 mencoba membuat pada semua perusahaan untuk menggunakan prosedur mutu ISO 9001 yang didesainnya satu untuk semua.

Masalah Khas #3: Perwakilan Manajemen ISO 9000 Tidak Mempunyai Kekuasaan
Manajemen eksekutif pada beberapa perusahaan secara keliru mempertimbangkan ISO 9001:2000 adalah sebuah tugas dokumentasi daripada perubahan untuk peningkatan dan model manajemen sistematik. Sebagai konsekuensi dari salah penggambaran ini adalah penunjukan Perwakilan Manajemen ISO 9001:2000 tanpa kekuasaan untuk membuat perubahan yang nyata. Dalam situasi ini, adalah sangat umum menemukan perwakilan manajemen ISO 9000 yang semakin bertambah kecewa yang semaksimal mungkin berusaha untuk memperbaiki perusahan sementara pimpinan puncak hanya menganggap biasa terhadap ISO 9001.

Masalah Khas #4: Kurangnya Sumberdaya
Meskipun kemampuan dan manajemen perusahaan diatas rata-rata, penerapan ISO 9000 biasanya memerlukan sumberdaya yang berarti; perwakilan manajemen ISO 9001 perlu dilatih dan dipandu, manajemen puncak perlu diyakinkan mengenai konsep dari ISO 9001 dan manfaatnya, manual mutu ISO 9001, prosedur mutu ISO 9001 dan dokumentasi ISO 9000 lainnya perlu ditulis, proses kerja di perusahaan perlu dianalisa dan dirampingkan, karyawan perlu dilatih, dll. Hal ini penting bagi suksesnya penerapan ISO 9001 dimana manajemen cukup mengalokasikan waktu maupun sumber daya finansial (sebagai contoh, untuk model manual mutu ISO 9001, atau untuk pelatihan karyawan, atau untuk audit internal dan pelatihan auditor, dll).

Masalah Khas #5: Kurang Perbaikan
Adalah salah pemahaman yang umum bahwa sistem manajemen mutu ISO 9001 perlu diterapkan, disertifikasi dan hanya itu. Pada kenyataannya, bahwa sistem ISO 9001 harus secara konsisten berevoluse sebagaimana perusahaan berubah, seperti kondisi pasar yang berubah, seperti produk yang berubah, seperti teknologi yang meningkat dan seperti kompetisi yang terus bergerak maju.

Masalah Khas #6: Membuat Jadi Rumit
ISO 9001 tidak perlu rumit!. Pada kenyataannya, sistem ISO 9001 yang lebih baik adalah manual mutu ISO 9001 yang lebih mudah diikuti dan lebih mudah dipahami! Ada banyak sekali alasan untuk sistem yang terlalu berbelit dan birokratis, termasuk yang disebutkan diatas, termasuk auditor yang tidak fleksibel, dan termasuk pelatihan yang buruk.

► Tip: Menarik untuk dicatat bahwa permasalahan yang digambarkan itu adalah lebih pada konsekuensi langsung dari tindakan manajemen dan sikap manajemen, dari pada yang sering dipersalahkan yaitu penolakan karyawan terhadap ISO 9000. Memastikan bahwa pimpinan puncak membeli manfaat ISO 9000 dan pimpinan puncak tetap secara aktif terlibat dalam ISO 9000 akan secara dramatis meningkatkan sistem ISO 9001:2000. Sangat disarankan untuk dilakukan tinjauan eksekutif oleh pelatih yang kompeten sebelum mulai penerapan ISO 9001:2000.

► Tip: Penerapan ISO 9001:2000 oleh orang dalam perusahaan sebagai ganti dari konsultan dari luar dalam banyak kasus tidak hanya lebih murah tapi juga memberikan hasil yang sistem manajemen mutu yang lebih efisien. Kami sarankan menunjuk seorang manajer sebagai perwakilan manajemen ISO 9001 yang mempunyai otoritas cukup untuk melakukan perubahan didalam, kemudian siapkan orang ini dengan standard ISO 9001:2000 (ada banyak pelatihan publik bagus yang tersedia), kemudian beri orang ini sumber daya untuk mendapatkan sebuah model atau contoh yan bagus bagi sebuah manual mutu ISO 9001 dan prosedur ISO 9001, dan pastikan semua bagian didalam perusahaan mengalokasikan cukup waktu untuk bekerja dengan perwakilan manajemen ISO 9001 ini.

► Tip: Pilih badan sertifikasi ISO 9000 Anda dengan hati-hati! Kami sarankan Anda membandingkan beberapa badan registrasi ISO 9001 yang berbeda dan berikan perhatian khusus terhadap latar belakan auditornya dan terhadap sikapnya, terhadap berbai ide (untuk memastikan objektifitas, auditor tidak diijinkan memberi konsultasi; namun, beberapa badan registrasi membolehkan auditornya untuk berbagi pengalaman mereka).

to be continue...
www.wahanaconsultants.com

Why Implement a Quality Management System?

Implementing QMS in your company is a management decision that requires consideration of your organization’s operations, strategy, staff and, most importantly, your customers.

ISO standards are now readily being applied by organizations in industries ranging from manufacturers and labs to auto suppliers and pharmaceuticals. In many instances, the choice to implement an ISO standard into a company is not only the result of a company seeking to improve quality, efficiency, and profitability, but also as a result of ISO implementation being:

- Mandated by certain Industry Leaders, as the Big Three (DaimlerChrysler, Ford and GM) has required of automotive suppliers (See ISO/TS 16949 for more information on deadlines)
- Required by your Customers, especially internationally-focused businesses
- Required by overseas regulatory bodies for suppliers of quality-sensitive products, e.g. medical devices
- Necessary to maintain market presence and a competitive advantage

For whatever reason your company decides to pursue or update its ISO certification, you need to consider the benefits and costs involved with this process.

ISO Benefits
ISO standards are a guide that can help transform your company’s quality system into an effective system that meets and exceeds customer expectations. Your company will start to realize these benefits as you implement and adhere to the quality standards, and you will see the internal and external benefits accrue over time.

Internally, processes will be aligned with customer expectations and company goals, therefore forming a more organized operating environment for your management and employees. Product and service quality will improve which decreases defects and waste. Process improvements will help to motivate employees and increase staff involvement. Products and services will be continually improved. All of these internal benefits will continually drive better financial results, hence creating more value for your business.

As for the external benefits, ISO certification shows your customers and suppliers worldwide that your company desires their confidence, satisfaction and continued business. Your company also has the opportunity to increase its competitive advantage, retain and build its customer list, and more easily respond to market opportunities around the world.


The Benefits of ISO 9000
The benefits of ISO 9000 certification are:

1. Improvement: ISO 9001 is an excellent tool to develop a strong foundation of good processes and systems. Processes and systems are essential for the performance and expansion of any company. Quality improvements come along with this. Remember, ISO 9001 was developed as a real tool to improve companies.

2. Marketing: ISO 9001 certification can effectively used in marketing as it is a well-recognized standard for quality; it shows your customers that you take quality seriously, that you are proactive and that you put your customers’ satisfaction first.

3. Customer Requirements: if your company provides products or services to other companies, some of those customers may require you to be ISO 9001 certified in order to do business with you.

ISO Costs
Although the costs of implementation can be offset with increased sales, reduced defects and improved productivity throughout the organization, the investment of implementing and maintaining an ISO quality system needs to be considered.

Many factors should be considered when calculating your company’s ISO implementation costs. The time, effort and money your organization puts into ISO registration depends on the number of employees, locations, the ISO standard selected for registration and the current state of your quality system and processes. Typical costs include:

- Management and employee time and effort
- Upgrading and creating documentation
- Training employees
- Registration fees
- Maintenance

As with implementation of any new tool, the key to minimizing costs is to arm yourself with knowledge about the process, and then to design a sensible plan that has realistic objectives, adequate resources and a practical time schedule. Having a leader or consultant to guide you through the process and manage deadlines can also help you to control costs and achieve your goals more quickly. In addition, if you have multiple locations or departments, costs can be minimized by leveraging the information you learn and the resources you use as you move through the implementation and maintenance process.

to be continue...
http://www.wahanaconsultants.com/quality_&_iso_explained.htm

Quality Management Principles (3)

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.

Key benefits:
- Motivated, committed and involved people within the organization.
- Innovation and creativity in furthering the organization's objectives.
- People being accountable for their own performance.
- People eager to participate in and contribute to continual improvement.

Applying the principle of involvement of people typically leads to:
- People understanding the importance of their contribution and role in the organization.
- People identifying constraints to their performance.
- People accepting ownership of problems and their responsibility for solving them.
- People evaluating their performance against their personal goals and objectives.
- People actively seeking opportunities to enhance their competence, knowledge and experience.
- People freely sharing knowledge and experience.
- People openly discussing problems and issues.

to be continue
http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000/qmp/qmp-3.htm

Quality Management Principles (2)

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.

Key benefits:
- People will understand and be motivated towards the organization's goals and objectives.
- Activities are evaluated, aligned and implemented in a unified way.
- Miscommunication between levels of an organization will be minimized.

Applying the principle of leadership typically leads to:
- Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole.
- Establishing a clear vision of the organization's future.
- Setting challenging goals and targets.
- Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.
- Establishing trust and eliminating fear.
- Providing people with the required resources, training and freedom to act with responsibility and accountability.
- Inspiring, encouraging and recognizing people's contributions.

To be continue http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000/qmp/qmp-2.htm

Quality management principles (1)

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.

Key benefits:
- Increased revenue and market share obtained through flexible and fast responses to market opportunities.
- Increased effectiveness in the use of the organization's resources to enhance customer satisfaction.
- Improved customer loyalty leading to repeat business.

Applying the principle of customer focus typically leads to:
- Researching and understanding customer needs and expectations.
- Ensuring that the objectives of the organization are linked to customer needs and expectations.
- Communicating customer needs and expectations throughout the organization.
- Measuring customer satisfaction and acting on the results.
- Systematically managing customer relationships.
- Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).

http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000/qmp/qmp-1.htm

Quality Management Principles

The following text is an integral reproduction of the content of the document "Quality Management Principles". Introduction This document introduces the eight quality management principles on which the quality management system standards of the revised ISO 9000:2000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2000, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2000 and ISO 9004:2000. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations' performance. Principle 1: Customer focus Principle 2: Leadership Principle 3: Involvement of people Principle 4: Process approach Principle 5: System approach to management Principle 6: Continual improvement Principle 7: Factual approach to decision making Principle 8: Mutually beneficial supplier relationships The next step

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ISO Process Approach and Element of Quality Management System

What is the ISO Process Approach?

The ISO standards are structured around the Process Approach concept. Two of the eight quality management principles are key to understanding this principle:

• Process Approach - Understand and organize company resources and activities to optimize how the organization operates.
• System Approach to Management - Determine sequence and interaction of processes and manage them as a system. Processes must meet customer requirements.

Therefore, when company resources and activities are optimally organized, and managed as a system, the desired result is achieved more efficiently.

In order to effectively manage and improve your processes, use the Plan-Do-Check-Act or PDCA cycle as a guide. First, you Plan by defining your key processes and establishing quality standards for those processes. Next, you Do by implementing the plan. Thirdly, you Check by using measurements to assess compliance with your plan, and finally, you Act by continuously improving your product performance.

What are the Elements of a Quality Management System?

ISO standards are documented rules and guidelines for implementing a quality system into your company. Specific technical specifications and/or other specific criteria may also be included depending on the standard you select.

The ISO 9001 standard is a model of a quality system, describing the processes and resources required for registration of a company's quality system. This ISO System diagram shows the management system and processes that are part of the ISO quality management standard. A brief summary of the key requirements is detailed below.

• QMS - Document processes necessary to ensure product or service is of high quality and conforms to customer requirements.
• Management Responsibility - Provide a vision. Show commitment. Focus on the customer. Define policy. Keep everyone informed.
• Resource Management - Assign the right person to the job. Create and maintain positive workspace.
• Product Realization - Clearly understand customer, product, legal and design requirements. Ensure specifications are followed. Check your suppliers.
• Measurement, Analysis & Improvement - Identify current and potential problems. Monitor and measure customer satisfaction. Perform internal audits. Fix problems.

to be continued...

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What is ISO (continue)

The ISO 9000 Quality Manual
The standard requires companies to write an ISO 9000 quality manual that defines how each requirement of the rather broad ISO 9001:2000 standard is applied at the company. In a sense, the ISO 9000 quality manual is a company specific version of the standard.

While writing the quality manual represents a big hurdle for most companies, the ISO 9001:2000 standard requires further details in form of ISO 9000 quality procedures, a quality policy and quality objectives. Most companies make the mistake of creating various different documents to meet these requirements; however, this usually is the beginning of a cumbersome and bureaucratic ISO 9000 quality system.

► Tip: Combine the different documentation requirements (i.e., quality manual, procedures, corporate policy and objectives) as much as possible into one comprehensive manual. This reduces repetition and bureaucracy, and it saves time implementing the quality system. See our Product Collection section for your consideration.

Templates for Quality Manuals and Forms
Using templates for ISO 9001 quality manuals, procedures and forms can have huge benefits for an organization. Templates are usually in the form of existing and proven manuals, procedures and forms. Follow the link for more information on the use of.

► Tip: The ISO 9000 quality manual and the ISO 9000 quality procedures are a vital part of any ISO 9001 quality system. You can get a huge head start by purchasing a good template quality manual (a sample quality manual that you can use as a good example and that you can modify to make it your own quality manual). See our Product Collection section for suggestions and reviews.

What is ISO 9001 Certification?
ISO 9001 certification is also known as ISO 9001 registration, ISO 9000 certification (if one is less precise), ISO 9000 registration, ISO 9001:2000 certification (if one specifically refers to the latest version of the ISO 9001 standard), or ISO 9001:2000 registration. All of these refer to an independent certification body attesting that your company’s ISO 9001 quality management system meets all requirements of the ISO 9001 2000 standard. Typically, the certification company sends one or more auditors to perform an initial audit of the quality management system. If no significant gaps to the ISO 9000 requirements are discovered, a certificate is issued. The certificate is typically valid for three years provided that period audits (usually every 6 - 12 months) continue to show compliance.

► Tip: Evaluate your registrar carefully with the goal of finding a registrar whose auditors are flexible (because there are countless ways of fulfilling the ISO 9000 requirements and some may fit better for an individual business) and whose auditors don't mind sharing their experiences (auditors are not allowed to consult but they are allowed to share what they have seen to work for other companies).

to be continue...
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ISO 9001:2000
which gives the requirements for quality management systems, is now firmly established as the globally implemented standard for providing assurance about the ability to satisfy quality requirements and to enhance customer satisfaction in supplier-customer relationships.
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Waht is ISO?

ISO or the International Organization for Standardization is a non-governmental organization that was established in 1947. ISO includes a network of 157 national standards bodies (as of 9/12/06) from the world’s leading industrial nations. One of the main goals of ISO is to develop worldwide standardization by promoting adoption of international quality standards. By doing so, barriers of trade are eliminated.


ISO has created 15,000 standards as of 8/16/05 in a variety of industries. Examples of standards ISO has created include the standardized codes for country names, currencies and languages, standardized format of worldwide telephone and banking cards, as well as sizes and colors of road signs, and automobile bumper heights.


ISO includes 3,000 technical working bodies (as of 9/12/06), in which some 50,000 experts from industry, labor, government, and standardization bodies in all parts of the world develop and revise standards. ISO has created standards for the automotive, manufacturing, mechanics, packaging, and health care fields amongst many others.


Standards can be broadly sub-divided into three categories, namely product, process, and management standards. The first refers to characteristics related to quality and safety for example. Process standards refer to the conditions under which products and services are to be produced, packaged or refined. Management system standards assist organization to manage their operations. They are often used to help create a framework that then allows the organization to consistently achieve the requirements that are set out in product and process standards.



What is ISO 9000?
What is the difference between ISO 9000, ISO 9001, and ISO 9001:2000? And what are ISO 9002 and ISO 9003?

The quick answer is “none”. These terms are all used to describe the ISO 9001 standard. Prior to December 2000, there used to be an ISO 9001, an ISO 9002 and an ISO 9003 standard; without focusing on the technical differences between them, people would just simply refer to each as ISO 9000. In December 2000, the International Organization for Standardization (ISO) merged ISO 9001, ISO 9002, and ISO 9003 into a revised ISO 9001 standard. In order to distinguish between the previous ISO 9001 version, the current standard is often referred to as ISO 9001:2000 or ISO 9000:2000.

► Tip: More detailed information can be found on http://www.iso.ch/.



Summary of the ISO 9001 Standard
The ISO 9000 standard contains requirements affecting virtually all aspects of any company. Because ISO 9000 is designed for any company of any size and in any industry, the requirements are rather broad and hard to read. The ISO 9001:2000 requirements fall into the following sections:

Section 1: Quality Management System
This section of the ISO 9001:2000 standard outlines the necessary steps to implement the ISO 9001 quality management system:

1. Identify the process (or activities) needed for the quality management system,
2. Determine the sequence and interaction of these processes,
3. Determine how these processes are effectively operated and controlled,
4. Ensure that all information is available to support the operation and monitoring of these processes,
5. Measure, monitor and analyze these processes, and implement action necessary to correct the processes and achieve continual improvement.

The ISO 9000 quality management system requires documentation that includes a quality manual, certain procedures, as well as work instructions. All documentation (including quality records) must be controlled according to a document control procedure. Also in this section, ISO 9001 emphasizes the need for continuous improvement.

► Tip: Most companies find the documentation requirements daunting. The use of templates can be of tremendous benefits. See our Product Collection section for your consideration.

Section 2: Management Responsibility
ISO 9001:2000 places great emphasis on top management’s commitment to quality. This section requires a quality policy and quality objectives, and it reinforces the involvement of top management with customer requirements.

This ISO 9001 section also requires top management to establish responsibilities and authorities within the company, including the establishment of an ISO 9000 management representative.

► Tip: Use a good standard format for all job descriptions – this will save much time when creating new job descriptions, when advertising positions, when performing employee evaluations, etc.

Section 3: Resource Management
This section of ISO 9001:2000 clarifies the requirement for a company to determine and provide, in a timely manner, resources (for example, equipment, facilities, etc) needed to implement and improve the processes of the ISO 9001 quality management system and to address customer satisfaction. This section also includes requirements for employee training, as well as for the physical facilities and the work environment.

► Tip: Integrate your company’s HR function well into your ISO 9001 quality system, and make them take on a leading role during the ISO 9001 implementation.

Section 4: Product Realization
The ISO 9001:2000 standard defines Product Realization as “that sequence of processes and sub processes required to achieve the product.” This is how your product is designed, produced, tested, handled, shipped, etc. This section also applies to service providers. Emphasis is placed on how the company understands, communicates and actually meets customer requirements. This section also contains various requirements for the design of products and for the planning of processes, projects and services.

► Tip: Most companies write work instructions and flowcharts to define and standardize their work processes. You will save yourself much time if you follow the ISO 9001 requirements for document control from the outset when writing these documents.

Section 5: Measurement, Analysis and Improvement
The last section of the ISO 9001:2000 standard closes the loop by providing requirements for measurement and monitoring activities, so that the company can immediately identify when not on track. Measurement and monitoring activities also include internal audits and the monitoring of customer perception as to whether the company has fulfilled customer requirements. All of these activities must be defined, planned and implemented. Measuring and monitoring allows the company to manage by fact, not by guess.

► Tip: This is a very important section of the ISO 9001 standard. Depending on how it is implemented, it can add tremendous value or create bureaucracy and waste. We highly recommend placing emphasis on this crucial ISO 9001 section.

To be continued...

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QUALITY AND ISO EXPLAINED

What is Quality?

Quality is the customer’s perception of how a good or service is fit for their purpose and how it satisfies stated and implicit specifications.
Quality in an organization is best achieved by Management creating a Quality Management System (QMS). A QMS is a formalized system that documents the company structure, management and employee responsibilities, and the procedures required to deliver a quality product or service. Four quality tools should be utilized when creating a QMS: Quality Manual, Standard Operating Procedures (SOPs), work instructions and supporting documentation as flowcharts and quality records. All four tools must be consistent, coherent and work together to increase the perceived value of the good or service.

How do I manage Quality?

Quality Management is effectively managing your company QMS to achieve maximum customer satisfaction at the lowest overall cost. Quality Management (QM) is a continuous process that requires inputs of time, effort and commitment from all company resources.

Eight QM principles form the foundation for effective quality management:

Customer Focus - Understand your customer’s needs. Measure customer satisfaction. Strive to exceed their expectations.

Leadership - Management establishes the strategy and leads the company toward achieving its objectives. Management creates an environment that encourages staff to continuously improve and work towards satisfying the customer.

People Involvement - Train your staff effectively. Teamwork and full employee involvement makes quality a reality.

Continuous Improvement - Continue to make things better.

Process Approach - Understand and organize company resources and activities to optimize how the organization operates.

Factual Approach to Decision Making - Make decisions based on the facts. Data must be gathered, analyzed and assessed against the objectives.

System Approach to Management - Determine sequence and interaction of processes and manage them as a system. Processes must meet customer requirements.

Mutually Beneficial Supplier Relationships - Work with your suppliers to produce a win-win outcome.

... to be continued

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