The implementation of a quality management system such as ISO 9001 requires consideration of virtually every aspect of an organisation’s structure and working practices. Included are the policies and practices associated with the procurement of product and other supplies from external vendors.
 
Prior to the introduction of today’s documented management systems the process of purchasing [...]

I recently attended a series of meetings during an introduction to a new client’s business. Without exception these meetings were a total waste of time, in that nothing was achieved. Individuals on the ‘calling list’ were absent, while others came late or left early. It was common for actions outstanding from the previous meeting to [...]

Much of the business our organisation conducts is focussed on the product generation aspects of our clients business. For a manufacturer this means the shop floor activities where parts are assembled in a sequence to produce a saleable product. When we speak to a potential client concerning improvement programs or processes the client immediately assumes [...]

When I first entered the management system audit arena, it was common practice to measure auditor skills by the number of Non Conformance reports they managed to raise. As an unwilling newcomer I found this a disturbing feature of a business I didn’t want to be in, but interestingly my efforts to extradite myself from [...]

In this time of reduced business expenditure there is a marked reduction in the willingness of companies to embark on new ventures, such as the implementation of ISO management systems. What is in evidence is a renewed drive to embrace policies and strategies that have customer appeal. For us [link] new business has come from [...]

The concept that an ISO standard registration is an indication of a well organised and managed company is well established in the minds of business managers, despite the evidence to the contrary and the logic that would deny this generalization. In reality, for many the certification - because you seldom find ISO implementation that is [...]

Whenever quality professionals gather to discuss quality management issues, sooner or later the issue of ‘root cause’ becomes the topic. There seems to be a well held view that if you work hard enough, or maybe long enough, eventually the ‘root cause’ of your problem will be found. Inbuilt in this belief is the presumption [...]

With the publication of ISO9001:2008 auditors will be re-invigorated in their examination of management systems offered for audit and registration, although the actual changes introduced by the amended standard are minimal. Focus is almost certain to be on the improvement clauses of the standard, and the setting of objectives and performance measurement.
These objectives should be [...]

 
 
While ISO9001:2000 was in its latter development and review stages  the absence of any new requirement formed part of the publicity for the document. Accredited registrars however seem to have developed a different view of at least one of the changes – the appointment of the Management Representative. 
This role is intended to cement the responsibility [...]

The ISO9001 standard has long had a requirement for management to set quality objectives for the business.  These are not, as some indicators suggest, simply objectives for the quality management system but objectives that improve the quality of the business and its processes. An objective to improve return on investment is a Quality objective, being [...]