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.
When looking at the eight principles, enshrined in this standard, the company sees the first one is customer focus. This should have the effect of knowing, by the simple expedient of asking them or making sure the client knows they can approach the firm with suggestions. This does not always work as the changing ideas of the clients will almost always interfere with some of the preparations to satisfy them.
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.
Overall continuing improvement is the sixth principle. This will require the improvement of processes, systems and training. This also has the unintended consequences of finding ways around the often expensive and disruptive training and costly consultant work.
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 main goal of that firm complying with these standards is the accreditation of that firm. This is looked at by potential customers or clients and can be used as a major factor in the future in their consideration of who to deal with. The ISO quality assurance program can be a benefit to those who can work through some of the problems that are inherent in any system designed by a committee.
When looking at the eight principles, enshrined in this standard, the company sees the first one is customer focus. This should have the effect of knowing, by the simple expedient of asking them or making sure the client knows they can approach the firm with suggestions. This does not always work as the changing ideas of the clients will almost always interfere with some of the preparations to satisfy them.
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.
Overall continuing improvement is the sixth principle. This will require the improvement of processes, systems and training. This also has the unintended consequences of finding ways around the often expensive and disruptive training and costly consultant work.
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 main goal of that firm complying with these standards is the accreditation of that firm. This is looked at by potential customers or clients and can be used as a major factor in the future in their consideration of who to deal with. The ISO quality assurance program can be a benefit to those who can work through some of the problems that are inherent in any system designed by a committee.
About the Author:
Global QA Consultantsis a results-driven ISO Consultancy team specialising in helping organisations of all sizes to implement and maintain management systems that add value.
0 comments:
Post a Comment