Robert Kozak’s default image

By: Robert Kozak

Adding value by auditing using the process- and metric-driven approach requires new methods and an increased focus on supplier performance metrics (i.e., scorecards). A change in how auditors work the process approach is evolving, with more sophisticated techniques, more rigorous testing and increased objectivity. In today’s competitive economy, all parties involved in audit processes need to be knowledgeable in process auditing methods to get more value. Balanced feedback in audit reporting helps drive improvement in manufacturing and in its support processes. The key question remains: How can we prove the effectiveness of the system?

Process- and metric-driven systems are validated using various indicators. Indicators of implementation and effectiveness include:
• Delivered part quality performance
• Customer disruptions, including field returns
• Delivery performance, including incidents of premium freight
• Customer notifications related to quality or delivery issues

Quality Digest’s picture

By: Quality Digest

How did your quality system get so complex and redundant?
Many companies established their quality systems after having purchased a software program with a “canned” quality manual and procedures. Software companies try to subliminally sell you the concept “more is better.” Purchasing companies often don’t realize they also purchase a lot of junk that adds unnecessary complexity and length to their documentation system.

Other companies employ a management representative who over-interprets the standard so much that he or she develops a quality system that is too complex. Perhaps this is the result of management representatives being so fearful of missing something that they document everything, including how to fill the kitchen sink.

Many more efforts aren’t well-coordinated, with documents written in each department separately, while ignoring the big picture of the system approach. The result is several documents addressing the same issues (i.e. nonconforming product, identification of product, etc.) and tons of redundancy.

Other people who put your quality system together (including consultants):

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By: Michael Stanleigh

ISO 10006:2003, guidelines for quality management projects, was released in the fall of 2003. This standard is creating the next wave in our understanding of project managing processes. But how does ISO 10006 compare to the Project Management Institute’s Project Management Body of Knowledge? What are the comparisons between these two sets of guidelines? What is their importance to ongoing project management? What are the implications for the management of all projects? What are the strategies required to implement ISO 10006 and how it being applied in organizations?

Overview of ISO 10006:2003
ISO 10006 provides guidance on the quality of project management processes. Because it’s a guidance document, ISO 10006 is to be used for registration purposes. It’s intended to create and maintain process and product quality in projects, therefore requiring a systematic approach that ensures:

Craig Cochran’s picture

By: Craig Cochran

Lean means doing the most with what you have. It’s efficiency and intelligence. In the modern economy, lean is a fact of life. Management systems must absolutely be lean, or they will be abandoned as impractical dinosaurs. In the October 2003 issue of Quality Digest, we began exploring some of the fundamentals of a lean management system in “Don’t Think Small—Think Lean.” The article addressed lean processes for strategic planning, measurable objectives, business review, documentation and document control. Let’s continue our analysis of lean with some fundamental processes for driving the organization’s success: planning and forecasting, methods for capturing sales and lean techniques for gathering customer feedback.

Planning and forecasting

Craig Cochran’s picture

By: Craig Cochran

Supplier management is one of the most troublesome disciplines within a management system. There’s nothing inherently difficult about it, though. Companies make it difficult by instilling the process with lots of unwieldy bureaucracy. The trick is to strip the process down to its essential elements, doing only those activities that add value. Let’s take a look at some of the typical elements of supplier management and discuss some lean approaches for each.

Selecting suppliers

Selecting suppliers is a remarkably easy task. Think about what drives your purchasing decisions when you’re using your own money; this same criteria make sense for your company. Here are some common-sense selection factors:

Ronald J. Bowen’s default image

By: Ronald J. Bowen

After undergoing an often costly and usually painful process to achieve ISO 9001:2000 registration, organizations invariably ask, "What do we do now to ensure that we maintain our registration and gain maximum benefit?" Under ISO 9001:1994, the old answer was fairly straightforward: Continue doing what you say you do. However, ISO 9001:2000-registered companies that follow this advice will lose out on the benefits the revised standard has to offer; and in most cases, they’ll fail to maintain their registration.

In the course of its evolution, ISO 9001:2000 moved from a product-focused and quality control-oriented standard to a quality management system concerned with continual improvement of customer satisfaction. This new focus requires companywide support, but management-in particular-must understand what’s required and commit to leading the company accordingly. This will happen only if management is able to translate the standard into what Joseph M. Juran has described as the "language of management" (i.e., money).

Radley M. Smith, Roderick A. Munro and Ronald J. Bowen’s default image

By: Radley M. Smith, Roderick A. Munro and Ronald J. Bowen

Under QS-9000, suppliers relied on the Supplier Quality Requirements Task Force for guidance and direction in dealing with questions related to the standard’s requirements. With the global application of ISO/TS 16949:2002, a globalized group was needed to offer the same direction that was given under QS-9000. This group is the International Automotive Task Force and is made up of the SQRTF as well as representatives from European automotive organizations.

The IATF has developed three companion documents for ISO/TS 16949:2002:

  • Quality Management System Assessment Check-List Based on Process Approach Audit (also known the Checklist to ISO/TS 16949:2002)
  • IATF Guidance to ISO/TS 16949:2002
  • IATF Automotive Certification Scheme for ISO/TS 16949:2002, Rules for Achieving IATF Recognition

We will examine each of these documents, touching upon their contents and how your organization should use them to ensure that you and your registrar are meeting ISO/TS 16949’s requirements. The goal of these three documents, in conjunction with ISO/TS 16949 and customer-specific requirements, is to assist organizations in achieving continual improvement in meeting customer requirements and thereby customer satisfaction.

IATF Checklist to ISO/TS 16949:2002

Craig Cochran’s picture

By: Craig Cochran

Editor’s story update 6/15/2017: This article was originally published on our site in 2004. Although it references ISO 9001:2000 rather than the current version of the quality management standard, Cochran’s 10 questions remain useful for organizations preparing for an audit.

All experienced auditors accumulate favorite audit questions, and I’m no exception. I have a short, punchy list of queries I invariably ask while evaluating a management system. Favorites aside, though, what are truly the most important audit questions? What questions will reveal a system’s effectiveness and an organization’s overall performance? I compiled a list of the top 10.

1. How do you contribute to achieving your organization’s objectives?

Jim Mroz’s default image

By: Jim Mroz

What roles do quality and quality management systems play in a business sector facing revolution? The term isn’t too strong for what’s currently underway in the telecommunications industry. Competitive pressures and customer demands are driving the sector to introduce next-generation network technologies to lower operating costs and support new services. These are designed and sped to market as quickly as possible to offset revenues lost from traditional voice traffic. In addition, fixed, mobile and data services as well as customer demands for new and better products have transformed the telecommunications landscape. More than at any other time in the industry’s innovative history, quality and quality management are critical to its survival.

At the Quality Excellence for Suppliers of Telecommunications Forum’s 2003 Best Practices Conference, Richard Woodruff of Belgacom CAO, 2003 QuEST Forum chair, captured the state of the industry and the forum’s future role in the following comments to attendees:

Robert H. King Jr.’s default image

By: Robert H. King Jr.

Contrary to what alarmists with an interest in fueling controversy might say, ISO 9001 is still on the rise-and with good reason. The standard is capable of producing the desired results (i.e., consistent quality in goods and services globally), and its full potential is yet to be realized.

Organizations registered to ISO 9001 are widespread, and their numbers continue to grow. These companies implement the standard for a variety of reasons, and some are arguably better than others at anticipating the ultimate benefits. An organization seeking the greatest value from registration needs its top executives to support the effort. They must think of quality as a strategic issue and understand the role quality management systems play in organizational survival and growth.

Regrettably, many organizations probably don’t realize ISO 9001’s potential. It’s no wonder, then, that some of them have decided not to upgrade to the newly revised standard. Still, the most common reasons for not upgrading have little to do with lack of value. Rather, they include the need to conserve resources during an economic downturn, no customer requirement to maintain registration, and no plans to transition to sector standards or consolidate multiple registrations. Nonetheless, predictions of negative growth in ISO 9001 registrations seem misplaced.

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