Implementing ISO 9000 Quality Management System
1 What is IS0 9000
ISO 9000 is a written set of rules (a Standardî) published by an international standards writing body (International Organization for Standardization).
The rules define practices that are universally recognized and accepted for assuring that organizations consistently understand and meet the needs of their customers.
ISO 9000 is also highly generic. Its principles can be applied to any organization providing any product or service anywhere in the world.
Since meeting customer needs is one of the (many) definitions of quality, ISO 9000 is often called a quality system or a quality management system. But the rules, referred to as requirements, go beyond quality matters as they are traditionally understood. The requirements fall roughly into the following types: Requirements that help assure that the organizations output(whether product, service, or both) meets customer specifications. (Making, and keeping, them happy.)
THE ISO 9000 assure that the quality system is consistently implemented and verifiable. (We must actually do what we say we are supposed to do. This must be verifiable via independent, objective audit.) Requirements for practices that measure the effectiveness of various aspects of the system. (In God we trust; all others bring data.) Requirements that support continuous improvement of the company ís ability to meet customer needs. (We cannot sit still. We must strive to get better all the time, because customers change,and competitors gain strength.)
Very often, major customers require or strongly suggests that their suppliers implement ISO 9000 systems. Equally often, such customers require independent verification that suppliers are meeting the requirements. So third-party registration bodies audit suppliers,confirm compliance to the ISO 9000 standard, and register the suppliers. It does not stop there. To stay registered, suppliers must undergo periodic (often semi-annual) surveillance audits, also carried out by their registration body.
The Standard states its goal in two blunt words: customer satisfaction. How do we achieve customer satisfaction? By meeting customer requirements. The quality management system (QMS) helps us to do this by: Applying the system. Actually using it. Putting it at the heart of our organization. Continually improving the system. The QMS is never done. After all, customer requirements do not stand still they evolve
In some industrial segments, formalized standards have been created, adding to the generic ISO 9000 requirements additional clauses that are industry specific. Examples include: Automotive (QS-9000). Aerospace (AS-9000). Telecommunications (TL-9000).
To the extent that ISO 9000 replaces customer-specific quality programs and supporting audit/oversight activities, it can relieve both customers and suppliers of a great deal of redundancy, duplication, and waste of resources.
The fundamental requirements are understood,agreed to, and (usually) confirmed by objective third-party audit. This gives customers confidence in the integrity and effectiveness of their suppliers basic quality practices. The customer and supplier can then invest their energies and resources in agreeing to and working on the specific requirements unique to their relationship.
To some, ISO 9000 sounds like a mandatory, gun-to-your-head, my-way-or-the-highway program. For many suppliers, it is exactly that (ìget ISO 9000 or get lost). For many others, it is perceived that way: Theyíre trying to tell us how to run our businesses’
But the goal of ISO 9000 is not to strengthen customersí control over how their suppliers run their businesses. The goal is to give customers confidence in the ability of suppliers to meet their needs, resulting in satisfied customers, and growing and prosperous suppliers.
Admittedly, implementing ISO 9000 does not guarantee this. Like most things, what you get out of it depends on what you put into it. You can implement a compliant ISO 9000 system that is all cost and no benefit and itís even possible to pass registration audit (This happens, usually, when the supplierís approach is to Try to: Squeak by. Do just enough to get registered. Get this thing done without changing how we work.
But suppliers who implement ISO 9000 fullyó to the spirit, as well
as the letterócan and do achieve real benefits.
If you get into ISO 9000 just to pacify customers and do not pursue it for the other benefits it providesóyou are setting yourself up to be in the worst possible position: ISO 9000 as a cost, rather than as a benefit
What can a well-implemented ISO 9000 system do for you?
Improves customer focus and process orientation within the organization. A well-implemented, well-understood system helps all functions within the process to understand their responsibility for meeting customer needs, and appreciate their position in the overall process for doing so.
Facilitates continuous improvement. The requirements are saturated with admonitions to monitor, review, and improve the subprocesses of the quality system. There is even a direct requirement that the quality management system be continually improved
The corrective and preventive action activities required by the Standard enlist all levels and functions in the effort to prevent quality problems and quickly mitigate those that do occur.
Creates consistency throughout the organization. It establishes and enforces consistent working methods and quality controls through-out the organization. This can be especially important in larger,multisite organizations whose facilities are major suppliers to each other.
Strengthens relationships between your organization and its suppliers and customers, and among suppliers/customers within your organization. A documented quality system, especially in light of ISO 9000ís process orientation, is common ground for addressing quality issues of mutual importance. Provides confidence to customers in the capability of your organization to meet quality commitments. This benefit is much stronger when the quality system is registered. Improves management decision making. Aquality system is an information system. Internal audits, management reviews, analysis of organization-level data, and effective document and data controló four strong pillars of ISO 9000óprovide management with the intelligence it needs to make the right moves.
Institutionalizes training in methods and procedures essential to quality. Reduces dependence upon individuals. People are vital to quality, but people also come and go. The levels of procedural development, documentation, record-keeping, and training required by an ISO 9000 quality system assure that techniques and skills willcarry on even when performed by different individuals.
