If your company is like most, you’re storing your policies and procedures on a file server. Perhaps your working drafts are in one folder, approved versions are in another folder, and previous versions are archived in yet another folder. Some companies will create folders for the different clauses of ISO 9001 or arrange documents according to functional areas or departments. A lot of these companies aren’t even practicing the most basic security techniques, like limiting “read-write” privileges to a select few.

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Writing procedures is an exercise in controlling the cost of compliance.  You’re trying to comply with customer expectations, management objectives, government regulations, and/or industry standards, making compliance expensive.  Regardless of the reason for compliance, wouldn’t you want to write as few procedures as possible if you could still conform to the compliance mandate and keep your compliance costs to a minimum?

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Lean approach simplifies the ISO 9001:2008 quality procedures manual and clearly points out the required QMS procedures and records.

St. Louis, MO – June 18, 2009 – Bizmanualz, Inc., a business publications, training, and consulting company based in St. Louis, MO, today announced the release of the updated ISO 9001 Policies and Procedures Manual. The company has greatly improved its product by modeling its policies and procedures on the Deming (“Plan-Do-Check-Act”) Cycle.

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In this series of articles we are discussing implementing an ISO 9001 Quality Management System (QMS) in four distinct phases. By breaking the implementation into stages, it becomes more manageable and less overwhelming. In phase one, the general requirements described in Clause 4 of ISO 9001 QMS requirements are implemented, and in phase two the elements of continual improvement from Clause 8 are set in place and practiced.

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If your goal is ISO certification, the best method is to create a compliant QMS in stages.

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Creating a Quality Management System (QMS) that fulfills the requirements of the ISO 9001:2008 Standard can seem like a daunting task.  But it doesn’t have to be. 

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Speak of operations assessment, and we’ll hear its significant value. Speak of an audit, and we’ll run for the nearest emergency exit. There’s no difference between the two, yet

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Implementing an ISO 9001 system represents a major effort. However, all of that effort can represent a significant shift for a business – from quantity to quality. And this could make sure your business gets the desired results.

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In today’s hectic business environment, it is vital that we are all on the same page, right? But how do we know if we meet those standards? Business owners and executives can avoid the

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You’ve made the plans, built the quality system and conducted the audit. So how do you register your company as ISO 9001 conforming? And how can you be sure you’re getting the most value for your investment?

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