Question of the month: How can implementing a Quality Management System based on ISO 9001 improve your business, organization, or department?

Frequently the ISO 9001 Standard is perceived to be complicated and heavy on documentation requirements. These perceptions are not necessarily accurate. The ISO 9001 Standard is actually very straightforward with simple requirements for procedures and records. The ultimate goal, however, of implementing ISO 9001 should be to create an organization that continually improves.

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In our article series this month we have discussed how implementing an ISO 9001 Quality Management System can help your business. Two important topics covered so far were how it can actually help you streamline and simplify your document system (as opposed to the common misconception that ISO 9001 is a “document nightmare”). Last week we described how ISO 9001 can make your organization more competitive though a system of well-defined processes, by clearly capturing customer requirements, and an understood and regularly evaluated supply chain.

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Implementing the ISO 9001 Standard as a Quality Management System can improve your business. In fact, that is why it was created. It is broadly recognized as a proven method of using a systems and process approach to make your business better. It can make your organization more effective, and therefore more competitive.

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Why should your organization use the ISO 9001 Standard? An honest reply can say a lot about how effectively the standard can improve your business. If you are using the standard as a marketing gimmick (a plaque on the wall; a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standard is improvement, then it can truly help your organization become better.

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At Bizmanualz we are a strong advocate of using the ISO 9001 Quality Management System (QMS) as a business improvement tool. We feel the emphasis on the process approach and continual improvement are important foundations for effective management.

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Is it an art or a science? In business that question is frequently, and aptly, applied to Sales and Marketing. Good marketing and sales people know how to work the “magic” that creates leads and closes sales. If you ask them how they do it, however, they may not be able to explain it. Many sales and marketing veterans operate through an intuitive feel they have created through observation and experience, but it is not something very easily defined or described.

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Question of the month: Which international quality standard is applicable to organizations that operate within our food chain?

Another month is behind us. However, quality is a topic that is always in the forefront. Quality standards help you focus on your customers by aligning your operational processes to

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Last week we discussed a little about AS9100. You may have seen other ISO standards too. In fact, ISO standards are in use today by over 600,000 companies, worldwide. So what are they for and what is the real difference between them?

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In the aerospace industry, original equipment manufacturers (OEMs) and suppliers have historically dealt with a large number of often conflicting standards and regulations. The number and complexity of these standards,

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Corrective and Preventive Actions are key elements to a Quality Management System (QMS) that is focused on Continual Improvement and Customer Satisfaction. Indeed, any ISO 9000 type QMS should have

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