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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Your management system consists of business processes that interact with each other through documents and records.  Yet in many companies the system appears to be functioning whether anything is documented or recorded.  Can this be an effective management system?  It depends on the process management maturity of your organization.

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The present economic downturn looms over the heads of business executives (and their employees) like the Grim Reaper.

How do you ensure your company doesn’t fall prey to the hype or the financial crisis and actually maintains — or even grows! — during this economic downturn? How can you use this time to focus and develop more sustainable customer relationships to increase your customer satisfaction or customer quality?

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Question of the month: How can Accounting Policies and Procedures help your organization?

The Accounting Department is an area where policies and procedures are usually a requirement, because they are considered part of the internal controls noted in Sarbanes-Oxley. The real question is: What approach are you taking to developing accounting policies and procedures?

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What is the difference between a well-conceived and well-written accounting policy and a poorly conceived and poorly written accounting policy?  Of course, the needs of every organization are different, and the most important element of an accounting policy is that it helps the organization. Last week we mentioned the importance of gathering accounting policies into the accounting manual.  Now let’s review some important points to consider when crafting policies.

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In the two previous articles of this series we discussed two important aspects of a Lean ISO 9001 Quality Management System: a Lean Quality Manual and Lean Quality Management System (QMS) Procedures. But what about other documentation that may be needed?

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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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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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