Question of the month:  Does complying with the ISO 9001 Standard have to be a “document nightmare?”

The old adage frequently applied to ISO 9001 is “Say what you do and do what you say.”  Some organizations seem to take this to mean “Write down everything you do,” but that is really not required by the standard.  The actual requirement is that processes are well-defined and responsibilities clearly communicated.  This can be accomplished through a lot of methods that require little documentation, such as training. 

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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 last week’s article I attempted to convince you of the value and sense of a Lean Quality Manual. But how useful is a Lean Quality Manual if the Quality Management System (QMS) procedures are burdensome books, with tons of detail but little real value?

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Lean ISO 9001? To many of you this will seem like a contradiction in terms. The term Lean and ISO 9001 are not generally used together, but why not? Does a Quality Management System (QMS) have to be complicated and cumbersome?

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I heard an expression once that rang really true with me. It said, “If an employee is surprised by anything in their performance review, then you are doing a poor job as a manager.” We should all recognize the importance of good communication, but how good are we at executing and employing basic communication principles as managers? If any of your employees come into a performance review unsure of what is going to happen, then you should know you are not doing as well as you could.

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Taking over a department can be challenging. You can see the potential, but if the department was not well-managed in the past then it may be in disarray. Disorganization is only the start of the problems. The staff may be demoralized and unproductive, goals are not understood – let alone being met. How do you get things on track?

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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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