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Implementing ISO 9001 With Web Hosted Contract Management Software

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ISO 9001 certification establishes Quality management system in any organization. As has been the experience with many implementations, it has been found that implementation part is very simple but taking it forward and maintaining it for times to come, is difficult. This is because in almost all such implementations, maintenance of any management system needs duplication of work as some additional forms in line with ISO systems are required to be filled up. Generally these forms are not in sync with organization’s day-today working and thus call for extra work. QMS as per ISO 9001 fail here precisely because of this reason.

There are some good contract management soft-wares which can be employed to great effect in these organizations so that day today requirement gets integrated with ISO 9001. The forms can be developed while integrating the organization culture and work requirement. These forms and reporting system on one hand fulfills the requirement of ISO 9001-QMS while on the other hand complies with the day today requirements keeping the organization culture intact.

Further good contract management software can bring about best practices and organization’s working can be bench marked against the best in profession. Handling customer grievances in a professional way is also an essential part of matured management system. Professional and standardized forms can be used to develop a perfect customer complaint management system. Contract management software can also be used to carryout contract review at regular intervals.

Most important point in any management system is involvement of top management. If it is not forthcoming then even sound Management System will fail.

The Leaning of ISO9001 – How to Use Lean Principles to Simplify ISO Implementation

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Lean reiter to the elimination of waste and nonvalue-added activities from a Customer point of view. ISO 9001: 2000 is the widely used international standard that enables many companies to compete in new markets while improving their customer satisfaction and the way they do business.

ISO9001: 2000 addressed audits of the earlier version by emphasizing Customer Satisfaction, Management Responsibility and Continual Improvement. Today, ISO is far less prescriptive allowing a company to manage its business its own way, provided that the basic requirements are met. This new perspective provides flexibility on what needs to be documented, so Lean documentation can be established.

Lean and ISO can provide many synergies including:

· Lean and ISO require a Customer focus.

· Lean metrics provide a means to measure Customer Satisfaction as part of the ISO Management System.

· Lean eliminates waste from processes as procedures are developed or reviewed.

· Value Stream Maps identify and eliminate waste from major processes.

· Kaizen events improve the flow of production and workplace organization.

· Lean Principles can be the focal point of the Continual Improvement process.

· Paperwork is nonvalue added so thinking Lean prevents you from creating more paperwork than it is absolutely necessary to run, control and improve the business.

· Standard work, a Lean Concept, can provide the framework for developing standard work instructions.

· Lean Visual controls demonstrate the control of procedures and work instructions. Photographs of the various step of a process can be used to describe a process instead of wordy work instructions.

We should conclude that raising Lean and ISO9001: 2000 yields a very powerful Quality System.

ISO 9001 Consultant – FAQ on Selecting and Using an ISO 9001 Consultant

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1. What are the benefits of using an ISO 9001 Consultant?

Companies hire consultants for different reasons. They may not have the specific expertise, time, experience, or objectivity to perform the QMS development work without outside assistance. A quality management system (QMS) consultant will:

  • Be able to close the knowledge and resource gap;
  • Add experience and insight to your QMS project,
  • Significantly accelerate your success for certification, by preventing any serious mistakes in QMS development and implementation.
  • Fast-track the development process by effectively planning, obtaining management and organizational support and ensuring adequate resources.
  • Organize and facilitate project deployment and avoid or resolve problems.
  • Save time and money by developing an effective QMS, that realizes benefits early and therefore get faster payback on your QMS project investment.

Remember that that it is better to have your person do the hands-on development work under the guidance and expertise of the Consultant. This ensures that QMS ownership stays within the organization.

2. What services would a QMS consultant provide?

A competent consultant should be able to plan, organize and facilitate the QMS project activities, interpret how the QMS standard applies to your organization, help identify and document your applicable processes, recommend process improvements, introduce benchmark practices, impartized on-site training to the various functional levels within your organization, and conduct internal audits. He / she may also help you develop the entire documentation, depending upon the internal resources you have available to you.

3. What credentials should a QMS consultant have?

You must be very careful in checking out the consultant's credentials. The following list of criteria may be useful in making this evaluation:

Education: As you are implementing a management system, you need a consultant with a management system background. A good quality management system consultant should at least have college level education and preferably a graduate degree. Majoring in management sciences would be a bonus.

Training and professional development: Does the consultant hold (or had) Lead Auditor certification through RAB / QSA, IRCA or similar recognized organization?

Does he / she have sector specific training and specialization in sectors such as automotive, environmental, aerospace, telecommunications, health and safety, etc.,

Has he / she written books, written courses, published articles, spoken at quality conventions and seminars, managing a QMS website or moderated a management system forum?

These trade related specialized credits and activities demonstrate the investment that good consultants makes towards sharpening their skills and experience.

Experience: have at least 10 years of Consultancy experience in a variety of industries and more importantly, relevant experience in your specific industry sector.

Personal links: you need a consultant with good interpersonal and communication skills; who is objective, pragmatic, perceptive, tactful and flexible in dealing with personnel at different levels of an organization.

Availability and access: the consultant should be able to provide the consulting time (days) that you need within the budget and time-frame you have and be reasonably easy to contact when needed.

Fees: what should a consultant cost? Rates vary and low daily rates does not needarily get you the best results and cost in the long run. Look at costs from different angles – per day; per deliverable (eg, training course); flat rate for the project; payback on the project, etc.

Remember, a good consultant will get things done more efficiently and help you develop an effective QMS that begins to produce results more quickly, saving you money. So look at consultancy cost from an overall result-oriented perspective.

4. Where do I find a good consultant?

There is not a single comprehensive source or listing of consultants, so try the following:

– Do a localized search on Google or Yahoo.

– Contact a couple of Certification Bodies. They will generally provide a short list of consultants available in your area, to avoid any conflict of interest.

– Through referral from customers, suppliers or other organizations or contacts who have used and were happy with the work done by their consultant.

– Professional and trade associations; such as the ASQ

– Leading management system publishers such as Quality Digest provides an annual directory of Consultants on their website.

– Quality management instrucers; There are many good instructors that also provide consultancy services.

Use the credentials from point 3 above, to evaluate the selected consultants. Make sure you check references and possibly arrange for the consultant to visit your organization and meet with you and key personnel. This would be a good way to size up the consultant against the criteria.

5. Can getting RFP's (request for Proposals) from ISO Consulting firms help in the selection process?

Pick a short list of 2-3 consultants and request proposals from each of them. Their proposal should cover the service deliveries; number of consultancy days and over what time-frame; consultancy and training methods; fees and expenses; contact and reporting. This provides a consistent basis for evaluating them.

Your management team should evaluate the proposals using the defined credits criterion from step 3. You want the management team to participate and support the selection decision, so the consultant can work effectively with your organization.

6. Do we need to have a signed agreement?

Clarify and confirm all proposal details. Negotiate any terms to your satisfaction, including fees and expenses. Consultants are always eager to win new business. Get the final agreement signed by both parties. This is now legally binding and provides clarity on the transactions and contractual terms and should facilitate a smooth on-going relationship between the consultant and your organization.

7. How should we manage the Consultants activities?

All outsourced work, including an expert ISO 9001 consultant needs to be managed. Ensure that the primary contact and reporting requirements are clear and understood by both parties. Regular project and milestone / deliverable reviews must be done with the consultant and ensure any issues or misunderstandings are promptly resolved.

8. How should we evaluate the consultants performance?

When the project is completed, evaluate the consultants performance by asking the following questions:

– Were the project deliverables acceptable and on time?

– Were deliverable results in line with the objectives?

– Did the consultant do a good job of planning? And was the plan followed without significant changes or delays?

– Were communication and reporting requirements met?

– Did the consultant effectively transfer QMS ownership to the organzation's personnel?

– Are benefits of QMS clearly beginning to be realized from the QMS?

– Were the consultancy costs within budget?

Improving Financial Performance With ISO 9001

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Summary

The establishment and integration of ISO 9001 into heading corporate management processes was addressed by the 2000 revision of the standard. There remain additional excellent opportunities for improvement in the use of economics-of-quality approaches. It is important that the effectiveness of ISO 9001be measured in financial terms. Quality is widely recognized as a critical success factor in long-term business performance. However, many organizations that have implemented ISO 9001 see little return on their investment in terms of performance improvement because managers generally remain unaware of the tremendous opportunities for improvement that yet exist. Lets examine how an economics-of-quality approach can be integrated with ISO 9001 implementation in order to optimize return on investment and begin long-term continuous improvement.

Total Quality Management or Quality Management System

The key to understanding this issue is to recognize the difference between total quality management (TQM) and a quality management system. TQM is a philosophy under which a business or organization operates. The philosophy is pervasive applying to everything, hence total. Its aim is to satisfy all customers-internal and external, hence quality . And it focuses on the example set and reinforced by every area of ​​the organization, hence management . TQM is supported by a culture of continuous improvement and it is a never-ending journey. A quality management system is one of the building blocks for this process. It is a tool through which management structures the organization's processes. It ensures that all team members understand the activities required to achieve quality the first time. The quality system establishes a process for identifying non-compliance from this goal and a process for analyzing the root causes so that the organization can take long-term corrective action.

Quality is an Organizational Issue

Quality systems have evolved from their traditional "little q" emphasis on engineering and manufacturing operations. At one time, most quality practitioners came out of a technical background (the writer notstanding), emphasizing quality in physical activity. In these areas, losses from scrap, rework, and other product costs were clearly visible. Thus the evolution of quality thinking tends to relate to systems that pertain only to direct costs, not administrative support activity. For many organizations that implement ISO 9001, this is still the case. With the 2000 and the 2008 versions of ISO 9001-management must demonstrate greater interest in implementing quality systems and not just justify the implementation on the basis that "customers demand that suppliers be registered." The feeling that this is simply the right area to address for the sake of the customer often drives organizations that do implement a quality system. The opportunity to vastly improve business performance is often overlooked.

Measuring the Economics-of-Quality

"Total quality costs represent the difference between the actual cost of a product or service, and what the reduced cost would be if there was no possibility of substandard service, waste, failure of products, or defects in their manufacture." – Doing it right the first time. The above statement is alarmingly simplistic: it recognizes quality costs as the total opportunity. Most quality systems address only some of the areas that affect an organizations cost structure. If the organization applies ISO 9001only to engineering and manufacturing, then it ignores the intent of the standard and the significant impact on cost structure, long-term competitive advantage, and internal and external customer satisfaction.

Examples

  • In creating ISO 9000 documentation a distributor of electronic products and services totally ignored the process control sections of the standard in the misguided belief that a non-manufacturing business was exempt from process control. This company lacked understanding of the management of process in determining customer satisfaction or the consumption of resources and, therefore, costs. A benchmarking study of the distribution industry revealed that up to 25% of the actual operating costs stem from failure of internal processes. A well-run distribution company should earn a pre-tax return of two to four percent of sales. Its operating expenses should run 16-20% of sales. Thus, focusing on process quality was the company's single greatest opportunity for improving profitability-a connection that management had failed to consider.
  • A large tier I automotive manufacturing company began implementing ISO 9001 / TS 16949 because customers were demanding that it be certified. Initially, management believed that costs of quality-including rework, scrap, seconds, and other items related to product cost-were about seven to ten percent of the cost of business.However, when the company developed an economics-of quality system that addressed the total costs of poor quality (as defined by the American Society for Quality), management realized that the true costs of quality-relating to wasted administrative and sales expenses, lost customers, warranty claims, penalty clauses for late delivery, late product development costs , and other "hidden" quality costs-exceeded 25% of the overall costs of business.

The Hidden Quality Costs

How can an organization address this wide gap between known quality costs and real quality cost? The answer lies in an economics-of-quality cost system. An economics-of-quality system identifies costs of poor quality in three major categories: prevention, assessment, and failure costs. An economics-of-quality system must include all costs of sub-optimized processes. This concept extends far beyond the traditional costs that are reported by costing systems. ISO 9001 with its emphasis on continuous process improvement forces an organization to finally break away from this traditional mindset.

Examples  

  • In an effort to reduce costs, a hand tool manufacturer's purchasing department has been buying iron castings at the lowest price available from several suppliers. A cost of poor quality analysis revealed that the price savings gained from this approach were actually outweighed by additional costs in several areas. These costs included additional expediting and problem analysis activity by the purchasing department and more receipts, more accounts payable invoices being processed, and more errors. The company was able to reduce its purchasing, receiving, and accounting costs only when it was determined to work exclusively with suppliers who delivered quality products.
  • A retail catalog house discovered that only a few of the credits it issued were related to product failure problems that had been identified by its traditional quality system. Instead, a quality cost driver analysis traced more than 80% of the credits to administrative quality problems. Addressing this issue allowed the company to reduce its overhead costs by eliminating the root causes, including inaccurate pricing data, ineffective communication between sales and administration, and inaccurate customer master file data.

In both of these examples, management was unaware of the costs of poor quality incurred through process failure. Worse yet, these items would not have been uncoordinated by simply implementing a traditional quality system. They were buried in overhead costs and handled on a liability basis rather than an activity or process basis. In such cases, efforts to reduce administrative costs only increase customer dissatisfaction, as the problems remain unresolved and errors accumulate. Employee dissatisfaction is at an all time high because of employee layoffs and attrition. Management fails to redesign processes leading to yet more work and more dissatisfaction-precisely the wrong kind of environment in which to implement total quality management.

Conclusion

Integrating ISO 9001: 2008 through the organization allows management to align top-level goals with internal processes and process measures. With greater visibility into processes, managers will be able to translate the initial quality goals of better, faster, and cheaper into continuous process improvement and also improve their financial performance.

ISO 9001 – A Process Interaction Matrix

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Introduction

One of the requirements of ISO 9001:2000, specified in the paragraph 4.2.2 c), requires a company to develop a quality manual that, among other attributes, shall contain “a description of the interaction between the processes of the quality management system.” Through my experience, as a professional auditor, with dozens of companies around the world, I found that very few businesses had developed practical approaches to address this requirement. Attempts to document process interactions range from busy and hard to read flow charts to establishing cross-reference tables in the quality manual. I observed one of the best tools to address process interaction requirement at Quality Works, a small on-line publishing company.

Initiation of the project

Quality Works, a small Internet-based publishing company, has set a goal to establish compliance with ISO 9001:2000 standard. The Management Team assigned the company’s Business Manager to develop and implement documentation to address new requirements of the standard. While most of the new requirements were simply addressed through preparation of the corresponding procedures and work instructions, documentation of the interaction of the processes created some difficulties. Attempts to document interaction of processes through traditional flow-chart resulted in a hard to read busy document that did not impress the management team.

Brainstorming

To address this issue, the management group conducted a brainstorming session to search for a new tool. The group determined that there were two types of the processes: processes related to product realization and processes related to the management system as follows:

Business management processes:

– Documentation management

– Management review

– Internal audit program

– Non-conformity and Corrective & Preventive Action (NC-CAPA) System

– Communication

– Resource management

– Record management

– Information technology

Product realization processes:

– Market analysis

– Product design

– Verification

– Validation

– Product release

– Order processing

– Product delivery

– Customer satisfaction

– Continual improvement

Identification of process interactions

Analyzing system and product realization processes, the management team concluded that virtually all system processes are interrelated. For example, management review may receive inputs from corrective actions, communication, internal audits, etc. Internal audit process receives inputs from all processes within the company and provides feedback or input into all those processes.

Product realization process was found to be more linear than system processes. For example, results of the market analysis initiate product design. Product design leads to verification. If verification is successful, validation of the product takes place. Validation of the product results in product release and finally communication regarding availability of the product. Customer satisfaction and continual improvement close this sequence with a possibility of providing inputs into Product delivery, Order processing, Product release, etc.

To document process interactions, the company elected two tools. The first, top-level definition of the process interaction was documented in the Process Interaction Matrix shown in Figure 1 (see links below). The second tool was a well-known technique of flow-charting for those processes that required graphical illustration.

Afterword

Use of the Process Interaction Matrix at Quality Works proved that it is a helpful concise method of defining and documenting interaction of processes for an ISO 9001:2000 quality management system. Based on our experience, we also realized that the same matrix might be successfully used for other standards requiring definition of the interaction of the processes, such as ISO 13485:2003, ISO/TS 16949 [3] and others.

Acknowledgments

The author would like to express his gratitude to Maria Allen, the President of Quality Works, for her willingness to conduct and publish this case study.

References

[1] ISO 9001:2000 Quality management systems – Requirements

[2] ISO 13485:2003 Medical devises – Quality management systems – Requirements for regulatory purposes

[3] ISO/TS 16949 Quality management systems – particular requirements for the application of ISO 9001:2000 for automotive production and relevant service part organizations.

Copyright Quality Works

Procedure For Equipment Maintenance in ISO 9001

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The purpose of this procedure is to regulate the planning and inspecting maintenance of equipments and machines while implementing process of production industry. The maintenance is to minimize and prevent from unexpected incidents caused by machines influencing the plan and schedule of production.

This procedures include steps as follows:

1. Need of equipment maintenance:

Due to the fact is that maintenance of machines and equipments is very important to the implementation of production industry, so the need of machines maintenance is set up to eliminate and prevent from unexpected incidents by machines and equipments that may affect to the plan and progress of production.

2. Making list of equipments

All machines and equipments that are working are conforming to requirements of production. The maintenance will coordinate with other Heads of departments (HODs) to make a list of each equipment for checking, preparing to replace, or repairing to submit to Technical department for approval.

3. Making a schedule of investigation:

Based on the machines and equipments that are using and depending the capacities and purposes of specialized equipments, the maintenance will make a schedule of investigation accordingly identifying the machines that serve requirements of practical products and give schedule of maintenance periodically or regularly maintained according to frequency of using.

4. Implementation of Investigation:

Based on plan of investigation, the maintenance department will investigate machines and equipment and record clearly:

o The duration of time used

o The duration of time maintained previously

o Trouble shootings earlier.

o Status of machines and equipments.

o Need repairing, replacing or maintenance.

5. Making schedule of maintenance:

After investigation and examination, the maintenance department will review the frequency of using of each machine so as to make a schedule of specific maintenance for each kind of machine and equipment.

o After identifying purpose and the importance of each machine in production, the maintenance department will make a schedule of maintenance for each of equipment as regulated by designers.

6. Material estimate:

Once having schedule of maintenance or repair, the maintenance will inspect to identify the causes leading trouble shootings, make a material estimate request to supply accessories of the equipment that need repairing at definite time. At the same time, there will be supervision and inspection from Head of department where machines or equipments are used.

7. Implementation:

Once having made material estimate and provided, Maintenance Department carry out repair based on the plan of maintenance and approval for repair. After the maintenance is finished, the maintenance will coordinate with the using department to make a report of inspection and evaluating quality of equipment and machines to put into operation and stating clearly about status of equipments that are replaced.

8. Updating files:

When finishing maintenance and repair, the maintenance Dept. will file each of machine whose accessories are repaired and for how long they can work as well as make a file for each machine.

ISO 9001 Certification For Quality Products

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The International Organization for Standardization (abbreviated to ISO) conducts standards for institutes which are organized in more than 159 countries across the globe. The ISO has its head office in Geneva, Switzerland. In simple terms ISO certification is given to an organization in order to indicate that the organization has good standards and it is working well with its employees and its customers. The International Organization for Standardization is not a Government organization. It acts as a bridge in between the private and the public sector and brings out good standards for many organizations across a variety of industries.

There are many standards that are released by the ISO. One of the standards is the ISO 9001 certification. The reason why an organization may require the ISO 9001 certification is to ensure that the company has a very good quality management system in place and can then confirm this to their customers. Also, if an organization has ISO 9001 certification it can ensure to its suppliers that it is following a good standard regarding it’s quality management system. The main two reasons for going for the ISO 9001 certification are to show how effective a company’s production is as well as helping to give good recognition for other new markets concerning their company standards.

The main aspects of ISO 9001 certification are maintaining good quality of products and also to maintain low cost and high efficiency for the production process. The primary thing that is checked with ISO 9001 certification is to confirm that the quality goals that are set out in the company’s quality management system are met. It is also important that once a company gets its ISO 9001 certification they should be seeking to improve all the time. There should be an increase in productivity as well. The goals of ISO 9001 certification are to increase the efficiency, increase the revenue, establish proper decision making, achieve good supplier relationships and prepare documentation work about the company plans, a regular improvement process should be in place and on the whole a complete customer satisfaction system should be implemented.

The ISO 9001:2008 certifications have a few revised benefits and let us see a few of them in detail. The goals of the ISO 9001 are the same for all year where as a few enhancements will be added for every year. Likewise the ISO 9001:2008 certification’s benefits include cost reduction in the production of goods, greater customer satisfaction, improved product efficiency and improved productivity, reduction in the scrap and waste products. The aim is to prepare a quality product which passes the goals of the quality management system. The ISO 9001 certification itself should result in the reduction of customer claims, a proper delivery to the customer on time, providing great reliability, safety and quality to the products. So on the whole the ISO 9001 certification has many good policies for the organization and they are also ensuring that the quality of the product should be good, efficient and cost effective, with an increase in the productivity.

ISO 9001 Standard Quality Framework and Their Benefits

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ISO 9001 Standard Quality framework display an administration structure that empowers your firm to actualize the required controls in tending to dangers, checking and measuring execution of your organization. It is likewise an essential outline, maybe, for use in overseeing picture of your business and furthermore notoriety. Regardless of the possibility that you have invested a superior measure of energy in business school and have enough involvement in directing the whole operations of your firm, having the vital approaches and conventions set up will in any case defend your business from potential emergencies later on.

Maybe one of the more critical parts of an ISO 9001 standard quality administration is that you will have the capacity to make general enhancements by the way you run your organization. From dealing with your risks better to driving down working expenses, from enhancing your piece of the pie to expanding your fulfill client list, this ISO 9001 standard QMS framework will give you an edge over every one of your rivals. Moreover, when you get outside affirmation for QMS, specific for global benchmarks, for example, the broadly utilized ISO 9001, your business pulls in new customers. By getting affirmation to ISO 9001 Standard, you impart to new customers that your organization is profoundly dedicated to exclusive requirements and that you have the capacities to do what you say your organization can do.

1. Increased Company status and reputation

Alongside expanded quality come distinction and a positive reputation in your industry. As your clients take note of your extraordinary and steady quality, so will your rivals. So will other people who might search for somebody in your industry to work with. A considerable measure of awesome things can occur for your notoriety for being you begins to actualize a quality administration framework.

2. Significant serenity that you are conveying what you guaranteed your clients.

At long last, you have your own significant serenity that you are making the best decision for your clients and the market when you execute a proficient quality administration framework. Regardless of whether you are keen on ISO certification at this moment or could very well be interested in it later on, you will feel great realizing that the items you offer are of high caliber.

3. Life span and development for your business.

When you work with an ISO 9001 standard advisor to enhance the nature of your items, you guarantee that your business will be around for quite a while to come. At the point when your items turn out to be more profitable and are steady after some time, you begin to pick up the trust of the purchaser. Your fabulous quality is discussed in groups and informal spreads. You get to be distinctly a standout amongst the most trust brands in your market since you mind enough to work with a quality administration framework that keeps your items at the highest point of the market.

4. More prominent chance to offer in business sectors around the globe.

There are untapped markets that you can’t get into today without being ISO guaranteed. The best way to get ISO 9001 standard ensured is to work with an ISO certification body who thoroughly understands quality control and the benchmarks for certification. The certification body can give rule to execute a quality administration framework that goes for accreditation and that you can stand to keep actualizing later on. Keeping in mind the end goal to remain a rival in these overall markets, you should be extremely reliable with executing and recording your framework in accordance with quality.

LEGO and ISO 9001

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The 80-year old LEGO Group believes “only the best is good enough”, according to its founder Kirk Christiansen. Accordingly, it is registered to several key ISO standards including ISO 9001 (quality management), ISO 14001 (environmental management) and ISO 8124 (safety of toys).

When was the last time you opened a new LEGO kit and discovered missing pieces or instructions or anything less than satisfactory about the product and the total experience? The LEGO brand is vital to the LEGO Group and everyone knows how difficult it is to console children when their expectations haven’t been met. LEGO Group cannot afford this. ISO 9001 provides the necessary framework and guidelines to hold itself in check while meeting internationally-accepted best practices for running an effective Quality Management System.

LEGO is using ISO 9001 to hold its suppliers and global factories accountable to meet its quality standards and customer expectations. This is one of the benefits of the standard. The ISO certified company can call the shots when dealing with suppliers and have its pick of the litter. Ultimately, the customer wins. The standard is also being used to help fast-track global expansion.

LEGO is closely adhering to Section 7.2.3 of the standard called ‘Customer communication’. That is, LEGO is determining and implementing effective arrangements for communicating with customer in relation to:

1) product information

2) enquiries, contracts or order handling, including amendments, and

3) customer feedback, including customer complaints

The excerpt below is from ISO Focus+ magazines’ March 2010 issue, Volume 1, No. 3

Since 1991, the LEGO Group has implemented ISO 9001, which it regards as the ideal framework for structuring its global quality management system (QMS) – with LEGO factories operating in countries well aware of its requirements. Using ISO 9001 is an efficient way of implementing the quality management system at new production sites. All ISO 9001 requirements will usually be familiar to quality management staff at new sites, which enables the company to focus fully on the specific internal requirements. For the consumer, the quality management system ensures that each LEGO box contains the right number and type of building elements, which are crucial to delivering the promised LEGO building experience.

ISO 9001 Certification

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What is ISO 9001 Certification?

ISO 9001 is the world’s most widely recognized quality management system standard published by the International Organization for Standardization (ISO) in 1987 and revised in 1994, 2000, 2008 & recently on September 2015. It independently confirms that your organisation is committed to achieving customer satisfaction, has systems in place to capture, record and meet your client’s requirements and has the ability to monitor and continuously improve its performance. This Certification enables you to demonstrate high levels of service quality when bidding for contracts and a valid ISO 9001 Certification shows that your organization follows internationally recognized quality management principles.

Why is it important?

If you want your business to be successful in today’s competitive marketplace, you must be committed to providing quality. You need to strive for better customer satisfaction where possible. A quality management system based on ISO 9001 Certification can help you achieve these objectives. Because, ISO 9001 Quality Management System Standard Certification provides the infrastructure, procedures, processes and resources needed to help organisations both monitor and improve their performance to drive efficiencies, client service, and product excellence.

Who is Applicable to?

ISO 9001 Certification is applicable to all organizations, regardless of size, location, sector, or industry and is well established around the world as an invaluable Quality Management System standard. One of the major strengths of ISO 9001 Certification is its wider appeal for all types of organisation. Because it focuses on processes and customer satisfaction rather than procedures, it is equally applicable to service providers as well as manufacturers. In fact, there are over one million companies and organizations in over 170 countries certified to ISO 9001.

Benefits:

  • Improvement of your organisation credibility and image
  • Improvement of customer satisfaction
  • Improve Better process integration
  • Improve a continual improvement culture
  • Helps to Save money and time
  • Set direction and meet customer expectations
  • Increase market share
  • Reduce Wastage and lower costs
  • Continual improvement of quality management
  • Better Management Control

Certification Process:

Getting ISO Certification is a big step for any organization. It takes a lot of effort to prepare for the certification. Although it is not a requirement for any of the international standards, some organizations prefer to use an ISO Accredited Certification body or ISO Consultants to help them implement international standards, and your organization may want to do the same.

  1. Contact ISO Accredited Certification body or ISO Consultants
  2. Tell your requirements
  3. They will Conduct Gap Analysis
  4. Formal Assessment – Two Stages
  5. Certification and Beyond