Secrets of a successful ISO 9000 program

摘要

ISO 9000 must be a program that is both user-friendly and provides constant improvement. Work instructions should be clear and brief. Some smaller firms resist being certified because they see the process as requiring an inordinate amount of paperwork but in reality they should see that if they made meaningful improvements, they could eliminate much of their paperwork. The cost for many small firms to use on-line computers is a fraction of the cost for larger firms.If a company has an ISO program that works, it should be seeing meaningful quality improvements. If the program is truly to work, the commitment must start from the top, with sufficient resources in personnel and money allocated. A company whose managers constantly delay audits or do not make personnel avail-able to conduct internal audits is sending the wrong message.A company should be proud of its accomplishments and reward those who make it possible. Many factories reward workers for no lost-time accidents, but in truth the workers have very little power over lost time accidents: it is the system that creates the accidents for the most part.A company may have excellent procedures for contract review, but if it does not have a sufficient sales force to perform the procedures than it should not be surprised when there are problems related to contract review. A company should have questions when there are repeat audit findings. Is the training insufficient? If it is, then the system needs to be improved.The ISO 9000 program is a wonderful platform to use for cross-training individuals, especially new employees who can use the internal audit program to learn the workings of other departments as related to quality. Having a new engineer perform an audit in sales could open that person's eyes as to what sales needs to enter orders in a consistent and routine manner. It is also a good way just to get to know the individuals in another department.Finally, the success of every program ultimately begins with top management.The company president does not have to sit in on every meeting but he or she must be involved in some key meetings.In conclusion, an entire organization that truly wishes to make meaningful improvements would do well to follow the advice of Deming, who said, "If you don't measure and record it, you cannot improve it."