What are the main benefits to be derived from implementing an ISO 9000 Quality Management System?

The ISO 9000 standards give organizations an opportunity to increase value to their activities and to improve their performance continually. The main emphasis is to bring Quality Management closer to the processes within an organization and the for the improvement of the system through continual revision and assessments of business results. The users are directed by the standards, to achieve better results which include better relations with customers and other interested parties. The investment in the management system should be a profitable one in stead of a requirement set by other parties.


What Principles are ISO 9000 Standards based on?

The principles are:

  • 1. Customer Focus
  • 2. Leadership
  • 3. Involvement of people
  • 4. Process Approach
  • 5. System Approach to management
  • 6. Continual Improvement
  • 7. Factual Approach to decision making
  • 8. Mutually Beneficial supplier relationships

ISO 9000 Benefits

The perceived benefits of using the standards are:

  • * The connection of Quality management Systems to processes.
  • * The encouragement of natural progression towards improved organizational performance.

The encouragement takes place through:

  • -- The use of Quality Management Principles.
  • -- The adoption of a "Process Approach".
  • -- The role of Top Management.
  • -- The establishment of measurable objectives.
  • -- The orientation towards the "Continual Improvement" and Customer Satisfaction, which includes the monitoring thereof.
  • -- Measurement of the system, the processes and products or services.
  • -- Consideration of legal Requirements.
  • -- Consideration or regulatory requirements.
  • -- Attention to Availability of Resources.

What is Quality?

There are a number of definitions in use, each of which is valid when used in a certain context.

A degree of excellence.

This description by the Oxford English Dictionary is the idea the general public.

Freedom from deficiencies or defects.

This is the perception of most entities delivering a service or product.

Conformity to requirements.

The idea mostly used by designers and or developers.

Fitness for use.

This idea of quality is perceived by the parties who accept the service or product.

Fitness for purpose.

This meaning is mostly used when products are sold or bought.

The degree to which a set of inherent characteristics fulfils requirements.

This is the meaning used by individuals who assess or manage the achievement of quality of a management system.

Sustained satisfaction.

This is the idea used by upper management within organizations, to use quality as a competitive advantage.


"Quality - a conclusion"

It is important to establish the context of a statement in which the term quality is used. It would be wrong to say that quality doesn’t mean freedom from defects but if the context is a discussion on corporate strategy, it would be foolish to limit ones imagination to that meaning of the word when the purpose of the discussion is to devise a means of gaining a competitive advantage. Even if your products were totally free of deficiencies, you would not gain a competitive advantage if your products lacked the latest features or were not innovative.


Implementation Process Requirements

Implementation Goals

The Implementation Goals / Targets are set along the desired minimum outcomes of various stages or processes, as the minima for attaining the perceived quality targets.

Product or Service Delivery Quality Targets

The targets for certain levels of service delivery or products are needed to enable measuring the level of success regarding the quality management.

Training Key Personnel

The training of key personnel should be conducted prior to the implementation taking place, to ensure that the requirements of the ISO 9000 standard is known and understood by all parties involved.

Assessments

To ensure full compliance with the ISO 9000 standard applicable for your Enterprise, a full GAP analysis must be conducted to enable the compilation of a "AS-IS" report. This report would show all shortcomings regarding the requirements as set by the applicable standard. The follow-up report would be a "TO-BE" report, stating the requirements for the management system at the end of the implementation period.

Implementation Planning

The consultant has to engage with management in setting the targets and requirements for the implementation framework. The framework can then only be implemented along those lines when all parties adhere to the terms of implementation.

Implementation

The implementation would require the attention of all parties involved. The implementation does not have to mean the complete overhauling of procedures but it could mean that there might be major or minor changes, as to how things are done or results recorded. It could even imply that new procedures have to be compiled and implemented. This indication would be only be given after the first assessment of the current system has been concluded and form part of the "AS-IS" assessment.

Changes or Adaptations

Changes to processes and procedures should be documented and all personnel involved must be trained for the changes to take effect. All documentation regarding the changes in Task- and /or Job descriptions should be seen as part of the implementation process.

Internal Audits

Internal audits must be conducted to assess the implementation process. The outcome would indicate the first changes if any, to the management system, as well as the shortcomings of the system as planned and implemented.

Implementation Timeframe.

If you are serious about the ISO 9000 system implementation for your enterprise, the process must not be rushed, but rather be well planned and executed. The size of your business would determine the timeframe needed for implementation. RynMag would be able to give an indication regarding the timeframe for the specific implementation once a site visit was conducted.

Maintaining the ISO 9000 based Management System

As is evident of the ISO standards, the system has to be documented. This would mean that the documents should be available to all employees, as well as interested and affected third parties requiring inspection of the management system. The easiest would be paper based filing system, but this could prove to be cumbersome when the documentation has to be distributed to all personnel. Be very careful not purchase paper based systems as this would make you dependent upon a consultant for any changes to the system. RynMag has developed computer based software programs able to handle all the documentation inclusive of reminders, for the required maintenance as well as the registers required to record various aspects of the system.

Implementation Cost

The cost of the implementation should never be seen as an expense, but rather a tool to enhance the management of the business. The cost of the system should rather be seen as an investment in making the business more profitable and delivering more quality services and products. If implemented and maintained properly, the system should repay the investment in a reasonable timeframe.

Certification Process

The certification is possible as soon as the management process has been conducted for a full cycle (usually 6-12 months) and documented proof exists to show the compliance to the particular standard implemented. This would include proof of internal audits of the system.