Please HELP!!!
I am trying to find some help on a couple of issues.
1. Our Marketing department doesn't have any documented procedures, work instructions, etc. My question is, is it necessary for them to have those documents or can they be just taken of the scope of internal audits? If there is anyone out there in a similar situation I would really appreciate any suggestions.

2. Recently our company became a part of a corporation. We have about six sister companies of which 2 besides us are ISO certified. Our sales used to be handled internally, but now our sales force is merged with one of our sister companies and both sale both product lines. There are forms and policies that are used by both companies. Should we consolidate them into one universal form or policy or do we need to treat their forms as external documents and vice versa???? Please help.

1. Our Marketing department doesn't have any documented procedures, work instructions, etc. My question is, is it necessary for them to have those documents or can they be just taken of the scope of internal audits? If there is anyone out there in a similar situation I would really appreciate any suggestions.I know of no requirement for marketing to have documented procedures and, in fact, I don't remember seeing marketing being audited other than for their involvement in systems such as the nonconformance system. For example, often times sales and marketing are the same function and they retrieve and act on customer complaints. The expectation would be for them to have their part of that system documented and it would be subject to audit. If they participate in contract review they will have to show compliance with the documented procedure which addresses that issue.
2. Recently our company became a part of a corporation. We have about six sister companies of which 2 besides us are ISO certified. Our sales used to be handled internally, but now our sales force is merged with one of our sister companies and both sale both product lines. There are forms and policies that are used by both companies. Should we consolidate them into one universal form or policy or do we need to treat their forms as external documents and vice versa???? Please help.I guess I see this as a matter of preference as opposed to a 'requirement'. My opinion would be to consolodate and standardize. Obviously they are not going to like that idea - each of the 'old' groups undoubtedly still has their own agenda (which may now include staying employed).

My 2 cents - maybe someone else has some ideas.

Addressed issue

[This message has been edited by Marc Smith (edited 04-18-99).]

Sure may help matters to have a flow chart for general purposes....since it is so big. But not unless it adds value...it is not required.

Marketing usually gets hit on the "logo" stuff in surveillance audits.

Yeah - I didn't think of the logo aspect (obviously...). Thanks, barb.

Ya know, I'd like to see the org chart and related 'job descriptions'... Two sales organizations selling the same company product. Sounds messy to me.

[This message has been edited by Marc Smith (edited 04-17-99).]

Yea, gotta go with Marc and barb on this one. I really like barb’s comment about ‘unless it adds value...’

Two sales organizations selling the same company product. Sounds messy to me.

Yea, I agree. Seems a consolidation is in order.

Regards,
Don

Thank you for you responses. Yes the situation in our company is a little messyright now, we are going thru reorganization. By the way Mark I have a new e-mail address how do I go about updating that information??

Up near the top right there will be a 'Profile' link. Click it and it will ask for your password. Enter the password and it will give you a screen which will allow you to change your e-mail address and a few other things like your password. NOTE: To validate the new address, if I remember correctly, it sends you a new password.

[This message has been edited by Marc Smith (edited 04-18-99).]

Another 2 cents:

In our organization, our Marketing department does have an SOP and other various Level 3 documents. The SOP is actually shared between Marketing and Design (Product Concept and Design Control). The various work instructions are in support of the SOP, for instance an instruction for proofing package design (logos and other various marketing verbiage), follow up market study, etc. The proofing instruction is actually pretty good in that it creates good continuity in the process (I would consider that value added). In keeping with the others, only add documents that make sense and do not create waste (nonvalue added) within the system. That is to say, add documents if they are value added or nonvalue added BUT NECESSARY (in their absense, things go wrong).

Back to the group...

Barb or Marc, please clarify on the "logo" issue.

Violetta,

I believe that Barb and Marc are speaking in regard the use of ISO 9000 and your Registrar's Logo as a Marketing tool. For instance, if I were to use our Registrar's Logo, I must be in keeping with their rules of compliance (where I can use it, how big the logo is, etc.). Since ISO 9000 registration registers your Quality System and not your products, then the logo may not be used to mark your product. At a surveillence audit, the Registrar's auditor will ask if your organization is using the Logo as part of your Marketing angle (we do not). Often times the logo is added to business cards etc. I believe that what they do is to check to make sure you are compliant. As I said, we do not use our Registration as a Marketing tool, so I am speculating here. Barb, Marc, are you there?

Back to the group...

right on kevin...that is exactly what i meant.
I agree with the marketing/design tie as well. Some companies are very detailed on that.....some companies actually 'design' a marketing strategy for the retail stores for their products. And of course design sometimes needs to work with a market analysis.....the possibilities are endless, what makes sense for your company?

Barb,

Thanks for confirming my suspicion. Also, thank you for taking care of Mike in regards the details of your Lead Auditor course. I was both flattered and appreciative.

You also hit the nail on the head with regard our Marketing and Design program. We will do a preliminary marketing research and the design prestudy. Later, we follow up with a second market study and final design modifications based on this feedback. This approach has been beneficial in many areas, particularly in delivering new products with the features expected by our Customers in a realitively short period. Project launches are on or close to schedule with fewer logistical issues. I believe if we did not formalize the Marketing input to the process, final design changes would be made futher into the process raising the total cost of the project not to mention the increased animosity that would almost certainly be present between groups. Here I see that the program adds value to the product (design) and goodwill (nonvalue added, but necessary) amongst project group participants.

On a personal note, I believe my experience would lead me to recommend formalization of the Marketing input to the design processes as they will inevitably impact Operations and the Customer.

Violetta, I would say that you might want to create some work instructions, especially for the processes folks seem to fall down on, regardless if your organization seeks ISO Registration or not. It might serve to settle folks that may be a little high strung with the reorganization blues. Who knows; perhaps your organization becomes the marketing benchmark (some positive thinking on my part)? Good luck!

Regards,

Kevin

Back to the group...