If you were to give 3 important tips to someone (not me) embarking on the ISO9001:2000 QMS implementation journey what would they be?

as for myself my three tips would be:

1. Communicate: Listen first then ask for feedback

2. Think: Always question and imagine different scenarios and their possible consequences, and try to establish relations and identify risks

3. Simplify: Try to put yourself in the place of those implementing the system, and deliver a neat simple digestable package

If you were to give 3 important tips to someone (not me) embarking on the ISO9001:2000 QMS implementation journey what would they be?

as for myself my three tips would be:

1. Communicate: Listen first then ask for feedback

2. Think: Always question and imagine different scenarios and their possible consequences, and try to establish relations and identify risks

3. Simplify: Try to put yourself in the place of those implementing the system, and deliver a neat simple digestable package

Good tips.

I would add to your list what I consider the most important - Get management commitment. Be sure upper management is solidly behind implementation of the quality system. Without that commitment, implementation becomes almost impossible.

I really like your inclusion of Communication. Lack of communication seems to be one of the main root causes for errors in business.

Dave

Personally, I like "Patience" as a tip. Everyone is going to need it!

4 tips from me...

1. plan
2. do
3. check
4. act

:D

Ok seriously...
1) First and foremost - Get management committment and the authority to do what needs to be done
2) Get cross functional participation
3) Communicate Communicate Communicate - communicate goals, communicate progress, communicate milestones, train train train.
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4) get your resume ready for distribution in case managment won't allow any of the above.

Ok seriously...
1) First and foremost - Get management committment and the authority to do what needs to be done
2) Get cross functional participation
3) Communicate Communicate Communicate - communicate goals, communicate progress, communicate milestones, train train train.
-----
4) get your resume ready for distribution in case managment won't allow any of the above.

I like these, and #4 is particularly perceptive, IMO. The biggest barriers to smooth sailing in developing a QMS are:

Top managment assigning responsibility without delegating authority. There's a reason that the phrase is "responsibility and authority."
Failing to have a plan for decisively dealing with people (usually hidebound veterans) who obdurately refuse to get with the program. Top management must make it clear to everyone that the improvement effort is serious business.

If you were to give 3 important tips to someone (not me) embarking on the ISO9001:2000 QMS implementation journey what would they be?

as for myself my three tips would be:

1. Communicate: Listen first then ask for feedback

2. Think: Always question and imagine different scenarios and their possible consequences, and try to establish relations and identify risks

3. Simplify: Try to put yourself in the place of those implementing the system, and deliver a neat simple digestable package

Point 1, "Communicate" must include how this venture is going to benefit ALL stakeholders. Too many times, the benefits to the company are stressed, ignoring the possible benefits to employees and others.

Stijloor.

Possibly not the most important thing, but do not follow the advice you will get to "perform a gap analysis" until you have already designed your system to meet your needs. The QMS first has to meet your organization's needs, and a loooong way second meet some standard's requirements. I'm not saying don't use ISO. I am saying if the system is designed primarily to meet a standard, it will fail.

Geoff Withnell

1. Understand where your organization wants to be in the future. (Aim or goal, if you will.)
2. Make a written plan to get there which includes the general supporting principles, business theories to be used, and has top managmenet signatures.
3. Call it a business plan and include the entire organizition.

(I meant to say call it a Business System. I don't know why I wrote "business plan.")

1. Understand where your organization wants to be in the future. (Aim or goal, if you will.)
2. Make a written plan to get there which includes the general supporting principles, business theories to be used, and has top managmenet signatures.
3. Call it a business plan and include the entire organizition.

Yes - business plan... one of the key things I tried to communicate is that ISO9001 is called a "quality management system" but we need to think of it as a "business management system".

1. develope your leadership skills, you want people to want to follow you, not have to.

2. be able to relate to personnel on any level. You need to be able to hold your own with the boss, the engineers, and the janitor.

3. be flexible. Your vision may or may not be the best vision, allow others to express thier viewpoint (see no. 1 and no. 2)

I just saw the following in a newsletter. The following supports why I stated my #2 item is to define the general underlying principles of the organization.

"As to methods there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.''

Ralph Waldo Emerson
1803-1882, American Poet, Essayist

Here's my contribution

1-Why is it being implemented?
Customer mandate, competitive condition, want to improve system?
2-Do we have to be compliant or the QMS certified by a registrar?
3-Does top management support it and participate in implementation?

I have 2 (I know... the rules said 3:tg:):

1. Purpose- What is the true purpose of the system? What is the purpose of a procedure (a particular one)? What is the purpose of a step within the procedure? Saying, understanding management's purpose for wanting the system will prove valuable; writing on the wall. Also, keeping purpose within the system and writing procedures can help with developing good procedures, not just writing for the sake of having them.

2. Strategic- Whether management understands this or not, a QMS system is a strategic investment. Returns are not going to come in four months; it will probably take years. However, given the investment, the QMS can help the organization maintain a competitive advantage for several years.

Only 1 tip - don't implement a QMS

Instead develop a business management system that makes sense and money for your company.

If you really do it right, it will of course meet all of the requirements of ISO9001 (TS16949 is another matter).

Quality is a result of business decisions, and the important decisions are NOT made by the Quality department.

A QMS can't exist seprate from the way the business is actually run.

Quality can't drive this effort....that's why most of us are so frustrated.

I try never to speak the word quality out loud or have it show up in a procedure. Its all just business...

OFF TOPIC:
i do agree that Quality cannot be the driver for improvement and profits, but i do disagree that ISO9001:2000 is a business management system, please let me elaborate on that i know, i **** off a lot of people out here by just saying so, but please bare with me......

ISO9000:2005 defines quality as "the ability to meet requirements"
and the whole ISO9001:2000 is focused on creating controls to manage the most common risks leading to compromising "Quality" such as lack of proper information channels and instructions....etc..... some with a QC background might argue that Quality is basically the inspection and testing and ability ot meet the specs...which is all part of the QMS

Only 1 tip - don't implement a QMS

Instead develop a business management system that makes sense and money for your company.

If you really do it right, it will of course meet all of the requirements of ISO9001 (TS16949 is another matter).

Quality is a result of business decisions, and the important decisions are NOT made by the Quality department.

A QMS can't exist seprate from the way the business is actually run.

Quality can't drive this effort....that's why most of us are so frustrated.

I try never to speak the word quality out loud or have it show up in a procedure. Its all just business...

I agree. My 3 would be:

1. Never ending, demonstrative senior management commitment.
2. Just have one integrated management system which incorporates everything necessary for success and satisfaction of all stakeholders.
3. Design the system to TELL and CONTROL with maybe some descriptive elements (i.e. ueser friendly to those that use it) but definately not designed to any standard.

OFF TOPIC:
i do agree that Quality cannot be the driver for improvement and profits, but i do disagree that ISO9001:2000 is a business management system, please let me elaborate on that i know, i **** off a lot of people out here by just saying so, but please bare with me......

ISO9000:2005 defines quality as "the ability to meet requirements"
and the whole ISO9001:2000 is focused on creating controls to manage the most common risks leading to compromising "Quality" such as lack of proper information channels and instructions....etc..... some with a QC background might argue that Quality is basically the inspection and testing and ability ot meet the specs...which is all part of the QMS

I don't want to dwell too much on this as it is a bit :topic:, but just wanted to make a point. ISO9000:2000, I agree is not a business management system in itself, but in relation to the orginal post, perhaps the point should be made, that when implementing a QMS, you must consider things beyond the tradtional QC approach.

As others have stated, you must get management support, you must involve everyone, you must ensure everyone understands the aims etc... Your QMS implementation cannot simply be a QMS implementation, it must be supported by your entire business, which namely involves the people. ISO9000:2000 goes some way to consdering people and their abilities and involvement, but it does not go far enough IMO.

Absolutely ISO 9001 is not a business system by itself. ISO 9001 was always intendend to be the MINIMUM requirements and not some amazing accomplsihment or magic pill.

When implementing ISO 9001, I recommend to identify the ISO 9001 requirments as a base piece of the business system. Don't call it a QMS and don't identify it as something seperate or something bolted on the to the business system.

If you were to give 3 important tips to someone (not me) embarking on the ISO9001:2000 QMS implementation journey what would they be?

as for myself my three tips would be:

1. Communicate: Listen first then ask for feedback

2. Think: Always question and imagine different scenarios and their possible consequences, and try to establish relations and identify risks

3. Simplify: Try to put yourself in the place of those implementing the system, and deliver a neat simple digestable package

great tips :agree:

i'd like to add two points.
1. Customer satisfaction oriented ; be sure to analyze feedbacks for customers.
2. Verify ; be sure to verify all methods and processes that occured in your company.

1. Focus on the task at hand

2. Be honest about the work ahead

3. Have the integrity to say "Oops", retrace your steps and accept responsibility

1. Focus on the task at hand

2. Be honest about the work ahead

3. Have the integrity to say "Oops", retrace your steps and accept responsibility

Starters suffer from delusion and denial. Believe me, there are still too many around...Somehow, I tend to find them more every day....:bonk:

I met a CEO who claimed to produce "Superior Quality" products. He qualified his statement by saying "because we perform 100% inspection."

Your tips are perfect for the ones are in moving to awakening stage.

1. Put together a team of interested and motivated people. This is no place to do it alone, or to have deadwood on your team.

2. Read and Learn the standard, and some related documents. Get some understanding or Training.

3. Define your processes, and begin the steps required by cl 4.1.

then, begin all the rest. Do NOT begin by writing your procedures.

Here are a few things that I can think of after just implementing a system for the CNC machine shop that I work for (we employ 6 people, including upper mgmt.):

- Get to know the standard and the terminology backwards and forwards.
- Don't over complicate! Make the system work for you, not the other way around.
- Involve EVERYONE in the process. It cannot be just one person trying to get the system off the ground.

If you were to give 3 important tips to someone (not me) embarking on the ISO9001:2000 QMS implementation journey what would they be?

as for myself my three tips would be:

1. Communicate: Listen first then ask for feedback

2. Think: Always question and imagine different scenarios and their possible consequences, and try to establish relations and identify risks

3. Simplify: Try to put yourself in the place of those implementing the system, and deliver a neat simple digestable package

Don't put a paper system better know as place, try to do it right or it will eventually fail.

1. Top Management commitment- do they really want to do it and will they stand behind the system
2. Team approach to set-up- it is not owned by you
3. Document the truth- not the fantasy