_____________________________________________
The organisation shall determine and provide, in a timely manner, the resources needed.
A) to implement and improve the processes of the quality management system, and
B) to address customer satisfaction.
_____________________________________________

No problem with the first parts, we simply say that a budget has been fixed etc etc.
But how do you prove that you have provided the resource to address customer satisfaction?

Regards

customer satisfaction surveys

You are right Sherrio, its just that i see this more belonging to section 8.2.1 Customer Satisfaction.

What shall i write in section 6.1, simply a reference to 8.2.1. I can do this, its just that i hate to put blah, blah in a manual unless absolutely necessary.

Regards

------------------
Andy B

It sounds to me like the key in this section is resources....ie., the customer wants someone "on site" for start-up (provide resources for customer satisfaction).
I dunno - haven't been to any formal 9000:2000 training, but I don't think its just the resources to sending out the surveys and responding, but I read, proactive resources to address customer satisfaction. Would this be customer contacts, field service, timely response etc.? Does the customer want 3 shift support...resources, does the customer want quicker response time...hire more pizza delivery guys. Just thinking out loud on what the intent might be.

I re-read my previous response and perhaps that would not meet the intent exactly. Perhaps having sales people to respond to customer complaints, a complaint system (corrective/preventative systems)that specifies a timely response to customer complaints. On a personal note, alot elements seem redundant to me; I always find myself repeating processes to meet several elements.

A matrix comes in handy for that.
Also - reinforces that it is a system - all interrelated - not 20 (or 8 )separate elements.

Don't forget personnel and equipment.

Andy,

It appears from your posting that you are documenting the system to mimic the ISO 9000 standard. There is no requirement in either the 1994 or the 2000 FDIS requiring this. If you document based on how your business is run, you can use a matrix to address how you meet the requirements. In addtion, if you have other 'requirements' such as govermental specs, you can create a different matrix for that use without changing your basic manual. Many of the companies I work with have manuals and proedures that meet the ISO 9001:1994 and use a matrix to cross reference. When 2000 is finalized they wil simply redo the matrix (in addition to expanding some sections such as the marketing section which addresses customer satisfaction).

Hello Rick

Ill just give you a little background to customer. We are near the end of a Change Management Project, all the useful things have been done, like restructuring, matching employees abilties with their jobs, locating new employees where necessary, defining and improving processes.

The result is a Business Management System, which is a collection of Main Business Processes. Something which i hope however painful it was to acheive will bring the company future benefits, as it is clear and relevant to the business, you can actually see the company in the System, not how the company satisifies some standard.

We are now left with the job of obtaining ISO 9000:2000. I have decided, rightly or wrongly, to produce something like a manual that tells the auditor how we are satisfying the Standard. This will be as lightweight as possible with references to the relevant sections of the Business Management System.

I will not try to force feed the staff with this manual, as for me it is being produced solely for the benefits of the auditor. In fact i see no reason for any member of staff to even know that it exists, unless it contains something that somebody should actually do.

Actually what i will probably do is divide the ISO Elements amongst the Management, and make sure that at least one person understands each element of the Standard and can answer an auditors question.

In short, we have built a system that suits the company (Not ISO) and now we have the job of telling some auditor how we satsify ISO, hence the creation of the handbook.

Regards



------------------
Andy B

Andy,

Thanks for the clarification.

If you have documented your 'Main Business Processes', you may be able to assemble them into a 'manual' with a introductory section and a cross reference matrix at the end and satisfy the ISO 900x requirement. It would save you considerable writing.

Personally, I do not subscribe to the theory that I have to provide a manual the mimics the ISO 900x standard for ease of auditing by the auditor. I have found they have no problem as long as there is a matrix. I believe Marc has extensive experience in assisting companies with ISO implementation. Maybe he will share his thoughts.

Best wish and good luck

I need an example of the information required for section 6.1, “Provision of Resources”. I am fairly new to ISO and am assisting in our conversion process from ISO 9001:1994 to ISO 9001:2000. The correspondence guide that I have refers back to section 4.1.2.2 in the old standard. Our old manual simply says:

“Continental Conveyor has identified resource requirements for management, performance of work and verification activities. The company is committed to providing the resources need to satisfy the customer’s requirements”.

We have no “related procedure” or QOP associated with section 4.1.2.2. I am assuming that the main part of this section will deal with implementing the “Customer Feedback and Complaint” form that was recently designed.

Could someone point me in the general direction I need to go in regards to section 6.1?

Any examples or links to supporting information would be greatly appreciated.

Thank You,

Jeff

When I'm working with companies on this I recommend you look at two areas. First are the global things that apply to all products and services. Second, look at the specific requirements of the individual product/service.

6.1 a) relates to the global stuff. What resources are needed for auditing, management review, preventive actions, etc. The evidence for this will predominately be found in the review.

6.1b) relates to the specifics of the particular order. This will be normally identified in the product planning stage. The evidence will be in meeting customer requirements

The whole of Clause 8 pretty much deals with the evidence of these two sub-clauses.

Added: My Apologys, Jeff, As Richard said (I failed to notice), welcome to the Cove! :bigwave:

I noticed you are the newest member. Now, of course, we will be expecting to hear much more from you as you help us learn as help you. :agree:

Hi Jeff, welcome to the cove. :bigwave:

I wouldn't worry to much about this clause. The statement that you have in your manual will pretty much cover it. Evidence of this is demonstrated by everything else being accomplished. As long as people aren't running around trying to find the things they need when the auditor is there, you will be fine. :D

Thanks to both "db" and Richard Olson for the quick replies. I will forward this information to our Quality control Manager who is also the ISO Management Representative.

Thanks Again for the welcome AND the help,

Jeff

Hi there, cce.

I'd like to add my voice to the welcome :bigwave: ( How about getting your Quality control Manager in here too?) and make an addition to the comments:

When we discuss resources I think we should look closely at Management Review: 5.6.3c, resource needs.

/Claes

Hello Andy B,

I'm also doing the QMS or QEHS Management System based on business process approach. However, it's not in complete form yet and we aim to achieve this as continual improvement.

I'm currently preparing the QEHS Manual. Do you mind to share with me on the content of your manual for Buisness Management System?

This is my thought of QEHS Manual:

QEHS Manual – 1st Tier Document

1.0 Introduction
1.1 Company
1.2 Scope of Services

2.0 QEHS Management System
2.1 QEHS Documentation
2.2 QEHS Management Principles
2.2.1 Customer-focused Organization
2.2.2 Leadership
2.2.3 Involvement of People
2.2.4 Process Approach
2.2.5 System Approach to Management
2.2.6 Continual Improvement
2.2.7 Factual Approach to Decision Making
2.2.8 Mutually Beneficial Supplier Relationship

3.0 Management Responsibility
3.1 QEHS Policy
3.2 QEHS Objectives & Targets
3.3 Responsibility, Authority & Communication
3.3.1 Appointment of Management Representative
3.3.2 QEHS Organization Structure & Responsibility
3.4 Management Review

4.0 Resource Management
5.0 Product Realization
6.0 Measurement, Analysis & Improvement


Thanks for any reply.

Dear Ms June Ang

Having a Business Manual (as Mr Andy B has done) which described what the company is doing is the better way to go. If your company has been doing business for say 200 years, the organization must be doing it right somehow.

A traditional organizations normally would have a top-down approach to people management, so if this applies to your organization, you may want to convince your MR to put in changes in HR. For example transparent appraisal, closer interaction between managment & the shop floor (or site), etc.

Hi Mr LeeJean,


"A traditional organizations normally would have a top-down approach to people management, so if this applies to your organization, you may want to convince your MR to put in changes in HR. For example transparent appraisal, closer interaction between managment & the shop floor (or site), etc."

Mind to further explain on this? Thanks.

Ms June Ang,

You asked for explanation on:
"A traditional organizations normally would have a top-down approach to people management, so if this applies to your organization, you may want to convince your MR to put in changes in HR. For example transparent appraisal, closer interaction between managment & the shop floor (or site), etc."

It has to do with employee development, involvement of people & management participation.

I am sure all organizations has an appraisal system of somekind: otherwise management won't know who to fire or to give additional bonus at the end of a business year. If appraisal is transparent, employee has a chance to improve on his performance: take appropriate training courses etc.

Normally management issue directive in the form of quarterly memo, etc. There is a sense that management does not understand the situation on the ground. By close interaction, perhaps regular walkabout, and dialogue/talks with workers, a true reflections of the actual conditions or prevailing sentiments or perceptions would appear. There maybe an upward communication channel already in place, but info may and do get misinterpretted along the way. And by getting an explanation direct from the horse's mouth, so to speak, shop floor people would be more prone to cooperate. Why else do you get prime minister's new year speech/president's state of the union address?