What are the first things that should be done. The company I work for does not need to be certified, but when a customer comes through it would be nice for them to see a professional system in place. I have the ability to dedicate 2-3 people to this task and was just wondering where to begin. Any help is greatly appreciated.

Pat1l

The first step I would say is to read and learn the requirements, and then read and understand them again. Then perform a gap analysis. The gap analysis will let you know what you need to do from there. Good luck.

Cindy

Sound advise. . . there are several "systems" that you can look to either implement or be "compliant" to. I'd suggest the ISO-9000:2000 as a starting place.

I would suggest that after you look at what quality systems there are, determine what your company NEEDS to maintain control. Select the parts of the system that FIT your company's needs and that make sense to use.

You are in a good position as you are not being required to implement a system that is dictated to you. Use common sense . . if there is such a thing.

Don't expect to be perfect from the get-go. Implement a system that works for you instead of one you have to work for. Periodic system reviews and a review of system performance and effectiveness (audits) will tell you what you need to do to improve.

Try to keep it as simple as possible without mounds of paperwork.

And welcome to the cove Pat1l :bigwave: . You came to the right place for help. Keep us informed of your progress.

Cindy

Hi Pat - Welcome to the Cove.

I agree with Cindy and Taz - start with ISO-9001:2000 and keep it simple.

Dave

I would like to add my welcome and also ask you the following:

What type of business are you in?

What type of customers do you serve?

What result would you like to achieve through implementing a management system?


These might help pinpoint down what system you should look at. Although Taz is right when saying too look first at ISO9000:2000. It is the base system and covers everything that an organization needs for simple and effective registration. :bigwave:

Welcome to the Cove PAT1L :bigwave:

You have been given a bagfull of sound advice already, but I'd like to join the welcoming committee, and add the following:

The company I work for does not need to be certified, but when a customer comes through it would be nice for them to see a professional system in place.Yes absolutley, but make certain that you create a system that fits you and your way of doing things. Besides, I'm sure you already have a system, right? You do what you do acc. to your normal procedures. They may not be documented but they have to be there, or you wouldn't be in business. Find out what you have and document what you need ( Keep it lean and simple), then start improving it.

/Claes

Welcome!!!

Fine words by my compatriates,

How much management buy-in do you have?????

Al...

PAT1L,

Welcome aboard!

You have already gotten advice from some very wise folks, all of which is good and sound. But I'd like to suggest that the very first thing I'd do if I were in your shoes is to secure a firm and public committment from Top Management showing their support for implementing an ISO 9001 compliant QMS, preferably with a reasonable deadline attached. Without this, IMO, it is likely nothing else will work well down the line. Achieving this task will require an initial outlay of time (across the board), some money, and probably doing some things differently than in the past. If Top Management is not in your corner with firm support the task is very difficult or impossible. JMO.

So far thank you for all the advice.
Mike,
There are only 2 people above me on the org chart- owner and v.p. which have both given me the task and open ended funds for this project. If it doesn't work then it might just be a payroll deduct lol. Seriously though, I cant put a price on the opinions of my customers when they come through the plant and see a highly effective and efficient system in place that is not required. The bonus would be the word of mouth opportunities that could come about from their first and continued impressions.
Sincerely,
Pat1l

So far thank you for all the advice.
Mike,
There are only 2 people above me on the org chart- owner and v.p. which have both given me the task and open ended funds for this project. If it doesn't work then it might just be a payroll deduct lol. Seriously though, I cant put a price on the opinions of my customers when they come through the plant and see a highly effective and efficient system in place that is not required. The bonus would be the word of mouth opportunities that could come about from their first and continued impressions.
Sincerely,
Pat1lWelcome to the Cove, PAT1L :bigwave:
As I see it, some simple steps for you to follow run from easiest to more complicated:

Know thyself! Are you aware of, or experienced with, ANY companies which are registered to some sort of Quality Standard? Is there anyone at one of those companies in a position to be a Mentor? Do you have any experience in conforming or complying with ANY Standard?
Value in joining ASQ. Many of us who are members on the Cove have mixed feelings about our membership in the American Society for Quality (http://www.asq.org/), but it is still the premier organization for information about quality and a source for networking via a local Section. It publishes many fine books about Quality.
Value in the company as it is. Often (suggested by Claes, among others), a company is already operating efficiently, but just doesn't have unbiased documentation (beyond its products) to assure others that good quality is according to plan, not accident. When we mention a "gap analysis," we are essentially saying to take a copy of a Standard, then go through your operation and document how your organization meets, exceeds, or falls short of, the clauses in that Standard. In the analysis, determine if your "meets or exceeds" factors are by plan or accident and the things you need to implement to bring up your "falls short" - (the long and short of analysis.) From that point on, you need only have top management agree to a written plan to continue doing the things you do which meet the Standard and to implement the things necessary to cure your shortfall and you are essentially COMPLIANT!
Next step. Follow up (audit) your operation from time to time to ensure you still follow the written plan and if not, why not. Then, whether you need to change the plan to meet the new process or the process back to meet the plan.

If all this sounds simple, it is because it is simple. The devil is in the details of satisfying outsiders to ensure your process meets or exceeds their expectations.

I hope you have a long and satisfactory relationship with us here at the Cove, PAT1L.

PAT 1 .You came tothe right place!! I´m sure.

Let me get a ride and ask the other participants if they can help me recommending any downloadable material or any place I can find more about process approach. Let me tell you my doubt. I would like to implement a QMS in Brazilian companies. I have a very good command at ISO 9001:2000 but I still have difficulties to detect and develop process on the companies I visit and further work instructions and procedures. OK ,You would recommend the ISO material available about the process approach and mapping the process butI can´t undestand the initial point to start at map processing as I relalydon´t know for sure what the process are how can I map them?
Thanks for any advice!!

Hope to hear from you soon!!

can´t undestand the initial point to start at map processing as I relalydon´t know for sure what the process are how can I map them? !!

Well I tell ya Rick in Brazil. . .I think you have 2 options if you do not know the processes; 1) Bond with someone who does and use their brain and your hands, or 2) do as Ross Perot said and roll your sleeves up and get under the hood to see what's going on.

Start with a simple hand written flow chart and walk the process. Add the steps as you go. You will have to deal with several processes, : Customer related processes, design processes, manufacturing processes, and the support processes like Calibration, Preventive and Predictive Maintenance, Document control and control of records and of course Management review.

This sounds like alot, but IF you want to know the process. . . WALK IT!

rickbrazil,

You are not alone. When we first started to switch over from QS to TS it was very difficult for all of us to adjust to the process approach. We had been doing the QS thing for so long, we had it burned in our brains that we had to address every element. Some wise person told me to think outside the box and just list our processes. From there determine and list what items feed into that process and what items go out from that process. That was our starting point. After we did just that, it progressed a bit easier.

Good luck

Cindy

Let me get a ride and ask the other participants if they can help me recommending any downloadable material or any place I can find more about process approach.

Rick,

There are also lots of examples of process maps (from very simple to very complex and detailed), with associated discussions, here on the Cove. Do a search for process maps or process approach and you will find lots of stuff, and one thread that is several pages long with lots of example process maps. Good luck!

Let me get a ride and ask the other participants if they can help me recommending any downloadable material or any place I can find more about process approach. Let me tell you my doubt. I would like to implement a QMS in Brazilian companies. I have a very good command at ISO 9001:2000 but I still have difficulties to detect and develop process on the companies I visit and further work instructions and procedures. OK ,You would recommend the ISO material available about the process approach and mapping the process butI can´t undestand the initial point to start at map processing as I relalydon´t know for sure what the process are how can I map them?

Rick

I suggest that you start by stating the “mission” (objective) or do the “elevator test” (30 seconds to explain what the organisation does / why it exists). For example, your objective may be to “develop, supply and support the most comprehensive and easy-to-use software for business process management”.

Then define the policies you follow - the intentions and principles which provide a framework and guidance for what you want to achieve and how you will operate. For example: “to establish a reputation for explaining the underlying principles clearly and simply - to identify and develop relationships with referrers and consultants who understand the approach and can promote and use the software - to produce high-class software which is easy to use and provides a practical method for an organisation to define and communicate how it works …”.

Then specify what you will do to achieve your objectives and implement these policies (ie list the operational processes). For example: “plan and organise how you work - promote the organisation - identify and contract with potential customers - develop software - install and support software - review progress and make improvements”.

You also need to ensure that you have and maintain the means to achieve the above. So your management system (and therefore your business operations) can be defined as a simple network of processes by recording:
- what you do and how you do it
- what you need to manage (resources, people, influences) to ensure that these core processes are efficient
- how you ensure that you comply with relevant standards and plans, and make improvements where possible.

Almost all organisations do the following:
- Plan and organise
- Get and do work
- Manage resources (including people)
- Review and improve.

Hope this helps.

If you don't need to be certified, I would do the follwing

1. Base is on ISO 9002 : 1994 . Good solid quality system and all the information and training tools are going to be at reduced cost.

If you don't need to be certified, I would do the follwing

1. Base is on ISO 9002 : 1994 . Good solid quality system and all the information and training tools are going to be at reduced cost.

That will give you the pieces, but it may skew the amount of documents needed to the heavy side. IMHO, ISO2K is a better model and closer to letting the business be what it actually is. Cost of materials shouldn't be the issue here.

That will give you the pieces, but it may skew the amount of documents needed to the heavy side. IMHO, ISO2K is a better model and closer to letting the business be what it actually is. Cost of materials shouldn't be the issue here.


Good points, we all have our opinions. If I was staring a quality system I would start with the 1994 standard. It is heavier with documetation but I feel the layout is more user friendly.
But in another couple of years we will be revising the ISO2K to something else..and the cycle goes on.

If I was staring a quality system I would start with the 1994 standard. It is heavier with documetation but I feel the layout is more user friendly.

I can't disagree with you there :agree1: . . . but I also have to ask the question, how many times do you want to change the culture?

I can't disagree with you there :agree1: . . . but I also have to ask the question, how many times do you want to change the culture?

Since the company does not need to be registered then the culture would only have to be changed once. If there was a chance that the company would go after registration in the future then....go with ISO2K.

To keep it straight and on-track .

Study the ISO 9001 standard in detail, for aid in implementing and interpreting the standards, you should go through ISO 9004:2000 Instructions and then start by implementing the very important 6 processes which are

4.2.3 Control of Documents
4.2.4 Control of Records
8.2.2 Internal Audits
8.3 Control of NC products
8.5.2 Corrective Action
8.5.3 Preventive Action

All very good points to PAT1L........ please be aware that ISO9001:2008 is published & the necessary training around that....... also a good point of using ISO9004:2000, this is often overlooked in the series & is very helpful.

best of luck