posted 22 April 2000 07:19 AM               

I see this as being more difficult in the future. Maybe i am over-reading the intent, but not only does Quality Policies have to be set, but you have to show that they are being followed. This leads me to assume that targets will have to be set and results/statistics measured against this target.

I actually see all this as been an aid to the hardworking ISO implementer, whoever he is, and i would advise this person to keep it in mind when he starts to build a system.

This seems to be leading almost inevitably to the the use of some form of Balanced Scorecard (and all credit to ISO for actually doing something useful if it does). The Scorecard could include perceptions from the customer, from the employees (via a simple climate survey), business results and system results.

I seriously beleive that this is a powerful tool to put in the hand of a ISO champion and generate some attention from management.

Compare these two statements placed before management;

A....None-conforming Action Reports have shown an increase of 6% over previous years with a 4% increase in Corrective Actions....
B....Customers report a 10% drop in satisfaction....

Which do you think will grab managements attention most.

My advice to any poor soul not quick enough to take a step back when volunteers were requested;

Take some time to consider what a suitable quality policy should be and how you are going to measure it. Once done it will be much more difficult for the management avoid the results.

posted 08 May 2000 07:43 PM               

quote:

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I used the following policy statement for a small business. In conjunction I used policies for some of the elements of ISO9000:1994 to make up the quality policy part of their manual. Hope this helps.
3.1 QUALITY POLICY STATEMENT
3.1.1 OBJECTIVE
It shall be the prime objective of ...

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