posted 29 March 2000 09:29 AM               

Typically, it does not.

Seriously, ISO/QS9000 quality models are just a base for a management system. Remember, the title of ISO 9001/2:

posted 29 March 2000 01:20 PM               

Your distinction between a System and a Model for a System is well taken.

In another forum, an individual was looking for advice about starting a Quality System from scratch. Some of the respondents to the request recommended the ISO standard as a starting point. I would agree that the Standard can help to assist a person in the setup of a system, but much more is needed.

TQM is a management philosophy and more. The quality tools present in this philosophy help to steer an organization to success. It has a profound impact on the culture of an organization when implemented. ISO as the model does not (and perhaps the reason why so many organizations are dumbfounded at the lack of results after registration). The elements give basic skeletal requiments, suggestions external in nature. TQM is intrinsic. Still, the two can live in harmony in an organization, and offer balance to business and quality initiatives.

Back to the group.....

Regards,

posted 30 March 2000 05:14 AM               

At one point they state that an Organisational Life Model is made up of three parts;

1. Systems Processes and Procedures
2. Task
3. Human Processes

Now i am currently struggling with a company that has some problems to implement their well thought out processes. Basically they are all over the place on the subject 'Task'. They dont know what lies in the future for the company and even why it exists (Strange but true).
As far as human processes are concerned the vagaries of their particular industry group means that they have no contact or experience with Teamwork, Process Improvement, Conflict Resolution. etc

The moral is that working on systems or processes themselves has just a 33% chance of success.

The link to this post is that ISO concentrates very much on the Systems part, whilst TQM is likely to also contain some element of human processes. Interesting without due focus given to the task neither approach is likely to be successful.

Does all of this have a real-life application? For myself i will probably not look at more ISO projects unless their is a financial commitment to addressing the human process element (ie a budget for Teamwork Training). Additionally i would caution a company from using ISO as a way of 'finding lost direction' (as some companies clearly do). They and their staff should be very clear on why they exist and where they are going before they attempt to address their systems side.

Regards

posted 31 March 2000 09:15 AM               

Thanks for the tip on the book. I'll have to add that to my growing list.

The 33% is probably a bunch higher than it actually is. Systems have interdependent subsystems. If any one of the subsystems is malfunctioning, the impact can cause total failure. If one is totally missing, then failure is eminent. I think your approach to your clientel is a wise one.

Regards,