In Reply to Parent Post by damian
Sorry, I think it is that simple. All that really counts is the core process that converts the needs of customers into cash in the bank. The organization and its system should all be helping the core process to add value faster (for customers) and prevent losses sooner (for investors). I don't see how demonstrating conformity to requirements, expending energy trying to figure out what clauses or requirements mean to satisfy a certification body, or working to achieve local optimization via a "process approach," in any way shape or form adds value.
This is an arguement I and many others have made for years - Nothing new here. ISO 9001 is basically just good business practices that most companies already have 'implemented' in some fashion. Most have some form of customer satisfaction barometer even if it's not a documented system, for example.
To deviate from Dave's path, The question becomes: Why is there an ISO 9001?
Why is it you believe ISO 9001 exists and continues to thrive (in my opinion it's doing quite well in world wide acceptance)?