Benchmarking and Success Rate Survey (ROI) from ISO 9001 Implementation

We Implemented ISO 9001 and our ROI (Return On Investment) Results were:

  • :) We saw measureable positive ROI and have numbers as proof.

    Votes: 0 0.0%
  • :) We believe there was a positive ROI based on anecdotal 'evidence'.

    Votes: 0 0.0%
  • We could not find a way to measure ROI but we tried.

    Votes: 0 0.0%

  • Total voters
    5
Y
#1
Hi there,

I am trying to get someone convince about the success stories, success rate, improvement done, benchmarking etc after implementing quality manageemnt system such as ISO9001, QS9000 or TS16949.

Where can I get those survey data (if any) ? I need to prove them what is the success rate in the world and the region on implementing these systems.
 
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Marc

Hunkered Down for the Duration
Staff member
Admin
#2
An oldie, but - Any takers? This comes up now and again. Any pointers to DATA?
 

Wes Bucey

Quite Involved in Discussions
#3
Marc said:
An oldie, but - Any takers? This comes up now and again. Any pointers to DATA?
Rather difficult to give data pointers when ISO WON'T tell us how many registrations there are in 2003.

Am I the only one who is amazed by the scarcity of data about ISO registration?
 

Marc

Hunkered Down for the Duration
Staff member
Admin
#4
I was really looking more at stories from companies rather than ISO aggregate data. Surely some folks here have seen measureable improvement they can share. Maybe not!
 

The Taz!

Quite Involved in Discussions
#5
Marc said:
I was really looking more at stories from companies rather than ISO aggregate data. Surely some folks here have seen measureable improvement they can share. Maybe not!
Good thing this wasn't a QS poll. . .you'd have less takers. . . :lmao:
 

RoxaneB

Super Moderator
Super Moderator
#6
It's difficult for me to answer this one. When I started at this company 4 years ago, the very thought of a Quality Manual would get me excited. The company was ISO 9002 registered and had, in its mind, started well on its way to implementing our company's management technology (the foundation to our Management System).

Four years have passed and, to be honest, I would be quite happy to take my ISO 9001:2000 certificate and rip it up...except that some Customers apparently still want us to keep it. If we did not have ISO 9001, we would still have our Annual Action Plans (improvement projects), Key Indicators, calibrated equipment, documentation and standard processes.

The one benefit to ISO that our management technology does not appear to address is control. It ensures that all of us are using the same version, the approved the version. I guess that in itself could be considered ROI...so that we're all using the proper version of the tools. :)

It's funny, though...how not too long ago, I sat back and realized that I no longer get excited about Quality Manuals like I used to. The thought of not meeting a 'shall' directly, no longer phases me. I want good tools for our company, useful and beneficial. I want tools that will help the guys on the line to make a product that meets all requirements...Customers, Employees, regulatory, Environment, Safety, Community, Suppliers and even the Shareholders. Now it's Management Systems that get me all fired up. Ahhh...professional growth and development... :eek:
 
R

Rob Nix

#7
Roxane,

I could not have said it better! I could not vote (even to say "I'm staying out of this one"), because none of the choices precisely describe my situation.

All,

We have made many measureable improvements, at every place I've worked (that have been registered to one standard or another). One example is: performing field R&M studies. We began a program to send technicians to customer sites (where our equipment was sold) and monitored and recorded every instance of down time (with reasons) for one or two weeks straight. We did it because we were attempting to be registered to QS/TE, and it stated that we must collect "field service" data and perform "R&M predictions". However, the practice made good business sense, and we may have done it anyway. Certainly, ISO (QS or TE) was a motivating factor.

Other practices cited in the standards, but that we would do anyway, are similar to Roxane's (improvement projects, performance measures, document control, calibration, etc.).

The standards DO force a framework that helps you consider all of those sensible business practices, some of which you might neglect otherwise, so I guess that's a good point.

So I guess I don't know what to think, therefore I don't know what poll option to choose. It's like a company that changes its name and the next three years sees growth in sales, profitability, and/or efficiency. What proportion of that improvement is due solely to the name change? Or were there other strategic plans enacted around the same time that also contributed? Every company looks to improve. One choice may be to get ISO registered. But other improvements are being worked on simultaneously, many intersect and interact with ISO initiatives. How do you know what ROI goes with what?

I've gone on long enough. I'll stop here.
 

RoxaneB

Super Moderator
Super Moderator
#8
Rob Nix said:
But other improvements are being worked on simultaneously, many intersect and interact with ISO initiatives. How do you know what ROI goes with what?
Good point! :agree1: I am repeatedly told by people that nothing in the real world is strictly black or white, right or wrong, left or right. To say that it was ISO or not ISO is, in my mind, too restrictive. Maybe it was change in the company culture when a new leader was brought in. Maybe it was the proverbial lightbulb going on when everyone finally "got" ISO. Maybe it was the new Standard, if folks found the old one confusing. It could be new software, new hardware, a new Management Representative.

It can be any combination or permutation of so many variables...that to simply say ISO 9001:2000 had a direct measurable ROI seems almost arrogant.

Of course, there are some measureables for it....perhaps a new Customer who would not have dealt with the organization were it not for the piece of paper on the wall.

But how do you measure Customer satisfaction in $? Cynic that I am becoming, they buy from an organization who simply provides them with the best gifts for their golf tournament.

How do you measure the benefits of audits in $? Calibrated equipment? Micrometers identified with unique ID numbers? Employee happiness with a hopefully effective and efficient system?

Rob Nix said:
I've gone on long enough. I'll stop here.
That's okay...I don't mind sharing my soapbox with you. :)
 
J

jcbodie

#9
Wes Bucey said:
Rather difficult to give data pointers when ISO WON'T tell us how many registrations there are in 2003.

Am I the only one who is amazed by the scarcity of data about ISO registration?

I posted a similar question in a different thread recently. I thought it odd that we are over halfway through 2004 and yet no information on the 13th Cycle report from ISO. The only person to respond was Mr Vianna, who indicated he didn't think the information was "late".
 

Wes Bucey

Quite Involved in Discussions
#10
jcbodie said:
I posted a similar question in a different thread recently. I thought it odd that we are over halfway through 2004 and yet no information on the 13th Cycle report from ISO. The only person to respond was Mr Vianna, who indicated he didn't think the information was "late".
Sarbannes-Oxley Act requires posting results within 75 days of close of fiscal year for public companies, down from 90 days and soon to go even further down to 60 days. ISO, of course, is not subject to S-O.
 
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