The arguements for QS and ISO 9K are about the same if you believe the sales talk:
Benefits during implementation
When you start the implementation process you will start to see:
* Process Improvements
As you implement the system, you have the opportunity to improve your processes. You will outline the current process, add the requirements of the standard and then optimize the process with input from the process users.
* Increased Quality Awareness
As the system is implemented, quality awareness will increase because all staff must be trained on ISO 9000, staff must be trained on processes as they are implemented and staff will have "ownership" of processes they are involved in developing and improving.
Benefits after implementation
After registration you will see:
* Market Advantages:
Surveys of registered companies show that 41% were asked by a client to obtain registration. Using a registered supplier reduces the amount of vendor audits a company must perform.
When a client requests a vendor to seek ISO registration, it can take up to 18 months or more to obtain the registration. Therefore, the vendor who is already registered has a distinct advantage. This can be used as a strong marketing tool.
ISO is becoming a requirement to do business in many markets. Registered companies currently have an advantage over their competition. As registration becomes more common, this will shift and the unregistered companies will be at a disadvantage.
* Internal advantages
Once registered, companies often find the greatest payoffs are internal as process experience continual improvement.
A survey of 100 registered firms reported the average improvement in operating margin at 5% of sales. Firms also report improvements in order turnaround time, scrap and overtime.
The Quality System has built-in systems to report on key quality indicators: Correction and Preventive Action, Internal Audits and Management Review. Management is required to take action based on this information.
These built-in systems also contribute to continual improvement by significantly reducing the reoccurrence of problems. Corrective actions issued must be addressed, the root cause determined, and action taken to prevent reoccurrence. Follow-up will make sure the action was effective.
Internal Audits will evaluate the effectiveness of the system, and identify opportunities for improvements. Nonconformities must be addressed. Internal auditors are also able to make observations and suggestions.
Management Review is a chance for management to evaluate the performance of the Quality System. information is provided from Corrective Actions, Internal Audits, Purchasing Information and Client Complaints.
The operation will run more smoothly, with fewer crises and "fires". The Quality System promotes consistency in how work is done and recorded. It helps employees learn more easily and quickly what should be done. It reduces misunderstandings with customers.
When a problem occurs, it is corrected at the root cause. It does not have to be "fixed" again next week by someone else, and next month by another person.
There is a strong Quality Culture due to the Quality System. Internal Audits, Corrective Action and Training result in "Top of Mind" awareness of the Quality System. Increased confidence in workmanship results in a more confident staff. Systems in place allow staff to address problems. Staff recognize problems as systems or process issues. Problems are solved, not blamed on someone.
