Clause 8.5 Continual Improvement - What is intended by the standard?

A

amanbhai

#1
I have audited Continual improvement clause of ISO 9001 last week. Auditee has shown the machines, equipment, new office building etc.
Now, my question is, is this what is intended by the standard? Shall I be contended?
or shall i strictly follow the course of the standard like improvement through QP, QO, audit results, analysis of data, CPAs and MRs?
I am thanking in advance for your valueable posts/ feedbacks!
:thanks:
 
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P

Polly Pure Bread

#2
Re: Clause 8.5 Continual improvement

Look for the established and implemented process improvements.
 

Stijloor

Staff member
Super Moderator
#3
Re: Clause 8.5 Continual improvement

I have audited Continual improvement clause of ISO 9001 last week. Auditee has shown the machines, equipment, new office building etc.
Now, my question is, is this what is intended by the standard? Shall I be contended?
or shall i strictly follow the course of the standard like improvement through QP, QO, audit results, analysis of data, CPAs and MRs?
I am thanking in advance for your valueable posts/ feedbacks!
:thanks:
Continual improvement is demonstrated by improvement in performance measurement trends. The organization decides what processes it deploys to make that happen.

Stijloor.
 

qusys

Trusted Information Resource
#4
Re: Clause 8.5 Continual improvement

I have audited Continual improvement clause of ISO 9001 last week. Auditee has shown the machines, equipment, new office building etc.
Now, my question is, is this what is intended by the standard? Shall I be contended?
or shall i strictly follow the course of the standard like improvement through QP, QO, audit results, analysis of data, CPAs and MRs?
I am thanking in advance for your valueable posts/ feedbacks!
:thanks:
Generally speaking the organization should have a process in place for continual improvement ( for example PDCA).
You could also have important feedbacks by auditing mgmt review process: continual improvement process is directly linked with quality policy and objectives as well as tohe other input of that process.
You could also check projects on going in the organization to improve QMS .
 
D

DrM2u

#7
I have audited Continual improvement clause of ISO 9001 last week. Auditee has shown the machines, equipment, new office building etc.
Now, my question is, is this what is intended by the standard? Shall I be contended?
or shall i strictly follow the course of the standard like improvement through QP, QO, audit results, analysis of data, CPAs and MRs?
I am thanking in advance for your valueable posts/ feedbacks!
:thanks:
These are not sanctioned interpretations, just my interpretation...

The intent of the standard is to establish requirements and guidelines for an (any) organization to define its processes (and their interactions), monitor their performance, control them, and improve their effectiveness and efficiency with the goal of meeting customers' requirements and continually improving. It is taught in colleges as Management 101. :)

Here is my position on improvement:
1. A for-profit organization is in business to make money and be profitable. One indicator of over-all improvement can be the positive changes in financial metrics (gross sales, profit %, etc). Now this can be broken down to process and sub-process level goals and objectives that support company's mission (to make money) and the related metrics for each goal/objective. A review of these should give you a good evaluation if the QMS is effective for the organization. Keep in mind the over-all picture though; localized improvement does not automatically translate in over-all improvement. For example, just because the gross sales have grown 20% does not mean that the company has the capacity or capability to satisfy the new commitments; hence the overall impact in negative.
2. Equipment, machines & buildings are part of the company's resources, therefore part of the processes. Improving or expanding resources could increase organization's ability to grow or meet requirements. These are indeed acceptable examples of improvements but only as long as they have a positive impact in the overall picture. Otherwise, they are nothing but money sitting around doing nothing (a.k.a. waste).
3. A curve-ball (or food for thought, if you wish): any action taken by an organization is an improvement action unless it is purposely detrimental (sabotage). In other words, it does not matter if it is a corrective action, preventive action, improvement idea or anything else along these lines. Classifying the origin of the actions is just a waste of time and a futile and confusing exercise. Therefore any evidence of actions taken by the organization with positive results can constitute continual improvement. Again, I suggest looking at the overall picture instead of localized improvements. You can have the most efficient and effective receiving process in the world but the company can still shut down if it does not make money.

Ant thoughts on this?
 
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