Financial benefits of ISO 9001 or other certified quality systems

D

David Hartman

#11
Gary L. Phillips said:
Ya know if a company went through all of the hair and teeth pulling to implement a compliant QMS system-along with all the financial and human resourses required to complete the task; why in the world wouldn't they seek registration????????

Because by the time they are at that point, the additional cost associated with contracting with a registrar is small potatoes. I think that those who self declare most likely would not pass a registration assessement. :cool:
The cost of registration is not small potatoes by any means especially when you consider that you're having to make a long term commitment to continue to pay for the "continuing assessments" and every three years you have to pay for a new certificate, etc.

Additionally, with the high amount of variation in ISO auditors that has been discussed in this thread what value have you gained from receiving their stamp of approval? Some will approve almost anyone, and others add their own (non-value added) "requirements" before they give you their approval.

So yes, you can implement an ISO-based quality program so that your organization can gain from the financial benefits of a defined and improvable quality program (and many companies have done this); but you may question the value (especially in today's economy) of paying for the registration process. Why not reap the benefits, without the added cost? Unless you have customer's that are driving the registration process - then the threatened loss of business may make registration a value. :bigwave:
 
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Gary L. Phillips - 2007

#12
Of course, there is an added cost for registration; however, considering all the cost that normally is spent developing and implementing a system (most companies do not really understand how much it does cost to implement and maintain a compliant system), it isn't that much more.

If I worked for a company and was asked to implement an ISO XXX system but was told that the organization did not want to seek registration, I would get them on the road with the appropriate training, etc and then I might be looking for another employment possibility.

It is hard enough to manage an implementation project -poking and prodding people all along the way- when they know that the senior corporate officials have deemed this to be a high priority inititive, and that heads will roll if they are not successful. I do not think I would want to put my organizational future on the line in an attempt to get a system built in a firm where everyone knows that there will never, ever be an outside group that has to make the definitive decission as to whether or not we actually are indeed compliant.

Addressing the registration auditor issue, the IAF has made great strides in getting all registrar bodies calibrated to singular thinking and damanding that the auditors within a registrar's organization is also, in order to preclude the auditor differences in interpretation of the standard(s). The interpretation question is really only concerning a very few sub and sub-sub clauses, anyway. Nearly every assessor I know of today uses a pretty good set of consistent interpretations with the 9K:2K standard, which if an organization shows that their method (in these 'grey'areas) works best for them the assessors usually will accept that.

Now there are some auditors in the registration process that simply put,should have never been an auditor in the first place, and I would be the first to say that they do nothing but create problems for everyone else. ****can 'em !
This goes double for registrars who are willing -and allowing their assessors- to turn a blind eye to systemic problems and still issue certifications or maintain the certification of organizations who are mavericks. I do not think there is a need to give names. A lot of us know who they are. I think that the RAB here in the U. S. should do more to address the issue of poor assessment preformance of those in the registration business...my opinion. Of course, the RAB probably takes feedback from the registrar's client(s) to determine which registrar to monitor more closely, and what company in their right mind would drop the dime on their registrar who has been sooo good and eeeasy on them! If it were my company, with that attitude, I'd go somewhere else, 'cause they are not wanting to improve or change (read: enhance) their business posture or marketshare. :cool:
 

RoxaneB

Super Moderator
Super Moderator
#13
Amusingly enough, during my big annual huge honkin' Business Management System review a few days ago, a topic almost similar to this thread came up.

Our company went for ISO 9002:1994 because we told to do so by our former President, whose background was Sales. Thankfully, when the system was implemented (prior to my arrival), it was done hand-in-hand with the Management System developed by our Brasillian parent company. What was developed, was a Management System of which ISO 9002 was a component...not the other way around. We attained our registration to ISO 9002:1994.

Recently, we successfully transitioned to ISO 9001:2000. Discussions with our Customers show that being registered is not necessarily a requirement of theirs. They bought from us because we were the best. Quality products and service in a niche market.

The proper implementation of the Management System is what saved us. Compliance to the requirements, adherence to what we were taught from South America, and the discpline to carry to forward every day is what has made us one of the few profitable plants in our family. ISO 9000 is just a tool within our Management System...it is not the be-all-and-end-all of it.
 
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