posted 10 October 2000 08:56 AM               

Your core competences (see www.hq.nasa.gov/office/hqlibrary/ppm/ppm25.htm and http://instruction.bus.wisc.edu/mcarpenter/READINGS/corecomp.html )

> Core competence - the idea that a company can succeed without a
> structural competitive advantage by becoming the best at a few key
> skills or in a few knowledge areas - has enjoyed enormous popularity
> over the past 6 years. But despite all the attention this concept has
> received, its tangible impact on corporate performance has been mixed
> at best. To address the need for a more rigorous approach, an article
> proposes a clear definition of what a core competence is (and is not),
> and suggests how an executive in pursuit of a competence-led strategy
> is likely to prove worthwhile. It outlines 3 distinct paths to
> developing a competence - evolution, incubation, and acquisition...

are your 'specialties'. Processes related to your core competence are your realization of product. If your Core Competence is design and manufacture of electronic circuits, all the processes involved are the foundation. Realization of product (core competence) is through a series of processes. If I understand the question correctly, I do not see how you can separate them.

posted 10 October 2000 08:15 PM               

My thoughts are that you should forget about structuring your system just to match the format of ISO9K:2K (though it is much better than ISO9K:1994) and just document the way you do business now, then match what you have documented with the requirements of ISO in a matrix (probably with some explanation), then fill in the gaps (we have to add quite a bit for customer contact and satisfaction).

posted 16 October 2000 06:41 AM               

quote:

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Originally posted by Paes Mendes:

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