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Author Topic:   Transition Report
Marc Smith
Cheech Wizard

Posts: 4119
From:West Chester, OH, USA

posted 22 November 2000 05:39 PM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
From the ListServe:

From: ISO 9000 Standards Discussion
Date: Fri, 27 Oct 2000 13:36:02 -0500
Subject: Re: Seamless transition 9K2K /Green

From: Joseph & Susan Green

Dear list members,
(this is a long one, but someone needs to get this stuff started)

The following is intended to spark discussion on the transition process from ISO 9000, 1994 to ISO 9001:2000.

The method I propose using is to list the actions taken by our organization beginning in January 1988 and leading to our present condition which is compliant to 9K2K.

I suggest that my comments concerning "strategy", "actions", and
"costs" can be assessed, and therefore identify:

"other options"
"better ideas"
"potential failures"
"opportunities for improvement"

This is not an exercise looking for "atta-boys" nor is it the ramblings of a senior citizen. Just the reality of what happened.

Journey to transition for an:
ISO 9002, 1994, "Supplier of value added metal finishing services to customer supplied product", 52 person organization, 24 years in business.

1) awareness:
January 1988, we became aware of significant potential revisions planned for the ISO family. How did we become aware? (Quality Digest)

2) decision:
ISO 9000 conference to be held in Atlanta. Kinda expensive; but, where else can we get first hand information? (Trip cost for one person, from Illinois to Atlanta by air, and four days at conference $1,460 +/- 100)

3) conference:
Selected every presenter who appeared to address revisions, and every keynote or general session that discussed revisions, then threw in two extra sessions on corrective/preventive action and auditing. (purchased CD1 at a cost of $38.00)

4) assess impact
Immediately after the conference an assessment of our current
status with regard to the following issues:
a) Scope of QMS
b) Quality Policy
c) Objectives
d) Legal and Regulatory requirements, including OSHA & EPA
e) "Process Measurements"
f) Customer satisfaction measurement
g) Employee competency
h) Employee competency criteria
i) Internal communication (awareness)
j) Corrective action
k) Preventive action
l) Internal audit effectiveness
m) Management review content (input and output)

5) report:
A post conference report was prepared for the company president. Weakness was identified in all the areas noted in a) through m) above. The report contained a recommendation to remain ISO 9000 rather than seek compliance to QS 9000. (our organization is Tier III and works for a wide variety of manufacturing disciplines.)
(cost of report = 28 hours @ $28.00/hr = $784.00)

6) review (President)
The president of our organization reviewed the report, including the assessment of what needed to be done. There was an immediate mandate to take whatever action was necessary to improve our current system in harmony with the draft status potential changes. (4 hour meeting, Saturday morning = cost "Priceless")

7. resources
Purchased the only book (then available from ASQ) on customer satisfaction measurement. Read and adapted some ideas and strategies that might work for our small business.

(April 99)
Attended ASQ/AICE (Agricultural Implement Construction Equipment) quality conference...(cost $495.00, for three days, no travel needed) sessions:
a) Mistake proofing
b) Cost of Quality
c) Six Sigma (John Galvin, address)
d) Debate (ISO vs. QS)

Monitored ASQ "Quality Progress" for any articles applicable to ISO revisions, and related identified weaknesses from the list in #4 a) through m). (cost ?? on-going responsibility)

7.) actions (from #4 above)
a) Scope already stated accurately and justification was present in the quality manual (9002)

b) Quality policy reviewed and found satisfactory

c) Objectives major weakness (especially at "all levels") resolved with several identified measurements to be applied to "natural teams" in areas from production, sales, accounting and traffic.

d) Legal/Regulatory major weakness (waste water, permits, tax #s, OSHA, Fire Extinguishers, Emergency Response, Right to Know, Solid waste, Sewer back flow, and more. resolved with "legal/regulatory" matrix. Gathered all documents and applied controls and appropriate responsibility & authority.
NOTE: (we over reacted to this "legal" stuff, but it has been one of the best efforts to come from transition)

e) "Process Measurements" QMS process measurement was solved by actions taken to address "Objectives" (see c. above). Product process measurements were reviewed and several major improvements were implemented with regard to "powder coat process", and our waste stream "characteristics", Zinc, Copper, BOD, Fog etc.

f) Cust. Satisfaction Measurement Several attempts at "questionnaires" carried by our sales reps failed. Finally an assigned individual spends 12 hours per week calling, followed by fax survey, to obtain customer feedback. (Cost $18.00/hr x 12 x 52 = $11,232.00) (Return on investment "Priceless")

g) Employee competency was reviewed and found acceptable, mainly because "criteria" was weak.

h) Competency criteria weakness was corrected by the implementation of improved participation in the job review process, by which job description, pier input, and changing conditions are included to collect and retain data concerning what criteria would a replacement need to duplicate the individual's actual job performance.

i) Internal communication a serious weakness existed; however, actions taken to implement "natural teams" / objectives reduction of "nonessential work" and monthly "lessons learned by team" lead to trend graphs by teams, and eventually the teams began setting most of their own goals.

j) Corrective action reviewed and found satisfactory.

k) Preventive action very weak, but discovered that the transition plan and actions were infact leading to hundreds of value added "preventive actions"

l) Internal audit weakness in analysis of data identified.
resolved by strategic change.
1) Fewer "noncompliance's"
2) More observations and concerns
3) Input from audit on improvement ideas
4) Delayed audit report only after analysis
5) Fewer audits
6) Improved planning and reporting

m) Management review weakness identified, mostly in outputs.
Strategy to resolve problem:
1) Fewer reviews
2) Improved simplified input condensed
3) Suggestions for outputs
4) Justifications for outputs
The jury is still out on whether this strategy will work.

Errors made along the way:

Thought major revisions to our systems documentation would have to be made. (Wrong) actual was just review and "tweak". Most documentation was new, and should have been there all along.

Proactive Customer Satisfaction:
Introduced a poorly planned data collection method, with no real idea of what we would do with the information. This lead to internal apathy, and potentially unimpressed customer's.

Objectives at all levels:
System of "nonessential work measurement" was so good when combined with "lessons learned", we thought the natural teams could set their own new objectives as a team. (wrong) They had never been trained in how to set goals (specific, consistent with policy, achievable and peopled). This training issue was corrected, and helped to a minor degree. Actual improvement came when a joint team and supervisory effort was made to set goals based on the "nonessential work trend" and "lessons learned". facts from previous months actual performance.

Internal audits
Our internal audits previous methods of issue of "noncompliance's" followed by weak "corrective action" and "rubber stamp" follow-up verification had put a big dent in Internal Audit Effectiveness. This can only be corrected over time and application of the strategy defined in #7, l) above.

Cost of transition:
ISO Conferences (2) 1998 & 99 $2,800.00 +/- $200
AICE Conferences (2) 97 & 98 $ 850.00 +/- $ 50
Conference Hours (1 attendee) 112 Hrs
CD1, CD2, FDIS, DIS (various costs) $240.00 +/- $30
CSM Book $ 68.00
Auditor handbook $ 48.00
CQM handbook $ 78.00
3 Books on revisions (ASQ) $ 95.00
Hours planning and implementing (mgt) 520 Hrs (2 years, 1 person)
Hours implementing (internal staff) 104 Hrs (2 years, 52 persons)

Total Dollars (resources) $5,000.00 +/- $300
Total Hours 736 (avg. $23/hr = $16,928)

(my reported actual dollars are higher than reality, because much of the transition implementation was accomplished during already budgeted cost time.)

Respectfully submitted for your review, analysis and comment.

Joseph W. Green

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