The  Moorhill  Monitor
 * Volume 12 / Issue 1 / Date 1st Quarter 2003 *
 
ISO 9001 - ISO 14001 - AS 9100 - TL 9000 - QS 9000

In this Issue:
[Update on ISO 19011:2002] [Does Management Care About Quality] [Nail In The Fence]

[Quality News] [The Eight Quality Management Principles of ISO 9001:2000]


Moorhill International Group, Inc.
Fostering International Relations Through Commerce


Providing sound implementation strategies for 2002
Offering extensive training / auditing services
Integrating TL 9000 and/or AS 9100 systems


Assisting with on-site baseline assessments
Reviewing existing documentation
Inspiring company-wide adoption methods


1. Update on ISO 19011:2002!


 

Date Posted October 25, 2002

ISO Combines Quality and Environmental Standards

10/25/02 - The International Organization for Standardization has developed an updated joint auditing standard for its quality and environmental management systems.

 

ISO 19011:2002, Guidelines for quality and/or environmental management systems, is intended for organizations desiring to better integrate the two standards. According to ISO, the standard allows cost savings and less disruption of work units being audited through a single audit of both systems.

 

Both families of standards emphasize the importance of audits as a management tool for monitoring and verifying the effective implementation of an organization's policy for quality and environmental management.

 

ISO 19011 provides guidance on the conduct of internal or external quality and/or environmental management system audits and on the management of audit programs. ISO recommends the standard to auditors and organizations involved in auditor certification or training, certification/registration of management systems, and accreditation or standardization in the area of conformity assessment.

 

ISO 19011 was developed by a joint working group of ISO technical committee 176, Quality management and quality assurance, and ISO/TC, Environmental management. It costs about $75 and is available from ISO national member institutes, a complete list of which can be found at www.iso.org.

 

 

Source: ISO, 10/02

 

2. Does Management Care About Quality?

 In our last poll, nearly 70 percent of respondents indicated that the reason why U.S. automotive quality lags behind that of the Japanese and German automakers is a failure of management to implement/support quality programs.

 

This week's poll asks: Why do you think management has failed to implement/support quality programs? Here are the results so far:

 

--28% Management believes it is cheaper to fix problems than invest in long-term quality solutions.

--28% Management believes quality programs don't have big enough impact on bottom line.

--22% Management is not trained in quality.

--6% Management has no interest in quality programs.

--6% Management is jaded by past quality program failures.

--3% Management believes quality programs are all fluff and no substance.

--3% I don't believe management is the problem.

--1% Management lacks budget to implement quality programs.

--0% Management lacks time to invest in quality programs.

 

To register your response, visit the poll module on the http://www.InsideQuality.com

  

Source: Inside Quality, 10/02

   

3. Nail In The Fence!

There once was a little boy who had a bad temper. His Father gave him a bag of nails and told him that every time he lost his temper, he must hammer a nail into the back of the fence. The first day the boy had driven 37 nails into the fence. Over the next few weeks, as he learned
to control his anger, the number of nails hammered daily gradually dwindled down. He discovered it was easier to hold his temper than to drive those nails into the fence. Finally the day came when the boy didn't lose his temper at all.

He told his father about it and the father suggested that the boy now pull out one nail for each day that he was able to hold his temper. The days passed and the young boy was finally able to
tell his father that all the nails were gone.

The father took his son by the hand and led him to the fence. He said, "You have done well, my son, but look at the holes in the fence. The fence will never be the same. When you say things in
anger, they leave a scar just like this one. You can put a knife in a man and draw it out. It won't matter how many times you say I'm sorry, the wound is still there.

A verbal wound is as bad as a physical one. Friends are very rare jewels, indeed. They make you smile and encourage you to succeed. They lend an ear, they share words of praise and they always want to open their hearts to us."

 

Source: A Friend , 10/02

4. Quality News!


 

ISO Central Secretariat Achieves ISO 9001:2000 Certification

The Central Secretariat of the International Organization for Standardization in Geneva, Switzerland, has become the first standardization body to achieve full-site certification of conformity to the ISO 9001:2000 quality management standard.

 

"The best reason for implementing ISO 9000 is to improve the efficiency and effectiveness of the organization's business processes" says Christian J. Favre, acting secretary general of ISO. "For us, it's a means to display a vote of confidence in the revised standard and a tribute to the hundreds of experts who worked so hard to develop it.

 

 

ISO Names Acting Secretary-General

Christian J. Favre has been appointed Acting Secretary-General of the International Organization for Standardization.

 

Favre's appointment follows the death of ISO Secretary-General Lawrence D. Eicher. Based at the ISO Central Secretariat in Geneva, Favre will function as CEO, responsible for the orderly conduct of technical, organizational and financial matters.

 

Submitted: ISO, 10/02 

5. The Eight Quality Management Principles of ISO 9001:2000!

 

Principle 1 - Customer-Focused Organization

Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations.

Key Benefits:

· Increased revenues and market shares obtained through flexible and fast responses to market opportunities.

· Improved customer loyalty leading to repeat business and referrals

 

Principle 2 - Leadership

Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives.

Key Benefits:

· People will understand and be motivated towards the organization’s goals and objectives

· Activities are evaluated, aligned and implemented in a unified way

· Leading by example thereby enabling continual improvement

 

Principle 3 - Involvement of People

People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit.

Key Benefits:

· Motivated, committed and involved people

· People feel accountable for their own performance

· People eager to participate and contribute to continual improvement

 

Principle 4 - Process Approach

A desired result is achieved more efficiently when related resources and activities are managed as a process.

Key Benefits:

· Ability to lower costs and shorten cycle times through effective use of resources

· Improved, consistent and predictable results

· Allows improvement opportunities to be focused and prioritized.

 

Principle 5 — System Approach to Management

Identifying, understanding and managing a system of interrelated processes for a given objective improves the organization’s effectiveness and efficiency.

Key Benefits:

· Alignment of the processes which will best achieve the desired results

· The ability to focus effort on the processes that matter

· Provides confidence to key interested parties of the effectiveness and efficiency of the organization

 

Principle 6 — Continual Improvement

Continual improvement should be a permanent objective of the organization.

Key Benefits:

· Increased competitive advantage through improved organizational capabilities

· Flexibility to react quickly to opportunities

 

Principle 7 - Factual approach to decision making

Effective decisions are based on the analysis of data and information

Key Benefits:

· Informed decisions

· An ability to demonstrate the effectiveness of past decisions through reference to factual histories

· Ability to review, challenge and change opinions and decisions.

 

Principle 8 - Mutually beneficial supplier relationships

An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value

Key Benefits:

· Increased ability to create value for both parties

· Flexibility and speed of agreed joint responses to changing markets

· Optimization of costs and resources.

 Source: ISO, Geneva, CH, 01/02

 


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