|
Companies, which
are already certified to ISO-9000: 1994 as well as those aiming
at certification to the new standards have to be aware of
the transition concerns.
The concerns are of two kinds:
One which relate to timeframes and
The other related to changes in approach.
Timeframe
New certifications to ISO-9001/2/3:1994 shall be allowed till December 14,2001.
However, the duration of certification shall be limited to December 14,2003 only. All
certifications awarded from January 1,2002 shall be only for ISO-9001: 2000. All
companies which are due for recertification after June 30,2001 shall be well advised
to switch to the new version as early as possible. As certification to ISO-9001: 2000
will distinguish a company from competitors having old certifications,
The earlier a company switches the better its status as a supplier, in international
contracts.
Approach
Management needs to have a fresh look
at its system of interrelated processes and
draw out clear flowcharts delineating the processes precisely.
Procedures need to be modified accordingly.
Past experience with the processes can
provide useful lessons to remove non-value-added activities.
Process owners have to be designated for
every process entrusted with the responsibility
of improving the effectiveness and efficiency of every process.
This could be in addition to their functional
responsibilities.
Process metrics have to be identified
both for efficiency and effectiveness for each process.
Targets for improvement have to be fixed for these metrics
from year to year and continuous improvement
demonstrated.
Customer satisfaction needs to be formally
measured and actions initiated to demonstrate
improvement.
The Management Representative needs to
upgrade his skills both as a change agent
and an auditor.
All internal auditors have to be upgraded
in their skills to the new standards approach.
To derive the full benefit of the approach,
the companion standard ISO-9004: 2000 may
have to be used to pursue the path of continuous improvement
using a
self-assessment methodology advocated therein.
Top management involvement may increase.
Employee training needs to be planned
and pursued more vigorously and its effectiveness
demonstrated. Many more management tools will find use.
Activity based costing systems may have
to be considered in respect of collection of
quality related costs.
Goal setting assumes new importance
Conclusion
ISO-9000 is an internationally recognised quality management
system intended to enhance customer satisfaction and to provide
the basis for continuous improvement in the performance of
the organisation. It enables global trade and commerce under
the World Trade Organisation dispensation. It is a good shield
against product liability claims. ISO-9001: 2000 is a great
leap forward in making the system more effective and efficient.
When used in companionship with ISO-9004: 2000, the organisation
can be said to be unswervingly on the path to excellence.
|
uality
management
