Make ISO 9001 the Servant, not the Master
OVERVIEW
Compliance with ISO 9001 is merely the first step in the
realization of its full potential. Compliance alone provides substantial
protection against poor quality, and this protection is then often taken for
granted. Poor quality is, however, only one of the Toyota production system's
Seven Wastes. The other six can often be far more costly and, as they are built
into the system, they are present 100 percent of the time. Use of the standard
as a starting foundation, rather than a final objective or destination, with
which to address these wastes enables organizations to realize enormous cost
reductions, shorter cycle times, and other advantages that deliver world-class
performance.
Attendees will also learn Henry Ford's four key performance
indicators (KPIs). All seven of the TPS's Seven Wastes can be expressed in
terms of these KPIs, which are easy for everybody in the organization to
understand and apply. This makes the shop floor, and also the organization's
relevant interested parties, abundant sources of recommendations for continual
improvement.
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| Compliance with ISO 9001 |
WHY SHOULD YOU ATTEND
Some ISO 9001 users regard the standard as something with which
they "have to comply" to get a certificate to keep their customers happy.
If this is your organization's perception, you will learn how ISO 9001's
existing service may be taken for granted. That is, the organization does not
recognize the relationship between the ISO 9001-compliant system and poor
quality that doesn't happen, much as people often don't recognize the
relationship between long-forgotten childhood vaccines and the diseases they
don't get. If, on the other hand, the organization already recognizes the
standard's real value, this webinar will equip attendees to get even more out
of it.
ISO 9001's original focus was on the prevention of poor quality,
and this is still its principal albeit not its exclusive focus. Most of
the money—the contribution to the bottom line—usually resides, however, among
the TPS's other six wastes, which can be present in the supply chain as well as
the organization itself. Frank Gilbreth proved (as but one example) that brick
laying, as people practiced it for thousands of years, wasted 64 percent of the
workers' labor. Jobs can be equally wasteful of cycle time, materials, and
energy, and ISO 9001 realizes its true potential when organizations use it to
remove these wastes and then, through standardization, make the gains
permanent.
ISO 9001 webinar attendees will receive a pdf copy of the
presentation slides, and also accompanying notes and references that expand on
the presentation itself.
AREAS COVERED
- ISO 9001 should be the organization's servant rather
than its master. It may already be serving, in fact, by preventing quality
problems whose absence the organization takes for granted. Organizations
that seek to exceed its requirements, however, realize enormous bottom
line benefits.
- The biggest risks often relate not to what we do wrong
(poor quality) but rather to what we don't do right; that is, risks of
omission.
- Wastes, other than those related to poor quality, are
usually asymptomatic; they do little or nothing to announce their
presence. They are often more costly than poor quality and, as they are
built into the system, their occurrence rate is 100 percent. We can also
rarely be sure we have eliminated all the waste.
- Henry Ford's four KPIs—waste of the time of things,
waste of the time of people, waste of materials, and waste of energy—can
force most wastes in the workplace, and even in the supply chain, to
become visible. All seven TPS wastes can be expressed in the form of these
KPIs, and note also the relationship between the last two and ISO 14001
and ISO 50001.
- Shingo process maps were designed originally to support
lean manufacturing or service projects, but they are suited ideally to
become data-driven process documentation. That is, they not only document
the process in supplier, inputs, process, outputs, customer (SIPOC)
form—this supports ISO 9001's process approach—they also force wastes of
time, materials, and energy into the open to drive continual improvement.
WHO WILL BENEFIT
Manufacturing, service, and quality managers and professionals
with ISO 9001 responsibilities. Executives also may benefit from information on
how to get the most, in terms of bottom line results, from the standard.
LEARNING OBJECTIVES
ISO 9001 becomes the organization's valuable servant rather than
its onerous master when the organization goes beyond the basic requirements to
identify and exploit opportunities that the standard does not define
explicitly. These relate particularly to the Toyota production system's wastes,
and wastes that are often built into the supply chain.
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