ISO 9001:2008 Published

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Performance Improvement Solutions for Your Business Needs December 2008
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Greetings!

Welcome to Sustaining Edge Solutions E- Newsletter

Our newsletters provide guidance on operational and quality systems ISO 9001, AS9100, ISO/TS 16949, TL 9000, ISO 13485, ISO 14001, and others. This includes process improvement methods Six Sigma, Lean Enterprise, and other topics of interest to our readers.

If you have any questions about the articles appearing in this issue, or you want to suggest topics for future issues, please let us know.

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Happy Holidays!

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ISO 9001:2008 Published
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The ISO 9001:2008 has been published and the standard is available for purchase through The American Society for Quality Website.

ISO 9001:2008 does not introduce any additional requirements beyond the current ISO 9001:2000.

Although certification is not compulsory, it is estimated that over one million ISO 9001 certificates have been issued to organizations in private and public sectors, in manufacturing and services, and in 170 countries. The new edition, however, will not require any specific reassessment for certification.

ISO 9001:2008 will be the fourth edition of the standard which was first published in 1987. The third edition, published in 2000, represented a thorough revision, including new requirements and a sharpened customer focus, reflecting developments in quality management and experience gained since the publication of the initial version.

Compared to the current 2000 edition, ISO 9001:2008 represents fine-tuning. It introduces clarifications to the requirements in ISO 9001:2000, based on user experience over the last eight years, and changes that are intended to improve further compatibility with the ISO 14001:2004 environmental standard.

To accompany the publication of this new edition, ISO is working on implementation guidance for ISO 9001:2008, a reference table comparing and contrasting ISO 9001:2000 and ISO 9001:2008, and answers to Frequently Asked Questions.

With the publication of the revision, companies certified to ISO 9001:2000 will have 24 months to transition to ISO 9001:2008. This transition period provides an opportunity for organizations to review their quality management systems and identify key requirements. While the ISO 9001:2008 is considered a refined version of the 2000 standard, companies can find value in reviewing the 2008 version.

“Quality management systems add great value to an organization,” said Lorri Hunt, deputy task group leader for the international amendment to ISO 9001:2008. “You shouldn’t overlook the 2008 version just because it is an amendment,” concludes Hunt. “The clarifications could help you implement a requirement in an efficient manner or help you understand something your organization has struggled with in the past.”

This reference document aims to compare ISO 9001:2008 and ISO 9001:2000 and to highlight changes. This reference document is not comprehensive, and should never be used as a replacement to the actual ISO9001:2008 Standard.

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Armand V.Feigenbaum Awarded NMTI
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President George W. Bush named Feigenbaum as a laureate of the National Medal of Technology and Innovation (NMTI).

The medal, which is administered by the Department of Commerce, was presented at a ceremony held at the White House on Sept. 29, when Feigenbaum was recognized for his establishment of the discipline of total quality and its impact on society.

The citation from President Bush reads:

For leadership in the development of the economic relationship of quality costs, productivity improvement and profitability, and for his pioneering application of economics, general systems theory and technology, statistical methods and management principles that define the Total Quality Management approach for achieving performance excellence and global competitiveness.

It’s impossible to create a synopsis of hundreds of articles and a half-dozen books that have been written about a career that spans more than six decades. Instead, the following are just 10 of Feigenbaum’s core ideas based on one interpretation of his quality concepts:

  • Quality is a company-wide process-it must touch everyone, with no exceptions.
  • Quality is what the customer says it is-the customer votes with money, therefore this is important.
  • Quality and cost are a sum, not a difference-cost is a measure of quality, and quality drives lower cost.
  • Quality is a way of managing-management is responsible for defining its business control system.
  • Quality and innovation are mutually dependent- one without the other will not lead to enduring results.
  • Quality requires continuous improvement-without improvement, all systems performance degrades.
  • Quality is implemented in a system connected to customers and suppliers-customer intimacy is critical.
  • Quality is an ethic, a belief system about what ought to be, a responsible way of working.

Perhaps the most ubiquitous example of Feigenbaum’s contributions over the years is the words of encouragement he has spoken on so many occasions: “When some of us help to make quality better, it makes life better for all of us.”

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The ISO Survey Results
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The ISO Survey of Certifications – 2007 published just last month in November 2008 reveals certification activity around one or more of ISO’s management system standards in 175 countries, up from 170 in 2006 – “a clear demonstration”, according to the survey, ” that they have become essential tools of the world economy”.

ISO Secretary-General Alan Bryden comments: “The survey illustrates in a very concrete manner the extent to which ISO management system standards are meeting the organization’s strategic objective of ‘global relevance’ – in other words, adding value for the organizations that use them all over the world.”

The principal findings of the survey are as follows:

Up to the end of December 2007, at least 951,486 ISO 9001:2000 certificates had been issued in 175 countries and economies. The 2007 total represents an increase of 54 557 (+ 6 %) over 2006, when the total was 896,929 in 170 countries and economies. Services again accounted for 32% of all certificates issued.

ISO 14001:2004 (environmental management)

Up to the end of December 2007, at least 154 572 certificates had been issued in 148 countries and economies. The 2006 total represents an increase of 26 361 (+ 21 %) over 2006, when the total was 128 211 in 140 countries and economies. The service sectors accounted for 29 % of certificates issued, up from 27 % in 2006.

ISO/TS 16949:2002 (quality management for automotive suppliers)

Up to the end of December 2007, at least 35 198 ISO/TS 16949:2002 certificates had been issued in 81 countries and economies. The 2007 total represents an increase of 7 199 (+ 26 %) over 2006 when the total was 27 999 certificates in 78 countries and economies.

ISO 13485:2003 (quality management for medical devices)

Up to the end of December 2007, at least 12 985 ISO 13485:2003 certificates had been issued in 84 countries and economies. The 2007 total represents an increase of 4 959 (+ 62 %) over 2006 when the total was 8 026 in 81 countries and economies.

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Make a Difference in 2009
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At this time of year it is natural to reflect on your annual performance and set personal and business goals for the upcoming year.

The question is what kind of results do you want to create for yourself and your business? Do you have customers coming back for more of your product or service? Do you have a set of ideal customers you want to cultivate? Are your business processes in control and capable of producing what you and your customers require on a continuous basis?

The demands of today’s business environment have caused many of us to shift our approach from thinking as a professional to acting as an entrepreneur. Avoiding past mistakes and taking the time to plan your next moves can make the difference between an exceptional year, and a mediocre year for you and your organization.

Being Generic: Do you act, look, and sound like your top competitor? Sales material, customer approach, support center processes, website content, all similar? Look for an edge that breaks you away from the rest of the herd.

The Emperor with no Clothes:How deep are your relationships with your top customers? Can they identify beyond normal business practices how your value to them increased from last year? What types of evidence would they reference? Don’t ever take the crown jewels for granted, your competition is lurking.

Failing to turn your Customers into a Sales Force:Your customers can become your largest asset for customer referrals. It is much easier and cheaper to keep in contact and query your current customers, than for example cold calling.

Putting a Square Peg in a Round Hole:How much time did you spend on sales and marketing actions that didn’t produce results? Is your sales force making promises you can’t keep, or not fully understanding the capability of your business processes?

Same Stuff, Different Day:Are you still marketing yourself the same way you did last year, five years, ten years ago? Which of your marketing decisions drove bottom line increases and what didn’t? Look around your industry, and seek the difference!

Become a Renowned Expert:Successful business people spend their time developing their reputation. They don’t just rely on their business to sell themselves. They use tools to sell themselves and their products – speaking, writing, attending seminars/tradeshows, joining and contributing to professional and community associations.

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Training Courses
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To see the course description, schedule, and on-line registration click on the course title below. Courses are awarded Continuing Education Units.

Understanding & Implementing ISO9001:2000
ISO 9001:2000 Process Based Internal Auditor
Documenting Your Quality Management System

Understanding & Implementing AS9100B:2004
AS9100B: 2004 Process Based Internal Auditor
Documenting Your Quality Management System

Understanding and Implementing ISO/TS16949:2002
ISO/TS16949:2002 Process Based Internal Auditor
Documenting Your Quality Management System

Understanding and Implementing ISO14001:2004
ISO14001:2004 Process Based Internal Auditor

The Five Pillars of a Lean Workplace Organization
Continuous Process Improvement
Lean Six Sigma

All courses can be delivered at your company. Don’t see a course, location, or date that fits your needs?

Contact Us

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