ISO 9001-myths (part II)

When I discuss with clients (or potential customers) their ISO 9001 certification needs, I try to mentally keep a log of every time I hear something completely "off point." My biggest problem is that this is done so on a regular basis, I have a difficult time keeping track. To a standard that is only around 35 pages long and all things not considered terrible prescriptive in detail, there seems to be an awful lot of misinformation around.

So here we are again, to deal with a few more "myths" about ISO 9001 standard and its requirements:

1. ISO 9001 certification is animal-what is expensive? I do not want to say this will be free but individual perceptions of "the animal" away from, to achieve ISO 9001 certification can be done at a reasonable price and very often costs far outweighed by the benefits of certification brings (e.g. fewer audits, customer eligibility for new contracts, third-party recognition, etc.). The projects we have all heard about those who have been really "animal," is usually a result of poor project management, inappropriate, or "blind alley" implementation and by means of predatory pricing consultants who just maximize their hourly billing.

2. Certification takes years-to achieve ISO 9001 certification takes a while, but if you are committed to success and has all of the resource you need to, there is a light at the end of the tunnel; If you still do not make any progress after several months, is probably incorrect. Just as the cost is a relative term and susceptible to the same factors as above. Unless your organization is very large and complex, most projects can be completed in one year, or even much smaller.

3. more comprehensive a system is, the better-this item relates to direct the two elements that precedes it; both cost and implementation time can increase exponentially, if a system is not scaled incorrectly to the size of the Organization, as it is used on. Many organizations try to over-document, over-control and over-prescribe their processes and as a result, ends up with a bureaucratic nightmare of paperwork and non-value add activities that really is not even necessary.

4. everything should be perfect in the beginning-is one of the fundamental premises, such as ISO 9001 standard is based on continuous improvement. This includes the Organization's processes, products and its management system. Layman's terms, the system continues to develop and get better over time. While a "perfect" system is the ultimate goal, it is probably not a reasonable expectation starts a day. You can end up wasting time and other resources in trying to build a "Cadillac" while what you really need to get started is a "silverado" truck. Start with a system that works, that achieves desired results and fine-tune as you go forward. Your specific needs will change as time passes so well, so remember that perfection is always a moving target.

5. revisions is frightening and make us nervous-if your organization is afraid of audits, something is wrong. An audit is an evaluation activity to ensure that the quality system is functioning as planned. If your organization is gripped with fear, you probably have a cultural issue where audit findings are more attached to their punitive consequences rather than their beneficial aspects. A review should be used by your organization to evaluate and improve the way their management system is functioning. Leaders must understand that this is a means to identify opportunities for improvement.

6. Let consultants do everything-you can not take a "hands off" approach and let the consultant run your management system. Consultant can be a great help to develop, implement and maintain the system management, but you must own the. systems that are highly dependent on reliable consultant-only while the consultant is directly involved; they tend to lapse (or worse) in the absence of the consultant. Effective management systems is not only deployed in an organization, they are infused in its day-to-day operations and activities. This level of performance can not be achieved by an external resource, which is only around on a regular basis.

7. the maintenance of an ISO 9001 QMS is time consuming-I will not say it won't take a reasonable amount of work, but a well-designed, properly scaled QMS should be sustainable by using an acceptable number of organizational resources. This is actually a criterion ISO 9001 requires the Organization to consider as part of its evaluation of feature (see clause 5.6). If your organization's QMS brings your operations or productivity to a stand-still, you need to consider whether changes are necessary in order to QMS before adding additional staff. It is quite often self-inflicted bureaucracy in the system, which is to blame.

The first step in the development and implementation of a system for management is to separate myth from fact. To rate, is it, perhaps there will be a "myths III" in the not-too-distant future-stay tuned.

Mark Randig is President and founder of MAS Solutions LLC., a Houston, Texas-based consulting firm that specializes in helping companies achieve breakthrough performance by focusing on quality development and improvement of productivity. You can get your free copy of Marks newsletter "The Quality Specialist", go to [http://www.masquality.com]