FAQs for ISO 9002
I am working for a plating firm as Consultant for Quality Assurance.
The firm wants to achieve the ISO 9002 certification.
I would like to know the FAQ of ISO inspectors on technical questions.
This will help me very much.
Thanks for helpFrancesca Assone
electroplating shop - Torino, Italy
Dear F. Assone, Until someone can answer your question, permit me to take up some space on this page with some thoughts I put down for a talk I gave to executive management of finishing shops here in the states.
ISO/QS9000 must come from the very top.
If you don't have commitment and understanding from top executives, everyone else will find a way to avoid doing the hard work. If top management talks quality, but tell people to ship bad parts, or makes excuses every time they should be making adjustments to the organization, you're wasting your time.
- Will keep your company out in front, or help you to catch up, keep up.
- Help you to focus on continuous improvement.
- Your customer is probably under more pressure to improve quality and delivery than you are, right now.
- It won't hurt (much).
ISO9000 Do's and Don'ts
- Do order a copy of ANSI/ASQC Q9000
- Do order a set of QS9000 Supplier Required Seven Pack from the AIAG , $48.00 (www.aiag.org), phone 810-358-3570. Don't bother with the pitiful website, too many graphics, instead of having an on-line catalog, they make you download the catalog, then you download an Unzipper that doesn't work. It'll make you crazy.
- Do read these documents.
You really have to read and understand these documents.
- Do sketch out your quality organization.
Don't show people reporting to themselves. Don't invent titles.
- Don't use these phrases to a) an auditor, b) a customer, c) an employee:
It's the nature of the beast
We only finish cheap parts
Our customer wouldn't pay for it
You can't document this process
It's an art
To put the problem in a few, blunt words:
Your customer is competing in a global environment. The same goes for your own company, even if you don't believe this at the moment. Any one of your mistakes, inefficiencies, blunders, scrap rates, employees, or procedures can shut your customer down.
Your customers are very sympathetic to your problems, but they will take their business to a vendor who understands their problem, survival.
Scrap rates are being measured in parts per million using Cpk (capability). Soon, many customers will want part per billion defects, going to zero.
Pullizzi's Uncertainty Principle on ISO Documentation
- You cannot determine either the value of a verbal (undocumented) procedure, or the implementation of said procedure unless you first document it.
- The person who tries to document a bad procedure shall never understand the negative ramifications of actually using said procedure, because the procedure will constantly change as inconsistencies in logic or implementation are discovered.
- You cannot attempt to document a bad procedure without having it continuously improve until it comes into compliance with the quality system you are trying to implement.
- Any attempt to document a verbal procedure will have the happy effects of a.) training the user in ISO9000 b.) improving the organization, and c.) creating a new, better procedure.
- The value of a procedure to an organization is proportional to the time it takes to find the first exception.
The first procedure to implement
Real Time Corrective action
- Documentation will develop for the things which are causing problems now.
- Points out organizational problems that are costing you money and customers. This is where the real money is; design planning.
How? There is lots of software being offered for implementing Corrective Action in the $100 to $400 range.
Examples of Real Time Corrective Action
- Getting a corrective action questionnaire from your customer.
- Getting a vendor survey from your customer or potential customer.
- Finding an internal reject.
- Finding a problem in the production or quality area and tracing it back to organization.
- Getting rejected work back from your customer.
- Calibration for commerce, final product, processes which have difficult, expensive, destructive, or critical applications (e.g., hydrogen embrittlement baking).
- Gage calibration (rectifier calibration)
- documents for the sake of ISO.
Start your Corrective Action Software
Specify the Quality Team, Minimum Group:
Maintenance, Line Boss, Shipping, Quality (if you have a separate function) Executive Management, SALES REPS, SALESPERSONS, Billing,Purchasing
Put it all together
- Meet Regularly to discuss problems
- Take notes at all meetings
- Go all the way back to design
- Assign one person to head problem
- Set time schedule and action dates
- Review effectiveness
- Write documentation as needed and involve quality team for consensus.
- Create an atmosphere of honesty about the bottom line of your business.
Example: If you made a mistake when you quoted the job, admit it, and get help from the quality team on the next quote. The fact that you quoted the job in the vacuum of your office is probably why it went wrong.
- Talk to the all employees about the customer.
- Involve the customer in solving problems
- Invite audits from customers
- Pursue the tough customer
- Pursue new business (automotive, aerospace, electronics) which will raise your organization to their level.
I would simply like to offer my thanks to Mr. Pullizzi for taking the time to provide us with all the info he did.
Thank you,Don L. Shine
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