The ISO 9001:2015 Implementation Handbook:

Milton P. Dentch

Description

The handbook is structured to guide organizations new to ISO 9001 through the process necessary to connect their current practices to the requirements of ISO 9001:2015. For organizations already certified to ISO 9001, it advises how to use your upgrade to ISO 9001:2015 as an opportunity to rebuild your QMS into a helpful asset in managing your business.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Techniques
• Automatisation et Contrôle
• Operations Management
• Production Management
• Gestion et management
• ISO 9000
• Economics
• QMS
• ISO 9001

Informations

• Publié par: ASQ Quality Press
• Date de parution: 02 mai 2016
• Nombre de lectures: 4
• EAN13: 9781951058920
• Langue: English

Extrait

The ISO 9001:2015 Implementation Handbook
Using the Process Approach to Build a Quality Management System
Milton P. Dentch
ASQ Quality Press
Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203
© 2017 by ASQ. Printed in 2016
All rights reserved.
Library of Congress Cataloging-in-Publication Data
Names: Dentch, Milton P., 1942– author.
Title: The ISO 9001:2015 implementation handbook : using the process approach
to build a quality management system / Milton P. Dentch.
Description: Milwaukee, Wisconsin : ASQ Quality Press, [2016] | Includes
bibliographical references and index.
Identifiers: LCCN 2016023938 | ISBN 9780873899383 (hardcover : alk. paper)
Subjects: LCSH: ISO 9001 Standard—Handbooks, manuals, etc. | New
products—Quality control—Standards—Handbooks, manuals, etc. |
Industrial management—Standards—Handbooks, manuals, etc.
Classification: LCC TS156.17.I86 D46 2016 | DDC 658.5/62--dc23
LC record available at https://lccn.loc.gov/2016023938
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: Seiche Sanders
Acquisitions Editor: Matt Meinholz
Managing Editor: Paul Daniel O’Mara
Production Administrator: Randall Benson
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Preface
My first experience with ISO occurred around 1992. I was employed as the director of materials for worldwide film manufacturing at the Polaroid Corporation in Waltham, Massachusetts. The company was experiencing a big challenge: Polaroid’s instant film products would no longer be sold in European hospitals unless the film was produced in an ISO 9001–certified plant. Since several million packs of instant film per year, plus many X-ray camera devices, were sold to hospitals in Europe, Polaroid needed to act quickly—and we did. Several engineers and managers were reassigned from their regular jobs to assist the film assembly plants in obtaining certification to ISO 9001. The film assembly plants achieved this goal in about a year, and instant film sales continued uninterrupted at the European hospitals.
Other than maintaining European film sales, what impact did the ISO certification have on the quality of Polaroid film? Judging from my observations, I would say very little to none. The folks assigned to implement the ISO certification were not part of the day-to-day operations in the plants; they attacked each of the 20 elements and attendant requirements of ISO 9001 as a short-term project with goals and milestones. Employees attended awareness sessions to be trained on how to answer questions from the ISO auditor: “What is Polaroid’s quality policy? Where do you find instructions on how to make film? What steps do you take when film you made does not meet specifications?” The employees learned the answers in a somewhat rote fashion, and the auditors from Denmark were sufficiently impressed during their weeklong series of interviews and investigations to recommend the plant be certified to ISO 9001. While many nonconformances were brought up during the audit, the ISO team convinced the auditors that the film plant had addressed the issues with diligence and that Polaroid customers could be assured the film produced at these plants was of consistent quality.
In reality, Polaroid instant film, before and after ISO certification, was plagued with consistent quality problems stemming from its extremely complex scientific and manufacturing challenges. Customer experience with Polaroid instant film products over their entire 75-year life cycle indicated that one in four instant pictures was of poor quality. However, the perceived value of the instant experience was so great that customers purchased well over 100 million packs of Polaroid instant film every year until the late 1990s, when the advent of digital imaging essentially obsoleted it.
During the ISO audit in 1992, managers such as myself were instructed by the ISO team to stay out of the way—perhaps take some vacation time—as we had not attended the awareness (indoctrination) training. As materials director, I was responsible for coordinating the manufacturing planning and scheduling with Polaroid’s sales and marketing divisions. In ISO terms, this process was referred to as “contract review” or sales-manufacturing forecast. Like many other publicly traded consumer product companies in the 1990s, Polaroid adjusted its film sales demand to satisfy Wall Street analysts for the quarter, with little connection to actual consumer sales demand. If the ISO auditor had asked me to explain the contract review process, Polaroid might never have been certified to ISO 9001! The ISO team selected lower-level employees to answer the auditor’s questions, using professionally presented spreadsheets indicating a strong link between sales and manufacturing.
My opinion of the value of ISO 9001 certification was shaped by this first experience and continued as I observed suppliers to Polaroid becoming certified to ISO without any obvious uptick in quality or delivery performance. There was a joke circulating in the 1990s that went something like this: An ISO 9001–certified company manufactured life preservers to size specifications using precise instructions and tight tolerances. Unfortunately, the technical department had selected cement as the material of choice, so the life preservers were useless. The ISO 9001 revision in 2000 addressed the “cement life preserver” issue by placing more emphasis on results and customer requirements.
After leaving Polaroid in 1996 to provide materials consulting, I found a new entry into the ISO world by way of a graduate program I attended on total quality management. One of the monthly modules in the program at the National Graduate School of Quality Management was “Introduction to ISO Auditing.” To complete the course I had to pass the Registrar Accreditation Board (RAB) exam for ISO 9001 quality auditors. I passed the exam, and after a year of trial audits, I became certified as an RAB lead auditor. Over the next 20 years I completed over 500 audits for large and small companies in the United States, Mexico, Canada, Europe, and Brazil. While conducting these audits and providing dozens of auditor training classes, I continued to observe the many flaws in the ISO process I had first observed at Polaroid—but I also saw how the discipline of the ISO approach could provide value when properly implemented and audited. Through my work with a very wide spectrum of manufacturing and service organizations, combined with my previous work experiences, I have accumulated a reservoir of best practices—what works, what to avoid—and an ability to explain the sometimes convoluted requirements and intentions of standards issued by the International Organization for Standardization (ISO).
I wrote the ISO 9001:2015 Implementation Handbook with the following goals in mind: Provide guidance to organizations (both manufacturing and service) seeking certification to ISO 9001:2015 Assist currently certified ISO 9001 organizations in upgrading to ISO 9001:2015, while improving their present quality management system (QMS) Provide guidance for internal auditors Provide guidance on interpreting ISO 9001:2015 requirements Suggest improvements on the formatting of the ISO 9001 standard
For organizations obtaining ISO 9001 certification for the first time, I suggest you view ISO as a tool to support your business processes—the linchpin for consistency and standardization. The Handbook is structured to guide your organization through the process necessary to connect your practices to the requirements of ISO 9001:2015. For organizations that are already certified to ISO 9001, with a voluminous quality manual and dozens of seldom-used procedures, I suggest you consider the upgrade to ISO 9001:2015 as an opportunity to rebuild your QMS into a helpful asset in managing your business. The Handbook will guide you through the steps in creating a solid QMS in support of your business.
At the end of each section describing the requirements for the clauses of ISO 9001:2015, I’ve included audit questions related to the defined clauses. In addressing these questions, the reader can evaluate the organization’s conformance to ISO 9001:2015 requirements.
Endnote
The contents of ISO 9001:2015 have been paraphrased in this book. Paraphrased text by its very nature can introduce differences in understanding and interpretation. This book should be used in conjunction with ASQ/ANSI/ISO 9001:2015 Quality management systems—Requirements with guidance for use . The interpretations and paraphrasing of ASQ/ANSI/ISO 9001:2015 in the Handbook are not authorized by ASQ, ANSI, or ISO.



1
ISO 9000 History and Chronology
The concept of an international standard for manufacturing was introduced in Europe in the 1980s, led by initiatives from the United Kingdom, namely the British Standard, BS 5750, which provided requirements for companies engaged in quality assurance