Articles

Environmental Management

• Christchurch International Airport is carbon neutral - Q-Newz August 2008 p5-7
  Case study of Christchurch International Airport's journey to caboNZero certification and the challenges they faced.
• How to give your ISO 14001 system the climate change health check - ISO Management Systems, Nov/Dec 2007
  Looks at how an existing ISO 14001 environment system can help mitigate climate change.
• Step by step - Quality World July 2007
  Tries to answer the question what does it mean to be carbon neutral? Includes a short list of what business can do to lower their carbon footprint.
• The impact of ISO 14001 - ISO Management Systems, May-June 2007
  A special report from ISO looking at ISO 14001 in retrospect and where it may go from 2007.
• How to make ISO 14001 implementation easier for small businesses - Lennart Piper, ISO Focus, Sept 2006
• Launching of ISO 14064 for greenhouse gas accounting and verification - ISO Management Systems March/April 2006
• Man on emission - Quality World, Jan 2006
  A devastating tsunami in Asia, a range of vicious hurricanes in the U.S, and an earthquake in Pakistan - to what extent have these recent natural disasters been brought about by mankind?
• Next generation ISO 14001 - Quality Progress, Aug 2004
  How environmental management systems requirements will change with the pending revision.
• The triple top line - Quality Progress, Feb 2004 p23
  As with quality, huge waste results when sustainability is not designed into a product or service. Quality and sustainability are deeply connected and provide winning solutions for social responsibility, environmental performance and business results - the triple bottom line.
• ISO 14001 revision nears completion - Quality Progress, Feb 2004
  Lists and discusses some of the changes in the revision of ISO 14001.
• The Conscientious Council - Quality World, Nov 2002
  Bill Edrich, Kirklees Metropolitan Council's energy and water conservation coordinator, explains how the council significantly reduced its energy consumption without increasing overheads.
• Time to come clean - Quality World, Nov 2002
  Dan Green, sustainability coordinator at Wessex Water, looks at the state we're in and challenges all businesses to identify their critical environmental impact and do something about it.
• Integrating environmental aspects into Product Design and Development - ISO Management Systems, Nov / Dec 2002. Introduces the new ISO technical report ISO/TR 14062.
• Dole reports motivation, health and safety and productivity benefits from ISO 14001 - ISO Management Systems, Dec 2001
• ISO 14001 : irrelevant or invaluable? - ISO Management Systems, Dec 2001
  Seeks to answer the question as to whether an ISO 14001 certificate is mere window-dressing, or a pointer to concrete results in environmental performance.

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Integration

• ISO to publish book on integrated use of management system standards - ISO Management Systems M/A 2008 p14-17
  A preview of what is in the proposed book.
• On track with IMS - Quality World Sept 2007
  Roger Rees from the English Balfour Beatty Rail Track Systems describes their journey towards an integrated management system from three separate systems. He gives a brief background to the company followed by a description of what the IMS covers and how it works along with the key challenges it faced on the way.
• The question - Quality World, Dec 2004
  There are many management systems, including ISO 9001, ISO 14001, OHSAS 18001, capability maturity model integration (CMMI) and the excellence model, all of which appear to provide a framework on which to base an effective management system. Which system(s) would you recommend and is there any benefit in an integrated system?
• As easy as IMS - Quality World, Apr 2004
  Combining quality, environmental and safety into one IMS results in economies of scale, ease of use and reduction of certification costs. The author presents a time line and a project plan for implementation.
• Towards a generic model for integrating management systems - ISO Management Systems, Jan-Feb 2004. Organisations worldwide are looking to integrate their management systems to enhance efficiency and effectiveness. This article presents a generic model for doing so and applies it to the integration of ISO 14001:1994 (Environmental), ISO 9001:2000 (Quality) and non-ISO standard OHSAS 18001:1999 (Occupational Health and Safety).
• Continual Programs - Quality Progress, Mar 2003
  Explains how linking ISO 9001 to the implementation of certain business improvement programs can overcome the consistency and suitability problems which can lead to failure. Includes seven steps to avoid pitfalls.

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Measurement

• Towards a new edition of the "Guide to the expression of uncertainty in measurement" - Accreditation and Quality Assurance v12 n11, Nov 2007 p603-608
  "Since the "GUM" was published in 1995, it has been realised that its recommendations do not properly address an important class of measurements, namely, non-linear indirect measurements. This drawback prompted the initiation of the revision of the document, which commenced in October 2006. The upcoming revision of the GUM provides the metrological community with an opportunity to improve this important document, in particular, to reflect developments in metrology that have occurred since the first GUM publication in 1995. Thus, a discussion of the directions for this revision is important and timely. By identifying several shortcomings of the GUM and proposing directions for its improvement, we hope this article will contribute to this discussion." (Abstract)
• Calibration - the good, the bad and the ugly - Quality Progress, Nov 2007
  First looks at what calibration is, and then goes on to describe a good calibration system, a bad one and then the downright ugly.
• Evolution of philosophy and description of measurement (preliminary rationale for VIM3) - Charles Ehrlich, Rene Dybkaer and Wolfgang Woger, Accreditation and Quality Assurance, v12 n3/4 M/A 2007
  This paper examines the evolution of common philosophies and ways of describing measurement. Some of the differences between these approaches are highlighted, which provides a rationale for the entries and structure of the Aug 2006 draft of VIM.
• Measurement uncertainty in chemical analysis - P.S Ramanathan, VAM Bulletin Spring 2006
  An introduction to measurement uncertainty pointing out that a knowledge of the uncertainty implies increased confidence in the validity of a measurement result.
• The role of metrology in making chemistry sustainable - Accreditation and Quality Assurance, Jul 05
  Looks at the lack of agreement on uncertainty of measurement and how this impacts on analytical chemistry.
• Details, details - Managers and metrologists use different skills to get the job done - Quality Progress, May 2003

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Quality Management

• Applying ISO management system standards to enterprise risk management - ISO Management Systems Jan/Feb 2008 p 10-14
  Looks at how ISO 9001, ISO 14001, OHSAS 18001 and other standards can help organizations manage operational risks.
• Quality risk management - risk assessments - Quasar Jan 2007 n98 p16-18
  This article briefly looks at the risk assessment component of risk management, why you should analyse and evaluate possible risks and then control them. Written by Technical Managers from the pharmaceutical industry.
• Role of management processes in ISO 900-based quality management systems - Quality Management Forum, v34 n1 Winter 2008
  Having a QMS in place does not necessarily mean providing defect-free products and/or services. However, an efficient QMS through leadership and participative management is more likely to address and permanently solve quality problems.
• Back to basics: An appreciation for documentation - Quality Progress, March 2008
  Why is paperwork important? This article lists six benefits of documentation that round out a quality process.
• Nine hurdles to TQM - Quality World, Feb 2008
  A review of 100 conference papers from around the world for the last ten years suggests to the author that a large number of managers find it difficult to implement or sustain TQM in their organisations. The review points to nine common organisational factors - The author looks at each of these with brief guidelines on how to overcome the problem.
• Tools of the trade: Know-what/know-how map - Quality World, Jan 2008
  Knowledge (know-what) is acquired through study and experience, Know-how through practice and experience. David Straker looks at the know-what/know-how map which can be used to explore the shape of abilities in your organisation and guide quality related activity.
• Eight steps to perfection - Quality World, Jan 2008
  It is often difficult to find the root cause of a problem - people often come up with an evident symptom of the cause as opposed to the actual cause. This article looks at the 8D methodology for product and process improvement to tackle this issue. The 8 steps are: 1. Use a team approach 2. Describe the problem 3. Containment action, 4 Root causes 5. Corrective actions 6. Permanent corrective actions 7. Prevent recurrence 8. Congratulate the team. Each of these 8 steps is explained and a case study of Electron Technical Solutions is given as an example.
• Future perfect - Quality World, Jan 2008
  Feature on what 2008 will mean for quality professionals. Gurus, Practitioners, Managers and Students give their views on quality and what changes they expect to see over the next ten years.
• Tools showcase - Quality World August 2007
  Special report on business improvement tools which looks at the following range of tools:
  (i) Time analysis:Description of a management tool devised by the author, Michael Debenham, to help project teams analyse and manage the team as a whole and pinpoint weaknesses(ii) Risk-based decision making (iii) Process definition: An approach to process definition enabling management teams to develop a clear visual picture of their processes.(iv) Kano model:The quality management technique used for measuring customer satisfaction with existing products or services is explained (v) Kanban: Short introduction to kanban and advice on how to use it.
• Quality Basics - Quality Progress, June 2007
  Describes the 10 basics of quality management - Basic principles and methods, measurement, tools, statistics, standards, vision and strategy, process management and process improvement, the economic case for quality, teamwork and empowerment, and leadership - with an explanation of what they are, how they can be used and why they are important.
• Implementing continuing improvement in the laboratory - Inside Laboratory Management, Jan/Feb 2007
  This brief article looks at the new element in ISO/IEC 17025:2005 – improvement. Discusses how the process of continual improvement works using an example.
• Standards: Consultants' style : sometimes less is more - Quality Progress, Dec 2006 p49-54
  Some organizations find documenting the process of implementing a QMS overwhelming and it is these companies who often end up hiring a consultant. This article looks at some of the difficulties in finding the right consultant for your organisation, what the role of a consultant should be. To illustrate the impact of consultant style on companies satisfaction and the effectiveness of the QMS 14 case studies were conducted and the results are discussed
• Best practices: Look for trouble - Quality Progress, Dec 2006 p56-62
  Human error remains a problem in spite continuous improvement efforts. This article discusses what human error actually is and why it happens. The role of risk influencing factors (RIFs) is examined with examples and information on how to go about identifying and minimising them with an error risk assessment is given.
• Game Plan - Quality World, November 2006
  Understanding why some projects fail is vital to ensure the same mistakes don’t happen again in your business. Adopting some fundamental quality management practices to project management could make a vital difference to projects in your organisation.
• A Second Look at Five S's - Quality Progress, October 2006
  At first glance, the Five S’s appear to be simple ideas about keeping the workplace clean, tidy and well ordered. In fact, the principles of the model are designed to be applied across all work systems to improve delivery, time and cost-effectiveness outcomes.
• How small businesses can use ISO 9001:2000 and grow - ISO Management Systems Sept/Oct 2006
  Special report from ISO on the benefits SME's can expect from using ISO 9001:2000 and ISO 14001:2000.
• Standards: big benefits for small business - ISO Focus, Sept 2006
  A special report focusing on the benefits of standards for small businesses around the world.
• Digesting complicated processes - Quality Progress, July 2006 p62-65
  Looks at how to document a complicated process “one step at a time” using inputs, outputs and also how to use the PDCA (Plan-Do-Check-Act) model from ISO 9001.
• Do consumers really care about ISO 9001 - ISO Management Systems, May-June 2006
  A recent British survey reveals just what consumers know or care about ISO 9001 certification.
• Reflections on the Future of Quality - Quality Progress, Jan 2006
  Quality, as a management system objective, is really excellence and must characterize the enterprise as a whole, not just its products and services.
• Less is more - Quality World, Mar 2005
  Looks at why companies are looking at implementing an IMS, the benefits it can bring as well as listing some of the potential pitfalls.
• Quality 2005 - Quality World, Mar 2005
  This second of six parts looks at how an organisation can improve performance by using an 'own-brand' approach rather than a known tool such as six-sigma using the experience gained by Oakland Consulting. Lists and discusses some of the requirements for success.
• Tools of the trade: Variation - part one - Quality World, Mar 2005
  Looks at natural and unnatural variation, distribution of results and the central limit thereom.
• Tools of the trade: Further Kanban - Quality World, Jan 2005
  Discusses the different types of kanban used, in particular the dual-card kanban system
• Quality 2005 - Quality World, Jan 2005. The first of a new series, this article explores how the quality agenda is moving forward and how managers in the private and public sectors should be responding.
• Quality tools : A closer look - Quality World, Dec 2004
  David Straker takes a look at some of the less well-known quality tools and discusses the pros and cons of each. Covered are: the balanced score-card, kaizen, benchmarking and TPM.
• Drop the tools - Quality World, Oct 2004
  Many organisations ignore the basics and spend huge sums of money on quality tools and initiatives which do nothing but confuse top management, increase the workload of middle managers and alienate staff. As Simon Haas, quality improvement leader at Rolls-Royce, shows, there is an easier way.
• Use basic quality tools to manage your processes - Quality Progress, Aug 2004
  When moving towards process management, an organization should have a sound methodological approach that involves certain quality management and planning tools. This article presents and explains three diagrams: an affinity diagram, a relationship diagram and a matrix diagram. All three were used at a plastics company in Portugal.
• Quality in the first person - Quality Progress, Aug 2004
  Four quality professionals tell how knowledge and use of quality principles and tools improved their personal lives.
• Stoner: Built on a strong foundation - Quality Progress, Aug 2004
  Case study of Stoner, Inc, a manufacturer of cleaning, lubrication and coating products, which won the 2003 Baldrige Award in the small business category. Implementing the Baldrige business excellence criteria helped the company to achieve a 400% growth in sales since 1990.
• Scope projects in 10 steps - Quality Progress, Aug 2004
  To achieve the proper scope, an organization should determine where a project fits into the global picture , and it should pick the right part of the right process to improve. This article describes a 10 step methodology that may be used.
• The Power of the Mind - Quality World, Jan 2004
  ISO 9001:2000 is a great aim of any organisation that wants to improve its processes, focus on people development, customers, partnerships, leadership and much more. The author argues that auditors can streamline their checklists without losing any of the relevant information - such is the power of the mind map.
• The Question - Quality World, Feb 2004
  An organisation's management review process and reporting are increasingly required to cover a wider range of issues that are of interest to its stakeholders. What is the most systematic, efficient and effective way to organise this management activity?
• The Question - Quality World, Dec 2003
  Management systems based on ISO 9001:2000 have quality objectives as an important feature. What form should objectives take and how do third-party auditors cover them?
• The Great Transition Debate - Quality World, Feb 2004
  The deadline for transition to ISO 9001:2000 has been and gone, so how successful was it? The authors discuss how the upgrade has been used by organisations concluding that many have failed to take the opportunity to genuinely improve performance and how the organisation is managed.
• Implementing ISO 9001:2000 - U.S Survey of User Experiences - ISO Management Systems, Nov / Dec 2002.
  The results of survey quantifying the experiences of 227 U.S organisations implementing ISO 9001:2000. Customer satisfaction, quality of products and services and improved productivity were revealed as key bottom line improvements.
• Continual Improvement and the Consistent Pair - ISO Management Systems, Nov / Dec 2002
  The process approach of the "consistent pair" of ISO 9001:2000 and ISO 9004:2000 emphasizes continual improvement, this article sugggests that there could be a shift away from certification based quality assurance to continual improvement-based performance.
  

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Quality Management - Getting Started

• ISO advises managers how to get the best out of the ISO 9000 family - ISO Management Systems July-August 2008 p9
  Promotion of the free online brochure put out by ISO called "Selection and use of the ISO 9000 family of standards". The brochure gives an overview of the standards, a step-by-step process to implement a quality management system and examples of typical applications of the documents. The brochure itself is available from http://www.iso.org/iso/iso_9000_selection_and_use
• Building a basic quality library - Quality Progress June 2007
  A list complied by the American Society for Quality of the top ten titles for a quality beginner.
• Quality glossary - Quality Progress June 2007
  An extensive glossary of quality terms, tools and ideas. If you have ever been baffled by quality jargon,, this is the article for you.
• The write stuff for quality - Quality Progress, Oct 2005 p45-51
  This is a practical and useful article showing how to achieve effective writing through an understanding of basic language techniques. The article was adapted from "Effective writing for the quality professional" published by ASQ.
• Design of experiments for dummies - Quality Progress, Apr 2005 p59-65
  Suggests many people are reluctant to undertake DoE because of the perceived complexity of the task. This article looks at some understandable ways to make the task more manageable.
• Taking the first steps towards a quality management system - ISO Management Systems, Jul / Aug 2004
  Having taken the decision to implement a quality management system, small and medium sized enterprises in particular are often unsure just how to get started. This feature takes SME managers through the first steps.
• How to choose a competent Quality Mangement Systems Consultant - ISO Management Systems, Dec 2001
  Introduces ISO/TS 21095 - Guidelines for the selection and utilization of quality management system consultants. Explains why it is so important for both organisation and consultant that such guidelines should exist.
• Basic Requirements of a Quality Manual - Quality Progress, Mar 2004
  This article gives some practical advice on how to write a quality manual, what you should include and how to phrase things in the most useful way. The article provides a sample of a cover page, index and revision log, introduction, definitions and quality policy that can be adapted to your organization.
  

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Quality Management - Human Resources

• Mind your meetings : Improve your organization's effectiveness one meeting at a time - Quality Progress April 2008 p48-53
  Presents a three step process for more effective meeting management
• Education and training of laboratory staff as a part of laboratory competence - Accreditation and Quality Assurance v13 p267-270
  Aims to give some practical advice and solutions on how to organize and manage staff competence.
• The problem: I need help with my presentation skills. I often suffer from nerves and find it difficult to keep calm when faced with questions. Can you give me some advice on how to improve? - Quality World June 2007
• Change management: Ringing the changes - Quality World, Nov 2007
  Argues that before any long-lasting change or improvement can be made in a company, changes must be made to the way employees think. Looks at the theory of organisational culture and uses it to develop a "change checklist" for those attempting to implement a new way of working.
• Leading lights - Quality World, Nov 2007
  Looks at what makes a 'creative leader' and compares the qualities of a leader with those of a manager. Argues leaders link creative ideas with effective action and focus on bringing out creative qualities in those around them. Also, makes the point that these skills can be learned.
• Slipping over - Quality World, Jan 2007
  What is the cost to business of human error? The author explains how to assess an organisation's vulnerability and then follow up and tackle root causes of error. Looks at risk influencing factors and how to organise them into categories before doing an error risk assessment followed by error risk reduction.
• The good, the bad and the ugly - Quality World, Dec 2006
  Both positive and negative change represents the loss of what came before - and humans cope with change in a predictable cycle. This article looks at the difference in the way people cope with both positive and negative organisational change and looks at what happens when these changes turn "ugly". Offers some suggestions on how management can help make change work.
• The human side of change leadership - Quality Progress, Apr 2005 p39-43
  Two important aspects of human behaviour that should be considered when planning a change involve identifying potential resistance to the planned changes and designing motivation into the new process. The author explains both aspects
• Training: It's not always the answer - Quality Progress, Mar 2005
  The first step in any training needs analysis is to differentiate between training wants and true training needs by examining the current state of performance and defining the desired state of performance.
• A cut above - Quality World, March 2005
  Case study of Vestas Blades UK Ltd, a company which increased its numbers of employees from 120 to 450 in 3 years and which chose to use self-directed learning.
• A Deming Inspired Management Code of Ethics - Quality Progress, Feb 2005
  The purpose of ethical standards is to reduce the frequency of unethical behaviour by reducing its acceptability. Argues that it is possible to derive a secular basis for ethical behaviour from the tenets of quality and starts with the 14 points of W. Edwards Deming.
• The Stress Matrix - Quality World, Jan 2005
  Stress is a multi-million dollar problem which affects individuals, society and industry. This article discusses who most commonly suffers and why, what happens when the stress response kicks in and some ways employers can deal with it.
• Pass the biscuits - Quality World, Jan 2005
  Tips on how to make meetings work, such as: Principles of behaviour, preparation actions, running the meeting, staying focused on the purpose and follow-up and next steps. A useful article.
• Recognise me - Quality World, Dec 2004
  Quality managers are aware of the value they bring to their organisation, but how can they prove it? How can they be recognised for what are largely intangible benefits? The answer could be found in the external consultant's approach.
• Effective white-collar teams: the new quality imperative - Quality Progress, Jun 2004
  Argues that consistently high performance among white collar teams require taking a hard look at the second element of the quality equation - the process component or the way people interact.
• Get Staff involved in Quality Initiatives - Quality Progress, Feb 2004
  ATC, a public transportation services company, decided on a workout approach - a belief that the people closest to the work can make big improvements in business performance when provided with simple tools, accountability for action and fast decision making by management.
• Small business; Three C's + Q=Success - Quality Progress, Jun 2004
  Case study of Bills Khakis, which has grown 260% in five years, growth which is attributed to the company's philosophy and commitment to including the entire staff in the evolution of the strategic plan.
• Careers : Outsourcing and Jobs - Quality Progress - Mar 2004
  The outsourcing phenomenon has had major impact on quality professionals. You should be always selling, promoting and positioning yourself in order to prevent your position from being outsourced.
• Train & Gain - Quality World, Jul 2003
  Training consultant Dave Underwood highlights some of the concerns that are commonly raised over training issues and offers suggestions to get the most out of your training.
• Best is Best - Quality World, Dec 2003
  Best (building excellence skills today) is a practical training programme designed by London Excellence which aims to help managers to raise their business performance and develop leadership skills in the workplace. QW caught up with a few of them to see what they learned and if it was worth it.
• Learning from Columbia - Quality Progress, Mar 2004
  Lessons learned from the loss of the space shuttle Columbia - it was concluded that a NASA culture which put deadlines before safety and let a sense of infallibility permeate decision making processes was the root cause of the accident.
• Use Symbols Instead of Words - Quality Progess, Nov 2002
  Gain control of the workplace with visual operations management, the process of effectively using visual aids to communicate messages to and between workers.
• NLP - How to Move Management - Quality World, Jul 2002
  There are all sorts of reasons why quality initiatives fail, but one of the most common is lack of support from middle managers. Larry Reynolds, senior consultant of Kaizen Training, explains how neuro lingusitic programming (NLP) can make the critical difference to the success of a quality initiative.
• David Straker's Tools of the Trade - Quality World
  Discusses the five S's: the simple, yet very powerful set of principles on which an effective, efficient workplace can be based.
  The Five S's: Introduction - Jan 2002
  Part 1: Seiri / Organisation - Mar 2002
  Part 2: Seiton / Neatness - May 2002
  Part 3: Seiso / Cleanliness - Jul 2002
  Part 4: Seiketsu / Standardisation - Sept 2002
  Part 5: Shitsuke / Discipline - Nov 2002
• Succeeding as a Standards Professional - ASTM Standardization News
  Part 1: Get it in Writing - Aug 2002
  Part 2: Building a Business Case for Standards Participation - Sep 2002
  Part 3: The Art of the Trip Report - Oct 2002
  Part 4: Tools and Tricks for the Standards Professional - Nov 2002
  

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Quality Management - Financial

• ISO 9001 and advantage in the marketplace - Quality Progress Apr 2008 p73-76
  Looks at some of the "do's and don'ts" for promoting your ISO 9001 certification and how to get the most advantage out of the certification process.
• Measuring the cost of quality for management - Quality Progress, September 2006 p45-51
  Because the avoidance of reduced profits from quality initiatives is not widely measured or reported organizations cannot easily quantify the magnitude of benefits in financial terms. This article looks at how costs of quality can be tracked using an activity based cost/management system in the invoicing/accounting process.
• Selling quality ideas to management - Quality progress, May 2006 p27-34
  Looks at the reasons worthy ideas may fail to be accepted and how to best communicate with management. Starts with the development of an idea, selling that idea to management, engaging partners, measuring and mitigating resistance and presenting a business case.
• Economic case for quality: What are quality reputations worth? - Quality Progress, Feb 2006 p35-40
  Using the Firestone case as an example, the author looks at what can happen when reputation losses are caused by a quality problem combined with negative publicity. Argues that a quality maintenance system works better and costs less than an inspection based system.
• The House that Fraud Built - Quality Progress, Jan 2006
  Quality function deployment, traditionally used to analyze customer needs, was used to identify and prioritize warning signs an organisation may be guilty of financial statement fraud.
• Improve profits with standards - Quality Progress, Aug 2005 p72-76
  A report on ISO/TR 10014 'Guidelines for managing the economics of quality.
• Learn to Talk Money - Quality Progress, May 2004
  Management is driven by financial performance. Understanding and accepting this fact will increase an initiative's chance of success if the quality professional can express the benefits of the initiative in terms of its monetary impact.
  

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Quality Management - Customer Service

• Focussing on customers - Quality World March 2008 p22-27
  Looks at how the concept of customer focus is now supported by the three standards ISO 10001, ISO 10002 and 10003. These three standards are briefly discussed and a case study of VGZ in the Netherlands which uses the standards is presented.
• Customer loyalty: Your customers are talking, but are you listening? - Quality Progress, Feb 2006 p22-27
  Most companies have no process to actively listen to their customers, record what they've heard, analyse and then act on it. This article recommends a process where you follow steps entitled: listen, collect, analyze, improve and then explains how the process works in practice. Includes a sample customer contact form.
• Manage complaints to enhance loyalty - Quality Progress, Feb 2006 p28-34
  This article aims to give the necessary facts and high level calculations to establish complaint handling as a priority at your company and part of its ongoing strategy to improve loyalty and, ultimately, to increase profits.
• Link satisfaction to market share and profitability - Quality Progress, Feb 2006 p50-57
  Looks at how increased customer satisfaction can lead to increased profitability, and looks at how organizations can link satisfaction data to financial performance.
• 6 ways to benefit from customer complaints - Quality Progress, Sept 2005 p49-54
  This article presents 6 ideas which could help an organization’s business performance through effective handling of customer complaints.
• Standards: As easy as 10001,2,3 - Quality Progress, Jun 2004
  Reports on the new ISO standards 10001, 10002 and 10003 on customer satisfaction. Gives an overview of how the three relate to each other, the structure of the standards, the benefits they are aiming for and then compares them to ISO 9001:2000.
• The Question - Quality World, Apr 2004
  There has always been criticism of ISO 9001 and its certification regime. It has been called a bureaucracy without benefit to customers. What performance-based aspects of a company's management system should potential customers enquire about before signing a contract?
• The Problem with Surveys - Quality World, Apr 2004
  With the arrival of ISO 9001 even small organisations are required to monitor customer satisfaction. But how feasible is this and can it be monitored cost effectively? Martin Gosling examines the problem with surveys.
• Just ask the customer: some tips on surveys - The Business Improver, Aug 2002
  

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Quality Management - Six Sigma

• Introducing Kai Sigma - Quality World June 2008 p29-32
  Six sigma can seem a bit daunting to many organisations. The author argues that an easier approach is kai sigma, which brings together the concepts of kaizen (involving people in continuously improving performance) within the framework of the DMAIC tool used in six sigma. Gives 2 case studies.
• The case for six sigma - Quality World June 2008 p16-20
  Five experts give their opinion on six sigma, both for and against.
• Six-Sigma and lean in action - Q-Newz Jan/Feb 2008
  Mel Thornley looks at the use of six-sigma and lead approaches to business processes in New Zealand.
• An introduction to six sigma - Q-Newz
  Introduced as an easy to read overview of six sigma
• Six sigma in a service organisation - Quasar no. 101, Oct 2007
  Case study of Covance Laboratories (US) giving a brief outline of what six sigma is and how its implementation at Covance led to streamlined processes, removal of waste from systems, financial benefits and a different approach to quality.
• Deployment : Start off on the right foot - Robin Gates, Quality Progress August 2007
  If a six sigma project is to deliver anticipated benefits it is important to do the groundwork first. Explains what you should do before even deciding to deploy six sigma and then describes how the project could be approached.
• Does six sigma work in service industries? - Quality Progress, Sept 2005 p55-60
  There is a perception that six sigma only works for manufacturing companies. This article argues against that and looks at how six sigma can add value throughout the customer service and delivery process.
• Lean six sigma reduces medication errors - Quality Progress, Apr 2005 p51
  Case study of an anonymous mid sized hospital which used lean six sigma to determine what changes in policy and practices might be necessary to significantly reduce medication errors.
• Back to the Future at Ford - Quality Progress, Mar 2005
  By making the decision to move forward by going back to basics, Ford saw a 27% decrease in warranty spending and saved more than $2 billion with six sigma.
• DOE and Six Sigma - Quality Progress, Mar 2004
  Use approximate techniques to convert discrete data for use in traditional design of experiments.
• Golf and Six Sigma - Quality Progress, Nov 2002
  Use Six Sigma metrics to drive proper process behaviour
• The Seagate Story - Quality World
  Storage technology provider Seagate Technology is reaping the benefits from the toughest goal achieved through six sigma - cultural integation.
  

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Quality Management - Public Sector

• Shifting systems thinking - Quality World April 2008 p34-38
  Looks at the way the public sector in the UK has changed since the mid 1970s from an emphasis on investment in infrastructure to being treated as a market. Although monetarists claim that the reforms have not gone far enough, the author argues that the evidence shows that the experiment in ideology is now in trouble. Housing benefits are used as an illustration to show how much of the demands on the system are actually caused by a failure to do something or something right for the customer. Problems are compared with Demings theories. The author would like the regime to change its philosophy from one of compliance and target to one of innovation and service.
• Public sector - so what? - Quality World, Jul 2004
  The public sector is "different" to its private and voluntary counterparts, e.g. They cannot simply change direction for commercial reasons and can be arbitrarily reorganised, reformed or closed down even when performing brilliantly. The author gives examples of different approaches making a management system work in this context.
• Better service : lower cost - Quality World, Jul 2004
  West Sussex County Council has achieved improved quality of service with lower costs using 'systems thinking' , sometimes referred to as 'lean thinking'. This approach, which is described as not about people but about the design of the system, uses the check, plan do process. WSCC tried out the approach in its recruitment and education departments first.
• Quality in the fast lane - Quality Progress, Jun 2004
  Case study of The Federal Highway Administration in Utah, which has created a streamlined model for assessing its field offices. Based on the Baldrige criteria, this new method allows assessments to be completed in five days with proper preparation

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Quality Management - Healthcare

• Making healthcare lean - Quality Progress, July 2006 p24-30
  Argues that lean processes could contribute as much to the healthcare sector as they have to the auto industry. Points out the eight wastes in manufacturing also apply to healthcare - Overproduction, inventory, motion, transportation, overprocessing, defects, waiting and underutilizing staff. Then looks at the lean tools and techniques and how they could be applied to healthcare, with examples.
• Change healthcare organizations from good to great - Quality Progress, Nov 2005 p22-29
  It is estimated that 98 000 people die in US hospitals each year as a result of medical errors, and that for every person who dies from a hospital error or an infection, 5 to 10 others suffer a non-fatal infection. The article argues that medical science knows what to do but there is a knowing-doing gap. The solution to closing the gap lies with three primary drivers - leadership, culture and systems. Each of these topics is discussed.
• Beyond Standards - Quality Progress - Mar 2004
  In healthcare, where accreditations are critical for financial, regulatory and customer related reason, one organization has used ISO 9000 to take its QMS above what was required for accreditation. This article describes how SAORS did it.
• FMEA - the cure for Medical errors - Quality Progress, Aug 2003
  St Joseph's Community Hospital in West Bend WI, will close in the next few years to make room for a new hospital. This replacement facility will represent a breakthrough in hospital design.
  

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Quality Management - Manufacturing

• Blurred vision Quality Progress - July 2008 p29-33
  Looks at why some people in business see quality and business improvement as separate topics. Lists and debunks eight myths surrounding quality improvement which are commonly quoted by managers.
• Upon further review - Quality Progress Apr 2008 p88
  Looks at the importance of performing a product release readiness review and how to go about it.
• Root cause analysis for beginners - Quality Progress, July 2004
  Root cause analysis helps identify what, how and why something happened, thus preventing recurrence. This article looks at how to do do root cause analysis using a four-step process. Includes an example problem.
• Eight steps to sustain change - Quality Progress, Nov 2007
  Another article on change management, this one briefly looking at what can go wrong and why before listing eight steps which a company can follow to implement and secure process improvements successfully. They are: 1. Define the need and necessity for making improvements 2. Create and communicate a unifying purpose 3. identify formal and informal work alliances and ensure their participation 4. Create a plan of action 5. Empower people to take action 6. Create opportunities for small, meaningful accomplishments 7. Expand the accomplishments and complete the unfinished change activities 8. Reinforce the new approach.
• Time to measure up - Quality World Sept 2007
  Looks at Key Performance Indicators and the common problems companies face when using the tool and then offers some solutions. The key points offered are: develop a measurement process driven by the voice of the customer, minimise the number of strategic objectives, validate the measure and the measurement systems through the eyes of stakeholders, consider the use of a balanced scorecard and strategy map, invest time in understanding the drivers that contribute to each KPI, perform sense check on the measures and use weighted criteria to prioritise the measures and KPIs.
• Plan experiments to prevent problems - Quality Progress Sept 2007
• Linking the supply chain to TQM - Quality Progress, Nov 2006 p29-35
  Managing the quality of suppliers must go beyond simply measuring contract compliance to gathering knowledge, managing risk and executing program management.
• How to perform root cause analysis - Dawn Miller, Inside Laboratory Management, Jul/Aug 2006
  The author aims to provide an approach to performing root cause analysis which corrects the problem with the process which caused the problem.
• Process management: Beyond PDCA - A new process management model - Quality Progress, July 2006 p45-52
  The author questions the need for the "Check" action in the Plan-Do-Check-Act cycle and instead proposes a new management model called the 4P's cycle. The 4 Ps are listed as being Prepare, Perform, Perfect and Progress. The article explains why he feels the change is needed, how the 4Ps will work and compares then to the PDCA cycle.
• Supplier chain management: Seven steps to measure supplier performance - Quality Progress, Aug 2005 p20-25
  Explains why you should measure supplier performance and then lists and expands on 7 steps which comprise a process for developing and deploying supplier assessment.
• Tools of the trade: Kobayashi's 20 keys - Quality World, Jul 2004
  Presents Kobayashi's 20 keys, which is practically a list of 20 of the top manufacturing improvement processes.
  

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