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The IANZ librarian regularly
reads management systems publications for articles of interest. These
cover the many aspects of management systems and original journals
are retained so that a photocopy may be requested.
There is no charge for this service but please note that we can only
post to New Zealand addresses.
The titles currently held are given below, with a synopsis provided
for each. Please email
your request, including article and publication titles plus your
name and postal address; or phone the librarian on (09) 580 6738.
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Accreditation
- Laboratory accreditation enhances international
credibility - MAF Biosecurity New Zealand Issue 85 p24-25
The Plant Health and Environment Laboratory (PHEL) obtains
accreditation to ISO 17025.
- Conformity assessment : providing confidence
in testing and calibration - Accreditation and Quality
Assurance Online First June 2008
This paper looks at some of the issues behind ISO/IEC 17025:2005
'General Requirements for the Competence of Testing and Calibration
laboratories' and ISO/IEC Guide 43 'Proficiency Testing by Interlaboratory
Comparisons'.
- The importance of proper sampling - Inside
laboratory Management M/A 2008
p9
If samples are not collected correctly and subsampled properly,
data obtained will not be indicative of the true concentration
no matter how well the laboratory performs.
- The subtleties of proficiency testing -
Inside Laboratory Management, Nov/Dec 2007
Proficiency testing is intended to help laboratories monitor their
own performance on specific analytes and matrixes, normally using
their own methods of analysis. This articles looks at how the
system works and why it has become a business essential.
- Communication
between accrediting body and testing laboratory - Inside
Laboratory Management M/A 2007
A laboratory needs to know its rights and responsibilities and
the requirements that it must meet.
- How
does a laboratory confirm that it can operate a standard method
properly? - Inside laboratory Management S/O 2007
- How
does a laboratory monitor customer satisfaction?
- Inside Laboratory Management, Jul/Aug 2007
A laboratory must seek customer feedback to achieve an accurate
picture of customer satisfaction.
- The
development of accreditation - Focal Points, December
2006
- Accreditation
and Mutual Recognition Arrangements - Focal Points, December
2006
- Surveys
of the Accreditation of Providers of Proficiency Testing and External
Quality Assessment Schemes - Accreditation
and Quality Assurance v11 n8-9, August 2006
Two surveys among providers of proficiency testing and external
quality assessment schemes in 32 countries were carried out during
2004 and 2005. The surveys revealed a strong tendency towards
accreditation and a lack of harmonisation of national accreditation
bodies.
- Accreditation
of PT providers – is it Worth the Money? - Accreditation
and Quality Assurance v11 n8-9, August 2006
This topic is presented from two perspectives, namely the views
of an accreditation body – NATA, Australia - and those of
an accredited provider – EQUALIS, the national quality assurance
organisation for laboratory medicine in Sweden.
- Experiences
from the assessment of proficiency testing providers - Accreditation
and Quality Assurance v11 n8-9, August 2006
This article explores some of the key aspects of a pilot project
conducted by the UK accreditation body, UKAS in assessing organisations
against ISO/IEC Guide 43-1:1997 and ILAC Guide 13:2000.
- Key
Technical Personnel - New requirements for Chemical, Biological,
Dairy and Drinking Water (Level 1) Testing Laboratories -
Focal Points, July 2004
- What
is the difference between certification and accreditation?
- NATA News 107, April 2003
- International
Recognition of Accreditation of Certified Reference Materials
Producers - Focal Points, December 2005
- Regulatory
Recognition of Accreditation - Focal Points, December
2005
- Linking
metrology and standardisation with laboratory accreditation
- ISO Focus, October 2006. This article first appeared
in the October 2006 issue of ISO Focus - The magazine of the International
Organization for Standardization - and is now reproduced here
with the permission of ISO Central Secretariat (www.iso.org).
Editorial enquiries: gasiorowski@iso.org. A one-year subscription
costs 158 Swiss francs. Subscription enquiries: sales@iso.org
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Auditing
- 10 Auditing rules - Quality Progress
July 2008 p45-49
The author lists 10 rules that he claims will significantly
improve the effectiveness of audits making the results more useful
to management.
- Off to a good start - Quality Progress
June 2008 p67-69
Looks at seven things to remember when initiating an audit.
The seven things to remember are: confirm authority, provide information,
communication channels, site safety rules, arranging the audit
and observers and guides.
- Aspects of auditing in clinical laboratories
- Accreditation and Quality Assurance Online First April 2008
- The Great debate: can one process approach
apply to QMS and EMS audits? - Quality Progress April
2008 p27-32
Argues that QMS and EMS process auditing is similar, but auditing
ISO 14001 and ISO 9001 or ISO/TS 16949 requires a different approach
with different language, systems and differences in the standard.
- The
process of management review - Accreditation and Quality
Assurance v13 n3, March 2008
Looks at the purpose of a management review, which is a requirement
of ISO 9001, ISO 15189 and ISO 17025, and argues that it is a
process that should be conducted and audited using a process approach.
This process approach is then explained.
- The
problem - Quality World, Jan 2008
There are a lot of question marks surrounding
the competence of certification body auditors at the moment. What
is the best way of ensuring I get the best possible audit?
- How does a laboratory select and purchase
supplies? - Inside Laboratory Management, Nov/Dec 2007
Looks at ISO 17025:2005 section 4.6.1 which focuses on supplies.
- Improving the internal audit experience
- Quality Progress, Nov 2007
Describes the experience of Cerner Corp (Kansas City) who
surveyed their employees about their audit experiences. On learning
that employees did not believe there was any benefit from an internal
audit the company introduced a training course on how to effectively
participate. The article includes a two page description on how
Cerner used the PDCA approach to develop the course.
- Insider
Job
- Denise Robitaille, Quality World, August 2007
Internal auditing is one of the elements that makes your QMS complete.
This article gives a series of practices and tips that will help
your organisation reap the benefits from its internal auditing
programme.
- Preparing and structuring an audit report
- Quality Progress June 2007
Looks at ISO 19011's guidance on how to prepare the audit report
in some detail.
- Accreditation
requirements for internal audits
- Arlene Fox, Inside Laboratory Management M/A 2006
The purpose of an internal audit for a laboratory is to verify
that its operations continue to comply with the management system.
- How
to Fail the ISO 9001 Driver's Test
- Quality Progress, October 2006
Audit time can be difficult for many businesses. Nobody wants
to fail an audit, but as with any test, if you don’t prepare
properly for an ISO 9001 audit you could be setting your business
up for defeat.
- Why
does preparation for accreditation require more time than expected?
- By Arlene Fox, Inside Laboratory Management, Sep/Oct 2006
p14
Useful introduction as to what to expect for laboratories expecting
an audit for the first time.
- 12 ways to add value to audits - Quality
Progress, June 2004
Can auditing help overcome the most common difficulties in sustaining
ongoing improvement? Gives 12 action items that will result in
an audit program strategy to combat lack of management commitment.
- Joint
auditing standard for quality and environmental management systems
now available - ISO Management Systems, Nov / Dec 2002.
ISO 19011:2002 - Guidelines for quality and/or environmental management
systems auditing is introduced.
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Food
Safety
- Eight keys to successful ISO 22000 implementation
- ISO Management Systems May-June 2008 p 35-39
Outlines eight practical steps to successful ISO 22000:2005
'Food safety management systems - Requirements for any organization
in the food chain' implementation.
- A recipe for safe food : ISO 22000 and HACCP
- Quality Progress, Oct 2007
Explains how the two approaches work together to create an
effective food safety management system, and how proper implementation
can contribute to quality throughout the food chain. Gives a brief
introduction to what HACCP is, how it started and lists the five
preliminary steps and seven principles of the approach. The article
then looks as ISO 22000 and the additions made to that standard
which take it further than the ISO 9001 focus on quality that
specifically apply to food safety.
- Food Glorious Food - Quality World,
May 2004
Attempts to explain the relationship between the various food
standards - the BRC food standard, ISO 9001, ISO 15161 and the
Global Food Safety Initiative (GFSI).
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Health
and Safety
- OHSAS 18001 provides MS appraoch for occupational
health and safety - ISO Management
Systems July-August 2008 p32-35
Looks at BS OHSAS 18001:2007, the health and safety management
system used by organizations in over 80 countries. The article
sets out to answer some basic questions such as, what is the standard,
why is it important, how do you implement it and how do you integrate
it with other standards.
- A Healthy business - Quality
World, Jan 2005
OHSAS 18001 is used by thousands of British companies needing
to comply with OH&S regulations. This article charts the history
of the standard with an explanation of what it is, how it is being
used, the advantages in using the system and some of the more
common pitfalls.
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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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TO TOP
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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TO TOP
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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