Dear Top Management
Thanks for taking a few minutes to read this. Hopefully I can save you some effort by telling you how not to fail at ISO9001. I know you’re conflicted. You signed up for all of this with a set of expectations, and with some understanding of the cost, and not knowing the benefits.
Who am I to be telling you this?
I’m your ISO auditor. I’m the fellow who is going to be sitting in front of you at some point asking a lot of questions, and I would love for you to be prepared. Actually it probably won’t be me personally, but one of the other auditors. It really doesn’t matter.
ISO9001 should be Revenue Positive
I know the size of your ISO9001 implementation budget, not counting the time it takes for your process owners and ISO coordinator to work through this stuff. It can be expensive, it is quite true. But, like other tools, this is a tool by which you can develop and measure improvements in the business. Reduced scrap rates. Lower customer complaints. More efficient production and inventory. Fewer design failures. Better new product introduction.
You should look at it another way, which is that it can keep you out of court. The elements of the ISO standard are about proving you did something right. Winning one lawsuit because you kept the correct records will pay for the whole thing. Or, better yet, keeping yourself out of court.
Oh yeah, have you ever been involved in a recall? It can be expensive. Having a management system with some internal discipline can save you some expense on that front too. One recall could potentially buy you a dozen ISO systems. I have stories to tell.
ISO9001 is the voice of the Customers
That’s right, ISO9001, the system, with the internal auditing, and me, the third party auditor, is about being the eyes of the customer. What do your customers really want? Same thing you do. A reliable supplier, who tells the truth, and responds to needs and expectations. When there’s a problem they fix it. That’s what they want.
So I, the registrar’s auditor, am going to help you.
By the way, the customers want you to succeed, you know. They’re making an investment in you, as a supplier, and this is a way to reduce risk. We all want to keep out the riff raff.
What can you do to help?
The best thing I can tell you is to show some commitment to the business and customers. If someone asks for resources, and there’s a business case for it, spend the money. If there’s a problem, don’t be in denial. Be data-driven. Measure your processes and take action if you’re missing your targets.
You might be doing this anyway. If so, good for you.
The main difference between the successful and unsuccessful companies at this is the successful companies are humble enough to accept their complaints, and internal audit findings, and aggressively fix them. If you do that one thing, be responsive, this whole thing will go a lot easier and better.
I would love to spend some more time with you
but, frankly, we both know that you’re a bit impatient and would rather get back to whatever else it was you are doing.
I have so much more to say.
By the way, in the soon-to-be-released book “How not to Fail at ISO9001” I beat you and the other top managers up a little but you know. at some point in the day, “the organization” will only be as committed to this as you are.
Don’t for get to write. Thanks for clicking
Jim
PS: You should check into my playlist on YouTube.
A few years ago I did a series of videos on the ISO9001:2015 transition that are very applicable today, based on my own experiences as an auditor. It’s working with the Widget Company a funny family business. If you feel like binge watching an ISO-implementation soap opera,. feel free to click.
Oh, by the way, have I told you lately that along with being an auditor, I am also doing consulting work, trying to get people registered to the ISO standard?
Here’s a link. I haven’t seen everything and done everything yet, but it’s close.
