Previously,
I discussed failure mechanisms and root causes and classified failure into three types based on when failures occur: early life, random, and wear-out. Here I will focus on the first two: early life and random failures. Continue reading
The quote attributed to Thomas Edison of “Vision without execution being hallucination” is one side of the coin. As Roger Martin wrote in a recent HBR article, execution without vision is mindless.
A good analogy I’ve used to express how tightly integrated the two need to be comes from organized sports. Continue reading
In the February 2015 issue of Quality Progress, John West and Charles Cianfrani imply that ISO 9001:2015 will result in a change in the quality format. However, it will merely be an adjustment. The inference is that quality will still dominate. One might expect that approach in the American Society of Quality’s (ASQ) primary journal. However, this raises the question posed in the title. Is one approach going to dominate the other? There are partisans on each side. In an earlier article, I postulated that it is actually a symbiotic relationship. However, a closer examination of the foundation and difficulties associated with the Quality Improvement Process and Risk Analysis should put the issue in a better perspective. Continue reading
In order to gain competitive advantage and long term growth, CEOs are acting on three corporate responsibility trends. The trends include the impact of ratings and rankings on their business, risk management practices for brand and reputation management, and best practices for sustainable supply chains. Continue reading
If ISO 9001:2015 is effectively applied, auditors will no longer use a clause-by-clause approach to auditing QMSs. Dr. Croft of TC 176 addresses this issue directly while answering a question about the difference in audit approach expected of ISO 9001:2015. Continue reading