It seems that everyone knows the difference between a system and a process. We know processes and systems are related, but most of us aren’t sure when one begins and the other ends. ISO 9000 provides definitions, but they seem inadequate at times.
Understanding the differences between a process and a system is important for effective organization management and auditing programs. Understanding some of the dynamics will help in the development of value-added auditing strategies. Continue reading
Introduction
The Law Dictionary defines Collateral Risk as:
The RISK of loss arising from errors in the nature, quantity, pricing, or characteristics of COLLATERAL securing a transaction with CREDIT RISK. Institutions that actively accept and deliver collateral and are unable to manage the process accurately are susceptible to loss. A subcategory of PROCESS RISK. Continue reading
Takata airbags. Now Kobe Steel.
… “more cases of misconduct have continued to emerge, including revelations that Kobe Steel group falsified quality inspection data for steel powders and steel rods.”
Japan Times, ‘Kobe Said Employees’ Cover Up Hampered Probe on Data Falsification Scandal, October 201, 2017
Here’s our story of a similar event:
A few years back, our firm, Quality Plus Engineering, was asked why an industrial product was having quality and reliability problems. The manufacturer’s products were failing prematurely in a very important application.
We had to go to the source – the corporate design and manufacturing center in Japan. Continue reading
Introduction
An organization’s culture is an important determinant of its success or failure. This is because an organization’s culture is the combined effect of the employees’ underlying assumptions, beliefs, attitudes and expectations. Each can affect performance and adaptability. A cultural assessment can help determine areas that can inhibit mission accomplishment. This article lists the different techniques used in conducting a cultural audit and indicates how it can help guide corrective action. Continue reading
Most of us are aware of the old saw “the operation was successful, but the patient died!” which has been around since 1829 and used to describe medical, as well as military and business failures. There are many reasons for failure but is ‘over-management’ one of them? Can too much ‘project management’ be applied to the point that the aim of the project, i.e. the product, is compromised? Continue reading