Of course every organization strives to satisfy customers. As an organization, ISO is no different. However, the experience many have had with ISO 9001 provides us with a lesson about the assumption of invariable customer correctness. To satisfy customers, sometimes they need to be educated instead of being presumed correct. Continue reading
Yes, you read it right: it’s not that quality is at risk, it’s more that quality is a risk itself.
I don’t despise ISO 9001 and the many quality-oriented standards, I’m simply looking at the market as it is.
PURCHASE CHEAP & COUNTERFEIT
In a recent market survey conducted in Rome among young people more than 75% of them declared they prefer to buy cheap, counterfeited products as compared to the expensive OEMs’ brands. Continue reading
In recent months, there has been a lot of speculation into the addition of risk management into the 2015 version of ISO9001. This article will attempt to put this initiative into perspective and eliminate most of the fears and concerns that many have voiced on the subject.
Let’s start with the basics. Continue reading
We’re seeing more integration of ISO 31000 and ISO 9001:2015. What does this mean to both standards as well as the generation direction of ISO standards? Here is my quick impression giving the current trend:
1. Companies moving from a compliance and control framework to a performance-oriented, risk management framework supporting decision-making. _
2. Enterprise Risk Management (ERM) program will refer to the principles, the vocabulary, the framework and the process proposed in ISO 31000, in order to provide a structured approach, a consistent methodology, a common vocabulary for all type of risks which could prevent the organization to achieve its objectives. Continue reading
We are all good at reacting and responding, putting out fires, and crisis management. In addition, organizations large and small have learned how to be lean and agile, and how to execute a strategy at a high level.
However, despite these skills, General Motors still declared bankruptcy, Blockbuster closed its last store, and Blackberry quickly moved from leading to bleeding. And let’s not forget Hewlett-Packard, Sony, Dell, and a host of other companies who failed to thrive despite its leaders and workers being responsive, agile, and executing well. Continue reading