Tag Archives: T. Dan Nelson

#32 – RISK & QUALITY: SIMILARITIES AND DIFFERENCES – T. DAN NELSON

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T. Dan Nelson - Screen Shot 2013-09-06 at 8.16.28 PMI believe that risk and quality will never resolve, one into the other. Though they may be related, each will always have its own identity and purpose.

PURPOSE OF RISK MANAGEMENT
The purpose of risk management is not, and should not be, to manage quality.  Quality should not be driven by risk.  Of course, risk as it pertains to quality must be recognized and adequately managed by successful organizations, or they would not be successful.  Were risk not being managed to some degree to ensure delivery of quality product, it seems an organization would not develop to the point of needing enterprise-wide risk management. If poor quality puts an organization out of business, there would be no business. Continue reading →

#31 – DEMING NOT JUST A QUALITY GURU – A BUSINESS GURU – T. DAN NELSON

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T. Dan Nelson - Screen Shot 2013-09-06 at 8.16.28 PMBy the late 80s, it became apparent that Japanese cars were in many ways superior to their American counterparts. They were often more reliable and durable and they got better gas mileage. They were of superior quality. They often still are.

To what do the Japanese attribute their success?  The teachings of W. Edwards Deming.  The Japanese listened to Deming when Americans would not. Continue reading →

#30 – AN ISO APPROACH DESIGNED TO FAIL – T. DAN NELSON

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T. Dan Nelson - Screen Shot 2013-09-06 at 8.16.28 PMISO 9001 demands effectiveness. For a defined management system to be ISO 9001 certified, it must be effectively implemented and it must effectively meet ISO 9001 requirements. Otherwise, conformity to the standard has effectively not been demonstrated. The problem: organizations failing to effectively demonstrate conformity to a basic ISO 9001 requirement nevertheless receive ISO 9001 certification. Continue reading →

#29 – IS ISO 9001 WORKING? – T. DAN NELSON

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T. Dan Nelson - Screen Shot 2013-09-06 at 8.16.28 PMISO 9001 is not  working.  Says who?

Top British ISO brass.  Just recently, two high level officials from the UK spoke out about an effectiveness problem with ISO 9001.  ISO 9001 is failing.  The first suggests that quality professionals are failing, alluding to a compliance-based mind-set to auditing, while the second addresses this problem as a failure of organizations and auditors to understand and apply a process approach. Continue reading →

#27 – AUDIT MY PROCESS PLEASE! – T. DAN NELSON

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T. Dan Nelson - Screen Shot 2013-09-06 at 8.16.28 PM

Sometime after the release of ISO 9001:2000, a shortcoming of ISO 9001 auditing became clear: certifying body (CB) auditors were often using a standard-based approach to auditing. Auditors would arrive at an audit client’s worksite armed with a copy of ISO 9001 as a stage 2 audit checklist.  This appeared to allow inconsistent application of the requirements.

Since the 2000 standard only reputedly required six procedures, stage 1 document review consisted of reviewing an organization’s 6 procedures against requirements contained in the 6 ISO 9001 clauses calling for documented procedures. This same mind-set is a carry-over from the 1987/1994 idea of auditing.  Then, document review consisted of reviewing an organization’s 20 procedures against the 20 elements calling for documented procedures; stage 2 auditing consisted of assessing working practice against procedures responding to ISO 9001 requirements. Continue reading →