Decision Making, ISO 9001:2015 or Good Practices and Innovation

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Decision Making, ISO 9001:2015 or Good Practices and Innovation

 
Quality is a broad concept that there are few best definitions, or rather, a few definitions are kept as widely valid at the time. We startes with ISO 9001 quality systems or basically inspired by product control, to proceed to process management and customer focus, currently geared towards risk management processes. EFQM set new guidelines for the quality towards greater excellence systems. However, and even after a long time, there are some systems or conceptual visions that have lasted longer and have settled very solidly among those who have studied and experienced, we speak of Deming and Ishikawa. To all this, have joined the Kaizen and LEAN philosophy and Six Sigma methodology, and others who share specific methods to address the resolution of specific problems, or simply for a system of continuous improvement, identify variables calve a process, eliminate waste, rejection, loss of time, energy savings, etc.
 
We must focus to all this, but in order, that is, there is a certain sequence of actions that lead to some results, results are only obtained if the sequence is respected. From quality we can obtain efficiency and cost reduction, leading to improved competitiveness, but improving the competitiveness not necessarily allows you to get quality. Do they get better quality companies that reduce the wages they pay? Please answer yourself. That's why we could say process improvement (productivity, efficiency, e tc) does not ensure quality improvement, if indicators and targets to do so are not specified.
 
Customer satisfaction was key in the past decade, and still has a long journey for many companies, since it is not difficult to find a multitude of services or products that can not be found for certain customer segments, or in its provision or use, not many irregularities or hidden aspects of contract occurs, etc. If for the client (see article on 04.21.2015), the most important is innovation, work environment, ethics and integrity, social investment, leadership, etc, why are not those indicators or targets set as first in the companies? Why are there many CEOs for whom monetize innovation is not in its objectives? In ATEC+ID we reject the demagoguery, and so we ignore that sustainable profitability is within ethical criteria, etc.
 
Incorporating risk assessment to quality, formally, could be identified in Good Manufacturing Practices (GMPs), which are specific and mandatory for certain sectors whose reference is the pharmaceutical sector. The GxP systems are similar in many respects to the ISO, with some difference identified in anticipation and extent to the requirement of formal risk assessment, never before explicitly required by ISO 9001. However, the ISO 900:2015 requires to incorporate risk assessment (not enter in this article in the detailed analysis of changes in 2015 to see it soon our "Quality") quality system, which results in a totally different approach and process monitoring therefore making decisions about them. The approach to risk, and specifically for assessment advises adopting methodologies ATEC+ID provides implementation as part of their service offering, you can find a sample section between Quality and Organization
 
Decision making in companies so far have been occurring for steering committees in specific departments, and even individuals, but how should decisions be made in a modern company? The answer is simple, there are two key aspects that any manager has to manage for this: The valuation of the viable options, and risk assessment that things go wrong. It is clear that people who have been involved in studying the different options that must be managed in any decision making (issue that is basic), since otherwise it would be a no decision, should not take part in making the final decision. In this respect, it should not be strange (it would be advisable), companies count with a continuous outer vision, timely or continuously.
 
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