A Paradigm Shift in Management Systems Thinking

THE "OLD" ISO-9000?

NOT THE RESULTS YOU EXPECTED?

A dry, dull and passive system?

A procedural, paperwork-driven system?

A stand alone system that resides in a manual or bottom drawer?

A system which is organisational and not customer focused.

The routine panic before the annual audit?

A system that has no connection with profit generation or customer loyalty?

The new ISO 9001:2000, a significantly changed standard for business has superseded the existing 1994 version. The revised standard will require and recommend substantial modifications and enhancements to your organisations document and data control including the business performance structure.

The version 2000 standards of ISO 9001 and 9004 focus on the process model as a business platform with continual improvement (e.g. kaizen, Six Sigma and the best practice model) and a customer interface system as the major objectives of the new quality management systems. This gives way to exciting opportunities for companies to use the quality management system as a strategic tool which can assist them to exceed the compliance requirements and move towards business excellence.

The structure of the ISO 9001:2000 version will conform to that of a typical process model and bring together most of the original 20 element requirement structure of ISO 9000:1994 under 4 major focus areas:

Management responsibility

Resource management

Product [service] realisation

Measurement, analysis and improvement

Significant improvement to the previous ISO framework is the focus on the Voice of the Customer, Measurement, Analysis and the Continuous Improvement requirement. The ultimate goal of sustained customer confidence and satisfaction will be embedded throughout the entire ISO 9001:2000 framework.

The ISO 9001:2000 version was released on 12 December 2002. Current certified businesses have until 15 December 2003 (deadline news) to upgrade to the 2000 version. This will allow time for businesses to develop plans to meet the eight management principles identified in the new version. These eight principles clearly target real business needs.

During transition to the new standard, it makes sense to take the opportunity to look at business improvement whilst meeting the requirements of the new standard. (Emphasis change)

OPPORTUNITIES WITH THE NEW ISO 9001 PROCESS

Strategically aligned with business practices & Integrated on all levels

Customer driven

Process oriented

Dynamic and proactive

Continuously improved

Bottom line results

If your organisation has not embarked on a continuous improvement drive, it is suggested you transform your existing system for compliance to the new standard, by using a phased approach to ensure that business commitment, responsibility, teamwork, process ownership, efficiency, profitability and growth can all be improved.

It makes sound business sense that you get a head start by making an early effort to begin adapting to the new system and subsequently reap the benefits thereof.

The statistics for the "old" ISO was: “75,3% of corporations with ISO certification report a major competitive advantage and 42,4% reported improved customer demand”

Imagine what the added value would be with the 2000 version? Defined increase in percentage BUT with one important and major difference between the old and the new, that is:

Getting business results through ISO 9001:2000