ISO9000 & Beyond

To be successful, organisations must prove themselves to be indispensable to their customers, be attuned to their employees' needs, be willing to partner with their suppliers, and be considerate of the social, environmental, and safety outcomes of their performance. These rather new and expanded objectives of business operations, are the main pillars of business excellence.

Samson and Challis (2002) studied leading international organisations in an effort to determine why some were more successful than others in their pursuit of excellence. They identified a total of 14 principles that served as catalysts for business excellence. The extent to which each organisation embodied these principles appeared to be directly related to the speed of its journey towards excellence.

Furthermore, the EFQM Excellence Model, which is used to adjudicate the European Quality Award, and the most frequently discussed model in quality literature (van der Wiele et aI., 1995, 2001), uses self-assessment as a tool to identify organisational strengths, as well as areas in which there exists room for improvement. Its outcome is a structured plan for amelioration, which is subsequently monitored for progress. In addition to this self-assessment component, the EFQM assists organisations with their continuous improvement initiatives by facilitating gauging of progress against measures of total quality management, identification of improvement opportunities benchmarking and organisational learning (McAdam and Kelly, 2002).

Truly effective use of the excellence models for continuous improvement requires the input of management and employees. For maximum benefit, it must be effectively marketed by top management and internalised by the staff of the organisation (van der Wiele et aI., 2000). Also, to be optimally effective, quality improvements should be prioritised and should focus on the results category of a business excellence model such as the EFQM Excellence Model (EFQM, 1999; Seghezzi, 2001), the Malcolm Baldrige National Quality Award (MBNQA, 2002), or the Canadian Framework for Business Excellence (CFBE, 2002).

Quality management The family of ISO 9000 standards can be regarded as the foundation on which organisations can build their excellence programs. The success of a quality management program that builds upon the foundation of the ISO 9000 system has been said to relate to the original motivation for registration (van der Wiele et aI., 2001). The message is that the added value that an organisation derives from the ISO 9000 standards should be a result of that organisation's motives for, and approach to, implementation (Cobb, 2003; Gotzamani and Tsiotras, 2002; Singels et aI., 2001). Issues such as organisation, internal and external communications, employee awareness of quality, product conformance and customer satisfaction are all addressed within the ISO 9000 system, simplifying management commitment to quality. This can be a driving force to go beyond and achieve business excellence. However, if not done properly, it is also possible that implementation of ISO 9000 may lead to excessive emphasis on the documented procedures and less emphasis on achieving business objectives (Gotzamani and Tsiotras, 2002).

The importance and relevance of quality cannot be overstated. In recent decades, public, private, and third-sector organisations have been awakened to the necessity of creating and ensuring quality in every aspect of their operations. Far beyond "permitting things to run smoothly", an emphasis on quality in management systems is now considered essential to an organisation's prosperity. Globalisation and an enhanced concept of corporate liability are two important societal trends contributing to this emphasis on quality. There are numerous reports in the literature that describe quality management practices and the benefits that emanate from implementation of an ISO 9000 system. Many of these are case studies or reports of the benefits and drawbacks of such systems. The emphasis is on continuous improvement which is beyond simple conformance to the ISO 9000 standards.

The Balanced Scorecard The Balanced Scorecard (BSC) is an instrument which translates the mission and strategy of an organisation into a broad collection of action metrics and indicators, and which subsequently provides the structure necessary to serve as control and strategic measurement system (Kaplan and Norton, 1996). The BSC is applicable to any type of organisation, albeit with modifications. For example, a BSC for non-profit organisations must be modified to include a mission perspective and any other additional perspectives which provide specific information on social demographic factors regarding the organisation's environment. Viewed as a performance measurement system (PMS), the BSC is not a new tool as PMSs have existed for a long time in all organisations and in most cultures, in one form or another. Hence the novelty of the BSC does not reside in its existence but rather in the attempt to achieve standardisation via conventions and universal rules (Urrutia de Hoyos, 2001).

The BSC's most standardised antecedent is the "tableau de bord" (Mallo and Merlo, 1995), a tool utilised principally by French companies, and whose configuration and conceptual basis is very similar to the BSC. One explanation for the lack of standardisation of PMSs along the line of the tableau de bord and BSC is certainly the lack of publicised information regarding their existence due to its being an excessively strategic tool; due to their strategic nature, organisations are very reluctant to disclose their existence and utilisation.

Development of the BSC The development of the BSC has gone through three distinct phases.

The First phase Initially the BSC was intended as a measurement tool, with an operational and tactical focus. It was a collection of indicators arranged by perspectives or key areas, which permitted the identification of the determinants of the performance of a business. The original objective was to overcome the limitations of using only financial indicators. These last only provided information about actual, past performance, and failed to provide information on the drivers of future performance (Kaplan and Norton, 1996). The four BSC perspectives - financial, customer, internal processes, learning and growth - were selected on the basis of the results of a study by David Norton and Harvard University (Kaplan and Norton, 1992).

The Second phase In the process of identifying indicators for each of the four perspectives, it was discovered that by developing strategy maps, not only could the appropriate indicators be identified, but also management could utilise the BSC for strategic planning. In the first phase, indicators were identified subsequent to the development and definition of the organisation's strategy, and had an operational and/or tactical focus. During this phase, it was discovered that it was not enough to simply identify indicators, it was also necessary that the indicators were extracted directly from the strategic plan. This so as to identify, and explicitly describe, the causal relationships with the organisation's strategy. In other words, the indicators were identified prior to the development and definition of the organisation's strategy, and as such playa key role in the development and definition of the strategy. The act of measurement has consequences that exceed simply providing information on past results. It also directs attention to the future, since the indicators selected by management are 'de facto' those which are important to management. Hence, with a clearly defined strategy, coherently communicated and aligned with change drivers, what was initially an information/measurement tool, and part of the management control function, was converted into a tool for strategic management (Kaplan and Norton, 2000) and a part of the strategy formation process.

The Third phase The BSC communicates the organisation's strategic plan via maps in which the cause-effect relationships between the different strategic objectives can be visualised. This permits management to utilise the BSC as a tool for change management leading to the achievement of Business Excellence.

Conclusion This article explored the broad issues related to business excellence and the application of ISo 9000 and the BSC as the first steps in achieving excellence. ISO 9000 and the BSC aim at assisting firms to develop systems and procedures which allow them to achieve business excellence by becoming more customer-oriented. The implementation of such systems requires on-going support from senior management; taking into consideration the role of internal reporting and operational control systems to monitor and proactively adapt to changing business needs.

Sandro Azzopardi is a professional author who writes articles on his web site and local newspapers. http://www.theinfopit.com/business/iso9000/iso9000andbeyond-1.php

An Brief Explanation on ISO 9001:2000 Quality Procedure

When our company intend to implement Quality Management System (ISO 9001:2000), we should prepare quality management system documentation that includes documented statement of quality policy and quality objectives, a quality manual, quality procedures and workplace references or work instructions to ensure the effective planning, operation, and control of company processes.

In regard with quality procedure, it should be established, documented, implemented and maintained. The documented ISO 9001:2000 procedure may be different from one company to another because of the size of company and type of activities, the complexity of processes and their interactions and the competence of their personnel.

In practice, format of ISO 9001:2000 quality procedures may also differ from one company to another. For a company that is trying to make their own ISO 9001: 2000 quality procedures for the first time, using ISO 9001:2000 procedure examples can be very helpful. It does not mean duplicating the ISO 9001:2000 procedure example for the company own use.

An ISO 9001:2000 quality procedure may consist of cover sheet, flow diagram, and procedure in detail. The cover sheet contains Company name, title of ISO 9001:2000 procedure, sheet number, document number and revision record (revision number, description of revision, date of revision and signature of the person in charge.

The flow diagram explains step by step from the beginning how the ISO 9001:2000 procedure flows. And the procedure its self should at least have an objective, scope, general explanation, definitions used in the procedure, content of the procedure, records used, related documents and important attachments. The contents of ISO 9001:2000 procedure is a text description of the work flow or instructions based on its flow diagram. The description is started with the persons in charge and followed by explanation of their tasks or jobs as specified in the flow diagram.

Lukman is the webmaster of Free Ebooks Downloads Directory- http://www.hot-free-ebooks-maps.com. Communicate with him at http://inside-chemical-plant.blogspot.com

Six Sigma Vs ISO 9000

The debate over whether or not to choose Six Sigma over ISO 9000 is getting more interesting with each passing day. In an attempt to determine which of these is the better of the two, it is highly pertinent to discuss that in the context of applicability of them to industries. And there exists a huge amount of difference between the approaches of these two methodologies in tackling the issues.

Six Sigma - A Critical View

Six Sigma utilizes a multi-faceted approach to doing business with total improvement of the end product being the goal. In doing so, Six Sigma defines and analyzes the processes critically almost always focusing on process improvements. The statistical tools used in Six Sigma help not just in the adoption of processes but are also critical tools of Six Sigma implementation.

Process Development Stages

Let us examine the above statement as applicable to a process for easier understanding. While working on process improvement, the Black Belts break up the original sequence of different events that comprise the entire process and each event is further subdivided internally. This enables the "belts" to take an entirely different view of the process via the entire process as a whole. The powerful statistical tools employed at this stage of evaluation make the picture clearer and help the "belts" to arrive at decisions about the value additions those made to the process by different events.

This principle obviously goes beyond standardizing the processes and setting the pathway for being vigilant about adherence to the Six Sigma methodology. Useless values which have lost meaning make way for more meaningful events and eventually more robust and comprehensive processes. In a Six Sigma environment, customer demands will assume a key role in driving the processes towards aligning all activities with the vision of the leader of the company. The approach is "how to" rather than "what to" deliver.

The ISO 9000 Approach

The ISO approach towards quality management concentrates on standardization of the activities of production. The eight quality principles of ISO 9000, along with its twenty-four requirements outline business processes. The emphasis here is on the control of events in each aspect of doing business by documenting evidence and reports. The eight principles of ISO 9000 include prioritizing customer data, purchasing and quality systems, among other critical aspects. ISO 9000 recognizes each process, whose end goals are the same, as an independent entity. Documented quality requirements typically decide, based on set rules, whether or not a particular process adhered to that standard.

Document and Process Control

Maintenance of quality is achieved by adhering to key process and document control. Operating procedures and process control documents restrict deviations outside the concepts of what you should be doing in every process. What-you-should-be-doing is given emphasis under standard conditions rather than dealing with process improvement.

Stalwarts in industry are examining the possibility of merging the best practices of the two. Several industry leaders have already acknowledged the benefits of using both methodologies to compliment each other. Another view is that, as Six Sigma implementation is what you do within your company (unlike the certification in ISO) the company does not get recognition for achieving successful Six Sigma implementation. However, as long as the culmination of a business activity is defined by both methodologies as retaining and improving the customer base along with maximizing the bottom line, rejection of one in favor of other will be hard to justify.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts

ISO 9001 Software

ISO 9001 Software

Companies that need quality management systems realize that products like ISO 9001 software are important tools to insure their product safety, consistency and profitability. Using ISO 9001 software can help guarantee that any company can monitor productivity, customer satisfaction and product quality with reports that contain solid information. This information is now vital to management in order for maximum efficiency in any industry. This is why ISO 9001 software is vital to any sized company. Continuous improvement means continuous profitability. Here are just a few reasons why:

o Companies increase sales because of better performance, quality, and delivery. This propels you ahead of your competition.

o ISO 9001 software helps retain employees and attract more highly qualified employees because they are assured of a controlled and consistent work environment.

o The experience of a more professional workplace boosts employee morale.

o Reduced operating costs dramatically increase your company?s productivity, leading to higher profitability.

o Customer satisfaction and higher profitability expand your market share and demand for your consistently higher product quality.

o When you're compliant or certified to the appropriate standard, the businesses that work with you know that quality objectives, continuous improvement, and customer satisfaction are your goals. Many companies require that their suppliers are ISO 9001 compliant; therefore, once you're certified, your opportunities increase.

ISO 9001 software has be utilized and has developed experience of helping manufacturing, service, and distribution organizations to be more efficient and more profitable through continuous improvement programs. We help you to implement the time-tested methods of continuous improvement to measure performance, analyze data, and apply the appropriate process changes. This includes using ISO 9001 software.

ISO 9001 software also offers a suite of modules to enable you to manage the document management and ISO 9001 Compliance Management process. These modules enable complete transparent system measurement with targeted action items ensuring all persons are notified of tasks and carry them out in a prompt and efficient manner.

ISO 9001 software provides training in there software and also bring extensive experience in implementing the ISO 9001 software in various environments.

Training Options

There are also three other ways ISO delivers training to help companies comply with industry standards:

1. Full training program help for administrators of our ISO 9001 software program at your location this training includes full orientation to our document management, corrective action calibration records , training records and numerous other features of our software

2. General users training to assist users in the company in utilizing the ISO 9001 software system in there day to day environment for document management and responding to action items.

3. Upgrade training program help for companies who experience personnel turnover to bring the new person up to speed on the ISO 9001 software system.

4. Overview seminars providing orientation sessions for those new employees or those new to the software

The ISO 9001 software comes from extensive experience introducing effective and affordable quality management systems to a wide variety of industries and service organizations. Numerous companies who have worked with us reap the benefits of increased profitability, enhanced customer relations, elevated employee morale, and increased sales. Clients enjoy our flexibility in organizing the process around their needs and their schedules. We have a proven track record of success and customer satisfaction.

Becky King is a well respected software reviewer who lives in California with her family and two dogs.

Learn More at: www.interaxgrp.com

redkoch@yahoo.com

ISO 9000 AND SEI-CMM PROCESSES AND STANDARDS FOR OUTSOURCING

Companies seeking international outsourcing are increasingly expecting providers who can offer high quality services and work products, as defined by formal compliance with international standards such as ISO 9000 and SEI-CMM. Providers who offer high quality work but do not adhere to recognized ISO or SEI-CMM standards will surely lose out to those who do.

In fact, a growing number of companies who will use outsourcing already use ISO standards, which define the rules for selecting outsourcing providers. In this case, these companies MUST select outsourcing companies that use the same or similar standards. For example, Clause 7.4, "Purchasing," of the ISO handbook, "ISO 9001 for Small Businesses," deals in detail with the complex area of contracting out processes, products or services which is commonly referred to as " outsourcing " or " subcontracting ". It covers who is responsible, the relationship between outsourcing, the organization and customers, how to ensure that you get what is expected, plus how to select companies with the necessary capability to meet requirements.

About the Standards :

ISO 9000

- The International Organization for Standards (ISO 9000 series).
- International set of documents on quality assurance. Written by members of a worldwide delegation.
- 3 core quality systems documents.
- Models of quality assurance.

SEI-CMM Model

- SEI (Software Engineering Institute) established in 1984.
- The CMM (Capability Maturity Model) of SEI is a framework that describes the key elements of an effective software outsourcing process.
- CMM - composed of 5 maturity levels.
- Each level facilitates a layer in the foundation for continuous process improvement.

Achieving each level of the model institutionalizes a different component in the software process, resulting in an overall increase in the process capability of the organization.

For outsourcing providers, it is therefore critically necessary that you understand ISO 9000 and SEI-CMM processes and standards not only for your own purposes, but also so that you can better understand the requirements of the companies who will be your clients. Having certification in these standards will greatly improve your business profile and increase your potential for doing business in an increasingly quality-conscious world.

For further information on software outsourcing , offshore outsourcing and offshore software development , please visit http://www.a1technology.com .

ISO 9001 Software

Companies that need quality management systems realize that products like ISO 9001 software are important tools to insure their product safety, consistency and profitability. Using ISO 9001 software can help guarantee that any company can monitor productivity, customer satisfaction and product quality with reports that contain solid information. This information is now vital to management in order for maximum efficiency in any industry. This is why ISO 9001 software is vital to any sized company. Continuous improvement means continuous profitability. Here are just a few reasons why:

o Companies increase sales because of better performance, quality, and delivery. This propels you ahead of your competition.

o ISO 9001 software helps retain employees and attract more highly qualified employees because they are assured of a controlled and consistent work environment.

o The experience of a more professional workplace boosts employee morale.

o Reduced operating costs dramatically increase your company's productivity, leading to higher profitability.

o Customer satisfaction and higher profitability expand your market share and demand for your consistently higher product quality.

o When you're compliant or certified to the appropriate standard, the businesses that work with you know that quality objectives, continuous improvement, and customer satisfaction are your goals. Many companies require that their suppliers are ISO 9001 compliant; therefore, once you're certified, your opportunities increase.

ISO 9001 software has be utilized and has developed experience of helping manufacturing, service, and distribution organizations to be more efficient and more profitable through continuous improvement programs. We help you to implement the time-tested methods of continuous improvement to measure performance, analyze data, and apply the appropriate process changes. This includes using ISO 9001 software.

ISO 9001 software also offers a suite of modules to enable you to manage the document management and ISO 9001 Compliance Management process. These modules enable complete transparent system measurement with targeted action items ensuring all persons are notified of tasks and carry them out in a prompt and efficient manner.

ISO 9001 software provides training in there software and also bring extensive experience in implementing the ISO 9001 software in various environments.

Training Options There are also three other ways ISO delivers training to help companies comply with industry standards:

1. Full training program help for administrators of our ISO 9001 software program at your location this training includes full orientation to our document management, corrective action calibration records , training records and numerous other features of our software 2. General users training to assist users in the company in utilizing the ISO 9001 software system in there day to day environment for document management and responding to action items. 3. Upgrade training program help for companies who experience personnel turnover to bring the new person up to speed on the ISO 9001 software system. 4. Overview seminars providing orientation sessions for those new employees or those new to the software

The ISO 9001 software comes from extensive experience introducing effective and affordable quality management systems to a wide variety of industries and service organizations. Numerous companies who have worked with us reap the benefits of increased profitability, enhanced customer relations, elevated employee morale, and increased sales. Clients enjoy our flexibility in organizing the process around their needs and their schedules. We have a proven track record of success and customer satisfaction.

Learn More at: www.interaxgrp.com

Becky King is a well respected software reviewer who lives in California with her family and two dogs.

ISO 9000 Solutions

Businesses that have undergone the process of registering, training and certifying as ISO 9000 compliant will tell you that it is nothing short of tiresome. From attempting to decipher the complex language of the manuals to the actual implementation of the ISO 9000 standards, the entire process can be overwhelming to unsuspecting managers.

Over 300 software solutions are available for guidance on the process. These programs generally assist in the creation, implementation and management of the quality control system. In addition, hundreds of consulting firms exist throughout the world and offer ISO 9000 solutions. Either of these options can help you begin the difficult process of ISO 9000 certification.

Experts have estimated that it takes approximately 7-10 months to read and understand the complex ISO 9000 manual. In addition to the time it takes to actually read through the manual, companies should take into consideration the cost of the auditor's visit. You certainly want to make sure you understand what is expected of you before you dish out upwards of $10,000 for the auditor. If you are not prepared at the time of the auditor's visit, he or she will certainly be happy to come back for a second round. However, this will cost your company even more money and can quickly become a very expensive process.

Companies offering ISO 9000 solutions can help your company to save time and money. By helping you with the entire process, from understanding the training manuals to grilling you on issues that the auditor will cover, you can expect big savings and a much less daunting process. If your company needs ISO 9000 help, you should consult with a specialist.

Many good resources on ISO 9000 are available through the web. An excellent book is ISO 9000 Answer Book by Rob Kantner. This book is written in plain English that is easier to read and understand than the complex certification manuals, and offers assistance with ISO 9000 solutions. The book covers the details of some of the most frequently asked questions from companies around the world. ISO 9000 Answer Book is an excellent resource for both novices and those experienced in the ISO 9000 process.

ISO 9000 Info provides detailed information about ISO 9000 standards, software, consulting, help, and solutions. ISO 9000 Info is affiliated with Business Plans by Growthink.

Understanding Film Types and ISO Ratings - Beginning Photography Basics

Beginning photographers are usually so wrapped up in learning about exposure, depth of field, and creative composition - they tend to overlook the importance of what they are recording the image onto. Whether it be film or a digital sensor - what takes place when the image hits it has a huge determining factor of what it will look like, and most especially will determine how much work you have to do in the darkroom or on the PC.

It should be noted that while I will be mentioning popular film brands, I am not promoting them. I'm not sponsored, nor am I a film sales affiliate. These are the brands I am accustomed to working with. You will need to decide for yourself and hopefully these guidelines will help you.

In my beginning years as a film photographer if you were to dig through my backpack you would find a dozen different film types and way too many rolls per type. "Afterall," I would mutter under the extra weight, "never know what I will encounter!" To a certain extent that is true, but having 10 rolls of 100 ISO color print film of varying brands is a bit extreme!

A simple guideline to follow that you can test for yourself starts with choosing the right ISO rating for the film you work with. As a matter of fact, these ISO principals are the same for digital cameras as well!

Quite simply, the ISO rating is that number on the film box. If you purchased it at the local grocery store it's usually a 200, 400, or 800. That number is the film's rating of how sensitive it is to light. The higher the number the more sensitive - the lower, the less. The mistake many beginning photographers make is the assumption that the higher the number the better because they can shoot in lower light and not use flash, and still use faster shutter speeds. This is fine if you are CSI photographer at a crime scene at night...not so fine if you are shooting a gorgeous landscape with the last of the day's light on the horizon.

Basically - the higher the ISO number the worse the quality of the image - especially if you will enlarge prints. The lower the ISO (particularly where landscapes and nature are concerned) the better the image quality. With print film - color or black & white, when you get up into the 800 and higher range you will see an increase of grain in the printed image. This becomes even more visible as you enlarge the photo. While some artsy photos are quite appealing with this grain, it is extremely unappealing in fine art landscapes or nature. Of course the higher ISO rated films have their place in photography: sports and, well, CSI night photography!

In the 125 ISO or lower range these films are extremely fine grain and generally reproduce fantastic colors! They are excellent for enlargements. Black and white film in this ISO range will have superb contrast and an incredibly smooth tonal range (the transition from white to black).

As a starting point I recommend the following ISO ratings:

50 - 125: Landscapes and scenics
125 - 160: Portraits, people photography where flattering skin reproduction is important
200 or higher: Sports

In case you are wondering, you will not find these high quality films at your local convenience store! You will need to find a camera shop or buy from a professional supplier.

Now, with a general understanding of ISO, this leads to the next part: which film types? For the sake of simplifying education I am focusing on Daylight film, which is usually what you are handed over the counter. But should you shoot with print film or slide film? (also referred to as transparency or chrome film) This will depend on what you are shooting and what will be the end result.

Color Landscapes

Most serious film photographers will agree that slide film in the 100 ISO or lower range is what they work with exclusively. Along with many other photographers, if I am working in color film for landscapes you will only find Fuji Velvia (50 ISO) or Fuji Provia (100 ISO) slide film in my bag. They enlarge prints extremely well, have unsurpassed sharp resolution, and reproduce fantastic shadows and realistic colors. If you have any aspirations of submitting your work to publishers, you will need to learn to work with slide film. Most only accept transparencies or digital files.

The disadvantages with these slide films is they are just that - transparencies. You will have to spend a few more bucks to have prints made from them, and unless you are working with a highly skilled printer the results can be sometimes be disappointing compared to the original transparency. If you want to make a digital file out of it you will need to buy a high end film and transparency scanner. Slide film is also very easy to over expose during the shoot. So until you are accomplished at right-on exposures, you may think I'm an idiot recommending these slide films.

If you are a serious landscape photographer my personal recommendation is to avoid color print films. I switched to the high-end slide films because I never found a color print film that satisfied me. However, I have no doubt there are photographers who have something to say about that.

Black and white landscapes are entirely different. There are many excellent black and white print films available, but after much testing you will only find Ilford PanF (50 ISO) and FP4 (125 ISO) in my film bag. In my bold opinion - black and white print film for landscapes and scenics does not get any better than these.

Portrait and People Photography

Until you become highly skilled with exposure, and you are working with models that have flawless skin - stick to print films. The most important factor with color portrait photography is skin tones. Using films with ISO ratings lower than 160 will bring out the red pigments in a person's skin more than if you stick to the 160 range. Go below 100 and your model will look like they have a nasty rash! I speak from experience.

Kodak makes a wonderful color portrait film called Portra 160. In my opinion it reproduces the most pleasant skin tones and the contrast is perfect. Just as important, it enlarges very well. If you want to try black and white portraits I also recommend giving Ilford FP4 a try. You will see some of the smoothest facial tones imaginable with this film!

One of the advantages with color and black & white print film is the exposure tolerance (or film lattitude) is excellent. This means that if your exposure is just slightly off, the image will still most likely come out looking very nice.

I recommend these as starting points to find what works best for your photography. It is important for you to learn for yourself what works well, and what does not. However, applying these principals will give you a significant step up towards perfecting your photographic work.

Chip Clark is a San Diego based professional photographer, with over 20 years experience in landscape photography, wildlife photography, sports photography, and portraiture.

Chip Clark's photography tutorials are available at http://www.chipclarkphotography.com/advanced-techniques-for-beginning-photographers.htm

Publishing and reprint rights are granted solely according to the guidelines set forth by Ezinearticles.com.

ISO For the Small Business

ISO has been around long enough that everyone is aware of what can be gained by implementation of this system, yet many businesses are still reluctant to adopt this practice into their operations. There are several reasons for this, probably the number one being that it is deemed to be too costly and time consuming when compared to the perceived gains for smaller businesses to readily commit to this rigorous and detailed approach to improvement.

Designing and adopting this standard can appear intimidating when you look at all that is involved. As a small company you may feel that your limited staff and resources are not fully equipped to handle this myriad of documentation, standardization, auditing, and most of all, training that is required to create and maintain a successful ISO system. As daunting as the process may seem, with a little planning it can be much easier than you might think.

It is true that approaching ISO as a large organization normally will is quite overwhelming for a smaller company; however, you can approach this endeavor from at totally different perspective and still be successful. The usual route to ISO is to enroll in some form of structured process by registering in a class or seminar through a local college or private service. Since this approach typically follows a somewhat predetermined time frame, keeping pace can put a considerable burden on your limited resources.

ATTACK THE PROBLEM ON YOUR OWN TERMS

Purchase the standard and review it to get a thorough understanding of what is required. Outline where you are currently with your operational procedures. Compare where you are to where you need to be and outline the necessary actions that need to be addressed to meet the requirements of the standard. You can now develop a plan to address each the tasks that fits within your budget and progresses at a pace that does not overtax your workforce.

Make a commitment to methodically work toward implementation on your own. You can enroll in the accreditation programs or work through your underwriter down the road, after you have implemented all or most of the system. This approach leaves room to adapt and to achieve your goal while still remaining capable of handling your day to day manufacturing issues. The downside is that you must remain committed. It is easy to get sidetracked or buried in your daily problem solving and let your completion of ISO to go by the wayside.

BREAK THE PROCESS DOWN

Like any other large and seemingly involved problem, break it down into smaller more manageable tasks. Choose a familiar task to work on that fits into your current experience and capability. Break it down further by limiting the chosen task to a specific area of your organization. Pick one shift, one department, perhaps one work cell that you are comfortable with.

By limiting your area of implementation you increase your odds for success for several reasons. First, you will only be affecting a small portion of your facility which means expense and disruptions will be minimized. If you make mistakes their impact will not be as detrimental. You will be able to visualize not only what needs to be done, but how well you are progressing. You will be able to debug your system on the fly without having to remove the controls, etc. to keep your normal production on schedule.

Secondly, you will be able to determine exactly what is required to implement the change. Do you have the necessary data on hand? What supporting processes or documentation will be required? Is your staff capable of handling all the duties? Will additional investigation, personnel or training be required? You will be able to spread out the expenses over a longer period and allow the necessary time to train your staff.

Furthermore, as you finish a task you will gain a clearer understanding of what will be required to implement this same task into other areas. This will allow you to budget your costs and time much more accurately in the future. As you complete the required documentation and procedures you will have valuable templates that can be easily adjusted for use in other areas or for different processes.

And lastly, once your system has been debugged and implemented in one area it will be much easier to implement it in another. The entire process will also be more readily accepted by your workforce as you progress because having taken the time to get it right the first time, you will have made it easier to understand and comply in the rest of your operation.

LEARN AS YOU GO

As you progress through the standard and the different areas of your organization you be gaining the experience and confidence needed to be successful. Your technical writing skills will improve. Your team building skills will improve. Your mentoring abilities will improve. Your staff will have a deeper and broader understanding of your processes and capabilities down to the fine details. All these will improve your operations and your bottom line. Before you know it, you will be running a much more efficient, capable and reliable business.

As your processes improve so will your competitiveness in the market and you can take advantage of your new found experience to streamline your operations. You will be able to sell, estimate, produce and deliver to more accurate numbers. You will be capable of predicting trouble, discovering problems, solving issues and adapting to your needs more quickly than you could before. When the time comes to increase personnel you will have a clearer picture of the skills the potential employees need to bring with them to your company.

GET ONLY THE HELP YOU REALLY NEED

As an issue comes to light you can’t readily handle, do the research or hire the help you need at that time. Attend the seminars, take the classes or hire a consultant to provide the needed help or direction. Another great source of help in this area is your insurance provider or the underwriter you propose to use when the time comes for certification. You can greatly reduce your training costs by getting the assistance as it is actually needed. Rather than pay for a broad range of advice and direction, some of which you will undoubtedly already possess, get the specific help you actually need and only as the need arises.

DECIDE IF CERTIFICATION IS RIGHT FOR YOU

As you progress through the implementation of the ISO system your understanding of what is required to achieve success will grow. Those tasks which at first seemed complicated and beyond comprehension will become clearer and attainable and suddenly you will be at a point where the system is in place and working. Now is the time to determine if you want to take that last step and actually become ISO certified.

Becoming certified offers some advantages. Certification is a way to celebrate your new found success. The inherent requirements of certification lend themselves to keeping the system in place and functioning properly. It also tells your current and prospective customers, as well as your competition, that you are a world class organization. Certification opens the door to markets that were previously closed to you. Still, certification may not be for everyone. If your products or market access are not limited by being ISO then you may decide to delay or put off certification altogether.

Whether you opt for that piece of paper or not, you will still be able to reap the benefits the ISO system provides. By taking the time to implement the ISO system on your own terms you can significantly reduce the costs of doing so and outperform that section of your competition that found ISO unnecessary or too costly. At the end of the day, the fact is, you will have made enormous strides in your organizations potential, and even though it may have taken you a bit longer, it is still better late than never.

Mr. Cavalluzzi is the founder and owner of CONSOLUTE, LLC. His extensive background in engineering dates back to 1978 an includes the robotics, automotive, aerospace, metals and plastics industries.

Visit us at Consolute, LLC

TQM - ISO 9001 - Six Sigma: Do Process Management Programs Discourage Innovation?

A Knowledge@Wharton article based on joint research with the Harvard Business School says now may be the time to re-evaluate the corporate efficacy of process management and tailor them to the right applications. Studies show that misapplied process management can hinder companies and dull innovation. "In the appropriate setting, process management activities can help companies improve efficiency, but the risk is that you misapply these programs, in particular in areas where people are supposed to be innovative," notes Mary Benner–management professor at Wharton.

Process management methodologies focused on continuous improvement such as TQM (the work of Dr. Deming), surfaced in the 1980s in the US after the Japanese adopted it successfully. In 1960 the Emperor of Japan awarded Dr. Deming the Second Order Medal of the Sacred Treasure for his help in transforming Japanese industry. Six Sigma started at Motorola and became popular in the mid-1990s due to GE’s visible efforts. The basic premise is to improve quality to only three defects per million through systematic in processes improvement, and careful statistical measurement of outcomes.

The ISO 9001:2000 international standard specifies requirements for a Quality Management System overseeing the production of a product or service. It is not a standard for ensuring a product or service is of quality; rather, it attests to how well processes work, and how they will be managed and reviewed. Earlier incarnations of the standard were heavily criticized for the internal focus on extensive documentation, but like all things worth doing the standard evolved to the current 2000 much improved version. Continual improvement, leadership involvement, and customer satisfaction are pivotal components of the standard.

Six Sigma is similar to TQM in its focus on techniques for solving problems and using statistical methods to improve processes. But whereas TQM emphasizes employee involvement organization-wide, the Six Sigma approach is to train experts (known as green belts and black belts) who work on solving important problems while they teach others in the company. The publicized success of GE after Jack Welch adopted Six Sigma (to which he devotes a chapter of his book "Winning"), more than a quarter of the FORTUNE 200 followed suit. Yet not all firms were able to find the same magic.

In fact, of 58 large companies that have announced Six Sigma programs, 91 percent have trailed the S&P 500 since, according to an analysis by Charles Holland of consulting firm Qualpro http://www.qualproinc.com/ . Critics say that one of the chief problems of Six Sigma is that it is narrowly designed to fix an existing process, allowing little room for new ideas or an entirely different approach. All that talent–all those best and brightest–were devoted to, say, driving defects down to 3.4 per million and not on coming up with new products or disruptive technologies.

An inward-looking culture can leave firms vulnerable in a business world that is changing at a breakneck pace–whether it's Craigslist stealing classified ads from local newspapers or VoIP threatening to make phone calls virtually free. Innovation is "a meta-stable entity," says Vishva Dixit, Vice President for research of Genentech, who oversees 800 scientists at a company that has created some of the most revolutionary anticancer drugs on the market. "Nothing will kill it faster than trying to manage it, predict it, and put it on a timeline."

No business can afford to focus its energies on its own navel in that environment. "Getting outside is everything," says GE's Immelt (who still deploys Six Sigma). From the day he took over as CEO, he says, he knew the company would need to be "much more forward-facing in the future than we ever were in the past." He explains: "It's not about change. It's about sudden, abrupt, and uncontrollable change. If you're not externally focused in this world, you can really lose your edge."

Professional experience traverses key business disciplines including entrepreneurship, leadership, and strategic management. From a 15 year stint with a start-up developer of software and equipment for the automation and controls industry, which led to several promotions including VP of Sales; to the acquisition of this firm by a Blue Chip company; to managing businesses with P&L accountability for Fortune 100 firms, I have enjoyed a productive career accented by sales/marketing, management, and team bulding talents. Recent educational achievements include an MBA from the University of Miami, Six Sigma Green Belt Certification, and ISO 9001 QMS Certification.

Mapping ISO 9001 - 2000 With CMMI

This article is an effort to create a mapping between the one of the most common standard and one of the most common models.

In this section different clauses of the ISO 9001:2000 standard is compared with the GP’s of CMMI:

(ISO: Clause 4) – Quality Management System
• Organization process focus
• Organization process definition
• Project planning
• Process and product quality assurance
• Configuration management
• Supplier agreement management

CMMI

Generic Practices – 2.1, 2.2, 2.3, 2.6, 2.7, 2.8, 2.9, 3.1, 3.2

(ISO: Clause 5) – Management Responsibility
• Organization process focus
• Organization process definition
• Requirement development
• Project monitoring and control
• Organizational process performance
• Quantitative project management

CMMI

Generic Practices – 2.1, 2.2, 2.3, 2.4, 2.6, 2.7, 2.10, 3.1,

(ISO: Clause 6) – Resource management

• Project planning
• Organization training
• Organizational environment for integration

CMMI

Generic Practices – 2.3, 2.5,

(ISO: Clause 7) – Product Realization
• Requirement management
• Requirement development
• Technical solution
• Product integration
• Measurement and analysis
• Quantitative project management
• Verification
• Validation
• Organization process definition
• Project planning
• Project monitoring and control
• Integrated project management
• Configuration management
• Supplier agreement management

CMMI

Generic Practices – 2.1, 2.2, 2.3, 2.4, 2.6, 2.7, 2.8, 2.9, 2.10, 3.1

(ISO: Clause 8) - Measurement Analysis & Improvement

• Project monitoring and control
• Process and product quality assurance
• Measurement and analysis
• Configuration management
• Requirement management
• Requirement development
• Supplier agreement management
• Organization process focus
• Verification
• Validation
• Organizational innovation and development
• Organizational process performance
• Quantitative project management
• Casual analysis and resolution

CMMI

Generic Practices – 2.1, 2.2, 2.4, 2.6, 2.8, 2.9, 3.2

In ISO 9001:2000 there are six mandatory procedures which have to be fulfilled. This section brings to light where these mandatory procedures are covered in CMMI.

Mapping with six mandatory procedures based on ISO 9001:2000 to CMMI

4.2.2 – Control of Documents

• Configuration management (Generic practices 2.6)

4.2.4 – Control of records

• Configuration management (Generic practices 2.6, 2.2)

8.2.2 – Internal Audit

• Organization process focus (Specific practices 1.1, 1.2, 2.1, 2.2)
• Process and product quality assurance (Generic practices 2.4, 2.6)
• Measurement and analysis (Specific practices 2.4, 2.6, 2.9)

8.3 – Control of non-conforming Product

• Configuration management (All generic practices)
• Project monitoring and control (Specific practices 2.1, 2.2, 2.3)

8.5.2 – Corrective Action

• Organization process focus (Specific practices 2.1, 2.2, 2.3)
• Project monitoring and control (2.1, 2.2, 2.3)

8.5.3 – Preventive Action

• Organization process focus (Specific practices 2.4)
• Causal analysis and resolution (Specific practices 1.1, 1.2 2.1, 2.2, 2.3)

Whenever we do any project/activity all of us knowingly or unknowingly follow the cycle which is known as PDCA i.e. Plan, Do, Check, Act. This section shows how PDCA is covered in both ISO 9001:2000 and CMMI

Mapping with PDCA based on ISO 9001:2000 to CMMI

P – Plan

ISO
• Clause 4 Quality Management System
• Clause 5 Management Responsibility
• Clause 6 Resource management

CMMI
• Organization process focus
• Organization process definition
• Project planning
• Process and product quality assurance
• Configuration management
• Supplier agreement management
• Organization training
• Organizational environment for integration
• Requirement development
• Project monitoring and control
• Quantitative project management

D – DO

ISO • Clause 7 Product Realization

CMMI
• Requirement development
• Technical solution
• Product integration
• Measurement and analysis
• Quantitative project management
• Verification
• Validation
• Organization process definition
• Project planning
• Project monitoring and control
• Integrated project management
• Configuration management
• Supplier agreement management

C – Check

ISO
• Measurement analysis & Improvement

CMMI
• Project monitoring and control
• Process and product quality assurance
• Measurement and analysis
• Configuration management
• Requirement management
• Requirement development
• Supplier agreement management
• Organization process focus
• Verification
• Validation
• Organizational innovation and development
• Organizational process performance
• Quantitative project management
• Casual analysis and resolution

A – Act

ISO
• Measurement analysis & Improvement

CMMI
• Requirement development
• Technical solution
• Product integration
• Measurement and analysis
• Quantitative project management
• Verification
• Validation
• Organization process definition
• Project planning
• Project monitoring and control
• Integrated project management
• Configuration management
• Supplier agreement management

Tariq Kamal is working as a Process Consultant in New Delhi. He provides consultancy in the Quality field in software. Visit his website http://www.gate2quality.com

ISO 9000 – Management Systems for Business Success

ISO 9000 is a management system produced by the International Organization for Standardization (ISO). The purpose of the ISO 9000 is the improvement of the efficiency and productivity of organizations. Businesses use ISO 9000 to make sure they consistently satisfy customers, and comply with their industry’s regulations.

Systems are often the last things on the minds of small business owners. Instead of organized processes, most small businesses rely on the expertise of staff and owners and their ability to communicate that expertise to each other. Unfortunately, individual skills and relationships don’t scale – as businesses grow, those that don’t have a management system become inconsistent, chaotic and inefficient.

Developing management systems is something all successful businesses have to do. Unfortunately, most organizations come up with systems in isolation from everybody else. Not only is this “re-inventing the wheel” but it also means that they can’t take advantage of management best practices.

ISO 9000 is an international, generic management system that can be applied to service and product oriented businesses, as well as public administrations and government departments. It allows organizations to take advantage of the latest models for setting up and running a management system.

ISO 9000 improves:

Customer Satisfaction – by focusing on improving what the organization does to provide value for customers, ISO 9000 promotes consistent high-level quality.

Efficiency – by concentrating on how processes provide quality to customers instead of simply the final product, ISO 9000 improves organizations’ efficiency.

Marketing – because ISO 9000 is an internationally recognized standard, using it communicates quality and reliability to customers and partners.

Employee Motivation – by establishing a consistent, comprehensive set of rules and procedures, ISO 9000 ensures that employees know exactly what their responsibilities are and how to fulfill them.

International Trade – because ISO 9000 is an internationally developed management system, adopting it significantly simplifies their relationship with organizations in other countries.

The ISO itself does not provide ISO 9000 certification. Instead, organizations can obtain certification from third party auditors. Certification is not required, and even businesses that choose not to go to the expense of having a formal audit can benefit significantly from implementing ISO 9000.

For more information see the International Organization for Standardization website or the Industry Canada ISO 9000 checklist.

Nigel Fogden is an English teacher and writer with 24 by 5 Tech Comm, a technical writing company that specializes in fast, high-quality writing and editing. For more articles on writing, technology and business, sign up for the 24 by 5 Tech Comm Newsletter at http://www.24by5.com and stop by our blog at http://www.24by5.com/wordpress/

 

How to Formulate your Quality Policy Statement and Quality Objectives in your ISO Quality Manual

When embarking on a new quality management system and writing a new quality manual for your organization, one of the most important decisions to make is how your quality policy statement should read. A quality policy statement is a requirement of an ISO9001:2000 quality management system, and can be regarded as the general guiding philosophy of your company or organization.

If you compare guiding a company to steering a ship, the nautical equivalent of a quality policy statement might be something like "We are going to sail to New York". This is a general statement of the overall goal. In your company's quality manual, you might say something like "Our goals are to achieve 100 percent customer satisfaction, constantly innovate in our products, and continually improve in all our activities". How can you steer the ship if you don't know where you want to go?

The quality objectives you choose to include in your quality manual, on the other hand, are the nuts-and-bolts, day-to-day objectives that will show how you are doing in regards to your overall goal. Quality objectives are also a requirement of an ISO9001:2000 quality management system, and must be included in your quality manual.

Depending on the size and complexity of your organization, I recommend that you have from 3 to 7 quality objectives in your quality manual. Any less than three is probably inadequate to accurately measure the improvement in your quality. Any more than 7 is probably too difficult to keep track of, and may start to become redundant.

Quality objectives must be measurable based on objective, numerical data. A vague statement in your quality manual such as "create the best product" is not measurable. The word "best" is a subjective evaluation, and can not be measured accurately. Your quality objectives should most likely contain some sort of numerical reference. Here are some examples:

 

• Customer Satisfaction Rating -- 97 percent or better.
• Customer Returns -- less than 10 per month
• Customer Returns -- less than .5 percent of sales.
• Final Inspection Rejection Rate -- less than .5 percent of units produced.

You must keep records of your organization's performance. You must keep track of how you do with respect to each of your quality objectives. These records will be reviewed by your third party auditor in the event you are audited to the ISO9001:2000 standard.

 

Whether or not you are ISO certified, it is definitely in your best interest to keep track of where you are in relation to where you want to be. In order to steer the ship accurately, not only do you need to know where you want to go, but you also need to know where you are currently.

I recommend that you compile statistics on your quality objective performance at least twice a year. Your performance measurements should be one of the inputs for your management review meeting, but you are free to compile and examine the statistics as often as you feel would be helpful.

Whether it be during the course of your management review, or at any other time, an analysis of your quality objective performance can be quite revealing. It can validate that you are on the right track, or can point out deficiencies. Hopefully a regular analysis of your quality objectives will keep you on track, and keep pointing you in right direction, in your quest for continually improving your quality system and your whole organization.

I always recommend that people keep their ISO quality manual as simple as possible, while covering the necessary requirements of ISO9001:2000. Keep your quality policy statement simple, but meaningful. Keep your quality objectives simple, meaningful, and measurable.

Timothy Macenroe
ISO Consultant and Quality Manager

My Blog about ISO Certification and Quality Manuals - QualityManualChat.com

ISO Quality Manual Sample and Templates - ISO-Quality-Manual.com
 

ISO 9001 - The Three Components of the Implementation Process

The three components to implementing an ISO 9001 quality management system are: 1) documentation, 2) information management, and 3) operational changes.

Documentation

On the surface it may seem like developing the ISO 9001 documentation shouldn’t be that difficult. You must have a manual that includes a policy, objectives, scope, and the interaction of the processes; and you must have written instructions for:

 

1. Managing the quality system documents
2. Managing the quality system records
3. Conducting internal audits
4. Controlling nonconforming product
5. Implementing corrective action
6. Implementing preventive action

 

The standard also hints at the need for additional instructions, e.g., referring to the work instructions, section 7.1 states “shall determine the following, as appropriate,” but technically, aside from the manual and these six instructions, anything more is optional.

The reality, however, is that in order to get the most out of a quality management system a significant amount of additional documentation is required. A primary function of the system is to establish consistency and eliminate misunderstandings, which is best facilitated with clear and unambiguous written instructions. Policies, which are a pervasive part of any system, have absolutely no value if they're not in writing, and enforcing accountability is extremely difficult if the responsibilities are not spelled out.

The ISO 9001 system documentation is normally organized into four sections, including:

 

1. The Manual, which provides background information and explains how the system works;
2. The Administrative Procedures, which include the procedures and policies that define how the company complies with the requirements of the standard and how it manages the processes that are unique to its operation;
3. The Operating Instructions, which are the detailed instructions used to control manufacturing and service activities; and
4. The Reference Documentation, which are documents like industry standards, equipment maintenance manuals, corporate auditing guidelines, employee policies, etc. that define practices, procedures, or performance criteria not covered by the other documents. These can either be externally or internally generated.

 

No two organizations have the same goals and objectives or do things exactly the same way, which means there are always some differences between the procedures and policies of different organizations. It also means that completely documented “off-the-shelf” systems don’t exist and some document development is inevitable. The challenge is to minimize the effort without sacrificing value.

The Manual – The administrative procedures are usually the more difficult and time-consuming of the four sections to develop. The manual, on the other hand, is relatively straightforward and probably the easiest part to develop. The standard suggests what should be included, and an example of a “well written” manual can provide the format for organizing the material. Most of the work is in converting the ideas of the example into documents that describe your situation. Goals and objectives have to be established, processes defined, responsibilities established, the interaction of the processes explained, and the system parameters established.

Administrative Procedures – The secret to developing administrative procedures is 1) using a format that creates readable documents, 2) finding examples of procedures that offer solutions that apply to your needs, and 3) organizing the documentation based a process list.

The “process approach” is the system structure recommended by the authors of the standard and the process list is the starting point of the process approach.

Think of processes as objectives, i.e., maximizing employee output, making sure new products comply with customer requirements, or making sure working conditions adequately support the production objectives. A set of procedures that constitute a means for meeting an objective is what the standard refers to as an “activity group”. Employee vetting, performance reviews, and training procedures is an examples of an activity group that maximizes employee output. The objectives are the outputs of the “process approach” and the procedures (the activity groups) the inputs. Example:

 

Input = Policies and procedures for making sure employees are motivated, informed, and capable of performing the assigned responsibilities

 

 

Output = Maximum employee output

 

 

The process list is simply a list of those objectives that best represent the needs of your organization. They can be different for every organization and are rarely in sync with the outline of the standard.

 

The format used for developing the procedures, to a large extent, determines whether employees will embrace the system. It can be the difference between documents that are easy to read and ones that are not. The better formats include a clear propose, policies that are relevant to the purpose, and an explanation why things are done the way they are done. A good format also leaves no doubt as to who is accountable for the actions of the procedures.

Examples of procedures from other systems provide ideas on how to develop new procedures and how to improve existing procedures. The same examples can also provide formatting ideas. Don’t fall into the trap of thinking that there must be a procedure of every requirement of the standard, or that the documentation has to follow the outline of the standard. The authors of the standard have made it clear that this is not the case. You are encouraged to use a process approach, which is inherently unique to your operation, and to include processes that are important to you but may not included in the standard.

While individual examples can be helpful, continuous system templates that lock into the outline of the standard tend to complicate the implementation process. They depersonalize the system, limit the system to the scope of the standard, and make the process of writing procedures more difficult. Also, don’t go overboard on process mapping and flowcharting. Procedures should be clear to everybody, not just the primary users. A fundamental covenant of the system is continual improvement and some of best improvement ideas come from employees with unrelated responsibilities.

Operating Procedures – The trick to developing operating procedures is in understanding the balance between training and documentation requirements, and in knowing how much information is needed. Too many companies develop too much unnecessary detail.

The standard requires employers to provide employees with the information needed to correctly perform their assigned responsibilities. Proof is either documentation showing that they have been provided the necessary instructions, or training records, which also verifies that they have been provided the necessary instructions. The value of written operating instructions is that they make it easier to hold employees accountable for their actions. From this standpoint, it is only necessary to document those aspects of an operation that are subject to misinterpretation or misunderstanding, which normally doesn’t require a great deal of detail.

Information Management

Managing information is a big part of the standard. The standard states that records shall be maintained in the case of management review meeting minutes (5.6.1); education, training, skills and experience (6.2.2); product validation and verification (7.1.d); inputs for product design and development (7.3.2); and calibration records (7.6). In addition, the standard also requires “evidence of conformity”, which is either physical evidence or documented records, and in many cases records are preferable and sometimes the only alternative.

Records provide a means of confirming that the quality system is controlled, customer requirements are understood, audits are conducted, customers are heard, problems are found and corrected, non-conforming goods are managed, purchasing information is correct, products are traceable, and incoming goods are inspected.

The method of managing information is generally some combination of 1) a file management program, 2) database files such as Microsoft Access, or 3) hard copy files, i.e., binders, file cabinets and manila folders, all of which have advantages and disadvantages.

File Management Programs – File management programs are typically tamper-proof and capable of handling a large volume of information. They’re designed to be paperless systems. Assignments, authorization levels, and additions and revisions to records are keyed into the program, which, under certain conditions, trigger action commands that are communicated via email. There are a few programs tailored to manage primarily ISO 9000 records, but most are universal in nature and designed to manage all types of records. The user is normally responsible for developing the forms and reports needed to manage specific types of records.

The programs are expensive; they come with annual and sometimes monthly maintenance fees; and there are usually costs associated with installation, the number of users, data migration, and training. Many have their own programming language, which makes the user dependent on people with that language skill. And some are web based, which means the program is running on someone else’s server. Generally, they are best suited for companies with a lot of people dealing with a large volume of information.

Database Files – Database files are less expensive, more flexible, and easier to manage. You can either develop your own files or purchase files that have been programmed to deal with specific types of records.

The majority use Microsoft Access and run on a Microsoft Windows operating system. The cost is the cost of the files plus the cost of the Microsoft programs. (The 9000 Advisers offer individual Access files for all the ISO 9001 record keeping requirements.) The files are placed on a server and secured by whatever means is used to secure the server files. Changes and enhancements can be made by anyone who understands Microsoft Access. In most cases there are no user fees or reoccurring maintenance fees, and existing database files can be transferred into the files with the migration functions of the Access program.

Hard Copy Records – Almost everyone ends up with some hard copy records: documents that can’t be scanned, documents with signatures, and documents that are available to all employees. However, building a record keeping policy completely around this approach is risky, even for small companies. It is too easy to misplace documents that move from one person to the next; and it is difficult to manage information that is located in various files, in different offices, and assigned to different people. Responsibilities change and individuals tend to change the way information is gathered and filed. Manual record keeping frequently results in unnecessary duplication, e.g., sales using a different customer list than the person keeping track of the customer complaints. It is also difficult to gather, analyze, and disseminate information. File cabinets are not as accessible as computers and don’t have the sorting, reporting, linking and analytical capabilities of database files.

Operational Changes

The final component of the implementation process is the operational changes, which are the changes needed in order to meet the procedural requirements of a system. They include both the things that are done in order to ensure that the products and services comply with the requirements specified by the customer, as well as the measure taken to in order to improve products and services and the processes used to produce the products and services.

Some of the more common ones include:

 

Administration – 1) Conduct at least one management review meeting. 2) Communicate system developments to all employees. 3) Demonstrate that the key performance indicators are measured, evaluated, and communicated.

 

ISO Representative – 1) Make sure that the auditors are adequately trained. 2) Develop an audit schedule and conduct audits on all of the system procedures. 3) Demonstrate that the corrective and preventive action processes are working. 4) Make system procedures and forms available to employees.

Human Resources –1) Verify that all employees have a basic understanding of the ISO 9000 system. 2) Prove that all employees are capable of performing their respective work assignments, including the top-level executives. 2) Establish a training program for developing employee skills.

Purchasing – 1) Demonstrate that all of the primary vendors are qualified and that their performance is routinely evaluated. 2) Prove that material specifications are verified before they are released to vendors.

Sales/Customer Service – 1) Demonstrate that customer feedback is gathered and analyzed, including records of complaints. 2) Prove that processing capabilities are reviewed before orders for new products are confirmed.

Engineering – 1) Demonstrate that the information released to production is current, accurate, and complies with customer requirements. 2) Demonstrate that product changes affecting form, fit, or function are not implemented without customer approval.

Production – 1) Establish a calibration program that complies with the requirements of the standard. 2) Demonstrate that machinery capabilities have been validated. 3) Prove that nonconforming materials are not mixed in with satisfactory materials. 4) Prove that that shipments comply with the customer requirements. 5) Prove that incoming materials comply with purchase specifications. 6) Prove that operators are provided with the information required to produce products that conform to customer requirements. 7) Demonstrate how materials with shelf life are managed.

 

System documentation and information management are the paperwork part of the system. The operational changes are the action part and represent the part of the implementation process that makes the system work

John is founder and president of http://9000advisers.com/ : a consulting firm specializing in implementing ISO quality management systems. He has over thirty years of manufacturing management experience in the metalworking industry and another six years of consulting experience implementing quality and costing systems. He has a BS in Metallurgical Engineering and an MBA.

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ASA - ISO Ambient Light Rule

If you have been taking photographs for years or just now starting there is one quick rule of thumb that is key to understanding how cameras work. I call it the Ambient Light Rule. There are two standard agencies that regulate camera speeds; in the old days film used ASA (American Standards Association) now film cameras and digital cameras use ISO (International Standards Organization) with both the higher the ASA or ISO number the faster the film or computer chip will accept light therefore allowing the camera to manipulate shutter speed and aperture opening.

Ambient Light Rule is quickly this, the faster the shutter speed (stop motion) the lower the aperture opening (depth of field). This can be changed by using a higher or lower ASA or ISO. This all depends on what kind of picture you want to take. Automatic cameras make it easy to take pictures they will adjust the shutter speed and aperture without you needing to know the Ambient Light Rule.

However sometimes it is necessary to go off automatic mode for the shot you want to take. For example, say you go to a Nascar race and you want a picture of your favorite Nascar Driver going over 200 miles per hour. In this case you may want to take your film or digital camera off auto and go with shutter preferred and choose a fast stutter speed probably at least 1/500th of a second. The faster the better, but this setting does effect how clear the items are in the foreground and background.

Another situation is when you want to take a close up and want as clear of shot that is possible. Here you may want to go with aperture preferred. In this case the higher the aperture (means the smaller the light source kind of like squinting your eyes to see better) means that you will get a sharper photograph. But the higher the aperture the slower the shutter speed. You either need more light or you may want to use a tripod.

Today with all the advancements in computers photography has been made quite a bit simpler. Adobe Photoshop CS2 is a photographer’s dream program. It has made darkroom manipulations obsolete. You can now lighten, darken, sharpen, unsharpen, as well as erase or add to your photos with easy. If you are serious about photography I would definitely suggest purchasing Adobe Photoshop. Plus I would recommend that you take courses on the program. Two that I have used in the past are from Lynda.com and Total Training both are excellent!

For more information www.bestdigicamsite.com

Bob has been a photograher since the 1960's from a Kodak Instamatic to Minolta, Canon, Nikon, and now a Fuji Digital Camera.

Seven Layers of ISO OSI Model

The ISO OSI model are explained below. The seven layers of the OSI model are:
 

• Application
• Presentation
• Session
• Transport
• Network
• Antiqua">Data Link
• Physical

 

1 Application layer:
This layer provides a means for the user to access information on the network through an application. Many user applications that need to communicate over the network interact with the Application layer protocol directly. The user applications are not part of OSI Application layer, use the networking services offered by the networking protocol suite. Application layer functions typically include identifying communication partners, and determining availability of required resources. Some examples of application layer implementations include Telnet, File Transfer Protocol (FTP), and Simple Mail Transfer Protocol (SMTP).
 

2 Presentation layer:
Presentation layer converts local host computer data representations into a standard network format for transmission on the network. On the receiving side, it changes the network format into the appropriate host computer's format so that data can be utilized independent of the host computer. ASCII and EBCDIC conversions, cryptography, and the like are handled here. Examples of Presentation layer coding and conversion schemes include common data representation formats, conversion of character representation formats, common data compression schemes, and common data encryption schemes.
 

Presentation layer implementations are not typically associated with a particular protocol stack. Some well-known standards for video include QuickTime and Motion Picture Experts Group (MPEG). QuickTime is an Apple Computer specification for video and audio, and MPEG is a standard for video compression and coding.

3. Session layer:
The session layer establishes, manages, and terminates communication sessions. Communication sessions consist of service requests and service responses that occur between applications located in different network devices. These requests and responses are coordinated by protocols implemented at the session layer. Some examples of session-layer implementations include AppleTalk's Zone Information Protocol (ZIP), and Decent Phase Session Control Protocol (SCP).
 

4.Transport layer:
Transport layer is responsible for providing reliable service between the hosts. Upper layer datagrams are broken down into manageable datagrams and then appropriate header information (such as sequence number, port number, etc.) is added to the datagram before passing it on to the Network layer. Two frequently used transport protocols are the TCP (Transmission Control Protocol) and the UDP (User Datagram Protocol).
 

Important features of Transport layer:

 

• Transport layer ensures reliable service.
• Breaks the message (from sessions layer) into smaller datagrams, and appends appropriate unit header information.
• Responsible for communicating with the Session layer

 

Important features of TCP/UDP:

 

• TCP/IP widely used protocol for Transport/Network layers
• TCP: (Transport Control Protocol) TCP ensures that a packet has reached its intended destination by using an acknowledgement. If not, it retransmits the lost messages. Hence, TCP is called a connection oriented protocol.
• UDP (Universal Data gram Protocol): UDP simply transmits packets over the internet. It does not wait for an acknowledgement. It is the responsibility of upper layer protocols to ensure that the information had reached the intended partner(s). Hence, UDP is often called connectionless protocol.
• Application programs that do not need connection-oriented protocol generally use UDP.

 

5. Network layer:
Network layer is responsible for the routing of packets through the entire network. The layer uses logical addressing for this purpose. Note that the physical address (like MAC address) keeps changing from hop to hop when a packet travels from source to destination. As a result, an address that doesn't change is required to ensure continuity between hops. This is nothing but logical address. For IP networks, IP address is the logical address; and for Novell network, IPX address is the logical address, and so on. This layer also provides for congestion control, and accounting information for the network. IP (Internet Protocol) is an example of a network layer protocol.
 

6. Data link layer:
Data link layer provides delivery of information frames between communicating partners. This layer is responsible for flow regulation, error detection and correction, and framing of bits for transmission. The network data frame is made up of checksum, source address, destination address, and the data itself. The largest frame size that can be sent is known as the maximum transmission Unit (MTU).

Important features of Data link layer:
 

 

• Assembles bits into frames, making them ready for transmission over the network.

   

   

• Provides error detection, and correction to transmitted frames. If the checksum is not correct, it asks for retransmission. (Send a control message).

   

   

• Consists of two sub layers:

   

   

  1. Logical Link Control (LLC): Defines how data is transferred over the cable and provides data link service to the higher layers.

      

      

  2. Medium Access Control (MAC): Controls media access by regulating the communicating nodes using pre-defined set of rules. (i.e. Token passing, Ethernet [CSMA/CD] all have MAC sub-layer protocol).

Different Data link layer protocols define different network and protocol characteristics, including physical addressing, network topology, error notification, sequencing of frames, and flow control. Physical addressing (as opposed to logical addressing) defines how devices are addressed at the data link layer. The protocols used in Data link layer are SLIP, PPP, and CSLP.
 

 

7. Physical layer:
This is the bottom-most layer of the OSI model. The Physical layer handles the bit-level communications across the physical medium. The physical medium could be made up of wired electrical signals, or light, or radio (wireless) signals. Physical layer specifications define characteristics such as media, data rates, maximum transmission distances, and physical connectors.
Some of the important standards that deal with physical layer specifications are:
RS-232(for serial communication lines), X.21, EIA 232, and G730.
Physical layer and Data link layer implementations can be categorized as either LAN or WAN specifications.

Vijayanand has done his post graduation (M.E.) in Communication Systems. He has several years of experience in electronic assembly and design, rf testing, and networking. He is a Cisco Certified Networking Professional, and an MCSE (Microsoft Certified Systems Engineer). He is a director of Anand Software and Training Pvt. Ltd. Complete tutorial on Networking is available at SimulationExams.com

Digital Photography and ISO Ratings - What You Should Know!

p>Before Digital Cameras ever came to be, most of you probably owned a standard 35mm camera with an attachable flash, like my old Nikon F1, which I foolishly sold on Ebay. If you did own one of those, and you were very adept in photography, you'll recall thatlittle nob at the bottom of the camera with a series of numbers from B1...to 4000 ASA/ISO.Simply put, when you bought film which was rated 400 ASA, as an example, you would adjust the nob to reflect an ASA reading of 400 in the small window pane aligned with a small, usually, red arrow.

The point of all this is the following; when you bring your knew digital camera to any large event, it is totally pointless to be using the built-in flash, although you see it all the time by the 100s of flickering lights. The built-in flash is much to small to have any effect when you're 100s of feet from your subject.

Since cameras list the effectiveness of a flash measured in distance or range (3' - 9' etc.), you really have to be very close to the subject for the flash to be fullyeffective.

The ISO designation you should know, is a measure used for light sensitivity. For example, a film with a rating of ISO1000 (considered fast film) is much more sensitive to light than a film with a rating of ISO100, and therefore is better able to capture images in dark surrounding areas. Actually, if you were really good in the old days, we used this to our advantage in combination with the aperture opening of the lens for some really awesome effects. But we won't go there and stick with digital.

So to be understood, digital camera technology uses the same ISO system, but since no film is used, the variable light sensitivity is accomplished by amplifying the signal.Sound confusing! In electronics, as you amplify a signal, you amplify noise levels, such as in a radio which has a weak signal. So you turn it up only to hear more static in the background.

So it was, when you selected a digital camera with a high ISO rating,because the quality of the image was less than desirable. In the early days of digital cameras, this constituted a real problem.

Today, however, this so called noise has been so controlled, that you can buy a digital camera with a high ISO rating reducing the need for a flash...in other words the capability of taking pics from far distances without a flash. In addition, when you set your camera to 'auto', the camera will automatically set the ISO, the aperture opening of the lens, and shutter speed to create the best picture possible.

For more information on understanding how ISO works, make sure you read your manual or check with the manufacturer of your camera. If you don't yet own a digital camera, here's a tip; make sure you buy the highest megapixel possible. It cost much more but well worth the investment. You won't regret it!

Jon G. Michel is a successful webmaster and publisher of digitalkool.com. Are you looking for new information on digital photography? Need a new digital camera... get all the latest information

 Jon G. Michel This article can be used as long as the article remains unchanged and the author's bio is included.

 

How Can ISO 9001:2000 be Applied to Healthcare?

Definition of ISO:

 

• ISO means “all sides being equal”. To date, more than ½ a million organizations in 149 countries have implemented the ISO Standards.
• ISO 9001:2000 is a fundamental quality management system standard that requires an organization to identify, define, document, implement (follow), monitor/measure, and continually improve the effectiveness of its processes. It is a self-directed system that requires the organization to identify and address all imposed requirements; as well as improve its organizational performance by modifying systemic issues (e.g. those traditionally associated with the “hand-offs”).

 

Application of ISO in Healthcare:

Using the ISO Family of Standards, the organization can establish a comprehensive Quality / Business Management System which:

• Provides a solid basis for compliance with all imposed requirements (e.g., JCAHO, AABB, Federal & State regulations). Makes all other certification & accreditation processes easier and less costly.
• Facilitates improved understanding of roles & responsibilities among employees; and enhanced communication/coordination between departments.
• Requires the establishment of measurable improvement objectives and accountability to those objectives through monitoring/measuring and reporting.
• Results in improved systems, processes, and outcomes.

 

Structure of the ISO 9001:2000 Standard:

The ISO:9001 2000 Standard is comprised of 8 Clauses. The 1st 3 are introductory in nature. The subsequent 5 clauses include the requirements the organization must address. They are:

 

• Clause 4 – Quality Management System
  Process Management, Documentation Requirements, Records Control
• Clause 5 – Management Responsibility
  Customer/Patient Focus, Policy, Objectives, Planning, Responsibility & Authority
• Clause 6 – Resource Management
  Human Resources, Infrastructure, Work Environment
• Clause 7 – Product / Service Realization
  Planning of New Products & Services, Customer Interface/ Communication, Design, Purchasing/Supplier Management, Production/ Service Operations, Calibration
• Clause 8 – Measurement, Analysis, and Improvement

   

  Internal Audits, Customer/Patient Satisfaction, Monitoring/Measurement of Products/Services and Processes, Handling Nonconformances, Corrective & Preventive Action, Continual Improvement

 

Process / Methodology

While the standard does not prescribe the approach or methodology to be utilized by an organization, the following is recommended.

 

Obtain Management commitment to support, understanding, involvement, provision of resources
Educate Management & Staff about the ISO 9001:2000 Standard, Scope of Work, Organizational impact
Define Key Improvement Objectives
Identify and Map Organizational Processes, key as well as support. Address all imposed requirements.
Develop the organization’s Quality Policy and Quality Manual
Establish approach to document control and access.
Develop, review/revise, and incorporate all required support documentation (e.g. Department Policies/Procedures, forms).
Educate Staff on QMS documentation
Establish and implement monitoring/measurement for each process
Train internal auditors. Implement an Internal Audit Process.
Conduct a Management Review of the QMS.
Undergo a Pre-Assessment or “Mock Survey” to assess system implementation, readiness
Make required corrections
Submit Document Review to Registrar (Quality Manual, Processes)
Undergo the Certification Audit

 

Sample Key Improvement Objectives

 

• Improve Patient Satisfaction
  Goal: Improve to 70th Percentile
  Department Goal: Reduce Wait time for Outpatient Registration to < 4 minutes
• Improve Patient Safety
  Goal: Reduce Medication Error Rate to < .3%
  Goal: Reduce fall rate to < 2.6 per 1,000 patient days

 

Sample Process Interaction Diagram
See =>http://www.iqsconsulting.net/applications-of-iso9001-to-healthcare.html

Sample Quality Policy

We will strive to be the leading provider of healthcare services in Southern Ohio. We will accomplish this through

 

• Consistent compliance with all imposed requirements;
• Our focus on Patient Safety and Satisfaction; and
• Continual improvement of our products, services, and processes.

  Innovative Quality Solutions Company is a full service training and consulting firm focused on total customer satisfaction, performance improvement and achievement of organizational objectives. Innovative Quality Solutions provides all aspects of support to organizations seeking certification and compliance to the ISO 9001, ISO 14001, AS 9100 and ISO/TS 16949 (TS 16949) Standards. Since 1995, the firm has lead more than 250 organizations to successful first time certification/registration.

  Innovative Quality Solutions is located in Akron, Youngstown, Cleveland and Columbus. Renee Mallett, Vice President, Healthcare Division, may be contacted at 614-855-0008 or email: reneem@iqsconsulting.net

Which ISO Setting Should I Use?

What ISO setting should you use for everyday photography?

There is no simple answer, but have a look at the following responses to decide what is best for you:

"I usually use ISO 100, but if I realise I can’t hold the camera still I increase the ISO or use a tripod"

"I most usually shoot at ISO 100, 200 and occasionally ISO 400. It annoys me that there is slight noise when I zoom on the PC. In reality you won't see it"

"I start at 100, and work up until I get a reasonable shutter speed that I feel I can cope with"

"I set the camera at 200 in good weather and 400 in bad"

"In bad light I don’t go below 400"

"Inside, I start at 400, then go to 800 or more when needed. Outside I start at 100"

"If I tend to get camera shake I increase the ISO till everything is OK"

"In fully automatic mode my camera does this itself"

"I find I use 100 rarely. I prefer to go for a higher ISO to get faster shutter speeds"

So, you can see that the ISO setting is dependent upon the conditions and upon personal preferences. Experiment to find the settings that work best for you.

Eric Hartwell runs the photography resource site http://www.theshutter.co.uk and the associated discussion forums as well as the regular weblog at http://thephotographysite.blogspot.com