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Saturday, March 8, 2008

188 stage Hero's Journey (Monomyth) - Prisoner of Azkaban (2004)

FORWARD

The 188 stage Hero's Journey (Monomyth) is the template upon which the vast majority of successful stories and Hollywood blockbusters are based upon. In fact, ALL of the hundreds of Hollywood movies we have deconstructed (see URL below) are based on this 188+ stage template.

Understanding this template is a priority for story or screenwriters. This is the template you must master if you are to succeed in the craft.

[The terminology is most often metaphoric and applies to all successful stories and screenplays, from The Godfather (1972) to Brokeback Mountain (2006) to Annie Hall (1977) to Lord of the Rings (2003) to Drugstore Cowboy (1989) to Thelma and Louise (1991) to Apocaplyse Now (1979)].

THERE IS ONLY ONE STORY

THE 188 STAGE HERO'S JOURNEY:

a) Attempts to tap into unconscious expectations the audience has regarding what a story is and how it should be told.

b) Gives the writer more structural elements than simply three or four acts, plot points, mid point and so on.

c) Gives you a tangible process for building and releasing dissonance (establishing and achieving catharses, of which there are usually four).

d) Tells you what to write. For example, at a certain stage of the story, the focus should be on the Call to Adventure and the micro elements within.

ABRIDGED TIPS, EXCERPTS AND EXAMPLES:

(simply go to http://www.screenplay-structure.com/ or http://www.story-structure.org/ for full details)

*****Trial 3 Evolution*****

Trial 3 often shows the Hero evolving (becoming closer to his New Self), In Straw Dogs (1971), David enters the pub but this time is not afraid of Tom and buys them all a drink. Further, he is accepted - the Major invites him over.

*****Wolves Clothing*****

In entering the World of the Sword, the Hero and Allies again camouflage themselves in the Wolves Clothing. They become invisible on some level. In Harry Potter: Prisoner of Azkaban (2004), Harry literarily puts on an invisible cloak. In Raging Bull (1980), Tommy has to speak to the mafia don and behave as though he was one of them. In Diamonds are Forever (1971), James Bond pretends to be a worker in the plan.

*****New World of the Transformation and Trials*****

Even though the Hero may be willing, he (or she) may not be happy with the way the progression is turning out. In Bonnie and Clyde (1967), Clyde is angry because they?ve committed murder.

*****Refusal of the Call*****

A staple of the Hero's Journey and Transformation. The Hero refuses psychologically for a number of reasons, is interdicted by the interdictor (punishments for following the Call) and blocked by Doves using a number of techniques. In Bonnie and Clyde (1967), Bonnie plays hard to get, she?s is going to work. She walks, Clyde follows.

Learn more?

WRITE THAT SCREENPLAY!

The Complete 188 stage Hero?s Journey and other story structure templates can be found at http://www.monomyth.info/

188 stages of the Hero's Journey can also be reached from http://www.heros-journey.info/

You can also receive a regular, free newsletter by entering your email address at this site.

Kal Bishop, MBA

You are free to reproduce this article as long as no changes are made, the author's name is retained and the link to our site URL remains active.

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Thursday, March 6, 2008

Comparison of Microsoft Office 2003 with Microsoft Office 2007

Lots of people have Microsoft Office 2003 and are interested in upgrading to Microsoft Office 2007. However, there are lots of differences between the two although they are the same program with different edition years. As a result, anyone with Microsoft Office 2003 should keep on reading to learn about some of the differences of Microsoft Office 2007.

One of the changes is the digital signature. For instance, if you are in Microsoft Office 2007 training you will learn that with this edition the digital signature is formatted with XMLDSig, which is different than what you learned in Microsoft Office 2003 training. Also, the Microsoft office training courses will teach you that in Office 2007 you will find the digital signature under File, Finalize Document, Signatures rather than in Tools, Options, Security, Digital Signatures. The digital signatures were changed to be more intuitive and easier to find.

Another change that you will learn about in all of your Microsoft office training programs is that the add in tool for Office 2003 was removed. It was replaced by a document inspector that can run multiple times at once which makes it easer to clean up documents.

In Microsoft Office 2007 there is now some versioning offered. Before in Microsoft Office 2003 you could only enable or disable versioning, but now versioning numbers are included and numbers such as 3.3 may be used as well as whole numbers like 3.

Another change that exists in Microsoft Office 2007 that is different from Microsoft Office 2003 is that Windows Rights Management Client v. 1.0 is no longer supported. A new client version of Windows Rights Management Client SP1 is used in Microsoft Office 2007 and the new version is easy to install and no change is seen when the new version is installed.

Yet another change that occurred is the Send for Review feature that could be found in Microsoft Office 2003 under File, Send to, Mail Recipient (for review). These entry points do not exist in Microsoft Office 2007.

There are of course many other changes that occur in Microsoft Office 2007 that Microsoft Office 2003 users must learn and get accustomed to. However, there are not so many that users who upgrade will have too difficult of a time converting.

Caitlina Fuller is a freelance writer. One of the changes is the digital signature. For instance, if you are in Microsoft Office 2007 training you will learn that with this edition the digital signature is formatted with XMLDSig, which is different than what you learned in Microsoft Office 2003 training. Also, the Microsoft office training courses will teach you that in Office 2007 you will find the digital signature under File, Finalize Document, Signatures rather than in Tools, Options, Security, Digital Signatures.

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Hybrid Car Comparisons For 2007 - Buy A Hybrid Save The Planet?

For the past couple -three years, there has been much buzz going on about Hybrid Cars and the many benefits they seem to offer. It seems that Hybrid Cars may be the solution to both major problems we face in the United States today when it comes to transportation...

What are those two problems facing the United States when it comes to transportation?

1. Surging Oil Prices

2. Concern about the environment

So, how do you know which hybrid car to buy?

Compare your options and the benefits.

Owning a Hybrid car will offer you many, many benefits.

To name a few hybrid benefits:

  1. Tax breaks by many states and Federal Government
  2. Fuel cost savings - Hybrids use less fuel
  3. Hybrid Cars are better for the environment producing less emissions
For these reasons and the never ending surge of gas pump prices, hybrid cars have experienced a sharp increase in sales.

More and more car manufacturers are joining the hybrid vehicle arena with their own versions. Both the old stand by companies that have been around for ever as well as many new "green car" companies are popping up to enter into the Hybrid Car Revolution. This is wonderful for those of you who are planning to buy a hybrid car, you now have so many choices it's almost unbelievable, that?s why you really need to compare hybrid cars to see which one would fit perfectly with your needs.

In this article we will only compare two of the worlds leading hybrid car manufactures, the Japanese giant's Toyota and Honda.

Toyota and Honda are credited with producing many top innovations of hybrid technology and their hybrid cars are the most popular, most awarded hybrid vehicles on the hybrid market today.

Here, in this article we will compare the hybrid cars they are offering for 2007 year, these will include the Honda Accord Hybrid, Honda Civic Hybrid, Lexus GS 450H, Toyota Camry Hybrid and the Toyota Prius.

Their fuel efficiency can be compared through their average consumption per mile in different situations, like; City Driving ? where the traffic is constantly stopping, Highway Driving ? where the engine can freely operate at maximum level and their combined average usage.

Miles Per Gallon and Average Used Per Gallon

  • Honda Accord Hybrid ? 28 MPG (city), 35 MPG (Highway) and 31 MPG (Combined Average)
  • Honda Civic - 49 MPG (city), 51 MPG (Highway) and 50 MPG (Combined Average)
  • Lexus GS 450H - 25 MPG (city), 28 MPG (Highway) and 26 MPG (Combined Average)
  • Toyota Camry Hybrid - 40 MPG (city), 38 MPG (Highway) and 39 MPG (Combined Average)
  • Toyota Prius - 60 MPG (city), 51 MPG (Highway) and 55 MPG (Combined Average)

Before you just go out and pick the one with the highest MPG average, you need to consider something else.

Fuel type.

All of these vehicles use regular gasoline except for the Lexus which uses Premium Gasoline that is much pricier per gallon.

You also need to compare the size class of each hybrid car as well as the engine size and liters of the engine.

  • Accord Hybrid is a midsize car with a 3 liter - 6 cylinder engine.
  • Civic Hybrid is a compact car with a 1.3 liter ? 4 cylinder engine.
  • Lexus GS 450H is another compact car with a 3.5 liter ? 6 cylinder engine.
  • Toyota Camry Hybrid is a midsize sedan equipped with a 2.4 liter ? 4 cylinder engine
  • Toyota Prius is a compact car with a 1.5 liter ? 4 cylinder engine.
The bigger the car and the more powerful the engine is, the more fuel will be consumed. Considering all these aspects and doing your homework can lead to a fantastic hybrid vehicle purchase.

You have to put all of the considerations on the table when searching for the best hybrid to buy.

So, before you rush right out an get that shiny new hybrid car, compare first and do your homework. Find the one that will suit your needs and fit your personality best and you will be on your way to helping save the environment as well as saving yourself some money on fuel.

Frederick Musser is the owner of e85 Tips. A site dedicated to informing the world about alternative fuels and energy and their many benefits.

For more information on e85 and alternative fuels please visit e85Tips.com

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Wednesday, March 5, 2008

Comparison Nokia 7390 Vs Nokia 5200

Nokia has launched its latest range of handsets designed in clamshell and slider mechanism. Nokia 5200 flaunts a cool new slide concept with spring assisted opening while Nokia 7390 is a sleek folder phone from the L?Amour collection.

Nokia 5200 delivers great music function with superb audio quality and dedicated music keys. Get an enhanced music experience with its music player that supports MP3, SpMidi and AAC formats. The integrated stereo FM radio helps you listen to popular sound tracks and interact with different radio stations. The music player also supports ring tones including MP3, polyphonic and True tones. Bluetooth and Infrared provide easy transfer of your music files to any compatible device. The in-built VGA camera with 4x digital zoom enables you to take good quality photos in landscape mode. You can watch your music videos on the high definition 262Kcolour display. Nokia 5200 features a hot swappable microSD memory card slot which can easily store your photos and music. Besides, you can enjoy fast-paced Internet service via XHTML browser.

Avail multimedia comforts through Nokia 7390. The fashionable gadget boasts a 3 mega pixel camera with auto focus and flash. Capture your photos and MPEG4 videos with the camera, and view them on the wide screen display. Transfer your videos to any compatible PC via Bluetooth, or share them with friends by sending through MMS and email. The integrated MP3 player and FM radio provide you great music with excellent stereo sound technology. The handset is equipped with a microSD memory card slot expandable up to 2 GB. Store all your favourite songs in your device and share them online via EDGE technology. You can also access latest Java games, wallpapers, themes and lots more.

Browse through the contract deals available with these Nokia handsets. Sign up the best deal and get additional incentives including 12 months free line rental, free minutes, and a free handset! Buy a Nokia phone and stay updated with the latest mobile phone technology.

I am webmaster of best contract mobile phone phone this site offer latest 12 Month Free Line Rental like Mobile phones, samsung x820, and more latest mobile phone like nokia n93 select according your choice.

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Tuesday, March 4, 2008

Treadmill Comparison - Smooth 7.1 HR PRO vs Nordic Track E3200

Before you make your treadmill purchase, it is important to make a treadmill comparison to find the right model for you. Finding and purchasing a treadmill can be an excellent start to your fitness program. Both the Nordic Track E3200 and the Smooth 9.3 are good treadmills with benefits and drawbacks of each.

Nordic Track E3200

A treadmill comparison between the Nordic Track E3200 and the Smooth 9.3 should start with the benefits of the Nordic Track. It comes with four preset programs, a twenty by fifty-six running surface, and a 3.0 horsepower motor. It is both durable and sturdy. It is a machine that is built to handle your toughest workout programs. It is quiet, and it has some great panel features to help you monitor your workout progress. It has a reasonable price, and it is very comfortable.

For all of the features of this machine, though, there are a few drawbacks. It is very heavy and difficult to move. It requires some space, and it can be tough to set-up.

Smooth 7.1 HR PRO

In this treadmill comparison, the Smooth 7.1 has some great benefits, too. While the Nordic Track has four present programs, the Smooth 7.1, in comparison, has eight. Two of those are for people who are ready for some serious cardio training. It features a massive 2.75 horsepower motor and it is also durable and sturdy. It will handle most workouts in the home environment. It, too, is a quiet machine, and it makes for a great jogging workout.

When you compare it with the Nordic Track model, it, too, has some drawbacks. It could be a bit faster (it has a top speed of ten miles per hour), and the running surface does not offer a decline function. However I do prefer the Smooth Fitness brand. All their treadmills are of a very high quality.

A treadmill comparison of both of these models reveals that either is a good choice for the home model you are looking for.

Dean Iggo is the webmaster of a home exercise equipment website providing reviews of the best dumbbells and used fitness equipment including, treadmills and ellipticals from top brands including Proform, Precor, Total Gym, Smooth, Weider and more.

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Parity Training becomes one of the first to be accredited to deliver the ITIL? related ISO 20000 consultancy course

ISO/IEC has just released ISO/IEC 20000 as the new international IT service management standard, providing documents that IT organizations can use to get certification that they conform to those requirements.

The new standard is aligned with and complementary to the process approach defined within the IT infrastructure library (ITIL); qualified auditors can now assess organizations' ITIL conformance.

Published by ISO (International Organization for Standardization) and IEC (International Electrotechnical Commission), ISO/IEC 20000 will enable organizations to benchmark their capability in delivering managed services, measuring service levels and assessing performance.

Parity Training has become an Accredited Course Provider to deliver the ITIL? related ISO 20000 consultancy course. This means that Parity are competent and positioned to help organizations gain the consultancy skills and knowledge required to move towards gaining ISO20000.

Within the last eight months nearly 700 people world-wide have gained the consultancy qualification and more than forty companies are now ISO20000/BS15000 accredited. Many Government and Private sector organizations require their existing and potential IT service providers (internal and external) to be ISO20000 certified.

Parity's customers that already have accreditation, include: BT Global Services, ATOS, EDS and CSC.

"As ITIL adoption increases worldwide, IT process compliance will become the basis for discussions between IT organizations and business users, outsourcing providers, and clients and Parity Training is well positioned to help its customers achieve business results. We are delighted to be among one of the first training providers to offer our clients these skills that will help towards certification" says Ebi Zadeh, Managing Director, Parity Training.

About Parity:
Parity, uniquely for its size, offers a full range of IT services including;

Business process consultancy
Change management training
Management training
Technology training
IT Service Management training
Development and management of complex IT systems
Oracle and Microsoft technology and application skills
Permanent and temporary IT staff
Resource process outsourcing

Major companies include:

Alcatel, Allianz, AT&T, British American Tobacco, CISCO, Department for Education & Skills, Department for Work & Pensions, Glaxo Smith Kline, HBOS, Hewlett Packard, HM Revenue & Customs, HSBC, IBM, ICI, Ministry of Defence, NASA, Connecting for Health at the NHS, O2, Perot Systems, Royal Bank of Scotland, Royal Mail, Siemens, Sony Ericsson, The Cabinet Office, The Meterological Office, and T-Systems.

Contact details:

For more information, visit Parity or contact Gina Cannon (g.cannon@parity.net)

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Monday, March 3, 2008

A Definition and a Comparison Copyright 2004, Michael La

The purpose of this article is to consider Print-On-Demand publishing as an alternative for the aspiring author. It has its strengths and its weaknesses. You may wonder as you begin reading this, but in the end I'm going to say some good things about it.

To a large extent, the title explains the technology. The way that literature has traditionally been printed involves running many copies simultaneously in order to bring the price per copy down. Smaller print runs, such as advertising brochures or concert programs, cost more per copy because they are small print runs. Until recently, printing a single book was all but unthinkable.

In the case of novels, the traditional print publisher begins by publishing several thousand copies. His goal is to run off the smallest number of copies he can while getting the best possible price per copy.

These books are then sent to bookstores, which tend to prefer something along the lines of what has succeeded before. The remainder sits in a warehouse somewhere. Perhaps to be shipped as the orders come in, perhaps to be joined by any "remaindered" copies the bookstores couldn't move.

This represents an investment on the part of that publisher, hence his paranoia about experimenting with new formats or (more importantly) new authors.

Print-On-Demand (POD), as the name implies, uses a completely different process. The end result is, the price per copy on a small run is much lower. How small of a run? Try one book. Zero inventory. The book is economically produced when the reader orders it, not before.

This technology was probably invented for sales literature. Then someone realized it might be a pretty cool way to get ARCs (Advance Review Copies) out to the book reviewers before the book was actually available. Finally, someone decided to get it into the publishing mainstream.

Why is it so much cheaper to publish a single book via POD? The reasons really aren't relevant to this article, besides which they'd probably bore you. But if you care, the first link below spells it all out.

http://www.jdwrite.com/writing/pod_01.htm http://www.jdwrite.com/writing/pod_02.htm http://www.jdwrite.com/writing/pod_03.htm http://www.jdwrite.com/writing/pod_04.htm http://www.jdwrite.com/writing/pod_05.htm

I recommend reading (or at least skimming) all five of those, by the way. It's quite a comprehensive analysis of how. Then come back to this article to determine why. Or if.

Have you ever heard of the author who self-published and wound up with a best-seller? They do exist!

Now look at all the self-published authors who couldn't do that. They're the vast majority. The author who uses POD could be facing similar long shot odds.

(Keep reading. I'll say good things about POD eventually.)

POD has a definite advantage over self-publishing, in that you don't wind up with a few hundred (or more?) copies of a book in your basement because you can't sell them. Thus, it's cheaper, with no difference in quality unless you hook up with losers.

But neither option will bring you the readership that you'll get from a successful book with a traditional print publisher.

I have self published. I went to a local print shop back in the pre-POD days, ran off 80 copies at $3 a copy, and sold them to local bookstores for $6 a copy. Lots of fun, and lots of learning, but I didn't get rich. My wage per hour stunk, but that was fine with me because I honestly didn't care. I broke even and gave away the rest. A pleasant way to spend lunch hours during the work week.

Most of us, though, just don't have that kind of time. And even if we do, why bother? Take the money you'd have invested and buy some Microsoft stock, then take the time you'd have invested and write more books. You'll be happier and you'll make more money.

Having said all that, why am I recommending POD at all? In my case, it's because I've written some books that no print publisher will ever pick up. That's my honest appraisal.

If I were a mercenary type, I'd follow that up with something like "Why'd you even write those books then?" But if you are a REAL writer, you know the answer.

It's always about writing first, marketing second. Two different hats. I'm assuming you already did the writing and now are wondering what the heck to do with it.

As an example, my EPPIE 2002 finalist is too short. I wrote it back when print publishers wanted 40,000 words. Now they want 50,000. But it doesn't take 50,000 words to tell that particular story, and I'm not padding it. Even if I were willing, it'd stink and nobody would buy it. Give the publishers some credit. They know padding when they see it. The same goes for the readers.

As another example, consider my short story collection. Critically acclaimed and selling moderately well, but no traditional publisher wants short story collections from unknown authors. It's just that simple.

So, I simultaneously published these books in e-book form and POD form. E-books are cheaper and more environmentally friendly, but the paperback option is still there for those who can't or won't ever read an e-book.

(Daddy is in that group, by the way. How about your family?)

Places who publish only POD began by accepting anything sent their way. Pay your money, and do your own editing and marketing. This gave POD a credibility problem. There are POD outfits who don't operate this way, but the credibility problem will take time to heal.

As an author, your goal is to write what's in your heart, find people who like to read what you like to write, and get it out to them. (That's my goal, anyway.) If your name happens to be Tom Clancy, that equals many readers. But that's simply luck of the draw.

Many of us don't have such mass appeal. Possibly you're the sort of writer who knows exactly where you stand in that respect. But many don't, and they're flooding the POD market with stuff that most readers just plain don't want. Add to that the badly edited stuff, and the credibility problem with POD is understandable.

Ideally, what you want is for your e-publisher to simultaneously release your book in both formats without charging a POD setup fee. That way, you can direct all your promotional efforts to that single URL. However, these e-publishers have a real problem with backlog now, so if you want to travel the road I did, you'll need much more patience than I did.

Taking advantage of a free POD option with your e-book will also help your promotional efforts. Many reviewers just plain won't touch an e-book. If you've done the POD bit, in addition to being able to tell all your friends and family, "Look at this, I'm a real author because here's the paperback," you'll be able to send review copies via POD to those book reviewers.

(I told my friends and family to kiss my butt, but I'm just a crochety old cuss.)

If you find yourself with an e-publisher who doesn't offer free POD, you may wish to shop around for a POD publisher. As you do this, remember the business model. If a publisher makes all its money from writers, it doesn't need to sell a single book to a single reader to stay in business.

No matter how much praise they send your way, that's the bottom line. Writing is a calling, but publishing is a business. Those authors who can't distinguish between the two are what keep the opportunists in business. (I was such an author for most of my life.)

Some POD places are no more than thinly veiled vanity (or subsidy) presses. They have a valuable role to serve, but let's be honest. Most do no editing, and they don't care. They may not be making a massive profit from your setup fees, but they're certainly making enough to stay in business. Even if you don't sell any books to anyone except your Gramma.

(A few new POD places help with marketing and charge no fees of any kind. I've been told http://www.bewrite.net is such a place, but have yet to visit it.)

Earlier, I recommended e-publishing before print publishing for the free editing you'll receive. If you're going with POD, consider it mandatory. Either that, or pay an editor. The author who can write a mistake-free manuscript does not exist.

Still interested in POD publishing? I've done it, by the way, and it worked out well. Here are the questions you should ask yourself when you select a POD publisher:

A) Sale price of each book
1) Who decides what it is?
2) Will readers pay that much for your book?

B) Profit per sale vs. your setup cost 1) How many copies must you sell to break even? 2) Can you do it?
3) If not, do you care? How big of a financial hit are you willing to take just to see your name in print?

As a rule, US$100 or less setup cost is good and US$1000 is very bad. The latter, no matter how much publicity they promise you, is only a thinly disguised vanity publisher. You will not sell enough books to recoup that $1000 unless you are a real marketing machine. Even then you shouldn't pay the $1000 up front. Pay $100 or less and then sell all those books. $1000 or more won't get you anything that $100 or less won't.

A comprehensive list of POD publishers, along with descriptions, can be found on-line at http://dehanna.com/database.htm

The site mentioned fails to mention Booksurge (http://www.booksurge.com), also known as Digitz (http://www.digitz.net), and Publish America (http://www.publishamerica.com). The first charges US$99 and the second is free.

Another that isn't mentioned is Digital Print Australia at http://www.digitalprintaustralia.com. I've used them before. My setup cost was AUD$35 (roughly US$18), which compares rather favorably to those listed.

Their price per copy is also excellent. The quality is at least as good as what you'll find in the bookstores. If you've ever bought a paperback from Writers Exchange E-Publishing, you've seen it already. If not, Digital Print will send you a free sample. They sent mine to China.

Two problems you may have with them, though, are shipping charges from Australia if that's not where your readers are located, and the fact that they don't offer a way to sell the books on their site.

For selling the books, I used the Book Store feature on Authors Den (http://www.authorsden.com) back when it was free. It offers a secure server. I know some authors who I trusted enough to send money to without a secure server. But I suspect that most of your prospective readers won't know you that well. In fact, they won't know you at all.

Another option is the shopping cart feature at PayPal (https://www.paypal.com/refer/pal=BH2CTDYDK8RPW), which I haven't researched. But take a look. You oughta have PayPal anyway, because it lets people send you money or vice versa through email, absolutely free. They'll give you $5 just for signing up.

If the POD place only prints "trade paperbacks," which are the larger ones, your cost per book (and sale price per book) will be higher than if you can print "mass-market paperbacks." The choice is yours, but whatever you decide, visit the local bookstores and price similar-sized books. If you write like Stephen King but charge twice as much per book, readers are going to buy the author they've heard of, and that's probably not you. Yet...

Michael LaRocca's website at http://freereads.topcities.com was chosen by WRITER'S DIGEST as one of The 101 Best Websites For Writers in 2001 and 2002. He published two novels in 2002 and has two more scheduled for publication in 2004. He also works as an editor for an e-publisher. He teaches English at a university in Shaoxing, Zhejiang Province, China, and publishes the free weekly newsletter Mad About Books.

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Saturday, March 1, 2008

ISO 9001 - 2000 -- Implement Your Quality Management System With Minimum Headaches

If you have been unlucky enough to have been saddled with the onerous task of achieving ISO 9001:2000 compliance for your company, this article may prove to be your big break. At the very least it will put you on a minimum fuss path to ISO 9001 certification. It may very well also rescue your career, because--as you already know--as a great deal is riding on your success.

ISO, of course, stands for the International Organization of Standardization, a worldwide organization responsible for the development of many different kinds of standards. ISO 9001:2000 is the most recent version of their Quality Management System Standard. It consists of a collection of documentation that describes how a company should implement their quality management system.

To achieve certification, a company must produce both a Quality Manual and a Quality Procedures Manual. This is no light undertaking. These manuals must be audited by a registrar for compliancy, and renewed at the end of each 3 year period. The larger and more complex your company, the more difficult the process will be.

So why would a company chose to conform to an ISO 9001 profile? Rarely is it because it seems like a good idea. Many companies are filled with bright people who can develop their own quality management system. The primary motivating force is market pressure. Your quality management system may well be up to scratch, but who is to say?

A potential customer surveying the marketplace, and presented with two or more competing companies he might choose to do business with, needs to feel good about his final choice. If the decision comes down to who has the best quality management system in place, common sense suggests he go with the company that has gone through the ISO 9001 certification process.

In the long run, an organization that implements an ISO 9001 system is likely to discover the company runs better, with improved performance and higher profitability. But for a company just getting started, such considerations are often seen as "ideals" that get short shrift as managers race to make the company profitable in the shortest amount of time. It therefore takes commitment and foresight, as well as an acute understanding of market vision in order to get to the ISO 9001 finish line.

If your company already has a decent quality management system in place, your main task will be to redesign the system so that it addresses all the sticking points of the ISO 9001 documentation. If your company is large, this may prove to be some not insignificant undertaking.

You might be tempted to hire ISO 9001 consultants. This will be expensive, and may not in fact lead to the desired result, which is a streamlined version of the Quality Manual and Quality Procedures Manual that you must submit for certification.

The reason for this is that consultants never fully appreciate the scope and depth of your company, and cannot be expected to share the urgency of your plight to get it right the first time. For this reason, choosing the right in-house person to head the job may be the best option for your company. Perhaps, even, that person is you. If so, you definitely have your work cut out for you, particularly if you work for a company of any real size.

The benefit, and it is a big one, of having been tasked with preparation for ISO 9001 certification is that your personal value to the company is going to be cemented--no, it will be cast in iron--by a successful conclusion to certification.

The trick then, is to find a way to achieve the desired result WITHOUT saddling yourself with all the headaches this job can provide. If you have already peeked at the ISO 9001:2000 documentation you can be forgiven for thinking that you may have bit off more than you can chew. Going from zero to sixty on this task can seem like a formidable proposition.

But it need not. If it seems like you are destined to begin dreaming that you personally will be taking the ISO 9001 certification test, night after restless night, instead of your quality management system, take heart. Because there is a way to get a jump start on the process, and avoid so much of the hassle that you have taken on.

To find out how to leverage the ISO 9001 proficiency of an already successfully certified company, and dramatically cut your expected ISO 9001 development costs by slashing the time it takes to achieve certification, get across to my Squidoo lens on Isom's Quality Handbook For ISO 9001 Certification. This may prove to be the best decision you have made this year!

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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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