iso 9001 y la competitividad
DESCRIPTION
Autor: JACK WEST, de ASQ y Presidente del Consejo Mundial de la Calidad. En Semana de Innovación y Calidad de los gobiernos estatales de México (INNOVA), Tijuana 2006.TRANSCRIPT
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ISO 9001:2000 and Competitiveness
Tijuana, Baja California, Mexico27 October 2006
Jack West
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Competition Is Not a New Idea
• Organizations have long achieved improvements in competitive position during implementation of ISO 9000 systems
• There are four strategies that have been important
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So, What Should We Do to Get Ongoing Competitive Advantage?
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EffectiveQuality Management System
Efficient
Quality Management System
CompetitiveAdvantage
ISO 9001
TheBaseline
ISO 9004
Performance Improvement
Performance ExcellenceSix sigma, Baldrige, EFQM
Role of ISO 9004:2000-Performance Improvement
From material developed by Joe Tsiakals
Competitive advantage:
• Better customer satisfaction
• Lower cost
• Greater efficiency
Business Vision
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ISO 9001:2000• Single requirements
standard• Useful for
demonstrating system conformance
• Appropriate for certification
Use ISO 9004 Not Just 9001
ISO 9004:2000• Guidelines for
performance improvement
• Not appropriate for certification
• Use with 9001 to improve the system
Common Structure and Language
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Understand and Use The EightQuality Management Principles
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relationships
• Customer focus
• Leadership
• Involvement of people
• Process approach
• System approach to management
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OK, but What Specific Actions Should We Take?
1. Shift your Focus From Internal Operatiosto the Customer
2. Use Process Management Techniques3. Fully Embrace the Continual
Improvement Process4. Change Your Thinking on Corrective
Action and Preventive Action5. Change the Way You Audit
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Action #1
Shift Your Focus from Internal Operations to the
Customer
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Include “sales and marketing” in activities of the system that focus
on the customerYou may have no greater
opportunity to help them improve your market position!
CustomerSatisfaction
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Clause 8.2 Monitoring and measurement
MeasureKey product characteristics
Important parameters of key processes
Customer satisfaction information
Auditing the QMS
(All?) product characteristics
(All?) Processes
Monitor
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AnalyzingAnalyzingMonitoringMonitoring
MeasuringMeasuring
ImprovingImproving
Customer Customer satisfaction satisfaction
datadata
Define how data are usedDefine how data are used
Clause 8.2.1 Customer satisfaction
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9004 Provides Ideas
• Start by asking questions :– What customer information do you
have?– What customer information do you
want?– Do you want your own internal
customer study capability?– Do you want to selectively go to the
outside for specific research projects?
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Methods of Gathering Methods of Gathering
Active
Receptive
Indirect
SurveysFocus groupsSite visitsInterviewsComplaintsWarranty costsAllowancesLettersArticlesTrade ShowsRepeat business
Sources of Customer Satisfaction Data
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Customer Ratings
R&D
Surveys
Complaints
Key Measures
Trade Shows
Sales Calls Articles
Often our customer data is like an incomplete puzzle
Credits & Returns
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Customer Ratings
R&D
Surveys
Credits & Returns
Complaints
Key Measures Trade
Shows
Sales Calls
Articles
Get the pieces to fit together
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Aggregate customer and internal data
Customer Ratings
R&D
Surveys
Credits & Returns
Complaints
Key Measures Trade
Shows
Sales Calls Articles
CustomerFeedback
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CustomerFeedback
Often managers look at the pieces
AuditResults
Follow-upActions
ProductConformity
Corrective Action Status
ProcessPerformance
PreventiveAction Status
ChangesAffectingSystem
Improvement Recommendations
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Get the overall picture!
AuditResults
PreventiveAction Status
ProcessPerformance
ProductConformity
ChangesAffectingSystem
Follow-upActions
Improvement Recommendations
Corrective Action Status
CustomerFeedback
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Getting it All Together
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Getting it All Together
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Getting it All Together
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Action #2
Use Process Management Techniques
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Figure 1 — Model of a process-based quality management system
CUSTOMERS
REQURIEMENTS
CUSTOMERS
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
Product
realization
Measurement,analysis andimprovement
Managementresponsibility
Resourcemanagement
OutputProductInput
SATISFACTION
Key
Value adding activitiesInformation flow
Process—Based Quality Management System
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Figure 1 — Model of a process-based quality management system
Productrealization
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
CUSTOMERS
REQURIEMENTS
CUSTOMERS
SATISFACTIONMeasurement,analysis and
improvement
Managementresponsibility
Resourcemanagement
OutputProductInput
Key
Value adding activitiesInformation flow
`The Quality Management System
Clause 4 Quality management system
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Clause 5 Management responsibility
Figure 1 — Model of a process-based quality management system
Managementresponsibility
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
CUSTOMER
REQURIEMENTS
CUSTOMER
SATISFACTIONMeasurement,analysis and
improvement
Productrealization
Resourcemanagement
OutputProductInput
Key
Value adding activitiesInformation flow
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Clause 6 Resource management
Figure 1 — Model of a process-based quality management system
Resourcemanagement
Measurement,analysis and
improvement
Productrealization
Managementresponsibility
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
CUSTOMER
SATISFACTION
OutputProduct
CUSTOMER
REQURIEMENTS Input
Key
Value adding activitiesInformation flow
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Clause 7 Product realization
Figure 1 — Model of a process-based quality management system
Productrealization
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
CUSTOMER
SATISFACTIONMeasurement,analysis and
improvement
OutputProduct
Resourcemanagement
Managementresponsibility
CUSTOMER
REQURIEMENTS Input
Key
Value adding activitiesInformation flow
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Clause 8 Measurement, analysis and improvement
Figure 1 — Model of a process-based quality management system
Productrealization
Resourcemanagement
Managementresponsibility
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
CUSTOMER
REQURIEMENTS
CUSTOMER
SATISFACTIONMeasurement,analysis and
improvement
OutputProductInput
Key
Value adding activitiesInformation flow
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Identify processesIdentify processes
Requirements Of ISO 9001 Clause 4.1 -Process Approach
OutputInputActivity Activity Activity
Process
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Determine sequence & interactionDetermine sequence & interaction
Output
Input
Requirements Of ISO 9001 Clause 4.1 -Process Approach
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Determine methods to operate & Determine methods to operate & control processescontrol processes
Output
Input
Resources and InformationResources and Information
Requirements Of ISO 9001 Clause 4.1 -Process Approach
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Measure, monitor & analyze processesMeasure, monitor & analyze processes
Output
Input
Measure at key pointsMeasure at key points
Requirements Of ISO 9001 Clause 4.1 -Process Approach
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Get Competitive Advantage
When You Go Beyond Minimum Requirements
• Focus on Actions to Achieve Results• Avoid Adding Other Activities
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Example Quality Management System Relationship Map
Customer-Relationships Product Design
Process
Design/ValidationProcurement
Production Operations
Information
Product
Measurement
and Analysis Management Review
Corrective Action and
Preventive Action
Delivery and Service
Data Management
Records Management
Planning
&
Strategy
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Chart the Basic Processes of the System
Customer-Relationships Product Design Process Design/Validation Procurement
Production Operations
Information
Product
Measurement and Analysis Management Review
Corrective Action and
Preventive Action
Delivery and Service
Data Management
Example Quality Management SystemRelationship Map
Records Management
Planning
&
Strategy
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Start With Process Outputs
Product Design
Process
To Identify outputs ask questions:• What are the outputs of the process
• Who are the customers of the outputs
• How do those customers use the output
• How should the output be measured
InputsOutputs
Involve the people working in the processTalk to the customers of the process
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Outputs Customer Target CurrentResults
• Designs that meet user needs
• Specifications for process development
• Ultimate product users
• Process Engineering
• No complaints• 6-month
product cycle• No process
budget variance due to design issues
• No complaints• 12 month design
cycle• $100,000 over
process budget for last year due to design issues
Product design
Process
Outputs - A simple example
These are just some examples, your process may have many outputs, customers, targets and results.
Start With Process Outputs
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Align Process Objectives with Overall Quality Objectives
Maintain this Alignment Forever!• As Quality Objectives Change,
Process objectives are modified• Process must be Improved to Meet the
new Objectives!
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Define the Process Inputs
Inputs Supplier Target CurrentResults
• Requirements of specific customers
• Market needs for new products
• Sales Department
• Marketing
• Zero orders returned to sales for more information
• New product needs 12 months out
• 50% of orders returned for more data over last 12 months
• Last ten products defined 10 to 12 months out
ProductDesign
Process
A simple example - Inputs
These are just some examples, your process may have many inputs, suppliers, targets and results.
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Targets Not Met are Opportunities for Improvement
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Product Design Process
Flow Chart The Process
Inputs•Suppliers
•Targets
•Results
Outputs•Customers
•Targets
•Results
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Map the Process--As IS
• Use simple flow charts for the process flow
• Record data related to the process targets for key process activities– Defect trends– Resources– Process capability– Etc.
• Chart the process as it actually works NOW, Don’t make changes yet
Process maps are morethan just flow charts:
they are supported by data
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Analyze the Maps to findImprovements
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Improve the Process
Three Situations:• Obvious process disconnects• Data show process has some individual
activities with problems• Data shows process fails to meet target
but individual activity data are stable with no clear problems
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Improve the Process
First Situation:• Obvious process disconnects
– Outputs go to the wrong place– Obvious missing processing steps– Obvious redundancies
• Correct the obvious problems– Change routing of misdirected outputs– Introduce needed new steps– Eliminate redundant steps and reallocate resource
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Improve the Process
Second Situation:• Process has individual activities with problems
– Overall process may or may not meet targets– Not effective in meeting quality objectives– Not efficient
• Identify and solve the problems in the process– Identify problems and root causes– Develop and implement actions to correct the causes– Measure improvements
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Improve the Process
Third Situation:• Process fails to meet target but results are
stable with no clear problems– Most activities seem OK but results are bad– Process has never meet expectations– Process is stable
• Consider re-engineering the process– Clean sheet approach with out-of-the-box
thinking– Apply new technology
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Preventive Action—the “What If” of Process Management
• Clause 8.5.3 requires determination of action to eliminate the causes of potential nonconformities
• This analysis phase is an ideal time to find opportunities for “preventive action”
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Preventive Action—Ask Two “Whats” and Three “Hows”
Ask:• What can go wrong?• What would the failure look like?
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Preventive Action -- Ask Two “Whats”and Three “Hows”
Ask:• How probable is each potential failure?• How likely is it for these potential
failures to reach a customer?• How serious would these failures be if
they did occur?
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Preventive Action—Act
Act:• Prioritize the overall risk for each
potential failure• Define preventive actions • Implement preventive actions
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Revise The Process Maps to Reflect the Improvements
And Do It All Over Again As Objectives Change!!
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Getting it All Together
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Getting it All Together
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Getting it All Together
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Action #3
Fully Embrace the Continual Improvement
Concept
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Management review (5.6)
• Inputs• Outputs• Monitor progress
Policy (5.3)
Objectives (5.4.1)
Measures (8.2)• Product & Process• Customer satisfaction• Audit results
Data collection (8.4)
Analysis of data (8.4)
Identify opportunities (8.4 & 5.6)
Corrective action (8.5.2)Preventive action (8.5.3)
Planning5.4.2, 8.1
Requirements related to Continual Improvement
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Example: Policy and Objectives Related to Customers
Business Business Objective: Objective:
15% Higher 15% Higher Margin on Margin on
SalesSales
Quality Quality Policy: Policy:
Satisfied Satisfied CustomersCustomers
Quality Objective: 29% Improvement in Cust. Sat.
Survey Scores for High Margin Product Lines
QualityObjective
QualityObjective
Others
Others
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Example: Policy and Objectives Related to Customers
CustomerSatisfaction
DataMonitor
Measure
Analyze
Improve
Quality Objective: 29% Improvement in Cust. Sat.
Survey Scores for High Margin Product Lines
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Use Simple Analytical Tools
TIME
UP
Is
good UP
Is
badDrivers of current performance
Run Chart and Pareto
Continual improvement trend—WOW
Oops, spoke to soon!
What would you work on?
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Getting it All Together
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Getting it All Together
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Getting it All Together
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Action #4
Change Your Thinking on Corrective Action and
Preventive Action
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Corrective and Preventive Action
Two very different concepts and their use for performance
improvement requires different tools and tactics for each
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Effective Corrective Actions
Clearly understand what Corrective Action really is and is not:
• It is correcting causes• It involves nonconformities that have
happened• It is not correction of nonconforming
items
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© 2006 Jack WestAll Rights Reserved
Effective Corrective Actions
When you think of corrective action:• Think of PROBLEM SOLVING• Think of problem solving tools
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Effective Corrective Actions
• Integrate corrective action, team problem solving and other tactics
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© 2006 Jack WestAll Rights Reserved
Effective Preventive Actions
Clearly understand what Preventive Action really is and is not:
• It is action to prevent future nonconformities and problems
• It addresses things that have not happened
• It is not correcting the cause of existing problems
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© 2006 Jack WestAll Rights Reserved
Effective Preventive Actions
When you think of preventive action:• Think RISK MANAGEMENT• Use FMEA and other risk
management tools
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Effective Preventive Actions
• Use preventive action during up-front activities:– New products– New processes– New equipment
• Keep it separate from corrective action
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Getting it All Together
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Getting it All Together
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© 2006 Jack WestAll Rights Reserved
Getting it All Together
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Action #5
Change the Way You Audit
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Auditing to ISO 9001:2000
• Part of Clause 8.2 on Measurement
• Key input to the improvement process
Measurement,analysis andimprovement
Productrealization
Resourcemanagement
Managementresponsibility
CONTINUAL IMPROVEMENT OFTHE QUALITY MANAGEMENT SYSTEM
CUSTOMER
REQURIEMENTS
CUSTOMER
SATISFACTION
OutputProductInput
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• Audits are covered in clause 8.2.2 which is part of measurement
• Emphasizes determining effective implementation of quality management system
Auditing to ISO 9001:2000
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Three categories of audits
• Internal audits -- 1st party• Customer audits of suppliers -- 2nd party• External independent audits -- 3rd party
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© 2006 Jack WestAll Rights Reserved
Three categories of audits
External independent audits -- 3rd party• Conformity to a specific standard
ORGANIZATION CUSTOMER
REGISTRAR
STANDARD (9001) LIST
AUDIT
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© 2006 Jack WestAll Rights Reserved
Three categories of audits
Customer audits of suppliers -- 2nd party• Conformance to customer requirements• Customer’s special interest items
STANDARD (9001)OTHER REQUIREMENTS
ORGANIZATION CUSTOMERAUDIT
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© 2006 Jack WestAll Rights Reserved
Three Categories of Audits
Internal audits -- 1st party• Conformance to the standard• Conformance to the Organization’s
System• Performance to the Organization’s
Objectives• Problem identification!• Opportunity finding!
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© 2006 Jack WestAll Rights Reserved
Auditing the Process
• Processes flow through the functions of the organization
• Auditing cross—functional process enables us to find problems between functions
• Auditing all the processes that flow through an area or department
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© 2006 Jack WestAll Rights Reserved
TIME
UP
Is
goodOops, spoke to soon! Is this a
Nonconformity?
Change the Way You Think About Nonconformities
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© 2006 Jack WestAll Rights Reserved
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© 2006 Jack WestAll Rights Reserved
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© 2006 Jack WestAll Rights Reserved
Five Actions You Can Take
1. Shift your Focus From Internal Operatiosto the Customer
2. Use Process Management Techniques3. Fully Embrace the Continual
Improvement Process4. Change Your Thinking on Corrective
Action and Preventive Action5. Change the Way You Audit
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© 2006 Jack WestAll Rights Reserved
Remember
• Success always requires two things– doing the right things and– doing them right
• The new 9001 requires a lot of the right things
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© 2006 Jack WestAll Rights Reserved
Remember
• It is up to you to do those things right
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© 2006 Jack WestAll Rights Reserved
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Plus Two Pocket Guides:Cracking the Case of ISO 9001:2000 for• Service• ManufacturingAnd • How to Audit the
Process-Based QMS
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© 2006 Jack WestAll Rights Reserved
INTERNAL AUDITING BASICS
Video Training ProgramFilm (30-minute VHS)Learning Guide (36-pages)Book: How to Audit the Process-Based QMSCD-ROM: Aids for Audit Program Implementation: Tools, Checklists and Questions (from above book)
Order from: INFORM
877-463-6769 (toll free)[email protected]
OR ASQ800 248 1946 (toll free)
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Thanks for your Attention
Questions
?
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© 2006 Jack WestAll Rights Reserved
About Jack Westwww.SilverFox.org
Jack is a quality professional who helps organizations improve productivity and quality. He has nearly thirty years of experience in industry with Tenneco, Inc. in a wide variety of industries including shipbuilding, packaging, automotive parts manufacturing, chemicals, and manufacturing of farm machinery and construction equipment. In his consulting work, Jack has led implementation of TQM and Cost of Quality processes.
His extensive international experience includes working with organizations around the world to implement effective ISO 9000 quality systems focused on lower costs and higher customer satisfaction. In 1993 and 1994, Jack served as Tenneco’s Director of Quality for European operations based in Brussels.
He is a fellow of ASQ. He served for four years (1990-1993) on the Board of Examiners for the Malcolm Baldrige National Quality Award and has implemented internal Total Quality Management Assessment processes based on the Baldrige Award criteria. Jack is now the Chair of the US TAG to ISO TC 176 and lead delegate for the United States to the International Standards Organization committee responsible for the ISO 9000 family of quality management standards. He is also a member of the board of directors of the Registrar Accreditation Board (RAB).
Jack has authored many papers and articles. He is co-editor of the ASQ ISO 9000:2000 Handbook, and co-author of ISO 9001:2000 Explained, ISO 9001:2000, An Audio Workshop and Master Slide Presentation, Cracking the Case of ISO 9001:2000 for Manufacturing, Cracking the Case of ISO 9001:2000 for Service, How to Audit the Process-Based QMS , all published by the American Society for Quality, and Unlocking the Power of Your QMS. He also has produced the video programs on Internal Auditing Basics, Dealing with External Auditors, and Quality Basics published by INFORM and also available from ASQ. He was the 2003 recipient of the ASQ’s Freund Marquardt Award for his work related to standards.