Make ISO 9001 the Servant, not the Master

OVERVIEW Compliance with ISO 9001 is merely the first step in the realization of its full potential. Compliance alone provides substantial protection against poor quality, and this protection is then often taken for granted. Poor quality is, however, only one of the Toyota production system's Seven Wastes. The other six can often be far more costly and, as they are built into the system, they are present 100 percent of the time. Use of the standard as a starting foundation, rather than a final objective or destination, with which to address these wastes enables organizations to realize enormous cost reductions, shorter cycle times, and other advantages that deliver world-class performance. Attendees will also learn Henry Ford's four key performance indicators (KPIs). All seven of the TPS's Seven Wastes can be expressed in terms of these KPIs, which are easy for everybody in the organization to understand and apply. This makes the shop floor, and also the organization's relevant in... Read more

OVERVIEW Compliance with ISO 9001 is merely the first step in the realization of its full potential. Compliance alone provides substantial protection against poor quality, and this protection is then often taken for granted. Poor quality is, however, only one of the Toyota production system's Seven Wastes. The other six can often be far more costly and, as they are built into the system, they are present 100 percent of the time. Use of the standard as a starting foundation, rather than a final objective or destination, with which to address these wastes enables organizations to realize enormous cost reductions, shorter cycle times, and other advantages that deliver world-class performance. Attendees will also learn Henry Ford's four key performance indicators (KPIs). All seven of the TPS's Seven Wastes can be expressed in terms of these KPIs, which are easy for everybody in the organization to understand and apply. This makes the shop floor, and also the organization's relevant interested parties, abundant sources of recommendations for continual improvement. WHY SHOULD YOU ATTEND Some ISO 9001 users regard the standard as something with which they "have to comply" to get a certificate to keep their customers happy. If this is your organization's perception, you will learn how ISO 9001's existing service may be taken for granted. That is, the organization does not recognize the relationship between the ISO 9001-compliant system and poor quality that doesn't happen, much as people often don't recognize the relationship between long-forgotten childhood vaccines and the diseases they don't get. If, on the other hand, the organization already recognizes the standard's real value, this webinar will equip attendees to get even more out of it. ISO 9001's original focus was on the prevention of poor quality, and this is still its principal albeit not its exclusive focus. Most of the money—the contribution to the bottom line—usually resides, however, among the TPS's other six wastes, which can be present in the supply chain as well as the organization itself. Frank Gilbreth proved (as but one example) that brick laying, as people practiced it for thousands of years, wasted 64 percent of the workers' labor. Jobs can be equally wasteful of cycle time, materials, and energy, and ISO 9001 realizes its true potential when organizations use it to remove these wastes and then, through standardization, make the gains permanent. ISO 9001 webinar attendees will receive a pdf copy of the presentation slides, and also accompanying notes and references that expand on the presentation itself. AREAS COVERED • ISO 9001 should be the organization's servant rather than its master. It may already be serving, in fact, by preventing quality problems whose absence the organization takes for granted. Organizations that seek to exceed its requirements, however, realize enormous bottom line benefits. • The biggest risks often relate not to what we do wrong (poor quality) but rather to what we don't do right; that is, risks of omission. • Wastes, other than those related to poor quality, are usually asymptomatic; they do little or nothing to announce their presence. They are often more costly than poor quality and, as they are built into the system, their occurrence rate is 100 percent. We can also rarely be sure we have eliminated all the waste. • Henry Ford's four KPIs—waste of the time of things, waste of the time of people, waste of materials, and waste of energy—can force most wastes in the workplace, and even in the supply chain, to become visible. All seven TPS wastes can be expressed in the form of these KPIs, and note also the relationship between the last two and ISO 14001 and ISO 50001. • Shingo process maps were designed originally to support lean manufacturing or service projects, but they are suited ideally to become data-driven process documentation. That is, they not only document the process in supplier, inputs, process, outputs, customer (SIPOC) form—this supports ISO 9001's process approach—they also force wastes of time, materials, and energy into the open to drive continual improvement. WHO WILL BENEFIT Manufacturing, service, and quality managers and professionals with ISO 9001 responsibilities. Executives also may benefit from information on how to get the most, in terms of bottom line results, from the standard. LEARNING OBJECTIVES ISO 9001 becomes the organization's valuable servant rather than its onerous master when the organization goes beyond the basic requirements to identify and exploit opportunities that the standard does not define explicitly. These relate particularly to the Toyota production system's wastes, and wastes that are often built into the supply chain. For more detail please click on this below link: https://goo.gl/9aXnU3 Email: support@trainingdoyens.com Toll Free: +1-888-300-8494 Tel: +1-720-996-1616 Fax: +1-888-909-1882