How to kill your business

The Standard calls for mutually beneficial relationships with suppliers, as well as monitoring 'customer perception of satisfaction'. See if you think this somewhat unusual approach to customer relations I experienced from a supplier recently would meet those requirements.

The supplier is a printer & copier. I'd tested them already on some individual components for the DIY ISO 9001 Pack and been reasonably satisfied with the results. There were a few minor hiccups, but the owner - let's call him Lesley - had made changes and was confident their system was now sound and working well. I was about ready to use them regularly for the bulk production.

As stock was low, I emailed him my requirements, timing, quantities. No problem. Oh, but could I let him have the files again? 'They're on our system somewhere, but just in case'. As there are more than 40 files involved in various folders, it wasn't a small task. But I made the time to do it, and sent them along with my usual detailed instructions for what files went where, and for the printing, collating and binding.

In the agreed 5 days I got a call that they were done. In the meantime, I'd run right out of stock, and had a new order that I promised to ship the next day. I congratulated myself on pre-organising the next print run.

The printer had already packed all the materials into cardboard boxes. Although he didn't seem to think I needed to, I did a quick QA check, riffling through the contents of the boxes.

'I can't see anything that looks like the bound sample manuals, Lesley.'
Lesley assured me they'd be there. 'The guys know what they're doing.'

But the sample manuals are essential parts of the Pack: I didn't want to wait until I got back to the office to find I was missing something.

Lesley sighed. 'You want me to empty the boxes for you to check?'

I did. And yes, the printed pages were there. But loose, not bound.

Lesley muttered under his breath, and went away. Binding them, he reported back, would take 'around 20 minutes'. Could I come back later? I had barely enough time left to pick up the materials and get one packed and shipped to the client in Kuala Lumpur.

He sighed. I really couldn't wait? Well, tomorrow then?

But I'd promised my customer. Could they not at least bind one set now for me to take, then deliver the rest later? He agreed with visible reluctance. I waited, then grabbed the set and raced back to the office. Lunch was out of the question before my all-afternoon meeting, but I'd meet the shipping commitment.

Which was when I discovered one of the two sample manuals was missing its colour page.

I counted to five and picked up the phone. 'No, that can't be,' Lesley said. 'The guys are sure they did them OK, and there's no spare colour page anywhere. So how could that be?'
Me: 'I have no idea. But I have the manual right here, I know what the colour page looks like, as well as where it should be. It isn't there.'
Lesley: 'Damn.'
Me: 'Indeed'.
Lesley: 'Well, can't you just send it as it is?'

I counted to five again. 'No. It doesn't meet our standards, or the specifications. And I won't do that to my customer.' A pause. Another sigh. This time I let the silence lengthen.
At last: 'When do you have to go?'
'In 30 minutes.'
Lesley: I suppose I could bring another one over. If you're really sure yours is no good.'

I was getting tired of counting. 'Thank you, Lesley, yes.' And at this point I added, 'But I have to say I'm really disappointed at this, particularly given that I provided very detailed, written instructions of the requirements.'

'You're disappointed!' he burst out in an aggrieved tone. 'How do you think I feel?'

And it was at that precise moment, dear reader, I decided I needed a new supplier.

Yes, to his credit, he did bring the other sample manuals around. As well as the missing loose colour page, which had somehow mysteriously re-appeared. 'It was the only one wrong. All the rest were fine.' Lesley had found what the problem was. 'They handed over the job in the middle. They know they're not supposed to do that, and I've told them again'.

But what it said to me was: this business doesn't have an effective method, nor a systematic approach to quality problems. Most likely because of the owner: perhaps too busy blaming other people to really analyse what went wrong. Perhaps because of a lack of customer focus: for each problem, I'd had to suggest my own solutions, instead of being offered them by the supplier.

But definitely because there is no systematic approach.

Yes, things do go wrong at times, even in the best of businesses and organisations. No system, no process and no person is perfect. But that's another very good reason why nonconformance, corrective and preventive action are included in a quality management system.

And OK, I did manage to get the product shipped to Kuala Lumpur. And yes, I currently have stocks of the DIY Pack. Including one sample manual that I can't ship, because it's missing an essential page.

I'm guessing he expects me to take it back to him if I want it done.

I'm also guessing he expects me to pay the invoice he thrust into my hand at the same time as he delivered the rest.

I haven't done either of those things yet. Mutually rewarding relationships with suppliers is one of the underlying principles of ISO 9001, and I'm looking for a new supplier. They'll need to understand how important it is to keep your existing customers happy. And have a better system for responding to problems (ISO 9001's clause 8.3 and 8.5.2). And sound methods of 'monitoring customer perception of satisfaction' (see 8.2.1 and 8.4).

~~~~~~~~~~~~~~~~~~

Jane Bennett is a quality management consultant, a business coach
and author of the 'DIY ISO 9001 Pack'.

~~~~~~~~~~~~~~~~~~~
Need to get ISO 9001 but don't know how? Sick and tired of struggling with it? The 'DIY ISO 9001 Pack' shows you how to to get ISO 9001 fast without struggle and without spending a fortune.
Click Here> http://www.mapwright.com.au/DIYPack.html

~~~~~~~~~~~~~~~~~~~~~~

** Ezine editors / Site owners **
Feel free to reprint this article in its entirety
in your ezine or on your site so long as you leave
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If you do use the material please send us a note
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© Mapwright Pty Ltd

<------- #End Article ---------->

Regards
Jane Bennett
Get a simple, practical quality system working for you
www.mapwright.com.au

Is your customer satisfied?

"Mutually rewarding relationships with suppliers" is one of the underlying principles of ISO 9001. See if you think this unusual approach to customer relations qualifies.

This particular supplier is a printer & copier; I'd tested them already on a few individual components for the DIY ISO 9001 Pack and been reasonably satisfied with the results. A few minor hiccups, but the owner - I'll call him Lesley - said he had reorganised, & was confident their system was working well. I was about ready to use them regularly for the bulk copying and printing.

I emailed requirements, timing, quantities. No problem, but could I let him have the files again? 'They're on the system somewhere, but just in case'.
Hmm. I made the time to do some minor updates & emailed the files, naturally including including the detailed instructions for printing, collating and binding.

In the agreed 5 days they were done. On collection, I did my usual quick QA check.
‘I can't see anything looking like the bound sample manuals, Lindsey.’ Lindsay was sure they'd be in the boxes. 'The guys know what they’re doing.' But I wanted to be sure.

Lindsay sighed. 'Did you want me to empty the boxes out for you to check?’ He dumped them out on the counter. Yes, the printed pages were there. But unbound.

Lindsay muttered under his breath, and went out the back. Binding them, he reported back shortly, wouldn't take long. Could I come back 'in 20'?

But I had an all-afternoon client meeting, and barely enough time left that morning to pick up materials and ship one to Malaysia.

I couldn’t wait then? Or what about tomorrow? No, I’d promised the customer. He sighed.

I suggested they could perhaps bind one set now for me to take, then deliver the rest later, waited while they did this, then grabbed the set and raced back to the office. Lunch was now out of the question, but at least the shipping commitment would be met.

That was before I found one of the sample manuals was missing a colour page. I picked up the phone.

‘It can’t be,' Lindsay said. 'The guys are sure they did them OK, and there’s no spare colour page anywhere, so how could that be?’
Me: ‘I have no idea. But I have the manual right here, I know what the colour page looks like, and where it should be. I think I would see it if it was there.'

Lindsay: 'Damn.'

Me: 'Indeed'.

Lindsay: 'Well, couldn't you just send it as it is?'

Me: (after counting to 3). 'No, I couldn't. It isn't what I've promised or what I expect to deliver, and I won't do that to my customer.'

A pause. Another sigh.

I let the silence lengthen.

At last: ‘When do you have to get it out?'

'In the next 30 minutes.'

'Well,' he said unenthusiastically, 'I suppose I COULD manage to bring another one over. If you’re really sure the one you have is no good.’

I counted again. (In a situation like this, I've learned it's better to do that before I speak.) Thank you, Lindsay, yes.' And I quietly added that I was disappointed at the way things had happened, particularly given that I had provided very clear written instructions of the requirements.

‘YOU’RE disappointed!' Lindsay burst out. 'How do you think *I* feel?’

It was at that precise moment, dear reader, I decided to find a new supplier.

Yes, to his credit, he did bring the other sample manuals around. As well as the missing loose colour page, which had mysteriously re-appeared. 'It was the only one wrong. All the rest were fine.'

He'd found the problem, he said. ‘They handed over the job in the middle. They KNOW they’re not supposed to do that, and I’ve told them that again’.

But what it signified to me was: this business doesn’t have an effective method, or a systematic approach, to respond to quality problems. Perhaps because of the owner: he seems too busy blaming other people to analyse what went wrong. Perhaps because of a lack of customer focus: I had to find my own solutions to each problem, and persuade them to do it, rather than being offered them.

But definitely because there is no systems approach.

Yes, things go wrong in any business or organisation at times: no system, no process and no person is perfect. But that's another very good reason why nonconformance, corrective and preventive action are part of a good quality management system.

And OK, I did manage to get the product shipped to Malaysia on time. And yes, I currently have adequate stocks of the DIY Pack. Including one sample manual that I won't and can’t ship to a customer as is, because it’s missing an essential page.

I’m guessing he expects me to take it back to him if I want it done. I’m also guessing he expects me to pay the invoice he thrust into my hand at the same time as he delivered the rest.

I haven’t done either of those things yet.

I’m looking for a new supplier.
They'll need to understand how important it is to keep your existing customers happy. And have a better system for responding to problems (ISO 9001's clause 8.3 and 8.5.2). And some way of 'monitoring customer perception of satisfaction' (see 8.2.1 and 8.4). Listening to your customers is a great place to begin!

It still astonishes me when people think that 'quality' is something really hard. At its simplest, it just means making sure that your customer gets what was agreed , to the standard and the specifications and the timing agreed between you.

The fact that so many businesses seem to struggle with this never ceases to amaze me.

~~~~~~~~~~~~~~~~~~
Jane Bennett is a quality management consultant, a business coach and author of the 'DIY ISO 9001 Pack'.
~~~~~~~~~~~~~~~~~~~
Need to get ISO 9001 but don't know how? Tired of battling with it? The 'DIY ISO 9001 Pack' shows you how to to get ISO 9001 fast without struggle and without spending a fortune. Click here> http://www.mapwright.com.au/DIYPack.html


** Ezine editors / Site owners **Feel free to reprint this article in its entirety in your ezine or on your site so long as you leave all links in place, do not modify the content and include my resource box as listed above.
If you do use the material please send us a note so we can take a look. Thanks.

© Mapwright Pty Ltd

How do we get ISO 9001?

Prospective client to me: 'What do we have to do to get ISO 9001?'
Me to prospective client: 'Make sure your business management system meets all (not just some) of the requirements in ISO 9001 - nothing more, but nothing less'.

So, what are these 'requirements'?

Most of the requirements are just sheer good business sense. For example, there are requirements that you must know what your customers want, and deliver it to them. You must make sure your people are competent and that they have the right skills, training and experience.

You need processes suitable for producing and delivering your products or services. There are also requirements for monitoring whether customers are satisfied, following up problems and fixing them, and so on.

Can you see anything in what I've just written that a well managed business wouldn't need?

The requirements are organised into 4 broad groups:

1. Management responsibility - requirements for planning, having measurable objectives, review and general requirements, including for system documentation
2. Resource management - requirements for how you organise your people, premises, etc
3. Product realisation - dreadful term! Requirements for how you 'make real' your products (or services) - ie, how you do what you do, whether that is making widgets or providing services
4. Checking - requirements for checking how you are performing, assessing performance, identifying and fixing various problems, and improving your system.

It's also important to understand that an 'ISO 9001 system' is a documented one - which means you must have certain things written down. It does NOT mean you need reams and reams of manuals and incomprehensible jargon. Your system also must be auditable - ie, capable of being audited. And these two things are linked: you see, if you don't have anything written down, no one can audit you, because they can't read what's supposed to happen.

A related question: why do ISO 9001? I consider this is a very important question, in fact probably the most important question you should answer before you go down the 'ISO road'. You must have at least one good reason for doing it. And 'my biggest client is insisting' is not the best answer. Yes, that may be true, but you need to find at least one internal driver as well.

Some of the most common reasons are:

• Greater client assurance - your clients may insist, or you decide it would enhance your client reputation or business standing, or it may be a contract condition
• To match your internal system against a widely known and internationally accepted model. It doesn't matter whether a company is in Australia, China, the USA, Britain or Europe.. if it has ISO 9001, you know it meets the rigorous requirements of the Standard
• To gain benefits such as improved processes, greater control & discipline, reduced operational costs with fewer errors or increased sales
• To provide a platform for further growth.

If your current answer is 'because we want the certificate on the wall', please stop now. You will have enormous trouble with the project until you find at least one better reason than that.

What's ISO 9001 anyway?

What is ISO 9001?

ISO 9001 is an international Standard. It's one of the most widely known and internationally accepted models for a quality system, and the basis of many highly effective quality systems.

The Standard can be applied to any size of company or organisation, any industry and any country, for both services and products.

It consists of a set of 'requirements'. They require (ie, specify) what you must do, but not how. For example, one set of requirements applies to people: it says that people who perform work that affects the quality of your products (or services) must be competent, which you'd agree is a good idea. It doesn't say what qualifications, skills, experience or training they must have - you decide that in your company.

Another requirement is for planning: it requires you to plan how you intend to achieve quality, but it does not say specifically how you must plan, nor specify a format for your planning. And contrary to very widespread belief to the contrary, it does NOT say anywhere that you must have or produce a document called a 'quality plan'!

The Standard is based on these 8 principles, which underpin all the requirements:

• Customer focus
• Leadership
• Involvement of people
• A process approach
• A systems approach to management
• Continual improvement
• A factual approach to decision making
• Mutually beneficial supplier relationships.

It's worth understanding that the Standard was written by a committee, and that it has the inherent weaknesses of multiple authorship. It can be difficult to understand in places - particularly because some of the language is formally expressed, and also because certain terms may be used that you haven't come across before, or often, such as 'nonconformance' and 'corrective action'.

Because it states generic requirements, and is intended to apply to all kinds of businesses, some interpretation and experience is required to apply it to your particular business. But it's sets a standard, it has international acceptance, and thus it's been widely adopted across so many countries.