ISO 9000 Quality System LO12526

andreww@petronas.com.my
Thu, 13 Feb 1997 16:33:00 -0800

Replying to Intro -- Jim Yates LO12515

My own experince show that many users, consultants and
auditors treat ISO 9000 as a set of "rules" instead
of a set of management "principles". As a result, many
ill and undesired results are the outcome.

From observation of ISO 9000 applications, I post the following in
my homepage http://www.geocities.com/Athens/5621

(plus others illustration of ISO 9000 principle
application)
======================================================

"ISO 9000 Theory & Dr. Deming

A simplistic conclusion that "ISO 9000 is Document What you do, Do what
you have Documented" constitutes a theory that implies a static & rigid
system without creativity and innovation except relying on 4.14 Corrective
and Preventive Action, 4.17 Internal Quality Audit . 4.1.3 Management
Review etc. to carry out some minor changes. It implies that we are driven
by the system, and not we drive the system to a useful purpose.

The above taken for granted theory will eventually hurt the Business badly
especially when incompetent auditors only check on non-compliance to the
documented procedures. There are a lot of 'Doing' which is not Documented
but necessary for the sound operation of a Business. Hence the above
theory is incomplete and creates a robotic mindset. Dr. Deming says "A
thousand examples won't prove a theory. A single example can disprove a
theory"

A new theory on ISO 9000 implementation is urgently required."

======================================================

If ISO 9000 20 elements are treated as a set of tools for CREATIVE and
INNOVATIVE application to Business concerned, many surprising and
benefiting results can be obtained.

Andrew Wong
Organisation Observer and Thinker
Office eMail : andreww@petronas.com.my
HomePage : http://www.geocities.com/Athens/5621

-- 


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