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Ed Bones's Articles

  • Achievement Measurement
    The often repeated requirement to improve business performance and to achieve not simply an improvement but continual improvement, pre-supposes that some mechanism or method exists to actually measure performance, since measurement is a pre-requisite to control and improvement.
  • ISO Standard Internal Audits
    This ISO Standard contains an element (8) intended to encompass a range of features which together support a mechanism to improve the performance of the management system. Internal audit forms part of this set, but only a part, yet is probably the only element readily recognisable to the average person. Internal audit is significant, not because of the results it delivers ...
  • ISO9000: Document Administration
    Any external audit of an organisation will eventually address the issue of Document Control. Few aspects of system conformity cause such difficulty as this to both auditor and auditee. Much of the problem arises from the tendency to consider documents in the control mechanism rather than the information they contain.
  • ISO9000: Myths about Internal Audits
    Internal audit has been a requirement of ISO9001 since its inception, and was inherited from the line of standards that preceded the ISO document. For many organisations internal audit is seen simply as a requirement, something to be undertaken, a cost of doing business. For those involved with the delivery of the internal audit process, a series of myths have been generated which over time change their order of importance, or emphasis.
  • ISO9000: Procedure Implementation
    Developing and improving a management system such as that defined by ISO9001 is often an onerous task simply because the original ground work - defining and establishing the system, was poorly managed.
  • ISO9001 & Risk Management
    In every human endeavour there is an element of risk; personal, project or financial, or a combination of them all. The task of the responsible individual is to identify the risk and act accordingly. We all do these 'risky' things, almost daily, aware that we are taking a risk. Rather than avoiding risk we become adept at identifying it and having a strategy for dealing with it if the risk materialises.
  • ISO9001 Standard and Quality Management Systems
    With the proliferation of companies claiming to conform to the requirements of this international Standard, we might well come to believe that product and service quality has reached its peak and every customer is satisfied with the performance of their ISO9000 registered supplier. On the other hand we could have simply misunderstood the purpose of this Standard and the registration process.
  • Management and Costs; Quality
    In any discussion of quality management systems and practice, there eventually arises the question of 'quality costs'. It is distinctly passé to be outside such a conversation, as everyone is expected to have a view, and to be involved in the measurement of such costs.
  • Management of the Contract Process through ISO9001
    In an attempt to define an effective set of management processes, ISO 9001:2000 has a section devoted to the management of the contract process. Earlier versions of the Standard (e.g. ISO9001:1994) defined this activity as Contract Review, a clear indication of its nature and purpose. ISO 9001:2000 has located it in a section (7.2.2) "Review of requirements related to the product".
  • Management System ISO 14001, Environmental
    Those of us closely involved with management system development and improvement are frequently consulted on the relative merits of separate rather than integrated systems for these two standards - and of course other combinations.

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