| Mr. A: |
In the book the author’s
real feelings on ISO9001 assessment is well expressed from the
standpoint of auditee. In the preface he criticizes past hairsplitting
assessments, but such assessments still exist now (refer to “Scene
of ISO9001:2000 assessment of Company A: Dec.4w, 2005” in Weekly
News corner on this web-site).
|
| Mr. B: |
I agree with the author’s
opinion that a person (ISO secretariat) who first has to tackle
with ISO9001 registration should not attend an ISO9001 seminar
and not buy a reference book. Instead should read the Standard
directly and if the person find some Japanese sentences which
doesn't make sense, the person should back to the corresponding
original English sentences. So the author does not
agree with assessment by JIS (Japanese version).
|
| Mr. A: |
I think it is good to read original
English sentence, but unfortunately the book does
not refer to “shalls” at all. I think it is important
for a lean system to understand that the system objective is
to satisfy 136 “shalls”( 230 sub clauses) including exclusion.
There would have been no hairsplitting assessments if auditee
asks an assessor based on “shalls”.
|
| Mr. A: |
The problem is ISO secretariat’s competence
by which the person finds something which doesn't make sense.
To have such competence the person should have some business background.
|
| Mr. B: |
The author says that first
an ISO secretariat should hand-copy of the Standard on PC and
then replaces the general words to the person’s company words.
I agree with this way and also agree his opinion that a quality
manual is for an assessor not for general employees.
|
| Mr. A: |
I also agree with the
author’s opinion that a quality manual should be written by one
person, not by sharing the work among interested parties.
|
| Mr. B: |
I agree with the author’s
saying that a quality manual is the specification of the management
system for the company. If so, I think the system
design competence of a quality manual writer is highly important.
I think the cause of failure of ISO9001 installation is often
occurred due to lack of its design competence.
|
| Mr. A: |
One of the competences for the designer
is profound and total grasping of the current practice of the
company. If a competent designer looks at the organization
the person will found only minor modifications will be required
to align a current practice to satisfy the requirements of ISO9001.
It will lead to lean ISO9001 management system.
|
| Mr. B: |
If a designer has not enough competence,
it will reflect on the poor quality manual (refer to “An example
of wasteful quality manual: Oct.4w, 2003”in Individual clauses
relating ISO9001:2000 corner this web-site)
. |
| Mr. A: |
As a quality manual is
a design output, 7.3 clause of ISO9001:2000 can be applied to
processes of making a quality manual. Important points are in
application of 7.3.4, 7.3.5 and 7.3.6.
|
| Mr. B: |
Thus an improved and lean ISO9001:2000
system written on a quality manual will be completed, issued and
begin to implement.
|
| Mr. A: |
Thus there will be a few
revisions after then.
|