by Ronald J. Bowen
As the fourth part of our continuing five-part series
on enhancing the value of your company’s ISO 9001:2000
quality system, this article reviews what steps an organization
must take relative to supplier development and monitoring.
Ronald Bowen illustrates the tools and practices that can
help optimize the output of purchasing processes. He demonstrates
the irrefutable link between supplier partnerships and customer
satisfaction.
--Denise Robitaille, series editor
After undergoing an often costly
and usually painful process to achieve ISO 9001:2000 registration,
organizations invariably ask, “What do we do now to
ensure that we maintain our registration and gain maximum
benefit?” Under ISO 9001:1994, the old answer was
fairly straightforward: Continue doing what you say you
do. However, ISO 9001:2000-registered companies that follow
this advice will lose out on the benefits the revised standard
has to offer; and in most cases, they’ll fail to maintain
their registration.
In the course of its evolution, ISO 9001:2000 moved from
a product-focused and quality control-oriented standard
to a quality management system concerned with continual
improvement of customer satisfaction. This new focus requires
companywide support, but management--in particular--must
understand what’s required and commit to leading the
company accordingly. This will happen only if management
is able to translate the standard into what Joseph M. Juran
has described as the “language of management”
(i.e., money).
With this in mind, let’s look at the role ISO 9001:2000
plays in an area of the organization where cash flow really
matters: purchasing and supplier development.
How can the purchasing department demonstrate continual
improvement? Most purchasing departments are primarily concerned
with acquiring materials for product realization, so an
important improvement would be to reduce input and output
process variations associated with suppliers.
ISO 9001:2000’s clause 7.4.1, Purchasing process,
requires organizations to “ensure that purchased product
conforms to specified purchase product requirements.”
In other words, the organization is responsible for maintaining
control of the procurement process to ensure that the defined
requirements of that process are satisfied. This might involve
ongoing review of suppliers’ quality management systems
capabilities.
Regarding suppliers, ISO 9001:2000 no longer uses the
term “quality assurance.” Gone are “quality
management and quality assurance standards”; in their
place are “quality management systems.” This
means that, in addition to product quality assurance, the
QMS requirements specified in the new standard also aim
to enhance customer satisfaction. Moreover, the term “quality
control” is notably absent from the document to underscore
the standard’s change of focus from product or service
to a management system model.
ISO 9001:2000 can help you and your suppliers create a
systems approach to customer satisfaction. The standard
obligates a registered organization to create a QMS based
on continual improvement rather than conformance to requirements,
procedures and surveys. (For more on this subject, read
part one of this series, “ISO 9001 and Customer Satisfaction,”
in the March issue of Quality Digest.) The new changes in
the standard, along with its focus on the eight management
principles, are clear signs that the bar has been raised.
Another significant change in the standard from the 1994
edition is the frequent appearance of such phrases as “top
management shall” or “top management is.”
Also, you shouldn’t be surprised to learn that clause
8, Quality management principles, serves as the backbone
of ISO 9001:2000. Taking all this into consideration, work
with your suppliers to encourage them to think in terms
of continual improvement whenever they talk about customer
satisfaction. This will help them shift away from the traditional
approach and move toward organizational development, monitoring
and improvement.
Those with an automotive and/or tooling background, where
QS-9000:1998 predominates, are used to some degree of customer
development of the supplier base. Common concerns include
packaging, performing inspections or involving suppliers
in advanced quality planning. Successful companies do a
thorough job of developing their supplier bases because
doing so provides a competitive supply-chain advantage.
Not every industry sets the same requirements or levels
of customer control as the automotive industry does.
In some industries, such as telecommunications, electronics,
medical devices and aerospace/defense, organizations develop
their suppliers through seminars, conference calls, gap
assessments and even consulting assistance where needed.
Certain medical device companies give each supplier attention
in direct proportion to the level of effect the supplier
has on the final product. Some suppliers are even audited
by the registrar as a part of the customer’s registration
process, especially if the supplier performs a critical
outsourced process. Because good, average and mediocre suppliers
exist in all industries, your organization should analyze
its supplier base to identify how much assistance is appropriate
for each.
As the ISO 9000:2000 series of standards was implemented
in various industries, the better organizations became aware
that the process approach wouldn’t improve their internal
processes until outside inputs also improved--hence, the
new emphasis on developing a supplier base vs. beating up
on it. As a result, registrars now place a stronger emphasis
on supplier development than supplier corrective action
as a way of strengthening the organization’s supplier
base and, by extension, the inputs into the company. An
ISO 9001:2000 assessment encourages organizations to extend
their supply chain management systems as well as the process
to improve them.
In terms of supplier development and monitoring, what
can your organization do differently from the ISO 9001:1994
approach? Here are some suggestions:
Create partnerships. This is important and must
be emphasized. Look at a supplier as a part of your process.
This will encourage total-supply-chain or value-adding stream
thinking. It seems that far too many organizations still
treat their suppliers and subcontractors as “hired
help,” emphasizing improvement only on matters of
delivery and price.
Encourage suppliers to seek ISO 9001 registration.
Some industries have even created specialized interpretations
of registration requirements, for example, ISO/TS 16949
for automotive, TL 9001 for telecommunications, AS9100 for
aerospace, ISO 13485 or W1 for medical, and Z 1.11 for education.
Ensure that suppliers become customer-focused using
the process approach. This will improve the product-realization
process.
Ensure that top management understands your internal
audit process. Remember that registrars aren’t
an extension of this process; they’re a third party
and therefore external. ISO guides 62 and 66 state this,
but many organizations think they can substitute registration
visits for internal audits. Confusion exists because internal
audits, especially outside the United States, are often
contracted to independent parties when the organization
doesn’t have qualified auditors. Using your registrar’s
audits or an associated “independent part of the registrar’s
organization” doesn’t meet the requirement for
internal audits.
Help your suppliers’ internal auditors and their
systems change to a process approach. The internal
auditor’s level of competency should include wide-ranging
process and system knowledge. Auditors must approach internal
audits as opportunities to interpret the standard, not simply
mark off elements on a checklist. An internal audit should
record objective evidence for improvement. One way to help
suppliers with this is to invite them to attend the internal
auditor training that you conduct for your own internal
auditors.
Help your suppliers focus on continual improvement. As you
know, the original version of ISO 9000 didn’t emphasize
continual improvement, so you shouldn’t automatically
assume your suppliers are working toward it.
What should an organization do to ensure that products
meet specifications? First, ensure that the QMS clearly
communicates purchasing requirements to all involved parties,
both internally and externally. Further, ensure this information
identifies specifications under various possible interpretations.
For example, your company could:
Provide finished product examples to your suppliers to share
with their workers
Hold supplier conferences to better communicate your needs
Establish internal and external inspection, verification
and other activities
Implement an effective data analysis process with ongoing
monitoring
Conduct regularly scheduled internal and external QMS audits,
noting trends and identifying repeated nonconformities
Establish a hotline for your suppliers to talk with engineers
in your organization, should questions arise
Additionally, you could establish joint training between
your organization and your suppliers to focus on issues
such as meeting customer requirements or developing learning
opportunities for your suppliers. These opportunities might
include:
In house/on-site, organization and/or outside consultant
resources
Variation reduction, warranty problems, design and construction
concerns
Core tools training for failure mode and effects analysis,
control plans, advanced product quality planning, production
part approval process, measurement systems analysis, statistical
process control, problem solving and error proofing.
Internal audit practices, including checklists that support
the process approach
Developing and implementing metrics to convert nonconformities,
rejected parts, unplanned downtime, delayed deliveries and
the like into the management language of money
One of many examples of how successful companies help
their suppliers comes from The Timken Co., a manufacturer
of roller bearings and steel tubing. The principals in this
case were General Motors Corp., Timken, Bosch and a “sensor
supplier.” The GM project was the GMT800 integrated
wheel-end system for light to heavy pickup trucks. The system
integrated the brake disc, hub and bearing into a unit that
was lubricated and sealed for a minimum expected life of
100,000 miles. It had to be capable of sensing rotation
to detect skids or loss of traction at each wheel. When
GM gave the project to Timken to develop, there weren’t
a lot of sensor suppliers to partner with; however, both
GM and Ford Motor Co. offered Timken recommendations on
which company they preferred Timken to work with.
In response, Timken:
Conducted a process capability study at the sensor manufacturer’s
plant
Reviewed the defect detection system for testing the electronic
signal
Worked with the supplier to implement an effective process
control plan
Installed a management review system of process performance
Held biweekly reviews of process results
Helped the supplier correct all special causes of process
fallout
Shared customers’ data of final assembly test results
to improve the process
Certified the operators and validated the appropriate process
Jointly worked to improve the robustness of both product
and process
Held monthly updates of results with Bosch and GM, and monitored
trends
All this was done before registration but was documented
with a quality plan and process control plans. During the
beginning phase of the project, it took one to two people
from Timken, each devoting 20 to 40 hours per week, to ensure
that the sensor supplier met requirements consistently.
Keep in mind that ISO 9000:1994 didn’t emphasize continual
improvement as ISO 9001 does now.
It’s important to note that Timken’s QMS--which
included customer satisfaction, supplier and process management,
and monitoring to ensure continuous improvement--was a prioritized
responsibility of senior management and given the same attention
as financial concerns. Under ISO 9001:2000, this role should
be coordinated by the organization’s top management.
Note, too, that ISO 9001:2000 establishes a compatible
framework for linking to nonproduct requirements and other
management systems. These include the environmental standard
ISO 14001, the lab accreditation standard ISO/IEC 17025:1999,
the occupational health and safety standard OHSAS 18001,
and statutory and regulatory requirements such as ADA, HIPAA,
Sarbanes-Oxley, etc.
How does this affect the organization that must conduct
continual improvement of its supply base? Here’s what
some experts in the auditing field recommend:
Treat your suppliers as partners. They’re
a critical part of the extended supply chain in satisfying
your customers. Your suppliers look to you as their customer
and should be willing to become more involved with you.
Seek joint opportunities. Both your suppliers and
customers can help improve the products and services you
provide.
Keep tabs on customer satisfaction. Measure ongoing
important parameters that affect customer satisfaction.
Engage supplier management. A joint review of process
monitoring and audit findings will prove invaluable.
Speak the “language of management.”
Money is the fastest and most effective way to get management’s
attention and support.
Follow the leaders. Use W. Edwards Deming’s
system of profound knowledge (www.deming.org)
and/or Peter Senge’s Fifth Discipline (Currency,
1994) to foster thinking in new ways.
Registration to ISO 9001:2000 is another step on the journey
toward excellence in business and industry. With the help
of this standard, your organization can develop a process
of learning and continual improvement throughout its entire
business and manufacturing systems. Those who embrace ISO
9001:2000’s requirements will create customers satisfaction,
achieve financial rewards and, most important, stay in business.
Ronald J. Bowen is president of Quality Station Inc.,
a consulting firm specializing in quality management and
environmental management systems implementation and internal
auditing. He spent 46 years with GM in a variety of careers.
Bowen is also a co-author of The ISO/TS 16949:2002 Answer
Book, new from Paton Press (www.patonpress.com).
Denise Robitaille is a consultant, writer and trainer.
She’s also a lead assessor and certified quality auditor.
She is the author of The Corrective Action Handbook,
The Preventive Action Handbook and The Management
Review Handbook, each of which is available from Paton
Press (www.patonpress.com).
The author specially thanks Roderick Munro, William
Harral, John Gordon Hudson, James Doebereiner, Lloyd Brumfield,
Leslie Glasco and the American Society for Quality's Saginaw
Section 1004 for their contributions to this article.
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