9 MISBELIEFS ABOUT ISO SYSTEMS
An ISO consultant's work is often hard to define: his/her function is standardized to develop rules in organisations, from abstract to practical. As ISO 9001 standard itself was made for as well, the consultant is responsible to shape things so they should be transparent, functional, to bring some kind of system in the employees' everyday work. His/her tasks are complex and related to the management system implementation, many fallacies circulating in the public consciousness. Now we present nine of them.
Author: Dániel Weszelovits
1. A management system’s documentation much better more thick and heavy the stack.
It is not true. Less is often more, not to say companies who have shorter and more transparent documentation can be more effective by this that stakeholders are more likely to read it and understand it and follow written instructions.
2. The introduction of an ISO system is a huge project, which involves changing the overall operational practices used until then
In general it is not true. But generally some things must be changed. All companies have won processes even if they are not documented. A good ISO- based management system must describe how operate a company. Every company is unique, ISO systems must built up around this uniqueness, supporting the growth of company. Briefly the standard is inspired to boost and formalize processes inside in a company, not out there to press on inapposite bureaucracy.
3. While other employees of the company produces profit, the quality manager sitting himself away from everyone in a comfortable office
It would be acceptable in such a world whereso penalties, law-breaking and accidents are not exist. In optimal case there wouldn’t so associate in a company, whom job do not have an effect the activity of quality manager. In a successful company employees do not notice that they work according to a standard, because it is the part of the everyday processes.
4. Quality management is rather a bureaucracy expected by government and less serves the business interests of company
Usually governments are not regulate by accident the existence of any management system. A properly written, business-focused standard supports company to reach those goals were set on laws for efficient operation and not pull it back with paperwork. Moreover support that the company would operate more efficient, live up to customer expectations, avoid penalties which would endanger the future of the whole company. If it was performed properly, the existence of quality management system brings satisfied customers, leads to efficient activities and better business.
5. Management systems are only about handling documentation
It was maybe so in the past, that quality systems were mostly focus of managing documentations. After all completed changes in standards in the past 10-15 years have already targeted to increase efficiency even better. The control if information is still important in a company, what has good reason: without documentation a business cannot be managed. But documents are for companies not on the other way around.
6. We can hide the problematic areas, and if we behave cleverly with the auditor, keep away from us.
In short term it may seems effective to tweak auditors and keep them away from problems. After all in long term it never can be a right solution, not to mention that in a well operated system problematic areas can not existed. If it occurs the best tactic is sincerity. If we take obvious steps to correct those areas it is sure that the auditor will react positive: partly they see the commitment, on the other hand they help to correct problems by their advices. The consultant attitude to auditors works well.
7. Always keep our mouth right and provide the least amount of information to the auditor that find less excuses
We can achieve more if we set up our opinion instead of withhold facts or misguide the auditor. This tactic most times leads the opposite result, deform issue and proposals, guideline will not be adequacy.
8. The auditors frequently offensive and constantly looking for reasons to this
In general we can say that trained auditors are contributory, try to show directions. There are some who extremely focus on faults, but it is not certainly bad temper, only caution. A good auditor searches cause and effect consistence, reveal and suggest.
9. Energy and environmental management systems just increase the operational expenses
A similar management system as ISO 14001 is not about hugging trees and loving small animals and already not a marketing tool. It gives a concrete, practical and economic purpose. Aside that reduce the pressure from environment on one side helps reduce operating cost systematically, on the other side by applying it, penalties are avoidable and helps to meet the legalisations. For instance in the scheme of law which is about the energy efficiency EU directive are being introduced in summer 2015 in Hungary, it was separately highlighted the existence of energy management system ISO 50001 for compliance.