I did!
One way is to sit back and introspect all those unwanted bit of forms and papers you introduced based on whims and fancies of Auditors; I am sure there are quite a few out there; Scrap them out;
Another option is to engage with the actual Users of the System and take their feedback; Bottom-up is a great option to understand the system that is genuinely "valued" by the User;
My approach would be to add value by elimination of all those unwanted junkies;
It's created by people. It can't be "perfect".
Kronos147
Trusted Information Resource
I kept mine simple, but, I can be long winded too.
ISO 9001 spells out the 7 management principles:
−customer focus;
−leadership;
−engagement of people;
−process approach;
−improvement;
−evidence-based decision making;
−relationship management
How the organization realizes these principles; how they implement the philosophies, is the only tangible answer that would satisfy the OP.
I mentioned KPI's and how they drive improvement. This only works if the processes are effectively identified, the risks and opps are being addressed, and the KPI's are meeting S.M.A.R.T. criteria.
If leadership is engaged and looking at these principles as wise, and there is buy in, great. If not, forget it. They 'know better'.
Here is a story about an old boss I had and our discussion about KPI's:
Me: Hey boss, don't we want really KPI's for the production process?
Boss: Why? It's fine!
Me: Is there some measurement you are using I could work into a report?
Boss: Look, I'm telling you I know it's fine.
Me: Oh, so we could create a report of your belief!
Boss: No, it's not my belief, I asked the Production Manager, and he said it's fine.
Me: Oh, so we can write a report on someone else's belief, or a rumor!
Boss: So what you are saying, is we should base the performance on a fact!!!!
....evidence-based decision making
Looking at ISO 9001 as a collection of so many "shalls" like the "commandments" in the biblical sense, if there's a question like "which is the greatest commandment?", my answer would be on the requirements within Clause 4.4 which sums up all the requirements.
Clause 4.4 defines the general requirements with supporting detailed requirements on other clauses of the standard.
L
Lektrik
I have a similar situation and have a question for the group... We are currently AS9110 C. Our mgmt team is considering dropping AS and certifying to ISO 9001 only. We will, of course, maintain the integrity to the higher standard for our QMS. Their view is that the AS cert has not gained us any new/continuing business. ISO 9001 yes!, but most all of our customers don't seem to give a rip that we have the AS cert, therefore: No Value Added - Waste of $$$. The question is this: Does anyone know of any statistics on how many organizations did not transition/re-certify to the AS91XX:2016 standard?, and certified only to ISO:2015?
There were some stats provided in the last couple of pages in this thread. As for the stats on how many dropped AS9100 and kept ISO 9001:2015 certification, it is impossible to find out that out.
L
Lektrik
I see in OASIS there are 663 AS9110 Suppliers. Any idea if that has dropped from say 2016-2017. I don't remember the numbers, and never wrote it down.
It's getting worse and worse since the 2000 version, I don't see any valuable part in this standard...
The problem does not seem to be in the standard, but the conformity assessment practices, imo.
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