ISO 9001:2008 certification

#4: Adherence to the Standard

Posted by Walter Alini 3 years, 10 months ago Comments

[This series: Part 1 - Part 2 - Part 3 - Part 4 - Part 5 - Part 6]

The ISO 9001:2008 standard requires, with good fundamentals, a certain formality in some processes. Machinalis either did not have those processes implemented, or were implemented in an informal way. I consider this formalization to be a huge step into the professionalization of our tasks.

I am referring, specifically, to the value of having done the following:

  • Indicators (measurement, analysis and improvements): Aim to record, measure and analyze the effectiveness of the processes of the organization, in order to determine actions to continuously improve these processes. In this sense, Machinalis had certain management indicators to make our decisions more informed (specifically in regard to the finances). This process helped us to define what were the important indicators for our decision-making in all our processes. This is a permanent job of improvement and change, because as the company faces growth and other challenges, it is necessary to have information to objectively support us in the decisions we make.
  • Customer complaints: Defines how the company receives, manages and solves customer complaints. A complaint, in this context, is a manifestation of dissatisfaction, nonconformity or disgust as a result of a poor service delivery or for breach of any agreement. The organization needs to formalize and communicate to all members (because, after all, any of its members can get this kind of manifestation from a customer) how these complaints are handled.
  • Internal Audits: Audits are made to verify that the Quality Management System (QMS) conforms to its own requirements. That is, things are done the way we say they are. Internal Audits are an essential tool for measuring the state of a company in terms of proximity to defined processes. It also helps to continuous improvement, as it is a particular time to find and identify opportunities for improvement that might otherwise be overlooked.
  • Management Responsibility: This process formalizes data and indicators review in a period of time for decision-making to the next period. Strategic planning is not replaced, but it’s complemented to ensure continuing suitability and effectiveness of the QMS.

Such processes are generally low priority for a venture. We believe that part of the venture-to-company jump has to do with the execution and subsequent communication of these formalizations, as they make the rules of game (to both internal and external stakeholders) explicitly clearer.

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