你老板真知道ISO9001吗？看完这10条就有答案了

wxsunhao

你老板真知道ISO9001吗？看完这10条就有答案了
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领导不重视，这是认证君和同仁交流ISO9001运行心得时，遇到最多的问题之一。很明显有太多的公司，根据他们的活动和行为可以得知，老板们和其它高层管理者不知道ISO9001及其族标准。以下10个迹象没有特定的顺序。你需要做出判断哪几个是你们公司最常见的，你能找到几个？

1[size=1em]在外审发现一个或二个一般不符合后，对所有员工和管代的出色工作表示祝贺。

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【迹象】我们知道我们的问题远比不符合项要多。我们又一次摆脱了。别换审核员，我喜欢那家伙。把我们的实际问题隐藏起来，干的不错！以后继续保持这样，确保隐藏更多的问题，即使在外审前“打扫”好我们的工作需要加班。确保我们绝不能得到太多的不符合项——这对你们来说可不是什么好事。我不是在吓唬你们噢，我是认真的。
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2[size=1em]老板基于外审不符合项的多少来看待管代工作的好坏。这比上个问题还严重。

【迹象】别找严厉的审核员。别让他深究那些你知道哪里是弱项和需要改进的地方——她会开更多的不符合项——你会因此而被降薪的。把她带到是我们强项的地方去。同样，不要真的去挑战或改变我们的质量管理体系。在这个体系下工作，因为这个体系让我们不会有太多的不符合项。重要的是让不符合项尽可能的少，而不是改进。

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3[size=1em]“批处理”管理评审。大多数公司按月、季、半年或年的频次举行管理评审。

【迹象】尽管我们是精益管理的公司，那些理念只适用于去“精益”原材料或事情，不适用于质量管理体系。实际上，质量管理体系不是精益管理。类似内审和管理评审这样的活动应批处理完成。我的意思是想想看。记住全年的顾客抱怨，审核结果，问题以及改进机会，把它们存在我大脑里，然后每年一起一次性地再把它们拿出来，对我来说，这样做更容易。外审员会喜欢的，因为都存放在一个老大的记录里，而且还满足所有的管理评审要求，外审员更容易查。有点非常重要就是要让外审员的工作更为简单，而不是更有效地评审质量管理体系的有效性。如果我们只评审我们的体系一小块流程，每天一小部分，每天进步一点点，并在其它会议上很少评审其他事项，外审员会不喜欢这样做的。另外，我不喜欢评审我们的体系——一年一次足够多了。

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4[size=1em]纠正措施或预防措施是完成不了的

【迹象】发现实际的和潜在的问题不是我的工作，那是工人们的工作。因为毕竟他们离那些问题最近，他们制造了大部分的问题。对我而言，让别人去做根本原因分析更容易些，因为，坦率地讲，我没也不想深入进去。我知道戴明老兄讲所有问题的94%与不良的体系有关，这个体系正是由我掌控着，但谁还会听他瞎白话呢？他肯定是搞错了。员工犯错误，所以员工必须解决这些错误。这就是授权，对，就是授权。这就是我一开始时所说的。我不参与到纠正/预防活动去，因为我的员工感到被授权了。我喜欢这种说法。

5[size=1em]质量管理体系只涉及“质量”问题

【迹象】如果我们不想要的话，你就不敢想把市场营销、销售、战略或财务过程也掺和到QMS里去。为什么我们要把这些过程受制于外审和可能的改进呢？那是“质量”问题，那就是大Q的含义，傻瓜。那是质量部门的主要该干的事情，哦当然也包括商店的伙计，少少的客服、工程和采购人员，但仅仅是很少的人员。主要还是质量和商店人员（该干的活儿）。别再劝说我说QMS里的质量应该是个形容词或副词，或者是描述业务管理体系中东西。这就是为什么不叫它BMS。是啊，你的BMS理念有太多的BS【可能是头脑风暴法的缩写，也可能引申为稀奇古怪的想法——jelly】
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6[size=1em]我们的纠正/预防措施（CAPA）和内审（IQA）很烂，因为培训很烂

【迹象】我们从不了解这些东西。10年前的CAPA和IQA培训师太差劲了，无法推动我们的员工。我们的员工与众不同，他们需要看见工厂或办公室实实在在的例子。那个培训师不喜欢那样做。这对公司高层，就是我来说无所谓，坐在管理评审会议上从未看见顾客抱怨的得到改善。假装只是在评审数据。我们CAPA和IQA无效与我们管理评审的无效无关，那是那个该死的培训师的责任。我们是高层管理者，我们不知道如何解决这些问题。我们绝不独断专行。现在我们如何投资来改进CAPA呢？六西格玛怎么样？
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7[size=1em]ISO 9001不好用

【迹象】唔，可能我错了。那张纸，即证书，开始时让我们的业务好一些。但没有改变我们或改变我们的运作方式。我们已经这样运作50年了，我们能维持那么久肯定是因为我们干的不赖。当然，救火行动也很奏效。但ISO标准实在是没帮我们什么忙，除了少数客户需要它之外。它没有帮我们创造什么效益，质量这东西也从未创造过效益。所以，我置身于外，我们这样做是对的。我是说，我知道那些外审员得进行非常严厉的审核。我认为他们受控于FDA（食品和药物管理委员会）【这是作者的调侃，FDA的审查是相当严格的，地球人都知道——jelly】。他们尽可能地给我们最好的审核，他们没有任何不可告人的动机让我们通过每一次的审核。所以，如果他们工作的很好而我们的效益却停滞不前，那么ISO 9001就不好用。究其原因不可能是我们受损的过程，而是ISO 9001。但我们应该继续保持下去，因为从无知的顾客那里得到新业务时，我们可能需要这张纸——这些无知的顾客认为我们公司很好，因为我们有证书呀。
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8[size=1em]ISO9001和精益管理是两码事

【迹象】让质量（管理者）运行QMS，操作者运行精益管理。把他们分开。保持内部竞争，我们这样干有很多年了。我喜欢内部竞争！竞争让我的组织充满活力。让他们为资源和注意力大打出手吧。这是让管理评审会议增添趣味的方法。我让他离开，即使与他无关，因为我是老板。无论怎样，质量就是质量，你知道，满足规范要求。精益管理就是打扫房间，评价流程，kaizen（改善），还有一大堆我无法记住的鬼话。精益管理与质量没什么关系，除非是没人注意的缺陷上的浪费。
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9[size=1em]CEO相信确保能力的主要方法是通过绩效评估

【迹象】尽管人们讨厌每年一次的绩效评价，但绩效评价却是一石二鸟（对付员工和ISO标准要求）的好办法。就像内审和管理评审。我可以在年终一次性地批量处理，这样我就不用整年发牢骚了。这玩意让人发疯。此外，绩效评审是有效的。我可以在员工之间进行打分，制造更大的竞争；我可以在绩效目标上打分，这样他们就无法控制别人；我可以作为推动改进的鼓动者，给出负面和正面（但大多数是负面）的反馈意见并作为确定能力的记录；我可以利用这些信息作为提升或赶走他们的工具；我可以让他们在上面签字并装入他们个人档案里，直到他们死了五年以后，以满足“记录控制”程序的要求。我正对那些蠢货实施控制，我是ISO 9001的遵从者。

10[size=1em]巴结外审员
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【迹象】尽管外审员是供方，让我们好好巴结她吧，因为不符合项是大大的不好，我不想要。怎么巴结她呢？嗯。。。，我知道，我们和她签合同，我们无法确定我们的需求。我们只是做合同中她要求的事情，当他们搞砸了——他们的账单方面，在审核的日子里，在审核的方式方面，在报告或合同的准确性方面，在没有回复电话时，我们不进行纠正/预防措施或评估他们的表现，就像我们对待其他供方一样。我们还能怎样去巴结他？嗯。。。，我知道，我们可以问她个人和她感兴趣的问题，我们可以鼓励她高谈阔论与审核无关的话题。她感觉良好，因为每个人都喜欢谈论他们自己，这样她就没时间去做我们付钱该让她做的事情了，我们也就有更少的纠正/预防措施了。双赢，生活就这么美好。哦，当然，我们甚至会为她的笑话大声发笑，即使她的笑话乏味无比。

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有多少迹象与你有关？能为此做什么？即使你们公司拿证很久了，关于蕴含在ISO9001背后的精神和原则的教育和精益管理是非常重要的。但是老板们需要开始看见曙光。请把此文转给他们吧。
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以下为英文原文。

It’s pretty obvious that in so many companies, based on their actions and behaviors, CEOs and other top managers just don’t get ISO 9001 and all the derivative standards. The following 10 signs are written in no particular order. You’ll need to be the judge as to which ones are most prevalent within your own organization. How many can you relate to?

1.Congratulates all employees and the management representative for a job well done after receiving only one or two minor nonconformities from the registrar auditor. The message sent to everyone? “We know we’ve got a lot more problems than that. We got away with it again. Don’t change this auditor. I like him. Great job hiding the problems we really do have! Keep up the good work and make sure you hide more problems in the future, even if you have to work more hours before the audit cleaning up the way we really operate. Make sure we never get a lot of nonconformities—that’ll be bad for you. I’m not trying to create fear; I’m just trying to be realistic.”
) S* Z; a/ \# Q9 i2 h8 d/ @0 i2. CEO bases a good portion, or any portion, of the management representative’s performance appraisal on how many nonconformities are received during an audit. This further exacerbates the above problem. The message sent? “Do not ask for a tough audit from the registrar. Do not ask her to delve into areas you know are weak and need improvement—she will write up more nonconformities—and your pay will be lower. Lead her into the areas where we are strong and away from the weak areas, or people. Also, don’t do anything to truly challenge or change the quality management system (QMS). Work within the QMS because it does not give us many nonconformities. What’s important is as few nonconformities as possible, not improvement.”
3. Batch processing management reviews. Most companies hold management review meetings on a monthly, quarterly, semi-annual, or even annual frequency. The message sent? “Even though we are a lean company, those ideas only apply to lean ‘stuff’ or ‘things.’ They don't apply to a QMS. A QMS, by nature, is not lean. Actions like internal audits and management reviews are done in batches. I mean think about it. It’s easier for me to remember all of the customer feedback, audit results, problems, and opportunities for improvement throughout the year and store all of these thoughts in my big expansive brain full of inventory space, and then blurt it all out once a year, in one big lump. The auditors will love it, because all of the management review requirements will be met and stored on one big ol’ record that will be easier for the external auditor to audit. That’s what’s important—making the auditor’s job easier, not reviewing the effectiveness of the QMS more effectively. If we reviewed our system in single piece flow, a little every day, and made improvements every day, and reviewed other things less frequently in other meetings, the auditor would not like it. Besides, I don’t like reviewing our system—once a year is plenty.”
4. Corrective actions or preventive actions are never completed. The message sent? “Identifying actual and potential problems is beneath me. That’s for the workers to do, because after all, they’re closest to the problem and they cause most of the problems. It’s easier for me to tell others to do root cause analysis because, quite frankly, I don’t get it and I don’t want to get it. I know that Deming guy said something like 94 percent of all problems are related to the bad system, which is controlled by me, but who listens to him anymore? He must have been wrong. The employees make the mistakes, so the employees must fix them. Now that’s empowerment. Yeah, empowerment, that’s it, that’s what I meant to say at the beginning of my answer. I don’t involve myself in the corrective/preventive action system because I want my people to feel empowered. I like that word.”
4 D3 |! {: c/ H' K5. A QMS pertains to “quality” only. The message sent? “Don’t you dare to even think about involving our marketing, sales, strategic, or financial processes into the QMS if we don’t have to. Why would we subject those processes to an audit and possible improvement? This is a ‘quality’ thing, that’s what the ‘Q’ stands for, doofus. It’s for the quality department to mainly handle and… oh yeah, the shop guys, too, and just a little bit of customer service… engineering… purchasing… but just a little. But it’s mainly quality and some shop people. And don’t be trying to convince me again that the word ‘quality’ in ‘QMS’ is supposed to be an adjective or adverb or one of those things that describes a business management system. That’s why didn’t they call it a BMS. Yeah, your BMS idea is a lot of BS.”
6. Our corrective action/preventive action (CAPA) and internal quality audit (IQA) systems stink, because that training we had was bad. The message sent? “We never really got it. That CAPA and IQA trainer we had 10 years ago was boring and didn't engage our people. Our people are different than most; they need to see real examples in the plant or office. That trainer, he wasn’t like that. It doesn’t matter that me, the top dude in the company, sat through our annual management review and never saw customer complaints improve. I was just supposed to review the data. The ineffectiveness of our CAPA and IQA systems has nothing to do with the ineffectiveness of our management review system—it was that damn trainer. We’re top managers; we don’t know how to fix these things. We’ve never been self-reliant. What can we throw our money at now to improve CAPA? I know—how about that Six Sigma thing?”
7. ISO 9001 doesn’t work. The message sent? “Well maybe I’m wrong. That little piece of paper, that certificate, got us some good business at the beginning. But it didn’t really change us or the way we operate. We’ve been pretty much operating the same way for 50 years and we must be good to stay in business that long. OK, the bailout helped, too. But the ISO standard, it didn’t really do anything for us besides get us a few clients early on. It didn’t help our profits, not that a quality thing would ever affect profits. So, now I stay out of it. We did it right. I mean, I know those registrar auditors have to perform a very tough audit. I think they’re controlled by the Food and Drug Administration (FDA). They must be giving us the best audit possible and they can’t have any ulterior motive to passing us each audit. So if they’re doing a great job and our profits have been stagnant, ISO 9001 must not work. It can’t be our processes that are broken; it’s ISO 9001. But we should keep it anyway, because we might need it to get new business from a naive customer that thinks we’re good because we have a certificate.”
8. ISO 9001 and lean are separate matters. The message sent? “Have the QMS run by a quality person and have lean run by an operations person. Keep them separate. Keep up the internal competition that we’ve had for years. I like the internal competition! It brings fire to my organization. Let them duke it out for resources and attention. That’s one way to spice up that damned management review meeting. But the lean guy doesn’t attend that quality meeting thing. I’ll make him go, even though it has nothing to do with him, because I’m the CEO. Anyway, quality is about quality stuff—you know—meeting those specs. And lean is about housekeeping, value streams, kaizen, and a bunch of other Japanese words I can never remember. Lean has nothing to do with quality, except for maybe that one on waste that no one ever pays attention to anyway—defects.”
9. CEO believes that the main way of ensuring competency is through performance evaluations. The message sent? “Even though I know most everyone hates the annual performance appraisal, it’s a great way to kill two birds with one stone—the people and the ISO standard requirement. Also, just like with internal audits and the management review meeting, I can do them all in a big batch at the end of the year so I don’t have to deal with all the whining throughout the year. That stuff will drive you crazy. Besides performance reviews are efficient! I can rate the employees against each other creating even greater competition; I can rate them against performance objectives that they have no control over or any hope of ever attaining; I can give negative and positive (but mostly negative) feedback as a motivator for improvement and as a record for determining competency; I can use the information as means to promote or can them; and I can make them sign it and stick it in their personnel file until five years after their death, in accordance with the ‘control of records’ procedure. I am exerting my control over these imbeciles and I am ISO 9001-compliant.”
* y. ?- e( R: Z: W' g. W10. Suck up to the registrar auditor. The message sent? “Even though the registrar auditor is a supplier, let’s suck up to her because nonconformities are really, really bad and I don’t want any. How do we suck up to her? Hmmmm… I know, we’ll sign her contract and we won’t determine our own needs. We’ll just do whatever she states on the contract and we’ll accept all of her terms. How else can we suck up? Hmmm…. I know, when they screw up—on their billing, on the audit dates, on the type of audit, on the accuracy of the report or contract, on the lack of returned phone calls, or on their rudeness—we won’t issue a CAPA or evaluate their performance like we do all of our other suppliers. Can you imagine, if we gave them a CAPA, which is a really, really bad thing, they would give us more and that would really be bad. How else can we suck up? Hmmmm…. I know, we can ask her questions about herself and her interests and we can encourage her to talk for hours about nonaudit-related stuff. She’ll feel great, because everyone likes talking about themselves and she won’t have time to do what we’re paying her to do and we’ll have fewer CAPAs. Everyone wins and life is great. Oh yeah, and we’ll even laugh out loud over her jokes, even the really dumb ones.”
' e1 t' i- `' q, w1 gHow many of these signs can you relate to? What can be done? Even though you’ve been certified for a long time, education regarding the spirit and principles behind ISO 9001 and lean is so important! But “they” need to start seeing the light. Forward this article to them from me, please.
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gree040715

很有道理，需要让老板学习一下、

zaoxia

版主观点代表了现今企业质量管理体系认证的现状，为了拿证，其他不问。认证收费，不过有愧。

yuz_hoo

这些老板如果非要说比例，会是多少呢？

SBCSBC

这是大多数企业都存在的通病，遗憾......希望企业高管能尽快转变意识

雪域青松

很有道理，需要让老板认真学习一下。

一剑封喉

ISO 9001到底意味着什么，估计没几个人能说明白。