Hello Ofer

Thaks,

Hillel

> -----Original Message-----
> From: Ofer Cohen [SMTP:[log in to unmask]]
>
> Good morning and good week to all technetters (and others, of course),
>
> I find this thread very interesting. It started from a question (see the
> subject above) - how to make a board shop audit. It was evolved into
> opinions on the ISO-9000. I think that this twist represent exactly the
> problem of the ISO-9000 standard. And, I want to be the devil's advocate.
>
> The difference between ISO-9000 and the other standards, that we worked to
> on a daily basis, is that the ISO-9000 DOES NOT REFER TO THE PRODUCT.
> Many manufacturers try to claim so. The ISO-9000 guidelines forbid to
> print the
> standard's logo on the product, or any related document. Many
> manufacturers
> breech this rule. Connecting ISO-9000 to the product's quality is strictly
> falsification.
>
> I started my career in quality some 12 years ago, after nearly 20 years in
> computers development. I decided to take this change because I realized
> that
> different development teams that worked for the same company yielded
> products with high quality variability. I realized that company internal
> learning will be helpful to migrate the success factors from the good
> teams
> to the worse. Later on, this was called "the learning company", "knowledge
> management" and some other buzz words. I call it simply "quality". All the
> other terms are only tools to achieve the quality. The way to broadcast
> the
> knowledge within the company is to use the greatest invention of the human
> kind - the capability to write. In other words - to document the
> knowledge.
> In order to formulate the knowledge in a retrievable manner you have to
> write it in a formulated forms. These forms are the procedures.
>
> To say it in short - procedures are documentation of the organization
> knowledge about the preferred behavior of its employees.
>
> ISO-9000 is a quality SYSTEM standard, rather than PRODUCT quality
> standard.
> This means that it tries to draft basic rules for the quality
> infrastructure
> organization within the company. It lists requirements for activities that
> will enable the company to ensure a stable, common quality level, and to
> further improve it ("write what you do, do what you've wrote, measure what
> you did, implement corrective actions"). The corrective actions model,
> adapted to a commercial organization activities, are the heart of the
> standard.
>
> Like every common legislation, the implementation is subjective. The basic
> interpretation of the standard to specific company's behavior is being
> done
> by the company itself.  Of course, every company will look for the best
> way
> to comply with the requirements with the less burden. This may lead to
> ridicules results. Add to it foolish auditors (not all of them, but too
> many), and you'll find the reasons for the industry dislike of the
> standard.
> Yet, its wide acceptance show that it has a still burning thread of
> wisdom.
>
> To come back to the beginning of the thread: to make a good selection of
> YOUR subcontractor, please verify that:
> 1.      He implemented basically the ISO model of corrective actions loop,
> 2.      He keeps a stable minimum quality level of his products, that you
> can leave with, and improves it.
>
> Regards
> Ofer Cohen
> Quality Assurance Manager
> Seabridge Ltd.
>

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