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Maset News

Volume 13  April 22, 2002

Introduction
Message From Charles Loew
Comments From Our Readers
New On The Maset Web Site
Helpful Hints from fellow Practitioners
New Truths on Quality
Top Ten List
Feature Of This Issue
Housekeeping

INTRODUCTION:

Welcome to MASET News. A monthly publication dedicated to the communication between MASET and our many interested friends, customers and potential customers

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MESSAGE FROM CHARLES LOEW:

More improvements! As a result of a request, we are adding a printer friendly version of the MASET NEWS with each e-mail that you receive from us. If you prefer to print a copy to read at a later time just click the icon and you will get a PDF version that can be printed and read at your convenience. Of course, you can also route the MASET NEWS to others or file it for future reference.


Maset has added a major capability to our offering by collaborating with a leading provider of ISO services. Erik Myhberg is President and CEO of a firm that provides up-to-date training and consultancy in the QMS and EMS fields to interested companies worldwide. Erik and his firm have helped over 100 clients. Erik offers many courses for those interested in learning about ISO. Courses cover the details of becoming trained as an individual to successfully complete ISO certification. Consulting assistance is also offered from the basics through the most sophisticated implementation plan for any size and type of organization. Over the next few months, all of their courses will be made available through Maset.


Our feature article this month covers a full explanation of the ISO Management System. This article not only covers the historical perspective, but also more importantly defines the latest changes that have been incorporated to strengthen the ISO system. There are many parts of the world and industries where being ISO certified is a requirement for obtaining contracts. In other parts of the world ISO, certification is the first step taken toward Continuous Improvement.


How many times have you said to yourself, "I wish I could get better results from using the phone?" Enclosed are five hints on how to improve the results of the calls you make. Enjoy.

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COMMENTS FROM OUR READERS:

  • "Keep up the good work! I truly enjoy your news letter, share it with fellow employees, and am most hopeful to have a chance to work with you in the future."

  • "I really like the 'New Truths on Quality'... Excellent!"

  • "Your invitation to add subscribers is much appreciated and will save me a few keystrokes each month. The following are our management staff's addresses. I'm sure they will enjoy the newsletter as I have, as I have found its articles, hints and features pertain to all that we do; its format and presentation very readable; and it is succinct and to the point so as to be memorable."
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    NEW ON THE MASET WEB SITE:

  • Erik Myhrberg joins the list of growing Maset associates. Erik's expertise lies in assisting organizations world wide in the implementation of ISO 9001 and ISO 14001.

  • Sunil Ahuja joins the Maset team of associates bringing a diverse experience in Information Systems Design, ERP Systems Implementation and Project Implementation. Please welcome Sunil to the team.

  • We have added a number of new Products and Services supporting the ISO capabilities described in other parts of this newsletter. Please view these new additions. In addition we have two training workshops to support ISO.

  • Another Success story: Implementation of an Oracle WebDB System in the education field. This proved to be a challenge due to changing requirements and very aggressive schedules.
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    HELPFUL HINTS FROM FELLOW PRACTITIONERS:

  • When there seems to be a major conceptual conflict between two people who are arguing back and forth, example, the sales department and the manufacturing department, move away from the conceptual into a very specific recent example. As the two sides continue to give you the information, choose the person you think is objecting unrealistically. Have that person pretend to be the CEO of the company, explaining how s/he would recommend fixing the identified problem.
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    NEW TRUTHS ON QUALITY:

  • Old Truth
    Training is Costly Overhead.

  • New Truth
    Training Does Not Cost Extra.
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    TOP TEN LIST:

    Key learnings in - Ways to Communicate With Your Employees

    1.   Include effected employees in goal setting
    2.   Give frequent and meaningful recognition for a job well done.
    3.   Interact with employees on an informal basis.
    4.   Go to staff's work area. Meet them on their own turf.
    5.   Ask for staff's opinions and listen with an open mind. Try to understand their point of view.
    6.   Share non-confidential information with staff, and ask for their input and response on issues.
    7.   Offset demoralizing actions and events by emphasizing what went well, and use the experience as a learning opportunity.
    8.   Listen 80% of the time and talk 20%.
    9.   Ask staff what rumors they have heard, and address them.
    10.   Get into the "trenches" with staff. Look for opportunities to understand employees' jobs better.

    © 1995 Reid Moomaugh & Associates | Permission is granted to reproduce this document for training and education.

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    FEATURE OF THIS ISSUE:

    ISO 9001 (QMS) & ISO 14001 (EMS)
    Management Systems

    Erik V. Myhrberg

    ISO has been developing voluntary technical standards over almost all sectors of business, industry and technology since 1947. The vast majority of ISO standards are highly specific to a particular product, material, or process. However, both ISO 9000 and ISO 14000 are known as generic management system standards.

    Generic means that the same standards can be applied to any organization, large or small, whatever its product-including whether its "product" is actually a service-in any sector of activity, and whether it is a business enterprise, a public administration, or a government department.

    Management system refers to what the organization does to manage its processes or activities. In a very small organization, there is probably no "system", as such, just "our way of doing things", and "our way" is probably not written down, but all in the manager or owner's head. The larger the organization, and the more people involved, the more the likelihood that there are some written procedures, instructions, forms or records. These help ensure that everyone is not just "doing his or her thing", and that there is a minimum of order in the way the organization goes about its business, so that time, money and other resources are utilized efficiently.

    To be really efficient and effective, the organization can manage its way of doing things by systemizing it. This ensures that nothing important is left out and that everyone is clear about who is responsible for doing what, when, how, why and where.

    Management system standards provide the organization with a model to follow in setting up and operating the management system. This model incorporates the features which experts in the field have agreed upon as representing the state of the art. A management system, which follows the model-or "conforms to the standard"-is built on a firm foundation of state-of-the-art practices.

    Large organizations, or ones with complicated processes, could not function well without management systems - although they may have been called by some other name. Companies in such fields as aerospace, automobiles, defense, or health products have been operating management systems for years. ISO's management system standards now make these successful practices available for all organizations.

    ISO's management system standards are implemented (registered) by more than 430,000 organizations around the world in 158 countries including the United States!

    Based on experience for every company that registers/certifies to the international management standards two or three do not and yet they conform to the requirements.

    Both "ISO 9001" and "ISO 14001" are actually families of standards which are referred to under these generic titles for convenience. Both families consist of standards and guidelines relating to management systems and related supporting standards on terminology and specific tools, such as auditing (the process of checking that the management system conforms to the standard).

    ISO 9001 is primarily concerned with "quality management". Like "beauty", everyone may have his or her idea of what "quality" is. In plain language, the standardized definition of "quality" in ISO 9001 refers to all those features of a product (or service), which are required by the customer. "Quality management" means what the organization does to ensure that its products conform to the customer's requirements.

    ISO 14001 is primarily concerned with "environmental management". In plain language, this means what the organization does to minimize harmful effects on the environment caused by its activities.

    Both ISO 9001 and ISO 14001 concern the way an organization goes about its work, and not directly the result of this work. In other words, they both concern processes, and not products - at least, not directly. Nevertheless, the way in which the organization manages its processes is obviously going to affect its final product.

    In the case of ISO 9001, it is going to affect whether or not everything has been done to ensure that the product meets the customer's requirements. In the case of ISO 14001, it is going to affect whether or not everything has been done to ensure a product will have the least harmful impact on the environment, either during production or disposal, either by pollution or by depleting natural resources.

    However, neither ISO 9001 nor ISO 14001 are product standards. The management system standards in these families state requirements for what the organization must do to manage processes influencing quality (ISO 9001) or the processes influencing the impact of the organization's activities on the environment (ISO 14001).

    In both cases, the philosophy is that these requirements are generic. No matter what the organization is or does, if it wants to establish a quality management system or an environmental management system, then such a system has a number of essential features, which are spelled out in ISO 9001 or ISO 14001.

    The assessment of a quality system against the requirements of one of the ISO 9000 standards and the subsequent issuing of a certificate to confirm that it is in conformance with the standard's requirements is variously referred to in different countries as certification or registration. In fact, these two terms are employed in a broader conformity assessment context than that of ISO 9000 alone and their standardized definitions show that they are not synonyms.

    However, in the ISO 9000 and ISO 14000 context, "certification" and "registration" are used interchangeably in some countries - a practice which reflects different national, or business culture preferences.

    Likewise, the bodies, which issue ISO 9000 & ISO 14000 certificates - "certification bodies" - are referred to in some countries as "registration bodies", or "registrars". Again, these different appellations refer to the same type of body.

    Accreditation is another term which, in the ISO 9000 or ISO 14000 context, is also sometimes used - wrongly - as a synonym for "certification" or "registration". "Accreditation" is the procedure by which an authoritative body gives formal recognition that a body or person is competent to carry out specific tasks. In the ISO 9000 or ISO 14000 context, it relates to the work of national accreditation bodies which have been set up in a number of countries to provide some measure of control over the activities of quality system or environmental management system certification bodies. An accreditation body will accredit - or, in simpler language, approve - a certification body as competent to carry out ISO 9000 certification of quality management systems, or ISO 14000 certification of environmental management systems, in specified business sectors.

    A final point on terminology concerns "ISO 9000 certification" and "ISO 14000 certification". In fact, "ISO 9000 certification" means certification against ISO 9001. When speaking generally, the generic term "ISO 9000 certification" is much more convenient than clumsy, and possibly confusing, alternatives such as "ISO 9001" certification - which is why it has entered into common usage, and is employed in this text.

    However, you need to be aware that an actual "ISO 9000 certificate" will specify against which standard the quality system in question has been assessed and found to be in conformance.

    In the case of the ISO 14000 family, there is only one standard of which the intended use is as a model for environmental management system certification - ISO 14001. An organization, which seeks certification of an environmental management system, which it operates as conforming to the standard, will therefore be issued with an ISO 14001 certificate. Nevertheless, in this text, the term "ISO 14000 certification" is employed for the sake of consistency with "ISO 9000 certification".

    In both cases, the use of the generic term may have the merit of serving as a reminder that ISO 9000 and ISO 14000 are families of International Standards whose scopes - and usefulness for the organizations, which implement them - cover far more than just the requirements for achieving certification.

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    GETTING BETTER RESULTS
    ON THE PHONE

    by Jeffrey J. Mayer

    Five-Step Telephone Technique

    Follow my five-step telephone technique and you'll see a dramatic change in your telephone activity:

    1. Introduce Yourself.

    Always say: "My name is.... I'm with...."

    2. Can You Talk?

    Then ask: "Do you have a moment?" You are asking for permission to speak to them for about 10 more seconds.

    3. Elevator Speech.

    Tell them what you do with your 6 to 10 second elevator speech.

    For example, I say: "I help people grow their business, close more sales, and make more money." A client of mine who owns an art gallery says: "We help people have beautiful homes." An investment advisor client says: "We help people manage their money so they can achieve their financial goals."

    What's your 10-second elevator speech?

    4. Ask Permission.

    Then say: "I was wondering if I could take a moment to tell you a little bit about what I do?" Here you are asking for their permission to continue the conversation.

    5. Turn Around Question.

    When the person gives you their permission to continue, ask a turn around question. Don't talk about you, your products, or your company. Ask them questions about them, their products, and their company. People love to talk. Encourage them to do so. All you've got to say is: "Tell me a little bit about your company [or whatever is appropriate]."

    Use this five-step telephone technique and you'll see dramatic improvement in your telephone activity. You'll schedule more appointments, close more sales, and make more money.

    Reprinted with permission from Jeffrey Mayer's "Succeeding In Business Newsletter". (Copyright, 2001, Jeffrey J. Mayer, Succeeding In Business, Inc.) To subscribe to Jeff's free newsletter, visit http://www.SucceedingInBusiness.com."

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    HOUSEKEEPING:

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    Comments about MASET NEWS:

    We welcome comments from our readers regarding MASET NEWS, our web site, or inquiries for help to: Charles.Loew@masetllc.com.

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    We reserve the right to determine what will be published, but will endeavor to publish everything that is sent to us.

     

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