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Maset News

Volume 19  September 21, 2002

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
Second Feature Of This Issue
Coming in the Next Few Issues


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




This month we welcome Charleen Allen to the Maset Team. She joins us with over 20 years of experience in leadership, learning & performance consulting partnering with executive management to: accelerate strategy implementation and change; build leadership talent to fuel future growth; enhance organizational performance; and accelerate learning across the organization.

Three new Product and Services and three new Training Workshops have been added to the Maset offerings. If you are interested in any of these additional Products and Services or in having us deliver any of our many workshops at your site please contact us to arrange a time that meets your needs at -

I found this month's feature article, "Be A Warrior!!!" by Jeffrey J. Mayer, of particular interest in today's environment of "Negative Times". One cannot read a newspaper, listen to the radio or watch television without hearing anything but negative items. Where are the positive thoughts and deeds that are happening every day? If the news media would tell us about some of the good things, it would help all of us concentrate on what we have and what we can do.

Just today, October 15, I read about the unemployment rate of 5.7 % and about the fact that the slight increase in the stock market is not a positive sign; it was only a slight increase due to the low volume because of Columbus day.

Let me reverse both of these facts in a positive way. The employment rate in the US is an amazing 94.3 % and rising. In historical terms this is a very great achievement. The stock market posted its third successive up day. This could be the beginning of the long awaited upturn in the market.

Presentation of the same facts in a positive manner is bound to elicit a more positive responses resulting felling better by all who read it. Why can't our media focus more on the good things that happen every day?

Our second feature article, "Description of the ISO Process" by Erik Myhrberg, covers a basic understanding of the ISO process. It is written by one of our own Maset Consultants who is an expert at helping organizations implement ISO and transitioning to the new versions of ISO. Please contact us if you are contemplating implementation of ISO or upgrading your current ISO program to the new revisions.




  • "I have been getting Maset News regularly. I read every issue. Your organization is doing great work." - India

  • "I like your newsletter." - Arizona

  • "I enjoy getting this newsletter and wealth of information from you. Thank you! I have just forwarded your latest to a company here in Jacksonville." - Mississippi
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  • Charleen Allen joins Maset with a great deal of experience in the areas of implementing changes in the Leadership ranks of many organizations.

  • One of the new Products and Services we are offering is assistance for you in Launching a Successful Corporate Initiative. Many of our consultants have been involved in all phase of creating, leading and implementing change in an organization.

  • In order to successfully implement a major strategy, you must get everyone to understand and accept it. Our new Product and Services titled Strategy Alignment Product Description describes the methodology we suggest.

  • New to our growing list of Products and Services is Orientation Passport, a unique way to ensure new employees are properly integrated into your organization and able to quickly and effectively assimilate the organization's culture.

  • Renewing Teams and Individuals, a new workshop, helps to get your teams working more effectively during times of rapid change.

  • Another new workshop titled The Seven Laws for Engaging Spirit at Work is based on the works of Dr. Deepak Chopra. His book is included in his New York Times bestseller titled "The Seven Spiritual Laws of Success"

  • Leader Effectiveness Training is a workshop that assists senior managers to learn how to develop a trust building, skill based model for leadership.
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  • As team leader, teacher or facilitator always begin a session by having each participant introduce him/her self to The group.

    To add a little fun, also ask everyone to share a unique feature about themselves to the group.

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  • Old Truth
    To Err is Human

  • New Truth
    Perfection--Total Customer Satisfaction--is the Highest Standard.
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    Key Learnings in - Five myths of the Digital Age

    1. If I ignore it, it will go away.

    2. I don't have any need for e-business.

    3. Any web site is better than no web site.

    4. You can't teach old dogs new tricks.

    5. I am just a local business.




    BE A WARRIOR !!!

    by Jeffrey J. Mayer

    A warrior is a person who looks at everything as a challenge. An ordinary man - or woman - looks at everything as either a blessing or a curse. (Or maybe they see themselves as victims.)

    Pick up a newspaper. Listen to the radio. Watch the TV.

    Another company is announcing a round of layoffs. They're saying that business is bad so they're closing some plants. They're saying that business is bad, so they've got to cut expenses.

    We need a different attitude. One that states:

    • I'm going to find new customers!
    • I'm going to find more people to buy my products!
    • I'm going to close more sales!
    • I'm going to make more money!
    • I'm going to be successful!

    Show your FIGHTING SPIRIT !!!

    There was a sign on a company's wall during the Depression that read:

    Rumor has it that there's a Depression going on. But we've decided not to participate.

    If you think business is bad, it becomes self-fulfilling prophecy.

    It's demoralizing.
    It's depressing.
    It's paralyzing.

    When you're hungry, you find prospects. When you're looking for business, you close sales.

    And because your competitors are demoralized, depressed and paralyzed - they're laying on their backs waiting to be put out of their misery - it's yours for the taking.

    Here are three things I want you to do:

    1. Double Your Telephone Activity.
          Spend twice the amount of time you usually spend on the phone. At least 1 hour each day.

    2. Give Your Prospects a Reason to Meet with You.
          Think of at least 3 reasons why everybody you call should meet with you. What can you do to help them save time? Cut costs? Increase sales? Become more profitable?

    3. Call New People.
          Pick up the phone and call at least 10 new people each day that you've never contacted before. I don't mean people who have been in your database that you've never sold, but people who you've never spoken to before.

    Yes, calling new people is scary, but get out of your comfort zone. Push and challenge yourself.

    Be a WARRIOR !!!

    Reprint permission granted in part or whole when the following credit appears: "Reprinted with permission from 'Jeffrey Mayer's Succeeding In Business Newsletter.' (Copyright, 2002, Jeffrey J. Mayer, Succeeding In Business, Inc.) To subscribe to Jeff's free newsletter, visit"





    by Erik 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 & 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 actual 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.


    • Principle 1 - Customer-Focused Organization
    • Principle 2 - Leadership
    • Principle 3 - Involvement of People
    • Principle 4 - Process Approach
    • Principle 5 - System Approach to Management
    • Principle 6 - Continual Improvement
    • Principle 7 - Factual approach to decision making
    • Principle 8 - Mutually beneficial supplier relationships




  • Simulations to assist in the Planning Process

  • Leadership Development

  • Customer Services

  • E-Learning

  • Supply Chain Management

  • Materials Management
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