The Modern Quality Manual

It is hard to believe that so many years after the release of ISO 9001:2000 there are still a lot of “old school” perspectives and misconceptions about the role, form, and function of the “quality manual” (ISO 9001:2008 sub-clause 4.2.2).  I developed the Lean QMS® Map (a 2-page graphical version of a quality manual) in […]

ISO 9001 Myth #1 – Documentation Glut

Welcome to the first part of the ISO 9001 Myth series of articles that will attempt to dispel some common misconceptions about ISO 9001.  In this first installment, I will address the misperception of ISO 9001 as a documentation glut. ISO 9001 certification has become almost synonymous with a bureaucratic documentation glut.  Most companies seeking […]

ISO 9001 Myth #2 – “Say What You Do & Do What You Say”

A second myth that plagues ISO 9001 implementation efforts is the cliché “say what you do and do what you say.”  While the first myth is responsible for misconception regarding the amount, structure, and format of documentation needed for ISO 9001 certification, Myth #2 misleads organizations as to the purpose and true intent of ISO […]

ISO 9001 Myth #3 – Failing ISO 9001 Certification

Sometimes the office chatter gets around to the outcome of a pending ISO 9001 certification.  With a healthy combination of fear of the unknown coupled with serious concern for getting the job done right, I often hear key players speculating whether the auditor “is going to pass us.”  Perceptions of over-zealous or inexperienced ISO 9001 […]

ISO 9001 Myth #4 – Lead Auditor Training

In my ongoing effort to counteract misinformation and misconceptions associated with ISO 9001 certification, I now turn to the misunderstood subject of Lead Auditor Training.  In the spirit of full disclosure, I must first admit that my firm owns an internationally accredited ISO 9001 Lead Auditor Training course.  In fact, Pinnacle holds the distinction of […]

ISO 9001 Myth #5 – Process vs. Procedure

In my article ISO 9001 Myth #2 – “Say What You Do & Do What You Say” I touch on the subject of considering business processes versus procedures.  As I expected, this has generated some criticism from ISO 9001 traditionalists.  While my main purpose was to debunk the “say what you do, do what you […]

Case Study – ISO 9001 Certification – Scripps Laboratories

“There was great resistance before to the documentation. But now everyone is actually happy to use it. It makes their lives easier.” Greg Stanton, Laboratory Manager Outcome: Scripps Laboratories uses Pinnacle’s Lean QMS® methodology to achieve ISO 9001 certification, simplify processes, reduce documentation, and increase collaboration. Industry: Biomedical, Biochemical Manufac Objective: Develop modern and practical […]

Case Study – ISO 14001 Certification – Johnson Matthey

“We wanted a system that not only worked for us, but one that added value to our business. With the Lean EMS® approach as a framework we developed a robust EMS that is at once a strong foundation and a useful system” Corbin Kearns, Plant Manager Outcome: Johnson Matthey, Smithfield, PA uses Pinnacle’s Lean EMS® […]

Case Study – ISO 14001 & OHSAS 18001 Certification – Hologic

“We understand all of our systems better because we did this. This process broadened our scope of understanding the entire business.” Jeffrey Joaquim Senior Manager, Corporate EHS “Although it appeared that ISO 14001 and OHSAS 18001 were going to burden the factory with some unnecessary tasks; during the training and after the certification we realized […]

Case Study – ISO 9001, ISO 14001 & Lean – RoMan Manufacturing

Outcome:    RoMan Manufacturing uses Pinnacle’s Lean QMS® and Lean EMS® to develop an integrated quality and environmental management system, achieve ISO 9001 and ISO 14001 certification, and support Lean Manufacturing transformation. Industry:     Automotive, Telecommunication, Electronics, Manufacturing Objectives: Improve and simplify the existing ISO 9001 quality management systems. Make the quality management system value-added for running […]