S M A R T O N

QUALITY MANAGEMENT SYSTEM: ISO 9001 STANDARD

SmartOn suits the requirements of ISO 9001, ISO 45001, and ISO 14001 certification systems. Smarton was developed with the idea to integrate with and meet the requirements of these globally known standards and systems. 

The ISO 9000 family of standards is related to quality management systems and helps Smarton to ensure that it meets the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to the program. The standard is published by ISO, the International Organization for Standardization, and is available through national standards bodies. ISO 9000 deals with the fundamentals of quality management systems, including the eight management principles on which the family of standards is based. ISO 9001 deals with the requirements the standard has to fulfil.

The standard regulates the most important aspects of an organization’s performance and includes management responsibility, management commitment, customer focus, quality policy, planning, responsibility, authority and communication, resource management, provision of resources, human resources, infrastructure, work environment, product realization, planning of product realization, customer-related processes, design and development, purchasing, production and service provision, control of monitoring and measuring equipment, measurement, analysis and improvement, and control of nonconforming products.

The effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which are:

  • The commitment of senior management to monitoring, control and improvement of quality. On the contrary, organisations that implement an ISO system without this desire and commitment often take the cheapest way to get a certificate on the wall and ignore the problem areas uncovered in the audits.
  • How well the ISO system integrates into the current business practices. Many organizations that implement ISO try to make their system fit into a cookie-cutter quality manual instead of creating a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary.
  • How well the ISO system focuses on improving the customer experience. The broadest definition of quality is “whatever the customer perceives good quality to be”. This means that a company does not necessarily have to make a product that never fails; some customers will have a higher tolerance for product failures if they always receive shipments on time or have a positive experience in some other dimension of customer service. An ISO system should take into account all areas of the customer experience and the industry expectations and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (customers, suppliers and organisation); only then a company will be able to sustain improvements in the customer experience.
  • How well the auditor finds and communicates the areas of improvement. While ISO auditors may not provide consulting to the clients they audit, there is the potential for auditors to point out areas of improvement. However, many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard, which seems like speaking a foreign language for many executives. On the contrary, auditors that can clearly identify and communicate areas of improvement in the language and terms the executive management understands may facilitate initiatives of improvement in the companies they audit. Meanwhile, when the management does not understand why they are non-compliant and the business implications associated with non-compliance, they simply ignore the reports and focus on what they do understand.