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Do you know how X-Stream LEAN brings expertise in many different approaches to Quality Management Systems. We will guide you in selecting the right fit for your organization. But it does not end there. Our goal is for you to have effective, systematic processes and World-Class business practices. We will work with you to identify and implement the appropriate methods and tools, and help you establish and train your own teams to develop and maintain the Quality Management Systems that you choose. We have diverse experience that will help you uphold your policies, realize your objectives, sustain your gains, and move you to World-Class Performance. Early quality functions and
implementations were focused on determining if an item was acceptable to be
sold or delivered—pure fit, form and function issues. There was direct contact
between the craftsman and the customer. Feedback was immediate and customized
units were the standard. The customer almost always got what he wanted. After the industrial revolution,
when repetition and speed of production became critical objectives and
interchangeable parts were required, the customer was distanced from the
craftsmen. Factories with assembly lines made it possible to sell the customer
a standard item for the best price—it was a tradeoff—customizing was traded for
affordability for the masses. Moreover, the acceptability of the product became
standardized by passing the quality judgment function from production to
independent inspectors. In fact, at times, an adversarial relationship
developed between quality control and production when inspectors demanded to
stop production for defects. This was pure ‘Quality Control’ in all its glory. Even though many organizations now
refer their quality organization as Quality Assurance, the culture and the
mindset of Quality Control has been difficult to dispel in many work
environments. But if you honestly assess the effectiveness of these activities
in your organization, you will find that many of the old school quality
practices can often impede progress. We strongly advocate the process approach
to provide effective Quality Management. The purpose of the process approach
is to enhance an organization’s effectiveness and efficiency in achieving its
defined objectives and meeting goals and expectations of the Customer.
Consistent performance driven by effective Quality Management builds customer
confidence. Effective utilization of resources leads to lower costs and shorter
cycle times. Focused and prioritized improvement initiatives encourage
enthusiastic employee involvement and clarification of responsibilities. Our
proven techniques have resulted in measurable improvements in employee
participation and improvement in productivity. Our experience has shown us that
processes and procedures are not effective if they are viewed as simple
sequential activities that run within the traditional department silos with
little or no interdepartmental cooperation. To counteract the typical isolation
that many business units and functions operate within, we perform an
Organizational Analysis to determine the appropriate organizational structure
and interdepartmental interfaces to enhance effective communication and
increase the organizations ability to work as a high performance team. We determine actual organizational effectiveness
through proven measures and demonstrate improvement by reporting results for
these measures utilizing systematic methods and processes that align with the
organization’s needs. We encourage our clients to open lines of communication
in “ We believe it is a fallacy to
consider that everything done in the past was wrong. We strive to implement a blend of traditional
and modern approaches in our Quality Management Systems, effectively utilizing
the best practices of time-honored traditional management with proven new
strategies and techniques. The squads of quality inspectors roaming the floor
with clipboards and stop watches are fading into the past. Line managers are
taking back the responsibility of defect identification. The quality function
is being cross-pollinated in many organizations, causing them to train their
top executives in the principles of quality management. It just makes good
business sense. Quality Management is so much more than ISO 9001 certifications. Many more organizations than ever before have achieved ISO 9001 certifications in the new millennium. With its emphasis on the process approach for management systems, the standard has encouraged many service organizations to adopt the ISO 9001 quality management system business model. This is quite a transition from the traditional emphasis on manufacturing and the military style of quality control and configuration management. Some industries’ leaders have
developed their own derivative standards based on 9001, such as aerospace,
medical devices, automotive, telecommunications, and the oil and gas industry.
The FDA, NFPA, and even organizations with environmental concerns have provided
standards to guide their peers in developing a management system geared to
those issues. Safety and Risk Management will soon have their own ISO
international standards. In addition to the advanced Malcolm Baldrige Award
criteria, many states in the Our experience in working with the
US Military quality systems and US government prime contractor supply chains
have trained us to understand the strict compliance requirements of
manufacturing flight-critical hardware and space-based equipment. These devices
must be the Best-Of-The-Best, or we cannot let them be used. We helped develop
the Quality Management System for an AS9100-certified aerospace government
contractor that had no product returns and no late deliveries for seven
consecutive years. That same plant also manufactured diverse temperature
sensors and electronic devices for nuclear, aircraft, and commercial
space-flight applications. The rigor of near-perfection must be passed on to
the entire supply chain. We understand the similarities and
the differences between government entities, production, and service
industries. We bridge the gaps between these apparently disparate management
cultures with extensive domestic and international experience working with
organizations of many different types and industries. We also have experience in guiding successful
quality system registrations for organizations that never handle any material
or parts at all. This particular example is engaged in planning and logistics
information transacted in the worldwide shipping industry. Their services rendered are their commodity
and they have successfully adopted the ISO 9001 culture to their logistics
offices. Furthermore, an effective Quality
Management System is comprised of many different facets and techniques. ISO is just the beginning. Even though it is
a great accomplishment to achieve certification—and to keep it for the full
three-year cycle—ISO certification is only the basic compliance model for
business success. You can be ISO certified and make concrete life preservers.
You still won’t have a market, no matter how well you write your quality manual
and procedures. There are several methodologies
that will help you to improve your business and to accurately measure that
improvement. We have extensive expertise in developing documentation for Quality
Management Systems that can be custom tailored to meet your specific needs. We
recommend that you select procedures and techniques for their usefulness and
their application for your unique requirements. We offer the best and brightest
individuals who are Subject Contact us today to see how we can help you solve your unique opportunities and develop a more competitive customer-focused business practice! |
