Friday, November 8, 2013

Benefits of Socially Responsible Energy Management - case study

Costa is the UK’s largest and fastest growing coffee shop brand with over 1300 coffee shops across the UK and more than 600 internationally. 
Costa is passionate about being a responsible business. 100% of the coffee they use comes from sustainably grown beans sourced from Rainforest Alliance Certified farms.

As a part of their commitment to reducing environmental impact, Costa set a goal to reduce carbon emissions by 25% by 2017.

The adoption the ISO 50001:2011 - Energy Management standard allowed Costa to reduce their carbon emissions by 32 % and increase and expand their operations without building a new site ( an estimated of 150,000 GBP in savings)

Costa's story about how NQA certification to ISO 50001 
let them to win new business, reduce energy consumption, maintain quality and save money.

The Energy Management Good Practices set by Costa:

1. Go beyond obvious and look at all Processes and Procedures to identify opportunities for achieving efficiency
2. Conduct Gap analysis to identify measures and areas of improvement
3. Follow the

  • conduct an energy review
  • establish a baseline
  • create an Action Plan in accordance with the organization's Energy Policy
  • Implement Energy Action Plan
  • Monitor and measure energy use though operations
  • Determine energy performance against energy policy objectives
  • Report results
  • Take actions to continually improve Energy Management System
  • Achieve ISO 50001 certification
4. Engage and encourage the employees to share their energy saving ideas

To learn more about Energy Management Systems and get hands-on experience with ISO 50001 audit checklists - check out our Energy Management and ISO 50001 Training course.

Wednesday, October 30, 2013

ISO standards on Six Sigma

A selection of ISO standards on Six Sigma. Here is a list of already published standards:
  •  ISO 13053-1:2011 Quantitative methods in process improvement -- Six Sigma -- Part 1: DMAIC methodology
  •  ISO 13053-2:2011 Quantitative methods in process improvement -- Six Sigma -- Part 2: Tools and techniques
and standards under development:
  •  ISO/DIS 17258 Statistical methods -- Six Sigma -- Benchmarking for Six Sigma
  •  ISO/WD 18404 Competencies for key personnel in relation to Six Sigma and Lean implementation
Looking for continual professional development training opportunities?
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Thursday, October 3, 2013

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What you will learn in 'Making Lean Happen':
  • How change process is the fabric of Lean program
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  • Human aspects of Lean transformation
  • Lean metrics and how they relate to financial measures
  • The importance of Lean maturity audits
  • How to address both softer and harder elements of Lean
  • How to articulate the business case for change
  • How to calibrate the speed of Lean implementation when the existing culture and change are mismatched
The course is designed to trigger enthusiasm in you during different stages of Lean implementation, rather than compliance. The course will demonstrate use of Lean tools in practical situations and how using these tools you can modify the behavior of people and transform the organization gradually to the desired (Lean) state.

Thursday, September 19, 2013

Quality Manual: Good Practices

Smart companies write their high level quality documents in a clear business language and make them publicly available.

Here are some examples:

A Quality Manual is the top-level document which establishes the quality policies and objectives for the entire organization. It should be clear, jargon-free, user-friendly, and written in a business language. Let’s review two examples:

“Design and development inputs shall be defined in accordance with the Form QMS - 123. Reviewers shall be drawn from representatives of the functional areas concerned with the design. Reviews shall meet the requirements listed in the section 7.2.2. Review results and resolutions shall be recorded in documents identified in the Form QMS - 425“. 

“We regard customer value perceptions as key business drivers that influence product design and development. Once customer value perceptions are identified, we convert these into product characteristics. Reviews of product characteristics are performed by our senior technical analysts in accordance with process requirements” 

The first example talks about “design and development inputs” which is a quality specific term while the second example uses business language to talk about “customer value perceptions”. A statement “representatives of the functional areas concerned with the design” from the first example is a vague one in comparison to “our senior technical analysts” statement from the second example.

The first example includes cross-references, such as “listed in the section 7.2.2.” and “in accordance with the Form QMS - 425”. Contrary, the second example can be perceived as a more user friendly one because it I written as a stand-alone piece of information.

In summary, here are four simple rules to create an effective and powerful Quality Manual:
  1. Use business language free from jargon and technical terms.
  2. Be clear, concise, and specific.
  3. Focus on business success and organizational value.
  4. Keep the Manual as a stand-alone document. Relevant references can be provided in a separate section.

Please share with us your thoughts and example of good and poor Quality Manual statements that you observed.

Check out our fully customizable quality manual templates and procedures:

ISO 9001:2008 Quality Systems Manual and Procedures Templates Bundle

AS 9100 Quality Systems Manual Template

Friday, August 9, 2013

Corporate Discount on Training Courses

Enhance your employee benefits program by making CBG training courses for continual professional development of certified professionals available to your employees with a corporate discount.

This savings opportunity will increase spendable income of your employees. It’s like giving a raise but without the expense of an annual salary increase.

In order to qualify for corporate rates your company needs:
  • to have at least 5 full time employees; 
  • support and promote continual professional development among your employees; 
  •  keep links to CBG training courses and discount information on your company’s intranet; 
  • share information about CBG training courses and discounts through your internal newsletters at least semi-annually. 

Contact us for details

Friday, August 2, 2013

AS9100C Quality Systems Manual Template

Save the time and resources required to design and document an AS9100C Quality Management System. Define and implement your company's regulatory quality assurance practices and procedures easily with our fully AS9100C and ISO9001:2008 compliant Quality Systems Manual template. It is written in Microsoft Word so you can easily edit and customize it to make it your own.

This Template is to be used as a template in developing your own AS9100 Quality Manual. Review the text and replace as needed to match your own Quality System. At a minimum, your Company's name and Logo should be included in proper places in the document. Also, ensure that correct procedures and work instruction numbers are referenced. Those lower level documents should be written if your company IS already ISO9001 certified and don't need to be totally changed to suit requirements of AS9100.

Check out our fully customizable quality manual templates and procedures:

ISO 9001:2008 Quality Systems Manual and Procedures Templates Bundle

Tuesday, July 30, 2013

Do you need Quality Assurance or Police Department to implement QMS?

When I started as a new Quality Assurance Manager for a well-respected manufacturing company couple of years ago, the Manufacturing Manager approached me one day and asked me to write a CA (corrective action) to certain employee who made a half a shift worth of scrap (even though both set-up technician and his supervisor were in the area, and “in-process” checks were done and, ironically, recorded). QA or Police Department?

I was surprised, to say the least, that Corrective action system was being used to discipline employees (and thus, the CA’s issued to employees stored by HR in employee’s files together with the disciplinary notes- warnings). Also, I was told that my function will be to POLICE the quality and to make sure no bad products leave the plant.

In general, in my many years in different quality functions with various industries, the impression I had from other departments about quality folks is one that quality only knows about complaining, rejecting a lot, about issuing CARs etc. They don't seem to be proactive in sharing a problem but also in providing a solution. They are burden, not value added to the company.

If these people are expected to solve others' problems, the risk is that the QA person becomes responsible for the outcome in a process not in that person's control. QA people can advise but execution and decision-making is up to the process people. QA people can use the basic QA Management Tools to help facilitate the problem solving process and be coaches. These tools could sometimes be used in a meeting, and including representatives from various affected departments, where technically superior people and process owners/contributors can provide the input while the QA person asks the questions and uses the answers to execute the tools. Do this often enough and one could hope the process people can be steered toward adopting such tools for smaller level, day to day problem solving. The resulting solutions thus belong to the process (engineering) people, and the QA person is just facilitator.

As for the Police function, it requires Corrective Action to be elevated from the police action, and to focus on process (not on employee), and how it can be improved as to prevent the operator to miss again (training, error proofing, lean management, etc.).

In one instance I was doing internal audit, and I took a department's procedure, which was unclear on things like responsibilities. I made a bunch of notes on it that explained to the document's owner (department manager) what was needed. No need for him to guess and for us to push the thing back and forth until he got it right. Under old-style CA system, an auditor would be discouraged from teaching, but I feel it's a good time to move from cop to teacher (or coach). It's what my employer wants, which is especially important.

I wonder if your organization is sending mixed signals. Is the system set up through management for QA to behave in the Police Department mode and the process people are unhappy with the model? If so, the idea of coach/facilitator should be presented to management so everyone can understand the change QA is trying to make and why.

There will always be negative reaction to change. And if CA is issued to one department, its supervisor will always see it as a threat to his personal leadership and will go into defensive mode (“It’s not my fault”).

One way to accomplish the change of perception of the CA issued is developing a kindred relationship with a problem supervisor. Let him or her know that you aren't the cop, but just another guy fighting the same problem. Use Socratic questioning: instead of saying, "There's a problem and I'm here to solve it," which will almost always be perceived as threatening, use a series of conversational questions which will result in the supervisor coming up with the answer on his own. Start by suggesting that you're looking for help from him: "I have this problem x, and you have some experience in this regard, so maybe you can help me." This can be developed to the point where the focus is on the need for employee suggestions, and the supervisor can be asked how he thinks a process should be developed for it. In the end, a partnership can be formed, and you can work with the supervisor in solving his problem. First you have to gain his trust, and then you have to get him to identify the problem. Not easy, but if it were easy, anyone could do it. This method takes considerably longer but is much more likely to result in good long-term results. Culture is changed one manager at a time.

Going back to the story from beginning, my biggest successes - both in personal career growth and in organizational impact - has been when I turned our QA group (and it’s perception throughout the company) from policemen to change agents, coaches, leaders, consultants. I had my people make the first steps to reach out to the rest of the organization and to move from inspection to process control to problem solvers to process designers. Policing Quality is a lose/lose position for both the company and QA. While those measures may be required at times (tough love) it should be the action of last resort.

If the quality group doesn't lead quality improvement - who will?

Check out our fully customizable quality manual templates and procedures:

ISO 9001:2008 Quality Systems Manual and Procedures Templates Bundle

AS 9100 Quality Systems Manual Template

Please share your success stories, lessons learned, and ideas on the topic.

About the Author

Steve Zsivanov is a Professional Engineer and a Senior Member of the American Society for Quality, Membership Chair of Kitchener Chapter. He has more than 20 years of experience in implementing, managing and maintaining Quality Management Systems for a wide range of industries: automotive, aerospace and defense, manufacturing (precision machining, plastic injection moulding, assembly) and textile.

Steve holds a Master's degree in Mechanical Engineering and is ASQ Certified Manager of Quality/Organizational Excellence (ASQ CMQ), Certified Quality Engineer (ASQ CQE) and Certified Quality Auditor (ASQ CQA)

Monday, July 29, 2013

Style Guide for Quality Professionals: Always be specific

General words are minefields when it comes to professional writing in quality management. Examples of such words are:
  • always, 
  • never, 
  • all, 
  • none, 
  • lack, 
  • almost,
  • alike. 
If we used the word "never” and a single occurrence compromised this word, it has also compromised the reader’s trust to the whole message.

Words that express opinions should be used very carefully.Examples of such words are
  • comprehensive, 
  • clear, 
  • consistent, 
  • unambiguous. 

What is clear to one person may not be clear to someone else. If we decide to use such words, we need to agree on their definitions as a first step.

Thursday, July 25, 2013

Use Consistent Terminologies

It is an important stylistic rule of non-technical writing to avoid repetitions in consecutive sentences. For example, if we talk about “Maria’s accomplishments” in one sentence, it is better to use “her achievements” in the second one. In technical correspondence it can lead to confusion because “accomplishments” and “achievements” may have some differences in meaning.

Here is a real example from quality audit report: “Process XYZ Suggestions: the Process XYZ was very good, but the following issues were discussed afterwards”. In this example a quality auditor used words “issue” and “suggestions” interchangeably. However, from the users’ perspectives an issue must be addressed while a suggestion can be considered. To add more confusion, the overall mark was “very good”.

Monday, July 22, 2013

Be brief and to the point

A quote often attributed to Mark Twain states, “Sorry about the long letter, I didn't have time to write a short one”. We value the reader’s time and try to be as concise as possible. We try to use descriptive words instead of descriptive paragraphs.

More practical tips in our best selling training course Audit Interview: Learn Journalists' Secrets.

10% off Registration Fees in July 2013.

Friday, July 19, 2013

Tell what you want and don’t tell what you don’t

It is said that “a goal well set is half way achieved”. There is no better way to set up a goal than to describe it in details. It can be a picture of what we want or conversely, what we don’t want to achieve as an outcome. Using an example from risk management practices, it is not as important to describe what can go wrong, but what our Plan B is. In other words, keep focus on solutions but not on problems and on expectations but not on precautions. 

Thursday, July 18, 2013

Style Guide for the Quality Professional: Always look at the bright side

Faults and obstacles are not necessarily negative: constraints spur creativity, problems lead to new solutions, and faults are key components of learning and making progress. Amazingly enough, the previous years of recessions are known as years when top numbers of top companies were created, such as FedEx, Microsoft, Apple, Genentech, Oracle or the SAS Institute.

By their nature, quality departments are accumulators of information about faults, defects, and problems. This information becomes highly valued to improve, innovate and be ahead of competition, but is effective only when the language of the quality professional is focused of the bright side of things.

Tuesday, July 16, 2013

Style Guide for the Quality Professionals

Words have incredible power. Words can hurt and words can help. They can build trust, inspire, and promote a sense of shared goals. Words can steer attention to the areas of commonality or vice versa, keep focus on elements that divide. Words can confuse or they can clarify. A single word can trigger a very powerful emotion and turn the conversation or even an entire business relationship in a different direction. Words should be carefully selected and only used deliberately.

This month on our blog we will concentrate on the wording, substance and style of messages communicated by quality professionals. It can serve as a practical guide to help quality auditors, managers, engineers, and other professionals clarify their written messages and inspire their readers to constructive actions. Materials presented here are based on many years of practical experience and analysis of what worked and what didn’t, in written communication related to auditing, consulting, and training in the area of management systems.

Rule # 1    Use only words with positive connotations
Words can create an emotional response in readers’ minds. Some words can remind the reader about a situation or circumstances connected to positive or negative emotions. Our goal in quality communication is to work through cooperation and mutual understanding. To achieve this goal we want to make readers’ responses 100% positive. We suggest using only words with positive connotations, those that would be less likely to trigger “fight or flight” response in our reader’s minds.

What words to use and what to avoid?  
More practical tips in our best selling training course Audit Interview: Learn Journalists' Secrets.

Wednesday, July 3, 2013

ISO 9001 for Small Businesses

Accounting for more than 95% of the world’s businesses, small and medium size companies play an important role in the modern day economy.

To satisfy the needs of small and medium businesses, ISO published a guide ‘ISO 9001 for Small Businesses What to do’.

The document follows the structure of the Standard and is focused on practical tips and advice form the experts. You can preview the publication here.

There are many ways how small businesses can benefit from using a quality management system from increased efficiency of operations to the opening up of export markets and increase of customers confidence.

Looking to develop the Quality Management System beyond the ISO 9001:2008? Learn about  ISO 9004:2009, Managing for the sustained success of an organization – A quality management approach in our updated training course Fundamentals of Business Sustainability.

Check out our fully customizable quality manual templates and procedures:

ISO 9001:2008 Quality Systems Manual and Procedures Templates Bundle

AS 9100 Quality Systems Manual Template

Wednesday, June 26, 2013

I’m moving.

Which has me thinking about the process of moving. (Trust me: Thinking about the process of moving is infinitely more fun than the actual work of attacking and packing up that junked out storage closet.) So go with me here....   
In a fundamental way, the act of selling your house, packing your stuff, finding a new place to live, moving your stuff, and unpacking your stuff so you can settle in and get back to your life again, well, it’s fundamentally just another project.
It has mission and goals tied to overall strategy, and it has phases and methods and detailed tasks that must happen in a specific order. And just like any other project you might work on in your professional life, the process of pulling up sticks and moving your household will run more smoothly if you obey and organize around the principles of effective project management.

Every project has specific phases. These are initiation, planning, implementing, controlling, and closing. If the project is long and complex, you will repeat each of these phase activities inside each of the larger implementation phases. If the project is straightforward and simple, you’ll plan to breeze through the activities. Trust me though, there isn’t a project on the planet, personal or professional, that can skip over any of these core phases.

My grandmother used to tell me “Start the way you mean to go on.” I think she meant cleaning up the kitchen or doing my homework, but she was ever so right about moving and about project management too. In my moving adventure, the initiation phase kicked off the morning I looked at my husband and said “I’m bored of living in suburbia.” Three years later the house is finally sold, we are starting to pack up, and yet I still remember that “Are you crazy?” look across the breakfast table.

The corporate equivalent is the brilliant software developer with a crazy idea for some new functionality that will be oh, so cool. But by the time the organization rallies around the possibilities of commercializing the cool idea, too much time will pass, and the project manager assigned the project will be being pressed by senior leadership to find ways of accelerating the entire remaining project. This is an absolutely immutable law: The faster you can move from concept idea through the initiation phase to kickoff and the beginning of planning, the more effectively you can bring the project to successful completion.    

As I contemplate packing that storage closet I’m reminded that if we had committed to moving sooner, I would have been packing sooner, and I’d be better organized and able to sell, give away, or put in storage more of our stuff. But now, with only a few weeks left, I’m forced to pull out the big plastic garbage bags and start pitching. Our family has spent so much time talking about moving without actually moving that I’m already bored again and have lost my enthusiasm for the whole move-to-the-city project.

The same will happen corporately if you take too long to jump on an important innovative idea; your key people will jump, mentally if not physically, to the next compelling idea. Go fast and focused at the very beginning of a project and save the time talking for all the doing that will need to happen later on. Otherwise all the functionality that you wanted to sell to senior management, or transfer into other projects, or store for the next iteration, well, you’re out of time and you’ll not be able to get those items included in this project. It’s the project equivalent of dumping your storage closet stuff into green plastic garbage bags. And when the product hits the market, or the new system gets deployed, the press or your customers will criticize you for releasing a product that doesn’t feel finished or a system that is missing key functionality. The project simply won’t feel successful without a proper disposition of all that functionality.

What must you do? Simply: Evaluate every idea immediately. It’s either good enough to move forward with, or it’s not. If you are a professional project manager, your job is to drive everybody forward right from the beginning of initiation, not just in the later phases of the project. The harder you drive now at initiation, the less hard you have to drive the team later in implementation when folks are tired, bored, and maybe even burned out.
If you want to get the project finished quickly, and keep the driving forward pressure amped up throughout the whole project life cycle, then get into and out of the project initiation phase fast.

Right now.
Start the way you mean to go on.
Don’t end up standing there in front of the project storage closet holding a garbage bag because you’ve run out of time.

More stories, examples, and project management tips in Quality and Project Management training course.

About the Author

Karen Creditor has practical experience as a project management executive who has lead project management offices and successfully managed million dollar technical programs for enterprise level companies, including Monsanto, Peabody Energy, Research in Motion, and Marsh Company.
Karen also is an inspiring teacher, passionate about applying new learning to achieve business and personal success. She has taught in the Applied Science and Engineering Programs at Washington University in St. Louis and Conestoga College Institute of Technology and Advanced Learning in the Department of Business.

Thursday, June 20, 2013

Karen’s Project Management Tips

Resist the urge to produce something, anything before the team understands the goals of the project.

At the beginning of every project, there is pressure to show something, anything to prove there is movement. The pressure can be subtly cultural or overt and obnoxious, as in “So what has your team actually been doing??!!” The best project managers push back against creating any work product until the goals and objectives of the project are well understood. I’m not suggesting waiting months to show progress, but taking an extra few days or weeks at the very beginning to set a proper direction is always time well spent. Project managers have a responsibility to their teams to shelter them and to seek the answers required to move forward.

About the author

Karen Creditor teaches Quality in Project Management: Navigating ISO 21500 Training Course @ Centauri Business Group Inc.

More project management tips in the free download.

Let us know what you think: 

 • What are your top five project management tips? Please share them.

Tuesday, June 11, 2013

5 Ways to Improve Quality Culture of Your Organization

Every organization has a culture which is influenced by its leaders and adapted by its employees.  An organization that focuses on Quality in its culture will benefit in many ways. It will improve efficiency and thus will be able to meet their customer needs more effectively. The solidly defined processes will facilitate decision making based on evidence. Transparency and honesty will increase staff morale.

Quality culture of an organization can be defined as a commitment to quality environment, products and processes. Quality culture can and has to be constantly improved.

Regardless of level in the organization, you can play a part in its culture.

1.    Lead by example; promote positive values through consistent decision.
2.    Establish and maintain a positive quality culture through regular training and
educational sessions.
3.    Cultivate in the personnel a sense of pride of belonging to the Company. This will activate the effort and initiative.
4.    Make communication in the workplace more effective. Efficiency will result in respecting the Customers’ time and understanding their needs.
5.    Maintain consistency with regards to the products and services. This will build long term relations with the existing customers and open the ways of acquiring new ones via referral processes.

What is your Company's Quality Culture? How do you improve it?

Thursday, May 30, 2013

Sustainable resource use. Case study.

Litecontrol is a Massachusetts based company that provides commercial and educational lighting products.

In over 75 years the Company evolved from the early innovations in wall/slot lighting, to today's advanced LED fixtures.
As the biggest environmental impact of lighting is the energy used during operation, Litecontrol designs their fixtures with the latest optical and thermal techniques to achieve 85-95% efficiency ratings that allow saving energy.
LiteCycle wiring, developed exclusively for Litecontrol, eliminates the PVC-based wiring material used by other manufacturers. 

A broad view of what constitutes a quality product and a quality lighting manufacturer brought Litecontrol to earn the lighting industry's first Cradle to Cradle Silver Certification for all products manufactured in Plympton, MA factories in 2008.

Cradle to Cradle is the leading "green" certification program using a multi-criteria approach to address product design and manufacture from a broad-based sustainable perspective.
Cradle to Cradle Explained:

More sustainable resource use case studies in our training course Social Responsibility and ISO 26000:2010

Tuesday, May 7, 2013

Thinking about powerful procedures? Think badge-size.

Being concise matters. Thirty-second commercials sell. Pictures overpower words. Catchy slogans stay in the mind of consumers.

Many would agree that instructions, quality procedures and company policies, should also influence, empower, and drive exceptional results. Unfortunately, in many cases these documents remain either unused or underused. 

To illustrate this I’ll give an example taken from my ISO 9001 external audits conducted a few years ago when paperless office was still a novelty.
It was quite usual that my interviewee would start our discussion by reaching for a thick dusty folder that was titled “ISO 9001 Documentation”. The folder contained a set of mandatory quality management procedures as well as lengthy and detailed process descriptions and work instructions relevant to the audited areas. We both sneezed as dust puffed up into the air and I made a note that the folder had not been touched since my previous visit to that company. In other words, the company didn’t really use these documents for any other purpose but to be reviewed during audits. These documents didn’t bring real business value as they failed to serve their internal users.

Why do so many documents remain underused or unused? 
There are several reasons for this.
First of all, employees are getting increasingly overwhelmed by the amount of information which comes to them as emails, text messages, internal posts, and many other sources. They just don’t have time to read everything that comes their way, especially lengthy instructions. A typical employee only scans the document to find details which may require more attention. 

Secondly, the average focused attention span of a healthy adult is 30 seconds, which is enough to read about 50 words. To hit the first mark, the document should be a size of a smart-phone screen and contain only essentials such as milestones, critical quality elements, and the like. Low level details can either be left to professional discretion, provided during training, or kept in brief help boxes if the document is maintained in electronic format. There are much better ways of designing e-documents than duplicating the look of paper-based ones.

Overall, the employee should review all relevant instructions within 20 minutes which is the average sustained attention span of a healthy adult.

Still have doubts that conciseness is very powerful? 
The world's leading brands have switched from lengthy customer satisfaction questionnaires to a Net Promoter Score which has just one simple question "How likely are you to recommend this business / product to a friend or colleague?" This is just one more example to illustrate that conciseness can drive business results.

About the Author:
Natalia Scriabina is a President of Centauri Business Group Inc. 

She is responsible for overseeing the portfolio of training courses and strategic partnerships at CBG Inc.

Natalia has a background in training, consulting and auditing. Natalia authored and co-authored a number of publications on quality management, innovation management, social responsibility, business sustainability, and related topics.

Read more about Natalia’s publications.

Let us know what you think:
  • Does your company use lengthy or concise documents?
  • Have you ever seen or used a “one-page” document rule?
  • In your opinion, what is the best size and optimal level of detail to maximize the business value of a document?

Tuesday, April 30, 2013

ISO 9000 Quality Management Online Collection Pros and Cons

Looking to implement a quality management system in your organization?
Want to make sure your products and services meet customers' needs?
The best-selling ISO 9001:2008 is now available in the Online Collection with 18 other standards of the ISO 9000 Family.
For a flat fee of CHF 375,00 per year you will gain access to the Collection of Standards and always have the most up to date content.

  • Effective navigation between the Standards that cross-reference each other;
  • Regular updates with the most recent changes, amendments, and withdrawals;
  • Easy access from any PC, tablet or a smart phone;
  • Free information (parts of the standards including introductions, terms and definitions)
  • No offline access
  • No printing and sharing
  • After the subscription expires, the full standards will no longer be available in your library 

Thursday, April 25, 2013

Corporate Social Responsibility at Starbucks - Case Study

Starbucks Coffee Company started in Seattle, WA, in 1971. Today it has over 17000 stores in over 30 countries, and growing.

Starbucks is committed to buying and serving high-quality coffee that is responsibly grown and ethically traded.

In 2001 Starbucks in conjunction with Conservation International developed socially responsible coffee buying guidelines called C.A.F.E. Practices (Coffee and Farmer Equity Practices) that contained 28 specific indicators five focus areas: product quality, economic accountability (transparency), social responsibility, environmental leadership in coffee growing and environmental leadership in coffee processing.
As a result, 93 %  of coffee was 'ethically sourced' in 2012.

Watch the video and find out how Starbucks builds sustainable relationship with it's suppliers by making investments that benefit coffee producers, their families and communities, and the natural environment.

More case studies in our Social Responsibility and ISO 26000 online training course

Tuesday, April 23, 2013

Communication for Quality Professionals, ASQ Kitchener, April 24th 2013

Have you ever had a problem communicating with someone? Have you tried to get your point across and just not been able to make the other person understand what you mean?

While communication disconnects can sometimes create amusing situations, these situations shouldn’t adversely effect how work is perceived. Most authorities agree that good communication skills enhance productivity and contribute to a positive workplace culture. Ability to communicate ideas, vision, goals, and objectives can improve professional credibility and increase influence.

Communication for Quality Professionals addresses three particular communication areas:

One                Achieving clarity in your writing
Two                Achieving clarity in your presentations and
Three             Achieving clarity in your interviews

Communicating clearly in these three areas can help to improve professional performance and skills of quality professionals.

Natalia Scriabina and Joyce Parsons present @  Communication for Quality Professionals, ASQ Kitchener on April 24th 2013.