This is a case on quality management that meets ISO 9001 requirements. It’s the first in a series of cases that are based on conversations with European companies. With this series we want to show the many ways companies work with management systems and processes.
80-90% of all ISO 9001 certified organizations were only certified because regulatory and/or customer pressure forced them into this. In such organizations the management system is often only on the agenda when an audit is coming up. At that time a few people scramble to update dated documents to reflect reality. Will the coming ISO 9001:2015 change this?
Businesses often slow when they reach 20, 30 or 50 people. Why? This post argues that it happens when operations gradually consumes most of the time to lead. The company never becomes process-driven.
The enterprise social networking tool Yammer is now used by more than 5 Million employees in 200,000 companies. Hundreds of millions of online conversations have taken place inside these companies. The question is if these conversations increase productivity?
When customers start demanding solutions and services rather than mass produced products, then this requires new organizational competencies and processes . See how a Process Community™ can support the implementation of new processes in a manufacturing company.
There is a saying that “the devil is in the detail.” It is indeed the detail that often makes the difference. It’s the detail that is the hard part. Success comes from attention to all the little details that make move things forward.
Modern companies focus on work-life balance. This article argues that the concept represents a false trade-off that we should not accept.