Lean was pushed much harder by aerospace management than the earlier programs were. In some companies, lean achieved the status of a cult religion. Individuals who embraced the program, or just wanted to please management, got on the “lean bandwagon.”

Quality Remix: More on Quality - More on Management

March 22, 2010

By Douglas Burleigh

6 Comments

My previous two columns have sparked some interesting and lengthy discussions on LinkedIn. The central themes of these columns addresses whether quality should be an independent function, and whether putting someone in charge of quality who has no experience in the field demonstrates a lack of respect for quality. These themes are closely related.

Quality Remix: More on Quality - Quality Mismanagement

January 26, 2010

By Douglas Burleigh

4 Comments

Quality departments are sometimes used as a dumping ground for unwanted or failed managers and being sent to QA may be viewed as a career dead end. The only qualification these people possess is that they are viewed as compliant and loyal to upper management, and they will do whatever they are asked in order to keep their jobs.

Quality Remix: More on Quality - Independence

December 21, 2009

By Douglas Burleigh

11 Comments

QA must be independent of manufacturing and production. When quality is located under manufacturing or production engineering in the organization chart, there is at least the appearance of a conflict of interest.

Quality Remix: More on Quality - A Debut Column

October 19, 2009

By Douglas Burleigh

One Comment

This new blog, which will be posted the last week of every other month, will deal with issues of technical competence and ethics as they affect quality. It will address what is wrong with some quality organizations, how they have gone astray, and what the effect is of their failure to fulfill their responsibility.

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A Practical Field Guide for ISO 9001:2008

The purpose of this field guide is to assist organizations, step by step, in implementing a quality management system (QMS) in conformance with ISO 9001:2008, whether from scratch or by transitioning from ISO 9001:2000. It examines each sub-clause of Sections 4–8 of ISO 9001:2008, which contain the requirements, and gives a list of the documentation/documents required, internal audit questions, a summary of management’s responsibilities, and a flowchart of the steps that need to be undertaken to satisfy the requirements.

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