Get the certification price right

I was taught when it comes down to selecting a product or service, base your decision on price, quality, service.  Then remember that you can only ever have two of these three of these attributes.  So today, let’s focus on price.  No two certification providers supply their schedule of fees in the same format.  Much the same way as no two consultants will provide you with a proposal in the same format.  However, a certification services provider really only has a finite number of components to their costing and therefore should be able to have a direct comparison made.  Here are some of the ‘words’ used when quoting fees; application fee, administration fee, annual licence fee, additional certificate fee, gap analysis fee, stage 1 fee, stage 2 fee, document review fee, certification audit/review fee, accreditation levy, post certification / surveillance fee, triennial audit / recertification audit fee, follow up audit / nonconformance audit fee, travel time fee, travel expenses, cost recovery fees, etc.
Nearly all providers charge on a fee for service basis which normally means the provider over services.  At least one, structures around fix fee, paid in advance.  Only one charges for intra-metro travel, some charge intrastate, most charge interstate and international.  All will charge you extra for a nonconformance or follow up audits.  Most will increase their fees by CPI each year.  All will review their fees just before or after each 3-year certification cycle.
The best way to evaluate them is to set up a matrix that allows multiple variations in fees and terminology.  Then add weighting factors for customer service, reporting, penalty clauses, etc and then it all be just up to just how damn good they can be with their customer service and their quality management processes.

Dope

Yes, I thought that might grab your attention.  In my next volume of blogs, I am not going to tell all.  Nope.  No way.  So don’t look for it here either.  The purpose of the subject line is….. never tell a dope, he (or she) is a dope.  A very nice rule of which there are numerous reasons for not doing so.  Here are a few of my personal favourites as to why.  1) they just won’t believe you.  True dopes just won’t get it, so don’t even try.  2) it can make them angry.  Especially if they are emerging dopes or should I say degenerating dopes, who still grasp some reality and when exposed as one upsets them.  3) it will start an argument on the topic at hand.  This becomes a monumental waste of time as you slowly begin to realise that it is the same as mud wrestling with a pig.  After a while you work out the pig is enjoying it and so is your dope.  4) dopes don’t want help.  By definition they don’t.  they just want to exist and blame everything on everyone else but themselves.  And my last reason is 5) a clever dope (yes an oxymoron) will make your life hell, should they get over their apathy and decide to take their revenge.

And so when deeply engaged in conversation on the very latest conspiracy theory or the blaming of natural disasters on a sacred purge or similar, no need to verbalise, no need to nod, just back away slowly and let the others take the brunt or if one on one with said dope, turn quickly and run.

Welcome to volume II - the next 50 years

Well at least the next 5 years perhaps or maybe even two years.  Yes, I have drawn the curtain on my first book.  From today, I begin working on the next volume.  I have nearly 400 a5 pages on my business thinking, my personal thinking and me the history (which I know was at times way too much info).  I have also started two other blogs / books based on quality and on umpiring.  And so the turning of these posts and rants into a meaningful book or two or three is now the challenge.  Grouping, deleting duplication, correcting my damn fine grammar and so on, should keep me busy for the next 6 months or so.  The really neat aspect of this will be the production of the various media for which to present my bodies of work.  The ol’ pdf format is an easy starter.  Then there are the e-pub formats for e-readers and of course the good ol’ paperback complimented by the ,limited editions of the hard cover version and a coffee table monster with the glossy pictures.  Yes, I am kidding about the last but not the others.  Once produced, the plan is to monetise the outputs through some clever online strategies underpinning a number of new personal / professional offerings which will be taken to market via virtuality and the ever reliable forum / mentoring / workshop models so that the face to face outcomes can be taken on the road to largely exotic locations and or cruise lines.  Hop on board and enjoy the ride.

Quality Objectives – part 1

Quality objectives are an integral part of a quality management system.  They are often misinterpreted by both the organisation and the certification body.  It is easy to understand why, especially with the frequency of mentions in the standard itself and the lack of prescription around them.  This makes them as diverse as the organisations trying to define them.  So, before I explore the wonderful world of quality objectives, here are the actual cuts and paste of quality objectives mentioned ISO 9001:2008;

4.2 Documentation requirements

4.2.1 General requirements

The quality management system documentation includes

a) documented statements of a quality policy and quality objectives,

5.1 Management commitment

Top management provides evidence of its commitment to the development and implementation of the quality management system and continually improving its effectiveness by

c) ensuring that quality objectives are established,

5.3 Quality policy

Top management ensures the quality policy

c) provides a framework for establishing and reviewing quality objectives,

5.4 Planning

5.4.1 Quality objectives

Top management ensures that quality objectives, including those needed to meet requirements for are established at relevant functions and levels within the Oberon Management Systems.  The quality objectives are measurable and consistent with the quality policy.

5.4.2 Quality management system planning

Top management ensures

a) the planning of the quality management system is carried out in order to meet the requirements given in 4.1, as well as the quality objectives, and

5.6 Management review

5.6.1 General

Top management reviews the organisation’s quality management system, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness.  This review includes assessing opportunities for improvement and the need for changes to the quality management system, including the quality policy and quality objectives.

6.2 Human resources

6.2.2 Competence, awareness and training the organisation will

d) ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and

7 Product realisation

7.1 Planning of product realisation

The organisation has planned and developed the processes needed for product realisation.  Planning of product realisation shall be consistent with the requirements of the other processes of the quality management system.

In planning product realisation, The organisation has determined the following, as appropriate:

a) quality objectives and requirements for the product;

8.5 Improvement

8.5.1 Continual improvement

The organisation continually improves the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review.

So now you know why it will take me at least 3 or so blogs to get on top of this topic!