Hubungan ISO 9001 dan Baldridge
 |
| Nyoman Tjager Pembina IQAF |
Biasanya pertanyaan pada orang yang baru kita jumpa atau sudah lama kenal dari baru jumpa lagi adalah soal aktifitas atau kerja kita sekarang apa ? Sebagai seorang yang aktif IQA Foundation pertanyaan adalah sebagai kesempatan emas untuk "jualan Baldridge". Masalah yang ada pada saya adalah barang dagangan saya itu masih sangat asing di masyarakat umum, hanya dikenal di komunitas yang mendalami soal "manajemen mutu", sehingga memerlukan cara agar bisa singkat dan membuat yang mendengar menjadi menarik.
Banyak komment yang saya terima seperti :" ooh semacam ISO ", " Kita sudah menerapkan ISO jadi nggak perlu lagi Baldridge", " ooh saya sudah mengerti Baldridge karena baca dari buku/ majalah atau ikut seminar"dan lainnya yang cukup membuat telinga menjadi panas. "Padahal memahami Baldridge secara dalam memerlukan perjalanan proses cukup panjang dan renungan yang dalam !", menurut saya.
Karenanya saya lebih senang kalau berjumpa para High Level di Organisasi atau katakanlah Owner dari organisasi itu, karena umumnya mereka sangat perduli pada masalah performance organisasinya dan lebih membuka diri dan menawarkan untuk memberikan presentasi di kantor mereka.
Untuk pertanyaan "Apa bedanya dengan ISO atau metode lainnya?". Dibawah ini kami copy tulisan dari Blogrige NIST.
Dibawah ini saya copy tulisan yang diposted december 11, 2014 oleh Dawn Bailey Blogrige NIST yang judul dari judul-nya akan menjawab pertanyaan yang timbul dalam benak pembaca, mudah- mudahan akan bermanfaat dan menambah wawasan dan bagi saya tentu akan lebih efektif dalam menjual Baldridge.
How the Baldrige Criteria Complements the Next ISO 9001 Revision
Posted by Dawn Marie Bailey
According to a recent
IndustryWeek article, the 2015 edition of ISO 9001, the standard on quality management systems, is nearing completion with three focus areas:
- The process approach will strongly emphasize that the quality
management system has to be woven into and fully aligned with an
organization’s strategic direction.
- Superimposed on the system of processes is the PDCA
(plan-do-check-act) methodology, which will apply both to individual
processes, as well as the quality management system as a whole.
- An overall focus on risk-based thinking aims at “preventing undesirable outcomes,” such as nonconforming products and services.
At the Baldrige Program, we’ve interviewed several experts on the complementary usage of ISO and the
Baldrige Criteria for Performance Excellence, including Luis Calingo (“
Better Than ISO? How Baldrige Benefits Manufacturers“) and
Ron Schulingkamp (“
Baldrige and ISO QMS: A Complementary Relationship“).
To me, the 2015 ISO focus concepts are reminiscent of the Baldrige Criteria. For example,
- The Baldrige Criteria guide an organization to align work systems
and learning initiatives, as well as core competencies, with its
strategic directions as part of planning. In fact, the Criteria build
alignment across the organization by making connections and reinforcing
measures derived from processes and strategy.
- In the Criteria, PDCA is called out as a common process improvement
approach within category 6. A key element of this category is improving
processes to achieve better performance—better quality from customers’
perspectives and better financial and operational performance. In fact,
the learning that comes from PDCA is key to how the Criteria are used to
evaluate processes. The Criteria encourage organizations to choose the
tools (e.g., ISO, PDCA) that are most suitable and effective for an
organization in making improvements.
- Measuring product performance (e.g., defect levels, service errors)
is part of Criteria item 7.1. Such product and operational performance
results demonstrate product and service quality and value that lead to
customer satisfaction and engagement.
The Criteria also cover risk-based thinking—intelligent risks, a
concept introduced in the 2013–2014 Criteria. “Identifying strategic
opportunities and intelligent risks is part of strategy, and pursuing
the intelligent risks must be embedded in managing organizational
operations.” Innovation can result from such pursuit; the Criteria
encourage organizations to use creative, adaptive, and flexible
approaches to foster incremental and breakthrough improvement through
innovation.
In what ways do you think that the 2015 ISO 9001 edition and the Baldrige Criteria will be complementary?
Note: The 2015–2016 Baldrige Criteria for Performance Excellence will be available December 16.
Baldrige and ISO QMS: A Complementary Relationship
Posted by Christine Schaefer
How is a company to decide whether to use the Baldrige Criteria for Performance Excellence,
the International Organization for Standardization (ISO) 9001: 2008
Quality Management System (QMS), or both? To explore some key
distinctions between the comprehensive business model provided by the
Baldrige framework and the quality management system provided by ISO, I
recently talked to someone who has used both in his work. He also has
taught and presented on the value of each and the relationship between
them.
Ron Schulingkamp, ScD, MQM, MBA, has
taught business leaders and MBA students alike about the Baldrige
Criteria. As the senior strategic consultant for DM Petroleum Operations
Company for more than a decade, Schulingkamp helped senior leaders
transform the company into a high-performing organization that earned
the Baldrige Award in 2005. As a visiting assistant professor in the
College of Business of Loyola University in New Orleans, Schulingkamp
has taught graduate business students how to use the Baldrige
Criteria—which he describes as a “holistic, systems-based,
high-performance business model”—to assess the performance of
organizations, including local government organizations and companies
where his students are employed.
- Ron Schulingkamp
Schulingkamp also has conducted quality
audits in the petro-chemical industry using ISO standards. He keeps
abreast of revisions to both the Baldrige framework (updated every two
years) and the ISO 9001: QMS standard (last issued in 2008, with a
revision coming out in 2015).
The body of ISO 9000 standards includes
ISO 9001: Quality Management System (QMS), which focuses on product and
service quality for the customer. Schulingkamp noted recently that the
ISO 9001: QMS is a systems approach based on systems thinking about
management and that it encompasses all the processes and
interconnections between the supplier and the customer. He also noted,
however, that it doesn’t address the rest of the organization (e.g.,
health and safety, risk, financial, innovation, and environment—although
there are separate ISO standards for those areas).
He said he often recommends
organizations start with the ISO 9001: QMS because “if properly
implemented, it will provide the CEO and senior leadership team with a
mental model for management based on an organizational system, not a
functional silo.” He added, “Often when senior leaders first read the
[Baldrige Criteria], their response is, ‘Where does it tell me what to
do?’ The concept of a nonprescriptive, interrelated, systems-based
business model is contrary to teaching in most business schools.” Why
so? Schulingkamp explained, “The typical professor in business school
is an expert in a very specific field of study. Business leaders usually
have studied with brilliant professors in accounting, economics,
marketing, management, statistics, etc. But it is rare for a business
professor to be an expert on the interrelationship, alignment, and
integration of business systems. In fact, few business schools teach
‘quality management’ beyond the level of an overview course.”
To highlight differences between the
Baldrige business model and the ISO 9001: QMS, Schulingkamp starts with a
comparison of the Leadership category of the Baldrige Criteria and the
Management Commitment clause of ISO:9001 QMS. He explained that senior
leaders (in particular, the CEO), are responsible for developing
management systems and creating value. “We know from ancient
philosophers such as Aristotle to modern management gurus such as W. Edwards
Deming—plus hundreds of contemporary practitioners, researchers, and
authors—that leadership is the key to improving organizational
performance,” said Schulingkamp. “Deming wrote and often spoke about the
role of senior leadership and the importance of leaders’ understanding
of systems thinking. For example, in his 1993 book The New Economics for Industry, Government, and Education,
he described his “System of Profound Knowledge,” a powerful construct
that consists of four important concepts: (1) an appreciation of a
system, (2) understanding of variation, (3) psychology and (4)
epistemology, or a theory of knowledge.”
As Schulingkamp sees it, the ISO 9001:
QMS “provides the structure and prescription for senior leaders to begin
the process of understanding the organization as it relates to the
customer.” Schulingkamp pointed out that, in comparison to the Baldrige
framework, the more prescriptive nature of the ISO 9001: QMS is
demonstrated in the “shall” statements of its requirements. “The
Baldrige framework provides a holistic, systems-based business model
that builds alignment across the organization by making connections
between and reinforcing organizational systems, processes, strategy, and
results,” he noted.
To underline one difference,
Schulingkamp raised the question, “How does ISO help you with strategic
planning?” He pointed out that the ISO QMS standard asks about quality
plans, but not strategic plans. In contrast, the Baldrige Criteria ask
about strategy development and strategy implementation, which encompass
systematic approaches for developing strategic objectives and action
plans, implementing them, changing them as needed, and measuring
progress. ISO also doesn’t ask about development of your workforce or leaders, Schulingkamp added.
“If you fully implement the ISO 9001
QMS, you may be getting at less than half of what Baldrige asks about,”
he said. Illustrating the point, he described his experience in
conducting ISO audits for petro-chemical companies; in particular, when
he asked about customer complaints, businesses asked him what that has
to do with ISO. “Although ISO requires the measurement of the quality
management system processes and analyzes conformity to customer
requirements and customer satisfaction, it is not unusual for an
organization to focus on the customer requirements and miss the
opportunity to manage the customer relationship,” he said. In contrast,
the Baldrige Criteria in effect ask for the organization to have a
holistic approach to building long-term customer relationships, which is
part of a customer relationship management system. Specifically, the
Baldrige Criteria ask “how your organization engages its customers for
long-term marketplace success, including how your organization listens
to the voice of the customer, builds customer relationships, and uses
customer information to improve and to identify opportunities for
innovation.”
Another difference from the Baldrige
framework, according to Schulingkamp, is that ISO does not specifically
address learning or integration. “ISO addresses continual improvement as
it relates to the QMS, which may infer learning, but is not really
learning,” he said. In contrast, he pointed out that the Baldrige
Criteria address learning by asking about new knowledge or skills
acquired through evaluation, study, experience, and innovation. The
Baldrige Criteria also refer to two distinct kinds of learning:
organizational and personal, he added. “The Criteria refer to
organizational learning as learning achieved through research and
development, evaluation and improvement cycles, ideas and input from the
workforce and stakeholders, the sharing of best practices, and
benchmarking; the Criteria refer to personal learning as learning
achieved through education, training, and developmental opportunities
that further individual growth.”
Based on such differences, Schulingkamp
values ISO as a “first step” toward a systems perspective and toward
stimulating systems thinking by a senior leadership team. He sees in the
tiered bands of the Baldrige scoring system a way to view the
relationship between ISO 9001: QMS and the Baldrige Criteria; in this
context, Schulingkamp sees use of QMS as a beginning approach in the
lower bands. “The value of ISO [QMS] is that it teaches you about
organizational systems, which is helpful to understanding Baldrige,” he
said.
To depict the complementary way a
business can use both the Baldrige Criteria and ISO standards to ensure
product quality and overall performance excellence, Schulingkamp
suggested this analogy: “the Baldrige framework is like the blueprint of
a building, with ISO used for specific systems within the building such
as electrical and air conditioning systems.”
Jakarta Oktober 2016 . di copy dari Blogrige NIST dan dari http://iqaf.org . frits .i.m
Posted by Christine Schaefer
