To start a business and have it up and running successfully, you will need to think of some realistic business management plans. If ISO 9001 is meant to be used as a business management tool, every employee in the organization should have a basic understanding of how the organization generates revenues, the flow of organizational processes and their order and understand their role as part of the overall collection of processes within the organization.
An example of this may be a sheet metal cutter that uses an industry specific tool for the nesting of cut jobs and an integration would be to prepare the quote in the business management system, send the measurements of the cuts to the nesting application and then after the cut has been performed to send back materials used and off-cut details back to the core stock control and accounting system.
If the process is not monitored and the nonconforming product rate goes beyond 2%, the organization would have to analyze the cause(s) and implement corrective action to get the final inspection process back in tolerance, but by this time the issue may be bigger, than if addressed at 1% and would have resulted in increased customer dissatisfaction.
Having to repeat that process adds no value to the customer nor the organization to have to repeat it. Again, the value is determined at the “output point” of each process, which it will be very difficult to achieve value if the “inputs” to the process are not understood upfront.
Once the processes are monitored through objective measurements, the organization can systematically drive continual improvement and growth by focusing on the right cause(s) of process performance issues, which will lead to business success and the ISO 9001 standard being used as the business management tool, as it is intended for.