The document summarizes a presentation by Chad Kymal on implementing ISO 9001:2000 in a way that increases value and reduces lead time. Kymal discusses common roadblocks in implementation and how to prevent them. He also outlines steps to transition from the 1994 standard, create value from the implementation, and drive culture change and savings quickly through a structured implementation plan and use of quality management software.

1. ISO 9001:2000 Implementation – Increasing Value and Reducing Lead Time - Removing Implementation Roadblocks Chad Kymal, CEO Omnex © Omnex All rights reserved

6. Omnex Systems EwQMS Suite of Integrated Modules

8. ISO 9001:2000 Requirements and Deadlines

9. ISO 9001:2000 Process Model

10. ISO 9000 Series of Standards Terms and Definitions Guidance QMS Requirements ISO 9000:2000 ISO 9001:2000 ISO 9004:2000

12. Steps to ISO 9001:2000 Implementation

14. ISO 9001:2000 Roadblocks and Prevention

16. Transitioning from ISO 9001:1994 - Key Differences

19. Providing Value In ISO 9001:2000 Implementations

22. Creating the culture change and the savings quickly

27. Month 2 to 4 – Implement Software Modules 4.1, 4.2 building the process model, review of process metrics and managing process variation. 4.2 document management. 5.1 - 5.4, 6.1 managing customer expectations, customer satisfaction, continual improvement, and data analysis. 5.5 6.2, 6.4 human performance management functions, competency, training management and satisfaction surveys 6.3 preventive and reactive maintenance. 7.1 project management. 7.1, 7.3 APQP, PPAP processes 7.4, 7.5 document management. 7.5 preventive and reactive maintenance. 7.4, 8.2.2 internal and external audit function with a focus on process improvement. 7.6, 8.4 calibration and measurement systems analyses. 8.2.1 human performance management functions, competency, training management and satisfaction surveys 8.2.3, 8.4, 8.5 managing customer expectations, customer satisfaction, continual improvement, and data analysis. 8.5.2, 8.5.3 document management. Process Pro Document Pro BOSS HR Pro TPM Pro Project Planner AQuA Pr Document Pro TPM Pro Audit Pro MSA Pro HR Pro BOSS Document Pro

28. Process Focus - Process Pro

29. The process flow shows the linkages between each step within the process. You can then click to see the process flow definition.

31. Business Management System Control Plan – Example A

32. Customer Focus and Continual Improvement - BOSS

33. It all starts with the customer

34. Quality is what the customer says it is! Multiple customers and multiple expectations categories.

35. You can then align customer quality expectations with company driven process improvement activities. EwQMS helps you measure key processes.

36. OFI’s can trigger improvement proposals so the team can make adjustments to the process.

37. If results indicate further analysis, team meetings can be held to determine OFI’s.

38. Data for process measurables is kept within the EwQMS system for analysis and continuous improvement activities.

39. Excel data can also be imported using Data Exchanger, an EwQMS tool giving you total flexibility in data collection.

40. You can then use the EwQMS report generator to report detailed information on a variety of process metrics.

41. EwQMS drill down functionality allows management to quickly find the root cause of process variation.

42. Again, EwQMS visual management tools allow easy interpretation of metrics data.

43. Improvement proposals can be documented and tracked against results.

44. Documentation – Document Pro

48. Audit Pro