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Common Errors made in ISO 9001 Quality Systems in Mexico

Common Errors made in ISO 9001 Quality Systems in Mexico

Below are 12 commonly made errors in ISO 9001 quality systems in Mexico that manufacturing professionals should be aware of.

In order to be successful in the implementation of ISO 9001 quality systems in Mexico, companies must incorporate a conscious recognition of quality principles into all of their processes, products, and services throughout all levels of the organization.  Success in identifying often repetitive and recurring mistakes and correcting them, depends upon the successful building of a culture of company quality.

Among the commonly made errors in ISO 9001 quality systems in Mexico are:

A lack of participation in the implementation process

Some companies delegate the implementation of a Quality Management System (QMS) to external consultants.  Once ISO 9001 certification has been obtained, consultants often do not participate in activities that include the monitoring of the QMS that has been put into place. 

The design, implementation, and monitoring of ISO 9001 quality systems in Mexico cannot, and should not, be alien to staff level personnel within the organization or among the company’s Senior Management.  When the implementation of the system is being executed by an external consultant, quality professionals from within the organization must engage in the process and participate fully. 

The adaptation of procedures from other organizations 

Success in the implementation of certain procedures in a given organization may motivate others to incorporate them into their own ISO 9001 quality systems in Mexico.  These is sometimes done without analyzing their potential effects or outcomes.  

Procedures that produce positive results in one organization may represent an obstacle placed in the pursuit of total quality in another.

A failure to document inconsistencies

 ISO 9001 audit processes are primarily intended to identify inconsistencies and system failures.  However, if such occurrences are not thoroughly documented, the necessary corrective actions may not be taken.

An insufficient frequency of audits

Especially at the initial stages of the deployment of ISO 9001 quality systems in Mexico, audit reviews should be frequent.  Annual QMS audits are insufficient.  To maximize their effectiveness Senior Management and all of the organization’s quality professionals must be involved.  Audits should be viewed as one of an organization’s valuable learning tools.

Addressing all recommendations from an external auditor

The decision to whether or not act on a recommendation from an external auditor should be addressed with a view towards cost-benefit.  While some recommendations may truly contribute to improving ISO 9001 quality systems in Mexico, others may not be justified.  Keep in mind that external auditors have no first-hand knowledge of the particularities of an organization’s internal processes.

The use of fear as a tactic

A company’s compliance with ISO 9001:2015 must result from a process of awareness by which a quality of culture is built.  Coercive measures that ensure that each and every member of an organization complies with the standard will always be counterproductive.

A loss of objectivity

Small system failures of ISO 9001 quality systems in Mexico do not warrant fixing the blame on an organization’s team member.  The real goal of identifying and solving problems must always be the focus of quality personnel’s efforts.

A lack of training

ISO 9001 systems require continuous and frequent training.  Valid reasons for educational sessions and system feedback include the need to train new employees, the change of positions within an organization, and changes and adjustments to the system.

A failure to observe all areas of an organization through the lens of the same criteria

In manufacturing facilities in Mexico, companies often concentrate their audit energies in the area of production.  Quality personnel must make the same effort in deploying resources to review other areas of the company’s activities such as human resources, accounting, and general services.

An insufficient commitment to the ISO quality system in Mexico by Senior Management

Although professionals in quality management are usually highly qualified specialists, it is impossible to achieve all the objectives of the standard without the definitive commitment of the Senior Management of a company. 

An attempt to achieve perfection

It is important to point out that ISO quality systems in Mexico are implemented by human beings.  Therefore, they will never be perfect.  These facts justify the need for frequent and comprehensive audits.  Organizations must realize that mistakes will always be made.

The belief that the costs of ISO 9001 quality systems in Mexico are excessive

To the extent that the system will always require oversight and adjustment, it will demand the expenditure of economic resources.  Any cost-benefit analysis of an ISO 9001 quality system in Mexico will reveal that funds that are utilized to implement the standard should not be considered an expense but, on the contrary,  should be seen as an investment.

 




 

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