The Draft International Standard (DIS) version of ISO 14001, which specifies requirements for environmental management systems, is now available. ASQ is providing ISO/DIS 14001:2015 to stakeholders based in the United States, with the condition to review and provide comments to prepare the U.S. position.
Comments will be accepted until October 19, 2014.
Email firstname.lastname@example.org to request a copy for review and submission of comments.
We are what we repeatedly do. Excellence, then, is not an act, but a habit.
Curious that we spend more time congratulating people who have succeeded than encouraging people who have not.
In the Summer 2014 Government Division News, a member-benefit publication of the Government Division, Jane Washburn details how New Brunswick’s public service has undertaken a cultural change that has increased efficiency and accountability, improved services to the public, and streamlined administration.
Difficult things take a long time; the impossible takes a little longer.
BOOK OF THE WEEK
by Salman Taghizadegan
This book develops a dynamic program to meet the requirements of a Master Black Belt (MBB) and covers the necessary skills for leading a company in a quality improvement initiative.
'What is our business?' is not determined by the producer but by the customer.
See how the Pewaukee School District in Wisconsin has used the Baldrige framework and examiner feedback as it has embraced a systematic problem solving culture over the past ten years, resulting in innovative solutions for serving students, as well as a 2013 Baldrige Award.
Read the case study.
The only thing that counts as a mistake is doing it twice.
Larry Roberts, quality control manager, CMC Howell Metal
Customer needs and satisfaction are constantly changing targets.
JOURNAL FOR QUALITY AND PARTICIPATION
Quality control is applicable to any kind of enterprise; in fact, it must be applied to every enterprise.
BOOK OF THE WEEK
by Henry Mintzberg
This book presents key learnings from observation of twenty-nine managers in settings ranging from a refugee camp to a symphony orchestra. It considers the intense dynamics of the job of managing, as well as inescapable conundrums, such as the following:
• How is anyone supposed to think, let alone think ahead, in this frenetic job?
• Are leaders really more important than managers?
• Where has all the judgment gone?
• Is email destroying management practice?
• How can managers connect when their job disconnects them from what they are managing?
Think quality and do quality to be quality.
Karen L. Hansen, assistant director, Quality Assurance & Compliance, Allied Community Resources