TL 9000 IMPLEMENTATION TIPS
- Overview
- Aquisitions
- Contractural/RFP Issues
- Cost Benefit Analysis
- Documentation Control and Record Keeping
- Goal Setting and Reporting Results
- Internal Auditing, Auditors and Registrars
- Measurements Collection and Reporting
- QMS Implementation
- Quality Manual Development
- Registration Landscape
- Senior Leaders Roll and Management Review
- Subject Matter Expert Support
- Training
Acquisitions/New Units to the Registration
How did you accomplish bringing new units into the registration during your implementation?
- Alcatel
- TL 9000 implementation was a follow-on from original ISO 9000 registrations for both Alcatel and Rockwell (later acquired by Alcatel). Alcatel used the single TL registration approach to facilitate the integration of these 2 widely disparate companies. It made sense economically (one set of audits, one common QMS to bring people together).
- The reason for adding new units to the existing registration is to maintain the economies of scale of the single registration and to help the integration through building common languages, common QMS etc.
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- Lucent
Lucent did have to add a new organization in the midst of consolidating the supply change TL registration. The organization to be added was moved from another unit to the supply chain organization. As a result, there were different processes, practices and tools in the new group than were in the supply chain. Lucent needed to very quickly consider the following relative to the new unit:
- Should it be in the scope of the current registration or be added later?
- What were the gaps in processes, systems, tools and could they be filled in time?
- Was it necessary to completely integrate on the above or could they still be added to the registration with local practices? How could this be accomplished?
- Were there time and resources sufficient to make all the minimum changes absolutely needed to include them in the current registration consolidation efforts?
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- Nortel
The was the biggest problem is where there are overlap across units/product lines (e.g., services do more than 1 product line and have to point to other registrations.)
Adding new units has been a struggle. Where processes are not consistent, the quality documentation must allow for flexibility for different processes, and reflect such. They encourage folks to adopt common processes.
Another major problem is where one group will still need to support several registrations.
The issues are much the same as for registration consolidation, i.e., determining the need for common processes and policies versus local, identifying the gaps and what is needed to fill them.
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- Siemens
The objective Siemens ICN management set for their corporate quality organization was to bring both new acquisitions into TL 9000 registration by establishing TL 9000 Quality system efficiently and effectively. To begin with Organization reviewed several areas such as what market the new Acquisitions is in (e.g. high end complex market, low tech consumables etc), how they operate in different environment, what types of market has been captured (e.g. high market share VS starting up), do they have product life cycle (how they handle business proposal to end of life ), have they outsourced any services, existing customer relationships, key processes and culture of business, If and what type of quality system in place etc.
Once initial data gathering process was completed, quality organization conducted gap analysis through one on one with quality representatives from the acquisitions and then with the key players. Training was provided to cover requirements of TL 9000 and rolled out the communication with details of gap analysis. Gap analysis helped organization to understand who and where the training was needed.
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