So if you did a root cause on a finding and found that maybe you don’t have a defined process and you go ahead and you write a procedure or a process that would make your approach clearer, you know, we want to train the applicable employees to that process that you’re writing.
So when you submit a corrective action, you always want to submit the objective evidence along with it. What that means is you want to submit the process that wasn’t defined so whatever, if it’s a procedure or work instruction, and then you want to train the applicable people because you’ve just implemented a new process, you want to send those training records to the auditor because the auditors thinking about all of it, right?
How it affects everybody.
And they just don’t want to have you say, Oh yeah, we found the problem, we’re going to fix it. Yeah.
You’re going to say, Yeah, this is how we went through and fixed the problem.
Finding on right, right.
And I know that with our consultants here at Core, we have documentation, resources, training, and debt help in root cause analysis. Oh, absolutely. That really helps. When you do have findings.
You would be very, very surprised at how much we support our customers with addressing findings from an external audit or an internal audit. This could probably be a podcast in itself because root cause and corrective action is not a lot of people know how to do a thorough one, but one of the common pitfalls of replying to a finding is that people want to reinstate what the problem is instead of actually identifying what the true root cause is.
You know, back to how you want to respond to those findings. Timely, get to the root cause. Submit any evidence that you can to the auditor to give them the comfy cozy that you have addressed it throughout the business.
All right. So we’ve done that. We’ve responded in the proper way. We’ve got our certification and we’ve got the piece of paper. We can put it up on our wall. Oh, my gosh, we went through all of this stuff. How do we promote that to our customers, to our interested parties say, hey, we’re certified now? Maybe that one contract that you really needed to have the certification for, how do you communicate that to them?
Place your certifications and your company brochures on your website. You can put your ISO or AS logo on your letterheads, and inform potential customers about your certification using promotional materials if you should take advantage of that opportunity to get them from Core. We provide promotional packages that are really, really nice.
Lori, who is our marketing vice president. She makes sure that every person has good certification and has some stuff that we can use.
Absolutely. And it’s really nice. So I would recommend taking advantage of that. But if you don’t promote internally, promote your certification in appropriate forums.
So when you actually do promote it internally, you’re talking to those people that helped define the processes. You know, talk to them about, Hey, we did it, you guys did it. And, you know, that’s going to help morale kind of be that engagement that you want with your employees. Absolutely. It’s not just a piece of paper.
That’s correct. Because before you even get your certification, those employees are part of that audit sometimes. Right. And most times they need to know what the quality policy is. It is a good way to morale. You’re absolutely right. You should engage the employees as you’re going through the certification process just by informing them that you’re going for certification.
But what I have done in my past life is once we’ve gotten certified in a business, I used to get one of those tapestry signs. It was A, B, C company, you know, and AS 9100 certified company, everybody sort of pledged. Everybody came, and they signed it. Everybody. It was it.
Was just one of those you sold.
No big one.
You had a big one that I had made. But it kind of gave all the employees. It was kind of a pledge to their contribution to helping us get certified because it was a big endeavor at the time. That’s great. Yeah, that’s great. Yeah. Yeah. So definitely engage the employees. But once you’re certified, it doesn’t end there.
No, no, I actually was going to ask you about that. People can feel like, Hey, we got a piece of paper, we’re done. This is great. And there certainly needs to be a sense of accomplishment there that we talked about and that you’ve completed something. We’ve done this. You know, we’ve won the Super Bowl of sorts, but as soon as they’re done, you know, you celebrate for a week, a week or two and you’re back at it.
Yeah, absolutely. I mean, you need to sustain your quality management system or else you lose your certification. It’s as simple as that. You know, once you’re certified, it’s time to ensure your quality management system. This means holding your management reviews at the frequency that you defined. It means getting your internal audits done every single year. Report out on your quality objectives, identify improvements on your quality objectives, or any other things that you can identify to measure, to make improvements.
You know, one of the things that I experience a lot with my clients is that they don’t document all the great initiatives and things they do to improve their business every year. Yeah, and you know, when you’re certified, you have to show evidence that you’re committed to continuous improvement. And if you don’t write it down, you can’t show evidence.
And you would be so surprised. I use this in my past life as well. You would be so surprised that when you write things down on everything that you’ve done at the end of the year, you look at the list and you go, Wow, we did a lot because when it lives in everybody’s head, people don’t know that.