Organizations that know how to sustain their success also know how to meet their customers’ expectations. They know how to fulfill requirements because they know how to control their processes, and how to ensure quality on a sustained basis. The results achieved by the successful implementation of these success factors are what allows these organizations to stand out from the competition.
More than one million organizations throughout the world make use of the internationally recognized ISO 9001 standard in order to control their own processes, and to improve their performance. The standard defines internationally applicable requirements for management systems in order to ensure the quality of products, services, design and development. A quality management system can help you identify opportunities; fulfill the requirements of customers, suppliers, and other stakeholders; optimize processes; and reduce costs at the same time.
The majority of corporate decision makers are convinced that the importance of quality management for corporate success will continue to increase even more in the future.
But while not so successful organizations tend to focus more on the quality of products and services, truly successful ones focus primarily on “upstream” processes and overall corporate quality. Statistics show that concentrating on the prevention of errors instead of their correction is the more promising strategy: according to a survey among
Germany’s top managers, there is an average annual loss of turnover of 5 % due to quality problems with services or products; one out of seven companies even reports a loss of up to 10 % or more.
This simple correlation reveals an enormous amount of improvement potential. During an assessment by DQS, this potential will be identified to the customer, so they may gain the benefits of turning potential into reality.
Will increase strongly
Will increase somewhat
Survey 2008
Survey 2005
36
%
40
%
33 %
43 %
1 % 3 %
Will decrease somewhat/strongly
Will stay the same
Source: ExBa 2008 – Quality in Motion. Benchmark study on Excellence in German business.
Forum! Marktforschung GmbH, Mainz, Germany.

Throughout the world, DQS certificates stand for customer proximity and sustained value generation – 20,000 companies with more than 45,000 certified management systems in more than 100 countries choose to rely on us.
DQS was founded in the year 1985 as the first German certification body for management systems; today the company ranks among the international leaders in certification business, with offices and auditors in more than 50 countries around the globe.
DQS publishes the certificates of successfully certified organizations in a customer database on the Internet. Certificates are also available for download – a convenient service for our customers as well as theirs.
The ISO Survey confirms the steady increase of certificates issued to ISO 9001 all over the world. At the end of 2007, about one million organizations in 175 countries were certified to ISO 9001; an increase of 6 % on the previous year.
Source: www.iso.ch 2007
China
Italy
Japan
Spain
India
Germany
115.359
73.176
65.112
46.091
45.195
USA
Great Britain
France
Netherlands
36.192
35.517
0
22.981
18.922
100.000
210.773
Figures are given in
European format, where the dot takes the place of the comma.
200.000
Source: www.iso.ch 2007

With an independent and expert assessment of their management system by DQS auditors, top management can be sure that their system is in conformance with the requirements of the standard. In addition, audits also result in an increased awareness of whether or not the management system is suitable for achieving the desired results.
All over the world, DQS has more than 1 850 auditors available. What characterizes them the most is their years of practical, hands-on experience and high level of business sector expertise.
Their social and system skills, combined with a keen eye for what is important, allow them to provide information for improvement, and direction for decision making processes – valuable assets both for corporate value generation. For years now, customer evaluations of auditor performance have been at record highs.
Customer evaluation of DQS auditors
Criteria
Communication, cooperativeness
Customer-specific interpretation of standard requirements
Management focus
Time management, efficiency
(highest possible rating: 5)
2000
4,8
4,5
4,7
4,7
2004
4,8
4,6
4,7
4,7
2008
4,9
4,6
4,7
4,8
Corporations of any size and sector undergo expert assessments in order to demonstrate their quality ability to the inside as well as the outside, and to achieve competitive advantages through continuous improvement.
Electrical
14 %
Metalworking
19 %
Others
17 %
Services 11 %
Rubber/plastics
8 %
Chemical industry
7 %
Health and social works 6 %
Machine engineering 6 %
Foodstuffs 4 %
Commerce 4 %
Construction 4 %
Quelle:
DQS GmbH 2008

There are many advantages to having an independent certification body undertake the assessment of a management system that go far above and beyond a simple confirmation of conformity. In order to achieve the most benefit on site, DQS plans each assessment individually, taking into account specific circumstances, corporate objectives, and success factors. With innovative assessment
Pre-Assessment
(optional)
System Analysis
(Stage 1 Audit) concepts focused on each individual customer’s needs, DQS remains at their customer’s side all the way to Business Excellence. Each assessment starts with a mutual exchange of information and a detailed offer.
Additional benefits can be achieved by companies selecting a combination with ISO 14001 for Environmental Management, and BS OHSAS 18001 for Occupational Health and Safety. The simultaneous assessment of multiple management systems or of one integrated management system creates synergies, because standard spanning requirements can be assessed collectively.
System Assessment
(Stage 2 Audit)
*
System Evaluation
Certificate Issue
First Advancement
Assessment
*
Second Advancement
Assessment
*
Re-Assessment
*
* Optional:
Participate in DQS Benchmarking
With DQS Benchmarking, DQS evaluates the maturity of your management system on the basis of internationally recognized evaluation methods. In addition, comparative values are identified from your competitive environment, which allow for a comparative evaluation of your organization’s level of maturity, and identify areas for improvement. DQS Benchmarking is a special service provided in the context of a comprehensive assessment according to the rules of accreditation and notification.

The effectiveness of a company’s quality management system is directly reflected in the details of the company’s objectives. The achievement of these objectives must be specified in measurable results – based on significant key ratios that are the result of transparent and efficient processes. The best demonstration of any company’s quality ability is continuously improving business results.
Resource management
Management responsibility
Measure, analyze, improve
Customer satisfaction
Requirements
Input
Product realization
Product
Result
ISO 9001:2008: Model of a process-based quality management system
The assessment of complete management systems, though, is only part of the work of DQS auditors.
For the targeted evaluation of select corporate aspects, DQS auditors also assess individual processes.
These assessments include an analysis and an evaluation, as well as feedback on strengths and opportunities. Upon request, a confirmation of findings may be included.
Validated service quality focuses on customer loyalty with the organization. What will be assessed is how far the company has identified and designed the relevant service processes; whether these are being implemented in everyday practice; and if employees have been trained appropriately. Other questions will aim at the success factors related to the service processes, and their integration into the continuous improvement process. The assessment results will show whether or not the service quality conforms to the company’s own service statements, and whether or not a high degree of customer loyalty can be achieved by it.
Validated internal service quality is particularly interesting for any organization wanting to have their internal audit process or their internal auditors reviewed by an experienced third party. During such an internal assessment, specially trained DQS auditors will attend the initial and closing meetings; they will stand by your internal auditors during the conduct of interviews, the review of documents, and the process of assembling evidence. Following a detailed feedback with those questioned, constructive feedback on the conduct of internal audits will be provided.

Customer satisfaction is the direct reflection of a company’s ability to deliver quality. That is why the first of the eight principles of Quality Management requires consistent customer focus – because that is the way to achieve “Best in Class”. The eight management principles, taken from the Guideline for Performance Improvements (ISO 9004:2000), help to focus an entire organization on objectives, systematic leadership, and continual performance improvement.
1
Customer focus
Consistent customer focus is the single most essential factor of every business success. Being “Best in Class” means predicting and exceeding customer expectations.
The whole company organisation needs to be aligned accordingly.
5
System approach to management
Each organization is a complex entity; that is why it is important to identify, manage and understand individual processes and their interactions within the organizational workflow. This is the only way for organizations to establish objectives effectively and efficiently.
2
Leadership
The degree to which the purpose, focus and internal environment of an organization fit together is a question of leadership. Managers create the internal environment in which people develop their skills and apply them for the benefit of the entire organization. Important tools to achieve this are management by example, the consideration of involved stakeholders inside and outside the organization and the development of a clear vision of the organization’s future.
4
Process approach
Results can be achieved more efficiently if necessary activities and resources are bundled and managed as a process. For this purpose, individual process steps need to be defined, inputs and outputs determined and the interfaces with the organization‘s function identified.
Finally, in order to ensure the smooth running of organizational processes, possible causes of error need to be identified and responsibilities determined.
6
Continual improvement
“If you cease to improve, you cease to be good.“ Behind this simple statement lies the realization that competence and quality are not static, but dynamic values; that applies to organizations as well as to the people working there. That is why it is important for the success of an organization that continuous improvement of products and systems becomes the ultimate goal of each employee.
3
Involvement of people
Every organization is only as good as its employees. To allow them to apply their abilities and release their potential, it is necessary to involve them in the decision-making process. Doing that requires promoting commitment and problem-solving skills on all levels and to encourage the employees to take the initiative in seeking opportunities for improvement.
7
Factual approach to decision making
Efficient decisions are based on the analysis of data and information. Appropriate decisions, based on experience and entrepreneurial intuition, can only be reached when these data and information are reviewed and verified continuously.
8
Mutually beneficial supplier relationships
All things are interdependent; organizations particularly depend on good business relationships with their suppliers. This is the only way for both parties to make the maximum contribution to the creation of mutual value.
Indispensable to that end is transparent communication, agreement on common goals while taking into account the customer‘s interests, and cooperation in the development and improvement of products.

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Increased customer satisfaction
Sustained confidence among customers and stakeholders
Improved employee motivation
Fewer corporate risks
Continual improvement
Clearly defined responsibilities
Efficient and effective corporate processes
Cost savings through error prevention instead of error correction
Strong competitive ability and image
Improved knowledge management, less information gaps
Imprint
DQS GmbH
Deutsche Gesellschaft zur Zertifizierung von Managementsystemen
August-Schanz-Straße 21
60433 Frankfurt am Main
Germany
Tel. +49 69 95427-0
Fax +49 69 95427-111 dqs.zentrale@dqs.de
Markgrafenstraße 56
10117 Berlin
Germany
Tel. +49 30 200543-30
Fax +49 30 200543-50
Taubenheimstraße 24
70372 Stuttgart
Germany
Tel. +49 711 3807319-0
Fax +49 711 3807319-10
Photos courtesy of Abrechnungszentrum Emmendingen, DFS Deutsche Flugsicherung GmbH,
GKN Driveline Deutschland GmbH, KUKA Systems GmbH, Sozietaet Helmig & Weber, Germany
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Ilona Korall
Marketing & Communication
Design
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Triefenstein
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