ISO Certification Pitfalls eBook

ISO Certification: 7 Costly Pitfalls to Avoid

#2 Delegating

“I’ll just get my assistant to do it.” – This is probably one of the biggest errors that companies and CEO’s make when deciding to proceed with ISO Certification.

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A few reasons why:

  • Remember that you are creating a business system here, one that has to meet the needs of your company as well as ISO Certification auditing practices. In order to do this, the person (preferably people) who develops your processes must have intimate knowledge of how everything works – from ordering to payment, as well as packaging, delivery, and quality control.
  • Support and admin staff members simply do not have the insight or mandate to change systems within the company, decide business objectives, set job descriptions or determine the structure of management
    and authority levels.
  • In order to successfully develop and maintain ISO Certification, each manager within your company needs to make a commitment to actively provide information and be willing to meet regularly to discuss progress and changes to your system and practices.

 

Developing new standards and business practices is a task that is best left to qualified senior managers and experienced consultants – not handed off to entry-level staff.

 

The Lesson

The majority of ISO Certification tasks will need to be handled by top management, not support staff. If you don’t have much time to dedicate to the ISO Certification process, consider hiring a qualified consultant to help. But be prepared that top management WILL need to be involved and committed if the project is to be a success.