Quality professional

14/03/2026

Big shout out to my new rising fans! สืบวงษ์ ชาติวัยงาม, Martha Esther Rani I, Sultan Kuchu Kipkanyilat

13/03/2026

Even though ISO 9001 calls them both "documented information", you don't want to confuse "Records" with "Documents", because they are handled quite differently.

In ISO 9001, a Document is information that must be "maintained" and a Record is information that must be "retained".

A Document will only have one valid version. It's describing the plan for how things should be done. Policies, procedures, manuals, specifications, SDS, are all examples of documents. A document gets updated (creating a new version that supersedes the old version). Keeping the information up to date is what ISO 9001 means by the information being "maintained".

A Record captures data and provides evidence of something that happened on a particular date (and time). Tax returns, meeting minutes, batch records, production reports, site safety inspections, audit reports, are all examples of records. You don't edit a record. To capture new data you'll create a new record, but this doesn't make the old record invalid. You can have many valid records and you're likely to want to view many of them at once - e.g. to see how the data changes over time. Records need to be stored and this is what ISO 9001 means by the information being "retained".

12/03/2026

Big shout out to my newest top fans! 💎 Eko Prasetiyo, Mario J Beltran, Ernie Hailar Jarabejo, Marvelous Ettie, Nindyaksa Syafii, Thanakit Supplyandtransport, 邱育智, Joey Duhig, Tebu Sikhosana, Shiwendra Mishra, Baxter Mwale, أحمد ممدوح الحيص, Lhou Ouchou, Minaldi Bama, Kumeresvaran Sadagopalan

Drop a comment to welcome them to our community,

11/03/2026

🔖ISO/TS 30427:2021
First edition
2021-03
Human resource management - Costs metrics cluster

ISO 30414 highlights guidelines on the following core human capital reporting areas or "clusters": compliance and ethics; costs; diversity; leadership; organizational culture; organizational health, safety and well-being; productivity; recruitment, mobility and turnover; skills and capabilities; succession planning; workforce availability.

This document deals specifically with the cluster of metrics in the costs cluster. ISO 30414:2018, 4.7.3, describes workforce costs and the importance of measuring workforce costs. The costs cluster includes the following metrics:

total workforce costs; external workforce costs; ratio of the basic salary and remuneration; total costs of employment; cost per hire; recruitment costs; turnover costs.

This document includes the following metrics:
total workforce costs; external workforce costs; ratio of the basic salary and remuneration; total costs of employment.
ISO/TS 30407 details cost per hire metric.
ISO/TS 304211) details recruitment cost and turnover cost metrics.

11/03/2026

Shout out to my newest followers! Excited to have you onboard! Hemang Pathak, Subramani Ramakrishnan, Ajmal Khan, Kanda Imsanguan, Sushil Kumar Verma, Amiya Routray, Abu Talib Ansari, Vishal RKulkarni, Ananda Kumar, Daval Khandekar, Mazen AL Hasani, Bradley Naidoo, Satha Somu, Ingenieur Mane, Raj, Ken Ken, Prashant Sutar, Mahesh Babu Pamula, Thalaivan Tamilarasan, Amon Kiplimo Letting, Jerome Young, Bhaskar Rao, Christopher Mendoza Jimenez, Evan Nyambe, Pixels Bettafish, Mohd Shamsher, Amit Jain, ବିଶ୍ବ ଭୂଷଣ ଚଇନି, Heru Safrudin, Sonia Elizabeth Samuel

11/03/2026

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10/03/2026

05/03/2026

Recommended Book for Buildung Team

Team Building: Proven Strategies for Improving Team Performance
4th Edition

Description

This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.

From the Back Cover
"The reader will find in this book the concepts, ideas, and practical suggestions that are necessary for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples. I am very pleased that Bill's pioneering work in this arena is being continued at a time when the world needs 'team building' more than ever."
—from the Foreword by Edgar H. Schein, Sloan Fellows Professor of Management Emeritus, MIT Sloan School of Management

"This fourth edition book by second generation authors is first rate. It demonstrates that the business context requires increased teamwork; that the composition of teams must adapt to local and visible as well as global and virtual settings; that the competencies and tools for effective teams can be delineated and mastered; and that temporary, alliance, and virtual teams can change the way we think about organizations. It is a treasure trove of ideas, tools, and examples."
—Dave Ulrich, professor, University of Michigan and partner, The RBL Group

"What an amazing gift! The 'bible' of team building has been updated and expanded. Solid theory is combined with the most practical of techniques. Practitioners of team building and OD are huge beneficiaries of this monumental work."
—Jack Zenger, co-founder and CEO, Zenger-Folkman; coauthor of the best-selling The Extraordinary Leader and Results-Based Leadership

About the Author
William G. Dyer was the past dean of the Marriott School of Management and founder of the Department of Organizational Behavior at Brigham Young University. He passed away in 1997.

W. Gibb Dyer, Jr. is the O. Leslie Stone Professor of Entrepreneurship and the academic director of the Center for Economic Self-Reliance in the Marriott School of Management at Brigham Young University.

Jeffrey H. Dyer is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University, where he is the chair of the business strategy group.

03/03/2026

Big thanks to Eko Prasetiyo, Mario J Beltran, Ernie Hailar Jarabejo, Marvelous Ettie, Nindyaksa Syafii, Thanakit Supplyandtransport, 邱育智, Tebu Sikhosana, Shiwendra Mishra, أحمد ممدوح الحيص, Lhou Ouchou, Minaldi Bama, Kumeresvaran Sadagopalan

for all your support! Congrats for being top fans on a streak 🔥!

03/03/2026

A quality circle is a group of people in the workplace who perform the same, or similar, functions in their job. They meet regularly to look at different ways to discover and solve issues related to their role at work. Also known as a quality control cycle, these groups of people will normally be small in number (3-10) and be led by the supervisor.

Simple adjustments to how work is performed can be adopted just with agreement among the group, but larger solutions to problems will typically need to propose the solution to management teams. Each company will have a different set of policies on how changes will be implemented based on their own specific needs.

History of Quality Circles
Quality circles got their start in the 1950's with the concept being pioneered by W. Edwards Deming. Toyota liked the idea and began using it in a variety of ways throughout their manufacturing facilities and other areas. Companies around the world began implementing this strategy, and by 1978 there were more than a million circles operating with ten million workers involved in Japan alone.

The concept of quality circles has somewhat fallen out of favor in many western countries over the past couple decades, it was a very popular option throughout the 1960's, 70's, and 80's. Some companies are beginning to realize how quality circles can be effective again, especially when combined with other methodologies like Lean, Six Sigma, and more.

Quality Control Circle
Quality circles have been shown to be an effective way to encourage continuous improvement in almost any type of work environment. There have even been empirical studies performed that show that when implemented correctly, quality control circles allow more work to get done, with fewer people, than jobsites that don't use this concept.

for more details you can download a presentation on Quality Control Circle & it's concepts with 7 Tools

Available on Quality professionals Telegram channel