I develop software in a medical device environment, so we're ISO 9001 certified, follow FDA good manufacturing practices, our own quality system, etc. The only reason it all hangs together is there are people whose job is Quality Assurance. People who audit everything, and if we don't follow what we're supposed to then we get dinged: have to go to remedial training, have to sit through even more meetings discussing why we screwed up, and have to revise the procedures yourself if they aren't right. So the path of least resistance is to document, do it the way its documented, and pass the audits. This takes massive management commitment to keep in motion. We joke it's the CJO's(chief jailable officer)problem, but they don't think it's that funny. It's part of the bottom line.
So in your case, unless you have commitment, enforcement, and punishment it just ain't gonna happen.
I was in a company once that went for ISO certification from scratch. It took over a year to get there, a great and dogged commitment on the part of management, and a good chunk of resources to implement. Of course, it was for a government contract.
What system is the best, how to capture knowledge, etc. are all sorted out in the planning meetings after the commitment is made.
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Are we talking about IP rights again? Sounds like the MAFIAA to me.
Cool! But parallel viewing works just fine, too. How 'bout a version in that?
I develop software in a medical device environment, so we're ISO 9001 certified, follow FDA good manufacturing practices, our own quality system, etc. The only reason it all hangs together is there are people whose job is Quality Assurance. People who audit everything, and if we don't follow what we're supposed to then we get dinged: have to go to remedial training, have to sit through even more meetings discussing why we screwed up, and have to revise the procedures yourself if they aren't right. So the path of least resistance is to document, do it the way its documented, and pass the audits. This takes massive management commitment to keep in motion. We joke it's the CJO's(chief jailable officer)problem, but they don't think it's that funny. It's part of the bottom line. So in your case, unless you have commitment, enforcement, and punishment it just ain't gonna happen. I was in a company once that went for ISO certification from scratch. It took over a year to get there, a great and dogged commitment on the part of management, and a good chunk of resources to implement. Of course, it was for a government contract. What system is the best, how to capture knowledge, etc. are all sorted out in the planning meetings after the commitment is made.