Synergies Between Quality Management Systems and Innovation Management Systems?
Dr. William Craddock, President, Craddock & Associates, Inc., Conway, AR, USA
Keywords: Quality Management Systems, Innovation Management Systems, Portfolios
ISO 9001 – the Management System Standard (MSS) for Quality Management and Assurance and ISO 56002 – the MSS for Innovation Management – have more in common than the standard table of contents described in the Harmonized Structure. Both the ISO 9000/10000 and the ISO 56000 families of standards have the routine terminology standard, the MSS, and several to many supporting standards and technical specifications as guidance documents. This is true for most other ISO families of standards. However, there are additional synergies between the Quality and Innovation families of standards.
These synergies begin with the fundamentals and vocabulary standards: ISO 9000 for Quality management and ISO 56000 for Innovation management. ISO 56000 outlines the continuum of types of innovation as ranging from incremental innovation to radical or breakthrough innovation. ISO 9000 describes multiple key benefits of improvement including incremental and breakthrough improvement. One interpretation is that the continuum of quality continual improvement ranges from root cause analyses and corrective action to breakthrough improvement. Another view is that these quality continual improvement and types of innovation continuums touch at the point of breakthrough improvement and incremental innovation and create a larger continuum of improvement and innovation projects.
It may be possible to use the concept of an innovation portfolio to develop a similar improvement portfolio for the quality improvement projects. ISO 10014 (Quality management systems — Managing an organization for quality results — Guidance for realizing financial and economic benefits) describes a two-stage approach for analyzing results and processes. In particular, Stage 2 focuses on processes whose results need improvement. The concept of an improvement portfolio may help top management both see the entire list of quality improvement activities as well as prioritize them. This approach could be extended to all continual improvement activities. The innovation portfolio discussions in the ISO 56000 family could provide a starting point for this continual improvement portfolio.
A closer comparison of ISO 9001 and ISO 56001/56002 shows that quality and innovation have more of a symbiotic relationship than conflicting business needs. This is an unexpected benefit for users of both standards.