Soft Customer Standards


Not all customer priorities can be counted, timed, or observed through audits. As Einstein once said, “Not everything that counts can be counted, and not everything that can be counted, counts.” Understanding and knowing the customer is not a customer priority that a standard that counts, times, or observes employees can adequately capture. In contrast to hard measures, soft measures are those that must be documented using perceptual measures. We call the second category of customer-defined standards soft standards and measures because they are opinion-based measures that cannot be observed and must be collected by talking to customers, employees, or others. Soft standards provide direction, guidance, and feedback to employees in ways to achieve customer satisfaction and can be quantified by measuring customer perceptions and beliefs. These are especially important for person-to-person interactions such as the selling process and the delivery process for professional services.

Concepts of ISO 140001


This standard provides organizations with the elements for an environmental management system (EMS), which can be integrated into other management systems to help achieve environmental and economic goals. It describes the requirements for registration and/or self-declaration of the organization’s EMS. Demonstration of successful implementation can be used to assure other parties that an appropriate EMS is in place. It was written to be applicable to all types and sizes of organizations and to accommodate diverse geographical, cultural, and social conditions. The requirements are based on the process and not on the product. It does, however, require commitment to the organization’s EMS policy, applicable regulations, and continual improvement.

The basic approach to EM begins with the environmental policy, which is followed by planning, implementation and operation, checking and corrective action, and management review. There is a logical sequence of events to achieve continual improvement. Many of the requirements may be developed concurrently or revisited at any time. The overall aim is to support environmental protection and prevention of pollution in balance with socioeconomic needs.

The standard is not intended to create nontariff barriers or to change an organization’s legal obligations. In addition, it does not include aspects of occupational health and safety management, although an organization may include these aspects in the documentation.

In order to understand the requirements, a few definitions are necessary. Environment is defined as the global surroundings in which an organization operates and includes air, water, land, natural resources, flora, fauna, humans, and their interaction. Environmental aspect is defined as an element of an organization’s activities, products, or services that can interact with the environment. Examples are wastewater discharge, air emissions, and energy use. Environment impact is defined as any change, whether adverse or beneficial, wholly or partially resulting from an organization’s activities, products, or services. Examples are impacts on habitat, water supply, and soil erosion. Environmental objective is an overall environmental goal, arising from the policy statement, that an organization sets for itself and which is quantified when practical. They define how the policy will be achieved. For example, an objective could be to control the temperature of the wastewater effluent. Environmental target is a detailed performance requirement and should be quantified when practical. It needs to be met in order to achieve the objective. For example the wastewater temperature should be controlled between 10 and 14 degrees centigrade.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Six Sigma


Six Sigma is a statistical measure used to ensure quality of products and services. The six sigma academy has developed a break through strategy consisting of measure, analyze, improve and control, that allows companies to make exceptional bottom-line improvements. In addition to the material and labor savings, which flow directly to the bottom line, a company engaged in six sigma can expect to see:

a. Improved customer satisfaction

b. Reduced cycle time

c. Increased productivity, Reduction in total defect

d. Improved process flow.

Implementing, six sigma program in manufacturing means more than delivering defect-free product after final test or inspection. It also entails concurrently maintaining in process yields around 99.9999998 percent, defective rates below 0.002 parts per million and virtually eradicating defects, rework and scrap. Other six sigma characteristics include operating processes under statistical control, controlling input process variables, rather than the usual output product variables, maximizing equipment uptime and optimizing cycle time. In a six sigma organization, employees assess their job functions with respect to how they improve the organization. They define their goals and quantify where they are currently, their status quo. Then they work to minimize the gap and achieve six sigma by a certain date.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight