Sometimes an audit is like travelling to the village of Potemkin, and visit the museum there to observe the remains of the Piltdown-man.

Time is relative: if you are high enough in the hierarchy, the gravity decreases, the time passes much slower. That’s why from the bottom it seems to take decades to get a response or an approval.

… egy idősebb kolléga régi mondása:

"Most leülünk, és megpróbáljuk kitalálni, hogy mit kell tennünk ahhoz, hogy megértsük, mi a feladat."

HP, 2003

“The fact, that this is impossible, has no effect on the deadline.”


Today I had to downgrade from Win10 version of Skype to an earlier desktop version. The reason is so simple: it is not possible to copy multiple messages in a chat, only one by one. I cannot copy the conversation and paste it somewhere else.

Someone should have been fired in time, guys.

Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.

Antoine de Saint Exupéry

I left NNG today. I spent here 5 years. I was QA specialist, Quality and Test Manager, Process Manager. I learnt how to develop and conduct Assessment Centers. I learnt what challenges a company faces when it grows 30% every year. I held ISTQB CTFL courses for 150+ people, and 98 has successfully passed the exam. I did a lot. I left my legacy.

I met a lot of awesome people. A lot of. I miss them. We cannot go futher together. I’m heading to somewhere else.

Tomorrow I’ll start az Socionext Embedded Software Austria in Linz. As Quality Manager.

Change is good. I think.

I do recommend this link: http://hazaeshaladas.blog.hu/2011/08/09/privat_sarok_mire_valok_a_fekek_es_ellensulyok

As I expressed exactly a year ago I think sometimes being fired is the hugest appreciation a manager may get. Do you think I have gone mad? No, I have not.

When a manager appears on an interview, wins the competition and accepts the offer, he is not able to see where he has been dropped. It’s like marrying without knowing the bride before. And then, when the manager starts to do his work he has to realize that the changes he has to make cross other’s interests. Interests of people, who have enormous informal power: they can easily make the manager out of the door. In such case what can be done? One option is to change your mind, give up your plan to achieve success and hold your tongue to get your money as long as you can. The other option is to enter into tough negotiations and receive nasty attacks. Both ways may lead into your dismissal sooner or later, but I really admire managers, who have been fired due to their enthusiasm and stamina in a lost situation.


Here I’m going to start a series to show how I tried to find an acceptable solution for documenting the Quality Management System. During this evolution I worked for several companies. Of course names of them cannot be mentioned here, so I’ll refer to them as my clients. I’ll also mention techniques, what I’ve seen in organizations, where I was invited to look around. All of them were software and / or hardware development firms; of course systems in other areas may require different approaches. Let me start…

Paper based

At my very first client, the Quality System was paper-based. It was around 180 pages. The Quality Manager distributed the Quality Manual after every revision. Changes were not too frequent, because every time thousands of pages needed to be printed on the only bubble jet printer of the company. I did not understand why they did so. All staff worked on computers. The most important processes were supported by excel macros. The company designed software, so all people were familiar with handling electronic content. The documented processes existed in electronic format, since the hardcopies were printed from Microsoft Word. Why was the Manual still on paper?

Then, as I spent a few time there I realized what the reason was. The most significant reason was that the management doesn’t really understood the idea behind the ISO 9000 / 14000 standard, they did not see the benefit of that. This was very common that time: there were no affordable management trainings available in Hungary. ISO 9000 was only a paper to put on the wall to be able to receive subsidy and orders from the government. Therefore most of the quality systems followed the standard, word-by-word, without any tailoring. And of course the processes were not followed, since they were really ineffective. When we talked about changing the documents to electronic form, the quality manager was reluctant; he insisted even talk about that, because – he said – the standard did not allow electronic form.

The paper-mill began its work just before the audit to counterfeit all the required documents, which have not been prepared during the year. Then the auditor arrived, received a coffee in a cup, and HUF 180k (EUR 650) in an envelope, and he left. This is the way how many Hungarian companies comply with ISO 9000 and ISO 14000. Still, unfortunately.

Will be continued…

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