Too much is like not enough! 

By Véronique Patry, MBA, Adm.A., Accademia Qualitas Consultant and Trainer

ISO documentation

When we talk about ISO 9001, many people immediately imagine tons of documents, full of procedures and endless forms. For some managers, the more documentation there is, the stronger the quality management system seems. However, this belief is not only false, it also represents one of the most frequent risks in the implementation and maintenance of a quality management system (QMS).

The reality is simple: a document system that is too cumbersome is often as inefficient as an insufficient document system. As the popular expression goes, too much is like not enough!

The evolution of ISO 9001: less paperwork, more efficiency 

Earlier versions of ISO 9001 were often perceived as having a strong focus on documentation. Many associated compliance with the presence of quality manuals, numerous mandatory procedures and a large amount of records. This perception contributes to the image of a very bureaucratic and complex standard.

However, in recent years, the International Organization for Standardization has gradually changed its approach. The 2015 version of the ISO 9001 standard marks an important turning point. They have replaced many prescriptive documentary requirements with the much more flexible notion of "documented information."

The objective is simple: to allow each organization to determine the level of documentation necessary to ensure the efficiency of its processes and the control of its activities. In other words, the standard no longer requires documentation for the sake of documenting. It asks to document what is really useful.

More documents don't mean more control

One of the most common mistakes is to believe that a quality problem can be solved by creating a new document. A gap occurs? We add a procedure. Is an oversight repeated? We create a form. An audit reveals a weakness? A supplementary work instruction is drafted. Even if it seems logical, it quickly becomes a phenomenon of document overload.

When employees have to consult dozens of procedures, instructions, and forms before performing their work, documentation ceases to be a performance tool and becomes a barrier to efficiency.

Documenting too much: an underestimated risk

Excessive documentation is also a risk with potentially significant consequences.
First, each document added creates an obligation to maintain. It needs to be reviewed, updated, communicated, trained and consistent with other documents in the system. The larger the document system, the greater the risk of contradiction and obsolescence.

Secondly, documentation that is too detailed often reduces the agility of the organization. In a context where processes are changing rapidly, documents quickly become outdated. Employees then find themselves following practices that no longer correspond to the operational reality.

Finally, too much documentation can even hurt staff engagement. When procedures are too long or too complex, they are seen as administrative requirements rather than as useful work tools. A successful quality management system should support operations, not slow them down.

The other extreme: insufficient documentation

Conversely, the flexibility of ISO 9001:2015 should not be seen as an invitation to eliminate almost all documentation. Without adequate documentation, it becomes difficult to demonstrate consistency of practices, effectively train new employees, ensure knowledge transfer or demonstrate compliance during audits.

The question is therefore not whether much or little documentation is needed. The real question is: what documentation brings real value to the organization? 

How do I determine the right amount of documentation? 

The right amount of documentation is the one that allows the people involved to perform their work efficiently, consistently and in accordance with the applicable requirements.

To achieve this, several factors must be considered such as the complexity of the processes, the risks associated with the activities, the applicable requirements, the level of competence of the staff, the turnover of staff, the organizational knowledge to be retained. For example, a nuclear power plant that operates complex processes will require more documented information than a small distribution company with simple operations. Documentation must be proportional to the actual needs of the organization. 

A good question to ask is: if this document did not exist, would there be a real risk to quality, compliance or performance? That's the right amount!!