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© 2003 Pojasek & Associates Robert B. Pojasek, Ph.D. LOOKING AT ISO 14001 BEFORE AND AFTER CERTIFICATION August 18, 2004.

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Presentation on theme: "© 2003 Pojasek & Associates Robert B. Pojasek, Ph.D. LOOKING AT ISO 14001 BEFORE AND AFTER CERTIFICATION August 18, 2004."— Presentation transcript:

1 © 2003 Pojasek & Associates Robert B. Pojasek, Ph.D. rpojasek@sprynet.com LOOKING AT ISO 14001 BEFORE AND AFTER CERTIFICATION August 18, 2004

2 © 2003 Pojasek & Associates 2 ISO 14001 – YOUR EMS Aspects and ImpactsAspects and Impacts Significant AspectsSignificant Aspects Targets and ObjectivesTargets and Objectives Environmental Management ProgramEnvironmental Management Program Operational ControlsOperational Controls Corrective ActionsCorrective Actions Management InvolvementManagement Involvement

3 © 2003 Pojasek & Associates 3 WHATS IN IT FOR ME? ISO 14001 (EMS) is a conformance standard – brings everyone to a level playing field for protecting the environmentISO 14001 (EMS) is a conformance standard – brings everyone to a level playing field for protecting the environment It attempts to integrate EMS into the business, yet this depends on how it is planned and implementedIt attempts to integrate EMS into the business, yet this depends on how it is planned and implemented Adds needed formality to environmental managementAdds needed formality to environmental management

4 © 2003 Pojasek & Associates 4 HOW DO I APPROACH AN EMS Maybe you cannot afford the upfront costs associated with ISO 14001Maybe you cannot afford the upfront costs associated with ISO 14001 –Process characterization for aspects –Process improvement for targets and objectives and EMPs –Employee involvement and management oversight Maybe you want to improve your EMSMaybe you want to improve your EMS

5 © 2003 Pojasek & Associates 5 SYSTEMS APPROACH Take a process view of the organizationTake a process view of the organization Understand the processUnderstand the process Improve the processImprove the process Score the performance of the process improvement and quantify continual improvement (required in ISO 9000)Score the performance of the process improvement and quantify continual improvement (required in ISO 9000)

6 © 2003 Pojasek & Associates 6 SYSTEMS APPROACH MAP CHARACTERIZE THE PROCESS 1 SELECT OPPORTUNITIES FOR IMPROVEMENT 2 ASSIGN EMPLOYEE TEAMS 3 PREPARE DRAFT ACTION PLANS 4 IMPLEMENT PROCESS IMPROVEMENT PROGRAM 5

7 © 2003 Pojasek & Associates 7 PROCESS VIEW ISO 9000:2000 requires a process viewISO 9000:2000 requires a process view Everything is connected to everything elseEverything is connected to everything else Main processes support the missionMain processes support the mission Supporting processes support the main processSupporting processes support the main process Organization as a book of mapsOrganization as a book of maps

8 © 2003 Pojasek & Associates 8 UNDERSTANDING THE PROCESS Hierarchical process mapsHierarchical process maps Accounting sheetsAccounting sheets –Resource accounting –Activity accounting –Information accounting –Cost accounting Verification of the process informationVerification of the process information

9 © 2003 Pojasek & Associates 9 IMPROVING THE PROCESS Employee-driven projects (8-11 Projects)Employee-driven projects (8-11 Projects) Draft Action Plans prepared with Systems Approach toolsDraft Action Plans prepared with Systems Approach tools –Root Cause Analysis – Cause and Effect –Generation of Alternatives – Brainwriting –Select Alternative(s) – Bubble Sorting –Implementation – Action Plans Management oversight providedManagement oversight provided

10 © 2003 Pojasek & Associates 10 SCORING OF THE PERFORMANCE Using the Baldrige performance modelUsing the Baldrige performance model Green Zia Program in New MexicoGreen Zia Program in New Mexico True performance scored (1-1,000 points)True performance scored (1-1,000 points) Third-party scoringThird-party scoring Results scored separate from performanceResults scored separate from performance Excellence at about 700 pointsExcellence at about 700 points

11 © 2003 Pojasek & Associates 11 PROCESS MAPPING Proven analytical and communication toolProven analytical and communication tool Improves understanding of processesImproves understanding of processes Helps design and implement new processesHelps design and implement new processes Hierarchical arrangement shows relationships between process steps and supporting processesHierarchical arrangement shows relationships between process steps and supporting processes

12 © 2003 Pojasek & Associates 12 HIERARCHICAL PROCESS MAP 123 2.1 2.22.3 2.2.1 2.2.22.2.32.2.4 2.2.2.12.2.2.22.2.2.3 Top Level Second Level Third Level Fourth Level

13 © 2003 Pojasek & Associates 13 ACCOUNT AT LOWEST LEVEL DESCRIPTION OF WORK STEP WORK STEP 2.2.1 RESOURCE USED RESOURCE LOST SUPPORTING PROCESSES OTHER INFORMATION EQUIPMENT SOPs and BMPs ASPECTS INOUT

14 © 2003 Pojasek & Associates 14 RESOURCE ACCOUNTING SHEETS Resources used in each work stepResources used in each work step Resources lost from each work stepResources lost from each work step Resources from supporting processes attributed to each work stepResources from supporting processes attributed to each work step List other information to be tracked by work step in the processList other information to be tracked by work step in the process

15 © 2003 Pojasek & Associates 15 ACTIVITY ACCOUNTING SHEETS Keeps track of all EHS activities needed to operate each of the work stepsKeeps track of all EHS activities needed to operate each of the work steps Keeps track of all EHS activities needed to manage the wastes from work stepsKeeps track of all EHS activities needed to manage the wastes from work steps You can track the activity-based costs using computerized maintenance management system (CMMS) softwareYou can track the activity-based costs using computerized maintenance management system (CMMS) software

16 © 2003 Pojasek & Associates 16 INFORMATION ACCOUNTING SHEETS ISO 14001 requires a lot of documentationISO 14001 requires a lot of documentation All documentation can be kept by work step using the process map and object linking softwareAll documentation can be kept by work step using the process map and object linking software Sorting of documentation by work step enables better training of workers by their workSorting of documentation by work step enables better training of workers by their work

17 © 2003 Pojasek & Associates 17 COST ACCOUNTING Link a spreadsheet to the resource accounting sheetLink a spreadsheet to the resource accounting sheet Link a spreadsheet to the activity accounting sheetLink a spreadsheet to the activity accounting sheet Input cost information from MRP and CMMSInput cost information from MRP and CMMS Create a Cost Accounting Sheet to combine these spreadsheetsCreate a Cost Accounting Sheet to combine these spreadsheets

18 © 2003 Pojasek & Associates 18 SYSTEMS APPROACH TOOLS Statement of the Problem by teamStatement of the Problem by team Root cause analysis – cause and effectRoot cause analysis – cause and effect Deriving alternatives – brainwritingDeriving alternatives – brainwriting Selecting alternative(s) – bubble sortSelecting alternative(s) – bubble sort Implementing alternative – action planImplementing alternative – action plan

19 © 2003 Pojasek & Associates 19 WHY USE THESE TOOLS? They offer the most visibilityThey offer the most visibility They are the most interactiveThey are the most interactive Using the tools organizes documentationUsing the tools organizes documentation Do not appear to be culturally sensitiveDo not appear to be culturally sensitive All tools are provenAll tools are proven

20 © 2003 Pojasek & Associates 20 ACTION PLAN FORMAT Action Responsible Person Performance Standard Completion Deadline Resources Needed Date: 1 2 3 4 Alternative Selected Purpose Project Benefits

21 © 2003 Pojasek & Associates 21 ACTION PLAN EXECUTIVE SUMMARY Describe the purpose of the work described in the action planDescribe the purpose of the work described in the action plan Summarize the actual effort that will be made by the employeesSummarize the actual effort that will be made by the employees Present the results of their effort should they be successfulPresent the results of their effort should they be successful These brief statements constitute a summary of the action plan and make it more readableThese brief statements constitute a summary of the action plan and make it more readable

22 © 2003 Pojasek & Associates 22 ACTION PLAN COMPONENTS First action step is to perform a baseline analysis for weight/volume reduction and cost savingsFirst action step is to perform a baseline analysis for weight/volume reduction and cost savings Second step should be the alternative at the top of the prioritization listingSecond step should be the alternative at the top of the prioritization listing Next to the last action step is to repeat the baseline analysis to determine quantitative resultsNext to the last action step is to repeat the baseline analysis to determine quantitative results

23 © 2003 Pojasek & Associates 23 IMPROVING YOUR EMS Aspects linked to process and each otherAspects linked to process and each other Targets and objectives linked to action plansTargets and objectives linked to action plans EMPs have detail of each project with attached action plansEMPs have detail of each project with attached action plans All corrective actions have an action planAll corrective actions have an action plan Same tools used throughout the EMS program and other programs like Lean and Six SigmaSame tools used throughout the EMS program and other programs like Lean and Six Sigma

24 © 2003 Pojasek & Associates 24 TARGETS Targets should be the sum of the action step performance standardsTargets should be the sum of the action step performance standards In this way, targets are specifically traceable to the employee action plans responsible for themIn this way, targets are specifically traceable to the employee action plans responsible for them Writing a good performance standard for each action step is the most difficult part of preparing an action planWriting a good performance standard for each action step is the most difficult part of preparing an action plan

25 © 2003 Pojasek & Associates 25 ACTION PLAN PREPARATION Draft prepared by the team after using the Systems Approach toolsDraft prepared by the team after using the Systems Approach tools Draft reviewed by the Oversight CommitteeDraft reviewed by the Oversight Committee Action plans finalized in a form that can be independently auditedAction plans finalized in a form that can be independently audited Implementation is reviewed periodically using the action plansImplementation is reviewed periodically using the action plans

26 © 2003 Pojasek & Associates 26 IMPROVEMENT PROGRAM PLAN Policy Statement and Program DescriptionPolicy Statement and Program Description Integration With Other ProgramsIntegration With Other Programs Management Oversight and FunctionsManagement Oversight and Functions Training and FacilitationTraining and Facilitation Audit, Review, Feedback, LeaningAudit, Review, Feedback, Leaning Process Mapping and AccountingProcess Mapping and Accounting Action PlansAction Plans

27 © 2003 Pojasek & Associates 27 SYSTEMS APPROCH AND COMMITMENTS Uses activity accounting sheet for commitment to legal and other requirementsUses activity accounting sheet for commitment to legal and other requirements Uses source reduction and prevention approach to meet the prevention of pollutionUses source reduction and prevention approach to meet the prevention of pollution Uses quality management tools to meet the continual improvement provisionUses quality management tools to meet the continual improvement provision

28 © 2003 Pojasek & Associates 28 ANY QUESTIONS?

29 © 2003 Pojasek & Associates 29 Contact Information Robert B. Pojasek, Ph. D. P.O. Box 1333 E. Arlington, MA 02474-0071, USA Phone: (781) 641-2422 Fax: (781) 465-6006 e-Mail: rpojasek@sprynet.com Website: www.Pojasek-Associates.com


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