Urban Engineers ISO 9001:2015 General Overview 10.08.2018

Agenda 1. Main objectives of ISO 9001:2015 2. Overview of ISO 9001:2015 3. Risk-based thinking 4. Selected procedures with associated form(s) 5. Open discussion Main objectives of ISO 9001:2015 Overview of ISO 9001:2015 ISO’s seven principles Risk – based thinking Selected procedures with associated form(s) Open discussion

ISO 9001 What is ISO & its Name International Organization of Standards (IOS) Greek word:”isos” meaning “same” ISOS + IOS = ISO / / ISO standards are everywhere ISO 9001:2015 Standard 9001: The Standard - - There are many standards. 2015: The Year of the standard. Urban started with ISO 9001:1994 >> 9001:2000 >> 9001:2008 & now 9001:2015

ISO 9001:2015 The Main Objectives To provide confidence in the organization’s ability to consistently (same) provide customers with conforming services (and goods) To enhance customer satisfaction

Overview of ISO 9001:2015 Places more emphasis on: Risk-based thinking which is identified throughout the new standard Replaces Preventive Actions Identify and control risks and opportunities Greater focus on Management / Leadership engagement / commitment Supplier associations are being looked at more closely Improved applicability for service organizations, less on manufacturing ISO 9001:2015 uses the phrase “goods and services” instead of the current term “product” Core principle to enhance customer satisfaction remains

Overview of ISO 9001:2015 (cont.) Aligning Quality Management System (QMS) policy and objectives with the strategy of an organization (strategic plan) Increases the link between ISO 9001 requirements, bottom line business activities and the strategic direction of the organization The need for documented procedures is not identified Merged documents with records and lumped them together as documented information (forms) Provides a greater flexibility with documentation Focuses on achieving results rather than more paperwork

Overview of ISO 9001:2015 (cont.) Emphasis on a process approach & continual improvement Changes are not as significant as some believe No mention of preventive action (captured in the risk based approach) Risk-based thinking No mention of a management representative (handled via management’s involvement) Requires us to identify, prioritize, and integrate the needs of interested parties into the organization’s processes Quality Management Principles

Interested Party Stakeholder, person, or organization that can affect, be affected by, or perceive itself to be affected by a decision or activity Customers, owners, people in an organization, providers, bankers, regulators, unions, partners, suppliers, competitors Urban’s interested parties are: Clients Subcontractors Employees Others that may be identified e.g. Contractors

What is “risk-based thinking”? It is something we all do automatically and often subconsciously to get the best result The concept of risk has always been implicit in ISO 9001 Revision makes it more explicit & builds it into the entire QMS It ensures risk is considered throughout the process approach Risk, often thought of only in a negative sense, can also help to identify opportunities, which are considered to be positive Urban uses ISO’s process approach to address risks within its organization

Why should I adopt “risk-based thinking”? Successful companies intuitively take a risk-based approach because it yields benefits To improve CUSTOMER confidence and satisfaction To assure consistency of quality of services provided To establish a PROACTIVE culture of prevention and improvement

Overview of 9001:2015 How is Risk Addressed Project Pursuit Project Performance Client selection Project management Go/no go process Client Acquisition Stage Operation feedback Contract/legal review Lessons learned Supplier assessment Corporate Insurance Project pursuit - - Teaming partners, Client relationships, corporate and individual registrations, economic (costs to get and perform) Acquisition – focus on supplier Performance – really no change Client – again, no change

P – 7.2 Performance Management Forms (HR)* F – 7.2-1 – Employee 90–day evaluation F – 7.2-2 – Employee annual evaluation form F – 7.2-3 – Employee self-evaluation form Everyone should be familiar with these forms. Note that each has form is different depending on your role i.e. – admin, technical staff, managers……. Competence – the ISO standard that we need to meet *Note most forms are electronic and originate and stored in HRB (HRIS)

P – 8.2.2 Proposal Process (CD) Identifies the timing & responsibilities of those involved

F – 8.2.2-1 Proposal Authorization Places a numeric value on the pursuit Subjective value reviewed and evaluated by immediate supervisors Identifies certain requirements for the proposal to be answered PRIOR to expending any efforts

F – 8.2.2-2 Proposal Checklist Specific tasks required for the proposal as well as who and when they would be required

P - 8.2.3 Contract Review (Legal) ALL documents of legal significance MUST be reviewed before they may be executed

F – 8.2.3-1 Legal Review Form (old LRRS) Identifies specific elements of the legal document being reviewed Provides legal a snapshot of what they are going to review

Open Discussion to Follow Thank You Open Discussion to Follow

OPEN DISCUSSION Quality Manual, Procedures and Forms can be found on K@U under the ISO tab

Overview of 9001:2015 7 Accepted Principles Customer focus – still the main concept for quality systems Leadership / Management (involvement) Engagement of people - uses term - “interested parties” Aka – “stakeholder” Process approach Improvements (continual improvement) Evidence based decision making Mutual beneficial supplier relationships