1. Urban Engineers ISO 9001:2015
General Overview

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. P – 7.2 Performance Management
Forms (HR)*
F – – Employee 90–day evaluation
F – – Employee annual evaluation form
F – – 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)

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

14. 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

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

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

17. 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

18. Open Discussion to Follow
Thank You
Open Discussion to Follow

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

20. 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