2 Objectives of the day The objectives are to: introduce the concepts of Standardisationintroduce ‘system thinking’review ISO9001:2000 as a management toolidentify the requirements of ISO9001:2000selling the benefits of ISO9001:2000create an implementation plan.
3 Session 1 Standards ‘the big picture’ Learning points: To understand how a standard is createdTo understand the history of quality standardsTo understand that process based systems are the start point.
4 Standards Background The future Standards & measurement Standardising the standardsStandards for industriesThe futureStandards for continuous improvement and change.
5 How are standards created? IndustryrequirementsCountryStandardsBodyInternationalStandardsBodyImplemented byindustryProduceStandards
6 How are they implemented? Standards are implemented by:Identify the correct standard based on your organisations needsUnderstanding what is requiredUnderstanding how to implementCarry out a gap analysis against your current management systemCarry out improvement activity to address any gapsApply and maintain registration.‘ISO9001:2000 is about your managementsystem’
7 History of quality management systems ??ISO9001:2000 – Quality ManagementISO9000:1994 – Quality AssuranceBS5750 – Quality Control
8 The rationale for management systems The quality management system approach encourages:Analysis of customer requirementsDefining processes that meet these requirementsThe control and management of these processesProvision of a framework for continuous improvementConfidence in the products and services being offered
9 The big picture ‘setting off in the right direction is critical’ Systems & processthinkingManagement systems developmentCorporate Social Responsibility / Corporate GovernanceBased onISO 9001:2000Management skills developmentLearning and change‘setting off in the right direction is critical’
10 Session 2 Systems thinking Learning points: To understand systems thinkingTo understand how standards are used to enhance systems thinking.
11 Management system & continuous improvement ThefuturePlan 1PlanActDoAct 1Do1CheckCheck 1The aim: Continuous business improvement
12 System / process management UnderstandingthemarketBringing aboutchangeBusinessplanningMonitor &measureperformanceDesign/ enhanceservicesDeliverservicesCommunicateservicesManagingpeopleManagingassetsManagingfinance‘a business is made up of one system, notmany & follows PDCA’
13 What is a system? A management system: Incorporates all components of an organisation into one systemIt is not about putting quality, environment etc in one bookBuying a software package that incorporates environment,Heath & safety and quality documentation is not a systemMerging disciplines such as quality manager, health & safetymanager and environment manager into one is not a system.
14 System thinking & standards BS779915001880014001InputsOutcomes / resultsRisk MgtCSRExcellence ModelChangeLearn‘many standards, only one business system’
15 Exercise 1 In groups: Select a standard / framework you are familiar and identify where you would find the requirementsin the generic system shown?What is the impact of systems thinking on organisation’sperformance?
16 quality management systems Session 3ISO9001:2000quality management systemsLearning points:To understand the ISO9001:2000 model as a management toolTo understand the details of the clauses that make up the standard.
17 Quality (business) principles Customer focusLeadershipInvolvement of peopleProcess approachSystem approach to managementContinual improvementFactual approach to decision makingMutually beneficial supplier relationships.
18 Based on a process approach Emphasizes the importance of:understanding and meeting requirementsthe need to consider processes in terms of added valueobtaining results of process performance and effectivenesscontinual improvement of processes based on objective measurement.
19 Clauses 1, 2 and 3ScopeNormative referenceTerms & definitions
20 Quality management process model Continual improvement of the quality management systemManagementresponsibilityCustomerCustomerResourceManagementMeasurement,analysis andimprovementSatisfactionRequirementsoutputinputProductrealisationProduct
21 Clause 4 – Quality management systems ‘The Critical Elements’ Identify processesDetermine sequenceOperate & controlEnsure resources & information to support operation & monitoringMeasureImprove based on fact.
22 Clause 4 – 4.2.1.General ‘Highlights’ Documented quality policy, quality objectives & quality manualNote 2.The extent of the quality management system documentation can differ from one organisation to another due to:Size & Type of OrganisationComplexity of processes and their interactionsCompetence of personnel
23 Clause 4 – 4.2.2. quality manual Scope (of management system)coverage and exclusionsReference to documented proceduresInteraction between the processes.‘what it looks like is up to you – show examples’
24 Clause 4 – 4.2.3. control of documents ‘Documents shall be controlled’External DocumentsControlledApprove/ReviewDocumentsAvailable atPoint of useVersion 2.0ObsoleteDocumentsRevisionStatusDocumentsRemainLegibleBIN
25 Clause 4 – 4.2.4. control of records Evidence of conformity“How do you do that?”“Can you show me?”Legible, identifiable & retrievableDocumented procedure to define controls.
26 Quality management process model Continual improvement of the quality management systemManagementresponsibilityCustomerCustomerResourceManagementMeasurement,analysis andimprovementSatisfactionRequirementsoutputinputProductrealisationProduct
27 Clause 5 – management responsibility What clause 5 really means:Management commitmentUnderstanding customer focus shapesThe design of the quality policyWhich is delivered by objectives & plansResponsibilities & authorities are defined & communicationManagement review results at the management review and take required actionResults are internally communicated on a regular basis.
28 Quality management process model Continual improvement of the quality management systemManagementresponsibilityCustomerCustomerResourceManagementMeasurement,analysis andimprovementSatisfactionRequirementsoutputinputProductrealisationProduct
29 Exercise 2 Clause 6 - resource management All groups review clause 6:Group 1 – Provide overview of ‘Human Resources’Group 2 – Provide overview of ‘Infrastructure’Group 3 – Provide overview of ‘Work Environment’All groupsWhat is the link to quality objectives?
30 Quality management process model Continual improvement of the quality management systemManagementresponsibilityCustomerCustomerResourceManagementMeasurement,analysis andimprovementSatisfactionRequirementsoutputinputProductrealisationProduct
31 Clause 7 – Product Realisation PlanningCustomer related processesDesign and developmentPurchasingProduction & service provisionControl of monitoring & measuring devices
32 Clause 7Clause 7.1Planning for ProductRealisation
33 Clause 7 Clause 7.2 customer related processes Clause 7.1 Planning for ProductRealisation
34 Clause 7 Clause 7.2 customer Clause 7.3 related processes Clause 7.1 7.3.1Design7.3.2Inputs7.3.3Outputs7.3.4Review7.3.5Verify7.3.6Validate7.3.7 – Change ControlClause 7.1Planning for ProductRealisation
37 monitoring & measuring Clause 7Clause 7.1Planningfor ProductRealisationClause 7.2CustomerRelatedProcessesClause 18.104.22.168Design7.3.2Inputs7.3.3Outputs7.3.4Review7.3.5Verify7.3.6Validate7.3.7 – Change ControlPlanning for ProductClause 7.5Control of ProductClause 7.6 control ofmonitoring & measuringProductClause 7.4Purchasing
38 Quality management process model Continual improvement of the quality management systemManagementresponsibilityCustomerCustomerResourceManagementMeasurement,analysis andimprovementSatisfactionRequirementsoutputinputProductrealisationProduct
39 Exercise 3 Clause 8 – measurement analysis & improvement In groups review clause 8:Group 1 – Why must we measure and monitor performance?Group 2 – What do we need to measure and how?Group 3 – What should we do with the information collected?All groupsProvide an overview of the whole clause.How is the information prioritised to identify improvements?
40 Procedures Procedures are required for: Preventive action Corrective actionControl of documentsControl of non-conforming productControl of quality recordsInternal/External Auditing.
41 Business process management ‘A practical approach’ Session 4Business process management‘A practical approach’Learning points:To understand a management system structure.
43 Management system structure multi-level mapping Owner – Head of scopemeasure business performancefinance, customer, process‘the what’A processA processOwner - Process Ownermeasure efficiency andeffectivenessA procedure / information‘the how’TrainingGuidePhotograph
44 An example management system UnderstandingthemarketBringing aboutchangeBusinessplanningMonitor &measureperformanceDesign/ enhanceservicesDeliverservicesCommunicateservicesManagingpeopleManagingassetsManagingfinance‘what your system looks like is up to you’
46 Links to other workshops ‘ISO9001:2000 Foundation Workshop’ (today)(to provide guidance on ISO9001:2000 and what needs to be achieved – the context)‘Creating a Process Based Management Systems’(to provide guidance on how a management system is created)‘Effective Process Mapping for (Business) Performance & ISO9001:2000’(to provide guidance on how to map business processes and identifymeasures)‘Auditing Process Management’(to help you audit process effectiveness and compliance & identifyImprovements).
47 Session 5 Selling ISO9001:2000 Learning points: To identify the benefits of ISO9001:2000 to customersand organisations.
48 Exercise 4 In groups: Group 1 – what are the benefits to customers? Group 2 – what are the benefits to the organisation?Group 3 – what are the benefits to managers & staff?of introducing ISO9001:2000.All groupsWhat barriers could exist that prevent the introductionof IS09001:2000.
49 Benefits to ‘real’ customers Focus on resultsBrought departments together into one processHighlighted areas of duplicationHighlighted areas of weaknessPromoted teamworkReducing paperworkAddressing management issues not just standard issuesIntroducing ‘cross-functional’ measuresUnderstanding of others roles in achieving process & company objectivesMovement towards one system instead of many.
50 Benefits to ‘real’ customers Identified major gaps in operational activityImproved business planningBetter understanding of processes that identify anunderstanding of our marketSenior Team working togetherCreating the right measures to manage the businessStaff involvementStreamline existing paperwork (procedures only a few lines)Fill gapsComputerised, reduced paperworkOrganisation transparent to all managers and staff.
51 Session 6 Project implementation Learning points:To identify the component parts of an implementationPlan.
52 Implementation plan - as the workshop summary Understand ISO9001:2000 – particularly clause 4Communicate overview and systems thinking to managementCreate quality management systemDefine processes and measuresCreate proceduresCreate quality manualCommunicate system to all staffAudit process effectivenessCollect measurement informationIdentify & carry out improvement opportunitiesObtain registration.