090210 1430 iso ppt
TRANSCRIPT
• LIGHTING & VENTILATION SYSTEMS IN THIS ROOM
• MOBILE PHONES IN YOUR POCKETS (ITU)
• COMPUTERS YOU USE
• SAFETY OF ELECTRICAL OUTLETS (IEC)
• PAPER YOU WRITE ON (AND THE PEN YOU WRITE WITH)
• CAR / PLANE / TRAIN YOU USE
• HYGEINE OF THE RESTAURANTS YOU EAT IN
• SIZING SYSTEM OF THE SHOES / CLOTHES
YOU ARE SURROUNDED BY MANY ‘EVERYDAY’ STANDARDS
…EVEN BEFORE YOU GET TO THE CHOCOLATE… !
Euro-packagingSI Units
Bar code (EAN)
‘Recyclable’ symbol
Composition
Web addresses Country codes
STANDARDIZATION MAY HAVE ONE OR MORE SPECIFIC AIMS, TO MAKE A PRODUCT, PROCESS OR SERVICE FIT FOR ITS PURPOSE.
THE AIMS OF STANDARDIZATION
• ENVIRONMENT PROTECTION
• PRODUCT PROTECTION
• MUTUAL UNDERSTANDING
• TRADE.
•VARIETY CONTROL
•USABILITY
•COMPATIBILITY
•INTERCHANGEABILITY
•HEALTH SAFETY
AIMS COULD BE:-
ORGANISATIONS RESPONSIBLE FOR INTERNATIONAL STANDARDS
– IEC - International Electro technical Commission
– ITU - International Telecom Union
– ISO - ?
ISO
• ISO -GREEK WORD “ISOS” MEANS “EQUAL”
• PRONUNCIATION “EYE-SOH”
isogonesisogonicisogonicsisogoniesisogonsisogonyisograftisograftedisograftingisograftsisogram
WHAT IS ISO 9000?
• An International Standard
• Focuses on Managing an Organization’s Processes
• A network of the national standards Institutes
• A non-governmental organization
WHO RUNS ISO
PRESIDENT (FOR TWO YEARS)
ISO CouncilMeet twice a year
GENERAL SECRETARY (PERMANENT POSITION)
ISO MEMBERS TOTAL 175 (+)
(PARTICIPATING 80 & OBSERVING 21 )
TC : Technical Committee
SC : Sub-committee
WG: Working Group
S : Secretariat
Ch : Chairman
P : Participating member (active)
O : Observer member
C : Convenor
L : Liaison (type A or B)
E : Expert
TECH MGMT BOARDTECH MGMT BOARD
COMMITTEE HIERARCHIES
SuppliersUsersGovernment
EOSEOS
JISCJISCDINDIN
SNVSNV
INT. ORG.INT. ORG.
ANSIANSI
JapanJapan
USAUSA
UN, etc.UN, etc.
EgyptEgypt
SwitzerlandSwitzerland
GermanyGermany
MEMBERSMEMBERS
"SUPPLIER/USER""SUPPLIER/USER"
ii
SSUUGG
SSUUGG
SSUUGG
SSUUGG
ISO ADMIN.
PLPL
EXPERTS
PROJECT LEADERSPL
Technical Management BoardTechnical Management Board
ISO CONSULTATION (COMMITTEE) SYSTEM
FOUNDATION DOCUMENTS
• MIL 9850
• BSI 3750
• CAN Z299
• EN-29000
• Universal ISO 9000 Adopted (1987) Revised: 1994 & 2000
GENERIC STANDARDS
• ISO STANDARDS ARE GENERIC.
• GENERIC MEANS THAT THE SAME STANDARDS CAN BE APPLIED TO ALL
OBJECTIVES OF ISO 9000
• To provide a framework for organizational effectiveness.
• To assure consistency in products and services delivered to customers.
• Increase customer satisfaction.
BENEFITS OF ISO 9000
• BETTER MANAGEMENT PROCESSES.
• INCREASED AWARENESS OF QUALITY
AMONG STAFF.
• IMPROVED PRODUCTIVITY AND
QUALITY.
• IMPROVED INTERNAL
COMMUNICATIONS.
• REDUCED COSTS OF QUALITY.
• IMPROVED CUSTOMER SATISFACTION.
QUALITY TECHNIQUES & QMS STANDARDS
QUALITY CONTROL
QUALITY ASSURANCE
QUALITY MANAGEMENT
DETECTION PREVENTION DIRECTION
BS 5750
1979-1987 ISO 9001/2/3
1987-2000 ISO 9001-2000/04/08
2000 ONWARDS
1970
1980
1990
2000
2008
ISO10012
ISO10012
ISO 9000 FAMILY
ISO9000
ISO9000
QMS Fundamentals & vocabulary
ISO9008
ISO9008
QMS Guidelines for performance
improvement
ISO9001
ISO9001
QMS Requirements
Technical Reports
Technical Reports
ISO10012
ISO10012Measurement
ISO19011
ISO19011Audits
Guidelines
FEATURES OF ISO 9001
ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 standards based on PDCA concept, therefore having similar structure:
Policy Planning Implementation and Operation Performance assessment Improvement Management review
• Say It– Document/define
– Processes
• Do It– Implementation
• Prove It– Objective evidence (records,
audits & responses)
• Maintain It & Improve It!
– Ongoing management
commitment
– Adequate resources
– Continual improvement of the
system
FOUNDATION ISO 9000 – PRINCIPLES OF QLTY MANAGEMENT
• Customer Focus• Leadership• Involvement of People• Process Approach• Systems Approach To
Management• Continual Improvement• Factual Approach To Decision
Making• Mutually Beneficial Supplier
Relationships
A desired result is achieved more efficiently when activities and related resources are managed as a process
INPUT OUTPUT
RESOURCES
CONTROLS
PRODUCT
PROCESS EFFECTIVENESSExtent to which planned activities are realized and planned results
achieved
PROCESS EFFICIENCY
Relationship between the result achieved and the resources used
ISO 9001:2000 PROCESS APPROACH
PROCESS
“set of interrelated or interacting activities
which transforms inputs into outputs
COMPONENTS OF ISO 9001:2000
• QualityManagement System
• Management Responsibility
• Resource Management• Product Realization• Measurement, Analysis and Improvement
GENERAL REQMTS
DOCUMENTATION REQMTS
MGMT COMMITMEN
T
QUALITY POLICY
PLANNING
RESPONSIBILITY AUTH & COMN
MGMT REVIEW
PROVISION OF
RESOURCES
INFRASTRUCTURE
WORK ENVIRON
HUMAN RESOURCES
PLG OF PRODUCT
REALISATION
CUSTOMER RELATED
PROCESSES
PURCHASING
CTRL OF MONITORING &
MEASURING DEVICES
DESIGN & DEVPT
PROD & SERVICE
GENERAL REQMTS
MONITORING & MEASUREMENT
S
ANALYSIS OF DATA
CONTROL OF NON CONFORMING
PRODUCT
IMPROVEMENT
INTENT
WHAT
HOW /WHY
PROOF
DOCUMENTED QMS
RECORDS / FORMS
LOCAL / WORK INSTRUCTIONS
PROCEDURES
QUALITY MANUAL
POLICY
PHASES OF DEVELOPMENT /MAINTENANCE AND COSTS
• Planning• Development• Implementation• Registration• Maintenance
WHY OBTAIN CERTIFICATION?
• Worldwide Business Recognition
• Complete System for Quality Management
• Competitive Advantage
• Excellent Marketing Tool
THE ISO 14000 FAMILY
• STANDARD THAT GIVES THE REQUIREMENTS FOR AN ENVIRONMENTAL MANAGEMENT SYSTEM.
• ISO 14001:2004 IS THE LATEST, IMPROVED VERSION.
WHY ISO 14000
• DEMONSTRATE SOUND ENVIRONMENTAL PERFORMANCE
• TARNISHING OF IMAGE
• INTERNATIONALLY RECOGNIZED SYSTEM OF ENVIRONMENTAL MANAGEMENT
• LEGAL LIABILITIES
MANAGEMENT MUST MAKE SURE THE WATER IS WARM
• MANAGERS: GET IN FIRST.• COMMIT TO THE PROJECT,
AND MAKE YOUR COMMITMENT VISIBLE.
MANAGEMENT
• GET IN FIRST BY…..–LEARNING ABOUT ISO.–PLANNING THE PROJECT
AND ASSIGNING RESPONSIBILITIES.
• MAKE YOUR COMMITMENT VISIBLE BY…..–PROVIDING RESOURCES.–REWARDING PARTICIPATION
IN THE ISO PROJECT.
MANAGEMENT HAS PREPARED THE WAY, AND YET MANY STILL
DON’T WANT TO DIVE IN..
• I’M HAPPY WHERE I AM, WHY SHOULD I DO ANYTHING DIFFERENT?
MAKE THE WATER INVITING
• PEOPLE WON’T WANT TO GET IN ON THE PROJECT UNLESS THEY KNOW WHAT IT MEANS TO THEM AND TO THEIR JOB:-– WHY ISO IS IMPORTANT TO THE
CONTROLLERATE.– HOW IT WILL MAKE JOB EASIER &
DIFFERENT.– WHAT WILL BE THE SAME.
UNDERSTAND THAT EMPLOYEES MAY FEEL THREATENED
• “IF I DOCUMENT EVERYTHING I DO, WILL I STILL HAVE VALUE?”
• “WHAT IS THIS CORRECTIVE ACTION? IT SOUNDS LIKE GOING TO THE PRINCIPALS OFFICE.”
• “SOMEONE IS GOING TO AUDIT MY PERFORMANCE?”
REMOVE THE THREAT
• INVOLVE EMPLOYEES IN THE DEVELOPMENT PROCESS.– TO MODIFY / DEVELOP PROCESSES– TO MEET THE STANDARD
• USE THE PEOPLE CURRENTLY INVOLVED IN THE PROCESS.
– TRAIN ALL STAFF ON THE CORRECTIVE ACTION AND INTERNAL AUDITS.
– EMPHASIZE THE FOCUS ON IMPROVING THE PROCESS.
USE A COACH
• Consider using a consultant.–To help plan your project–To help interpret the
standard–To allow you to benefit
from experience–To watch your timeline
MISINTERPRETATION
• LEADS TO WASTED EFFORTS AND TIME.– HAVING TO REDESIGN PROCESSES
NUMEROUS TIMES.– OVER IMPLEMENTING THE
STANDARD - REQUIRING TOO MUCH IN YOUR SYSTEM.
– UNCOVERING MAJOR NONCONFORMANCES DURING YOUR AUDIT, DELAYING YOUR REGISTRATION.
DROWNING IN DETAIL…..
• “The purpose of this procedure is to document the aforementioned activities, herein after referred to as the prescribed tasks in terms that preclude their execution in an inconsistent manner, wherein such inconsistency may potentially result in the prescribed tasks delivering a result that is not repeatable or reproducible”
MAKE PROCEDURES USER FRIENDLY
• Use short sentences starting with a verb.
• Make it clear who is performing the task.
• Use white space for easy reading.
DOCUMENTATIONTOO MUCH? TOO LITTLE?
• Too Much:– Work instructions written for
virtually everything.– Overlap and repetition - Including
a process in more than one work instruction.
• Too little:– Lack of work instructions where
the process affects the quality of the product.
YOUR PROJECT GETS OUT OF CONTROL
• TEAMS ARE NOT MEETING THE TIMELINE.
• OVERLAPPING PROCESSES ARE NOT COORDINATED.
• TEAMS ARE GOING IN DIFFERENT DIRECTIONS.
USE A STEERING TEAM
• HAVE DECISION MAKERS AND RESOURCE PROVIDERS ON THE TEAM.
• THE TEAM MUST:–MONITOR THE TIMELINE.–REMOVE OBSTACLES.–PROVIDE RESOURCES.–COORDINATE EFFORTS
BETWEEN DIFFERENT GROUPS.
EMPLOYEES ARE NOT AWARE OF PROGRESS
• AS THE PROJECT GOES ON, EMPLOYEES HEAR LESS AND LESS ABOUT PROGRESS:-
– ONLY THOSE INVOLVED ARE AWARE OF NEW PROCESSES.
– IT APPEARS AS THOUGH THE PROJECT HAS COME AND GONE.
– NEW PROCESSES ARE ONLY DOCUMENTS, NOT A CHANGE IN PRACTICE.
CELEBRATE
• INVOLVE EMPLOYEES AND KEEP THE PROJECT VISIBLE BY CELEBRATING PROGRESS AND SUCCESS.:-– SUCCESS CONFERENCES– EMPLOYEE RECOGNITION– NEWSLETTERS TO COMMUNICATE
BE PREPARED FOR YOUR AUDIT
• HAVE APPROXIMATELY 3 MONTHS OF RECORDS.
• MAKE ALL EMPLOYEES AWARE OF THE AUDIT.
• LET THEM KNOW WHAT TO EXPECT.
• DO A “SWEEP” OF YOUR FACILITY FOR UNCALIBRATED EQUIPMENT AND UNCONTROLLED DOCUMENTS.
IS MANAGEMENT REVIEW EFFECTIVE?
– CHECK THE DATA SUFFICIENCY.
– REVIEW THE ACTION & FOLLOWING UP.
– DEVOTE ENOUGH TIME TO MANAGEMENT REVIEW.
ARE INTERNAL AUDITS EFFECTIVE?
– MANAGEMENT COMMITMENT
– EMPLOYEES AVAILABLABILITY
– SAME PERSON AUDITING?