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PRESENTATION ON

BY

LT COL H JAYAPALCQAS

• 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

… AND IT INCLUDES THE CHOCOLATE IN FRONT OF

YOU…

…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:-

ANCIENT ‘WEIGHTS & MEASURES’

(Pompeii c.79 AD!)

ORGANISATIONS RESPONSIBLE FOR INTERNATIONAL STANDARDS

– IEC - International Electro technical Commission

– ITU - International Telecom Union

– ISO - ?

WHAT IS ISO

INTERNATIONAL ORGANIZATION

FOR

STANDARDIZATION

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

WHAT IS QUALITY MANAGEMENT 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

WHAT DOES ISO CONCERN ABOUT

PRODUCT STANDARDS

SERVICESTANDARDS

PROCESS STANDARDS

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

BENEFITS OF ISO

TECHNIQUES FOR ISO 9000 IMPLEMENTATION

HOW TO AVOID TROUBLE IN ISO

9000 IMPLEMENTATION

Diving InHazards in the Water

Winning the RaceContinuing Workouts

MILE STONES TO LOOK OUT FOR

DIVING IN

OVER COMING FEAR OF THE

WATER.

IT IS TOO COLD!

• NO ONE WANTS TO JUMP INTO A COLD, EMPTY POOL.

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.

WATCH OUT FOR HAZARDS IN THE

WATER

THE COMPANY DOESN’T KNOW HOW TO SWIM

• PROVIDE SWIMMING LESSONS

• CONSIDER MORE ADVANCED TRAINING

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.

DOCUMENTATION

• REMEMBER GOAL IS CONSISTENCY.

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

WINNING THE RACE

Registration

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.

GOING THE DISTANCE

SIMPLIFY

• MAKE CHANGES.

• SIMPLIFY.

• GET FEEDBACK

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?

FOLLOW THE EXAMPLE OF EXPERIENCED SWIMMERS

• Workout

• Never swim alone

• Follow the Rules

ENJOY YOUR SUCCESS!