journey to iso 9001:2008 certification

“….the CROWNING GLORY on HEADGEAR GLOBALLY…..”

KEW FOUNDRIES JOURNEY TO ISO 9001:2008 CERTIFICATION


DATE: 19/02/2015

“ Our Customer comes first”

JOURNEY TO ISO 9001:2008 CERTIFICATION - CONTENTS

•  About KEW Foundries (Kimberley Engineering Works) •  Why ISO 9001:2008? •  Implementation Process •  Challenges / Constraints during Implementation •  Key Success Factors •  Benefits to KEW •  Maintaining Compliance


ABOUT KIMBERLEY ENGINEERNG WORKS T/A KEW FOUNDRIES

•  Established by De Beers in 1891 •  Serviced the industry since the start of Mining in S.A. •  Played an integral role during the Anglo Boer War – Long Cecil

Canon •  In 2007, underwent a name change to KEW FOUNDRIES •  Presently services the Mining and the Manufacturing Industry

offering a wide range of services and products:- Ø Mine headgear sheave wheels; Ø Castings manufactured in various grades of Cast Iron &

Spheroidal Graphite Iron (SG Iron) 1 kg – 5500kg (Present) Ø  Precision machining and fitting Ø Deep Drawn thin wall cylinders, e.g. pressings for the arms

industry, fire extinguisher bodies, etc. Cont…


•  Presently a Level 4 BBBEE Contributor. •  ISO 9001:2008 Certified QMS since July 2012 •  Developing systems to implement and achieve ISO 14001

and OHSAS 18001 certification •  Divisions:

ABOUT KIMBERLEY ENGINEERNG WORKS T/A KEW FOUNDRIES - Continued

DESIGN

•  Conceptual design;

•  Site assessments & evaluations

•  Developing criteria for new designs

PRESSINGS FOUNDRY FITTING & TURNING


WHY ISO 9001:2008?

•  Requirement from customers especially for exporting •  To ensure consistency in processes and level of quality •  To continually improve product and service quality

The wedge represents the Quality Management System that forms the basis for continual improvement and will prevent the deterioration of standards if maintained.


•  Obtain requirements and quotation from Certification Body: Certification process consist of 2 Stages: Stage 1 - review of QMS documentation against requirements of the standard and spot check to confirm implementation of QMS. Certification Body Auditors submit recommendation for progressing to Phase 2. Stage 2 – auditing of all processes to confirm implementation and compliance to QMS documentation. Certification Body Auditors submit recommendation for Certification.

IMPLEMENTATION PROCESS

Cont…


•  Arrange for Gap Audit by external consultant to determine level of compliance with ISO 9001:2008. (August 2010)

•  Top Management in consultation with Line Managers agreed on date for Stage 1 audit by Certification Body based on results of audit. (October 2011)

•  Awareness training of all employees on ISO 9001 •  Generate outstanding documentation:

Ø  Identify all processes & generate process flows Ø  Identify critical operating procedures and specifications

•  Involve all levels of employees in generating shop floor instructions

•  Train employees on procedures and monitor compliance. Update procedures where relevant and re-train.

IMPLEMENTATION PROCESS (Continue)

Cont…


•  Conduct formal internal audits of all processes by May 2011 with assistance of external consultant. Selected KEW employees trained on conducting audits at the same time.

•  Generate Corrective Actions (PDCA principle applied) •  Formal Management Review in June 2011 to assess level of

compliance. •  Stage 1 audit (October 2011) – No non-conformances •  Stage 2 audit ( April 2012) – 8 minor non-conformances •  Certification recommended provided all Non-conformances

addressed by July 2012. •  All cleared by June 2012 where after certificate was issued.

IMPLEMENTATION PROCESS (Continue)


•  Literacy level of employees: ü  QA Manager did weekly awareness sessions in each department ü  Internal auditors question employees at random and provide feedback • Resistance from Line Managers: ü  Regular meetings with Line Managers focusing on successes ü  Line Managers involved in establishing procedures and shop floor instructions. Principle of “document what you do as a standard” was applied ü  Where resistance continued, Top Management intervened

CHALLENGES / CONSTRAINTS DURING IMPLEMENTATION

Cont…


•  Compliance with Procedures: ü  Importance of compliance discussed during weekly

awareness sessions in each department. ü  Line Managers responsible for investigation of non-

compliances and implementation of corrective actions. QA Manager & consultant provided assistance.

ü  Monthly/weekly meeting to review areas of concern and progress with implementation of corrective actions.

•  Completion and Retention of Records:

ü  Importance and purpose discussed during weekly awareness sessions in each department.

ü  Re-training where need identified.

CHALLENGES / CONSTRAINTS DURING IMPLEMENTATION


•  Top Management Commitment and Participation •  Regular meetings at all levels and across all departments •  Training, Training, Training……. •  Internal Audits •  Analyse data and communicate results to all •  Praise / recognition for successes •  Positive support where underperformance is observed. Ensure

they understand “WHY” system is implemented •  Discipline for continued non-compliance (isolated occurrence)

KEY SUCCESS FACTORS


•  Competitive Edge especially for export orders ü  Limited to No third party inspections on export orders

•  Noticed decrease in customer returns •  Data recorded provide for proper analysis of scrap, process non- compliances etc (Pareto Analysis) •  Noticed decrease in internal scrap after initial increase •  More consistency in processes •  Documented procedures prevent informal instructions and

provide basis for evaluating competency of employees •  Reduce time required to train new employees •  History from records improve ability to identify root causes for

non-conformances and identifying effective corrective action •  Financial: No major benefit in short term but should improve

once system is fully entrenched.

BENEFITS TO KEW


•  Formal internal audits of each process once a year (used to be twice/year)

•  Implemented surveillance audits-procedure driven. This assist with identifying: - areas of non-compliance to procedures - training needs - opportunities for improvement

•  Continue to publish trend reports from data analysed and use it as basis for improvements

•  Refresher training of employees •  Ownership of the system by Line Management and employees.

MAINTAINING COMPLIANCE


TRUST THE INFORMATION SHARED ASSIST YOUR COMPANY TO TAKE THE NEXT STEP TOWARDS

ISO 9001:2008 CERTIFICATION

THANK YOU

THE END

journey to iso 9001:2008 certification

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