ISO9001:2000

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Welcome
ISO90012000 Foundation Workshop
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Objectives of the day

• The objectives are to
• introduce the concepts of Standardisation
• introduce system thinking
• review ISO90012000 as a management tool
• identify the requirements of ISO90012000
• selling the benefits of ISO90012000
• create an implementation plan.

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Session 1
Standards the big picture

• Learning points
• To understand how a standard is created
• To understand the history of quality standards
• To understand that process based systems are the
  start point.

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Standards

• Background
• Standards measurement
• Standardising the standards
• Standards for industries
• The future
• Standards for continuous improvement and change.

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How are standards created?
Industry requirements
Country Standards Body
International Standards Body
Implemented by industry
Produce Standards
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How are they implemented?

• Standards are implemented by
• Identify the correct standard based on your
  organisations needs
• Understanding what is required
• Understanding how to implement
• Carry out a gap analysis against your current
  management system
• Carry out improvement activity to address any
  gaps
• Apply and maintain registration.

ISO90012000 is about your management system
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History of quality management systems
??
ISO90012000 Quality Management
ISO90001994 Quality Assurance
BS5750 Quality Control
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The rationale for management systems

• The quality management system approach
  encourages
• Analysis of customer requirements
• Defining processes that meet these requirements
• The control and management of these processes
• Provision of a framework for continuous
  improvement
• Confidence in the products and services being
  offered

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The big picture
Systems process thinking
Management systems development
Corporate Social Responsibility / Corporate
Governance
Based on
Management skills development
ISO 90012000
Learning and change
setting off in the right direction is critical
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Session 2
Systems thinking

• Learning points
• To understand systems thinking
• To understand how standards are used to enhance
  systems thinking.

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Management system continuous improvement
The future
Plan 1
Plan
Act
Do
Do1
Act 1
Check
Check 1
The aim Continuous business improvement
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System / process management
Understanding the market
Business planning
Bringing about change
Monitor measure performance
Design / enhance services
Deliver services
Communicate services
Managing assets
Managing people
Managing finance
a business is made up of one system, not many
follows PDCA
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What is a system?

• A management system
• Incorporates all components of an organisation
  into one system
• It is not about putting quality, environment etc
  in one book
• Buying a software package that incorporates
  environment,
• Heath safety and quality documentation is not a
  system
• Merging disciplines such as quality manager,
  health safety
• manager and environment manager into one is not a
  system.

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System thinking standards
BS7799
15001
8800
14001
Outcomes / results
Inputs
Risk Mgt
CSR
Excellence Model
Learn
Change
many standards, only one business system
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Exercise 1

• In groups
• Select a standard / framework you are familiar
• and identify where you would find the
  requirements
• in the generic system shown?
• What is the impact of systems thinking on
  organisations
• performance?

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Session 3
ISO90012000 quality management systems

• Learning points
• To understand the ISO90012000 model as a
  management tool
• To understand the details of the clauses that
  make up the standard.

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Quality (business) principles

• Customer focus
• Leadership
• Involvement of people
• Process approach
• System approach to management
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relationships.

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Based on a process approach

• Emphasizes the importance of
• understanding and meeting requirements
• the need to consider processes in terms of added
  value
• obtaining results of process performance and
  effectiveness
• continual improvement of processes based on
  objective measurement.

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Clauses 1, 2 and 3

• Scope
• Normative reference
• Terms definitions

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Quality management process model
Continual improvement of the quality management
system
Management responsibility
Customer
Customer
Satisfaction
Measurement, analysis and improvement
Resource Management
Requirements
output
input
Product realisation
Product
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Clause 4 Quality management systemsThe
Critical Elements

• Identify processes
• Determine sequence
• Operate control
• Ensure resources information to support
  operation monitoring
• Measure
• Improve based on fact.

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Clause 4 4.2.1.GeneralHighlights

• Documented quality policy, quality objectives
  quality manual
• Note 2.
• The extent of the quality management system
  documentation can differ from one organisation to
  another due to
• Size Type of Organisation
• Complexity of processes and their interactions
• Competence of personnel

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Clause 4 4.2.2. quality manual

• Scope (of management system)
• coverage and exclusions
• Reference to documented procedures
• Interaction between the processes.

what it looks like is up to you show examples
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Clause 4 4.2.3. control of documents
Documents shall be controlled
External Documents Controlled
Approve/ Review Documents
Available at Point of use
Version 2.0
Obsolete Documents
Revision Status
Documents Remain Legible
BIN
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Clause 4 4.2.4. control of records

• Evidence of conformity
• How do you do that?
• Can you show me?
• Legible, identifiable retrievable
• Documented procedure to define controls.

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Quality management process model
Continual improvement of the quality management
system
Management responsibility
Customer
Customer
Satisfaction
Measurement, analysis and improvement
Resource Management
Requirements
output
input
Product realisation
Product
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Clause 5 management responsibility

• What clause 5 really means
• Management commitment
• Understanding customer focus shapes
• The design of the quality policy
• Which is delivered by objectives plans
• Responsibilities authorities are defined
  communication
• Management review results at the management
  review and take required action
• Results are internally communicated on a regular
  basis.

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Quality management process model
Continual improvement of the quality management
system
Management responsibility
Customer
Customer
Satisfaction
Measurement, analysis and improvement
Resource Management
Requirements
output
input
Product realisation
Product
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Exercise 2Clause 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 groups
• What is the link to quality objectives?

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Quality management process model
Continual improvement of the quality management
system
Management responsibility
Customer
Customer
Satisfaction
Measurement, analysis and improvement
Resource Management
Requirements
output
input
Product realisation
Product
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Clause 7 Product Realisation

• Planning
• Customer related processes
• Design and development
• Purchasing
• Production service provision
• Control of monitoring measuring devices

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Clause 7
Clause 7.1 Planning for Product Realisation
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Clause 7
Clause 7.1 Planning for Product Realisation
Clause 7.2 customer related processes
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Clause 7
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Clause 7
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Clause 7
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Clause 7
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Quality management process model
Continual improvement of the quality management
system
Management responsibility
Customer
Customer
Satisfaction
Measurement, analysis and improvement
Resource Management
Requirements
output
input
Product realisation
Product
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Exercise 3Clause 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 groups
• Provide an overview of the whole clause.
• How is the information prioritised to identify
  improvements?

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Procedures

• Procedures are required for
• Preventive action
• Corrective action
• Control of documents
• Control of non-conforming product
• Control of quality records
• Internal/External Auditing.

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Session 4
Business process management A practical approach

• Learning points
• To understand a management system structure.

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Scope covers everyone
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Management system structuremulti-level mapping
Management system
Owner Head of scope

• measure business performance
• finance, customer, process

the what
A process
A process
Owner - Process Owner

• measure efficiency and
• effectiveness

A procedure / information
the how
Training Guide
Photograph
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An example management system
Understanding the market
Business planning
Bringing about change
Monitor measure performance
Design / enhance services
Communicate services
Deliver services
Managing assets
Managing people
Managing finance
what your system looks like is up to you
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Example Process
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Links to other workshops

• ISO90012000 Foundation Workshop (today)
• (to provide guidance on ISO90012000 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 ISO90012000
• (to provide guidance on how to map business
  processes and identify
• measures)
• Auditing Process Management
• (to help you audit process effectiveness and
  compliance identify
• Improvements).

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Session 5
Selling ISO90012000

• Learning points
• To identify the benefits of ISO90012000 to
  customers
• and organisations.

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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 ISO90012000.
• All groups
• What barriers could exist that prevent the
  introduction
• of IS090012000.

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Benefits to real customers

• Focus on results
• Brought departments together into one process
• Highlighted areas of duplication
• Highlighted areas of weakness
• Promoted teamwork
• Reducing paperwork
• Addressing management issues not just standard
  issues
• Introducing cross-functional measures
• Understanding of others roles in achieving
  process company objectives
• Movement towards one system instead of many.

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Benefits to real customers

• Identified major gaps in operational activity
• Improved business planning
• Better understanding of processes that identify
  an
• understanding of our market
• Senior Team working together
• Creating the right measures to manage the
  business
• Staff involvement
• Streamline existing paperwork (procedures only a
  few lines)
• Fill gaps
• Computerised, reduced paperwork
• Organisation transparent to all managers and
  staff.

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Session 6Project implementation

• Learning points
• To identify the component parts of an
  implementation
• Plan.

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Implementation plan- as the workshop summary

• Understand ISO90012000 particularly clause 4
• Communicate overview and systems thinking to
  management
• Create quality management system
• Define processes and measures
• Create procedures
• Create quality manual
• Communicate system to all staff
• Audit process effectiveness
• Collect measurement information
• Identify carry out improvement opportunities
• Obtain registration.

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Any questions?
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Guidance, advice support
In partnership with The High Performance
Organisation Ltd 01604 470837 enquiries_at_the-hpo.co
m www.the-hpo.com