- Structure and contents of the management system
- Road map to lower-level documents within the system
- Company history and background
- Overall process flow of the organization
- Company’s products and services described in a clear, practical manner
- Organization’s strength and capabilities
- What to expect during an audit and how to prepare for one
- Responsibilities and authorities of key personnel
- The scope of the QMS
Monday, September 28, 2015
Who loves their quality manual? Please give me a show of hands. Hmm, not much enthusiasm. That’s because the quality manual for most companies serves no other purpose than something to give to customers or auditors. Most employees have never seen or heard of their company’s quality manual. And yet it has been a required document of ISO 9001 since the standard was first published. That has changed in ISO 9001:2015. There is no mention of the words “quality manual,” and the only true leftover requirement is that you have to document your quality management system (QMS) scope. I expect that many companies are going to drop their quality manual altogether now that it’s no longer mandated. But wait! Let’s re-imagine the quality manual as a document that actually helps the organization. First of all, let’s get rid of the rehash of ISO 9001 requirements. Most quality manuals feature this, and the rehash constitutes 95% of the words included. If you want to see what ISO 9001 says, get a copy ISO 9001. The quality manual should be completely focused on the company, period. Secondly, let’s think of the quality manual as a sort of “User Guide for the company’s QMS.” What would an employee or interested party need in a user guide? Well, let’s provide the following:
Sunday, September 20, 2015
Ecolink Inc. is small company, but you couldn’t find a Fortune 100 company that takes its organizational culture more seriously. Located in Tucker, Georgia, Ecolink (www.ecolink.com) develops and formulates industrial degreasers and solvents. Maybe not a glamorous business, but Ecolink long ago saw an opportunity to leverage its environmental stewardship and help customers make smart choices. “Sustainability is simply the right thing to do,” the company President, John Roudebush, explained. “Secondly, it gives us a huge opportunity to tap into new business. We get a lot of new customers by saying, ‘We’re here to sell you less and safer chemicals.’ It’s a message the really resonates with the environmental, health, and safety community.” The focus on reduction of environmental impacts became one of the driving themes of Ecolink’s business. When the company implemented ISO 9001, they wanted a quality policy that really set the tone for their business practices and strategy. Environmentalism was one of the key principles that was stressed. Never mind that it was a “quality” policy, the point was that this was a major part of their business strategy and it needed to be highlighted in their policy. As John Roudebush led the company through the development of the quality policy, other important themes emerged. These included work-life balance, positive karma, and high integrity and ethics. The final result was a wide-ranging and unique quality policy that truly fit the organization it was written for. John Roudebush decided that he wanted to go one step further than the quality policy. What sort of employee behaviors would reinforce the principles this company was founded on? This led to the development of the Ecolink Behavioral/Cultural Norms. They represented a natural extension of the quality policy, but defined actions and behaviors that could be put into practice every minute of the day. Over the years the Behavioral/Cultural Norms grew to 25 specific actions that reinforced the organizational culture that John Roudebush was trying to establish. These included such things as “Check your ego at the door,” “Do what’s best for the client,” and “Create a feeling of warmth in every interaction.” In order to make sure every employee understands the Behavioral/Cultural Norms, Ecolink maintains a weekly schedule whereby each employee gets a turn to discuss what a norm means to them. The employees bring the concepts to life through practical examples of how the norms guide their actions. So, when an auditor asks, “How do you communicate and support your quality policy?” John Roudebush tells them to sit back and relax. It might take a while.
Friday, September 11, 2015
One of the more unusual new requirements in ISO 9001:2015 is the one for organizational knowledge. It basically says that your company will determine the knowledge necessary for running its processes and producing conforming products. Could you even be in business and NOT have this sort of knowledge? No. So, at first blush this seems like one of those meaningless requirements that companies and auditors just gloss over. The notes at the bottom of that section (7.1.6) provide valuable context, though. The notes state that knowledge is gained through experience, and they go on to give some examples of how knowledge is obtained: lessons learned, failures, successes, sharing of knowledge, improvements. Now you start to get the picture. This so-called organizational knowledge is always a work-in-progress. You’re continually building it on a day to day basis, as you hit home runs….and strike out with the bases full. ISO 9001:2015 also says that this knowledge will be maintained. That means kept up to date and made accessible. Far from a meaningless requirement, you now see an important process for continual improvement.
The ISO 9001:2015 ballot has been approved. There were 75 approvals, 0 disapprovals and 5 abstentions (Canada, Honduras, Kazakhstan, Luxembourg, and Qatar). It is planned at this time that the standard will show a September 15, 2015, publication date and it is scheduled for release on September 23, 2015. (On schedule)
Sunday, March 4, 2012
This segment addresses the differences between problem causes and problem symptoms, their relationship, and the nature of actions taken to address both.
Saturday, March 3, 2012
This segment is entitled "What is problem solving?" and it provides a basic overview of problem solving, including the nature of causes, the fallacy of a single root cause, and the need to match corrective actions to the most significant causes.
Friday, September 10, 2010
Buy it HERE
New Book Explores Best Ways for Organizations to Solve Problems
Effective problem solving is the most neglected organizational competency, often perpetuated by complacence about the status quo, a culture of blame, reluctance or inability to pursue true causes and lack of time. To address these issues, Craig Cochran, the north Atlanta region manager for Georgia Tech’s Enterprise Innovation Institute, has written a new book, Problem Solving in Plain English (Paton Press, 2010).
“Managers need to re-examine their processes and problem-solving and think beyond the surface. If they understand their current process, then they can consider causes and potential causes of problems,” Cochran said. “Rarely is there a single root cause to be acted upon; most problems have a web of interrelated causes and potential causes.”
According to Cochran, effective problem solving is equal parts art and science, and he explains why problem-solving efforts that start out strong with motivated team members and supportive managers often fizzle out before they produce any benefits. Cochran suggests using a structured problem-solving method that focuses on processes rather than people.
“There are two major problem-solving myths: the perfection myth and the punishment myth. The perfection myth is the belief that if everyone tries hard enough, no mistakes will be made. The punishment myth says that if we punish wrong-doers, fewer mistakes will be made,” he explained. “Using a structured problem-solving method ensures a degree of consistency and provides the framework for the successful application of analytical tools.”
This book is ideally for managers with long-standing business problems, as well as front-line employees who are often intimately familiar with dealing with them. Cochran covers a variety of topics, including selecting the right problem; forming effective problem-solving teams; planning and implementing corrective actions; verifying effectiveness; writing a problem statement; identifying root causes; and defining the current process.
Cochran has an M.B.A. from the University of Tennessee and a bachelor’s degree in industrial management from the Georgia Institute of Technology. He is a Certified Quality Manager, Certified Quality Engineer, Certified Quality Auditor, and Certified HACCP Auditor through the American Society for Quality. He is also certified as a Quality Management Systems Lead Auditor through the Registrar Accreditation Board of the Quality Society of Australasia (RABQSA).
Cochran is also the author of The Continual Improvement Process: from Strategy to the Bottom Line; Customer Satisfaction: Tools, Techniques, and Formulas for Success; Becoming a Customer Focused Organization; and ISO 9001: In Plain English, all available from Paton Press (www.patonpress.com). He has written numerous articles in national and international publications and is frequently featured as a speaker at conferences on quality, performance improvement and management.
For additional information, please contact Craig Cochran (678-699-1690); E-mail: email@example.com).
Writer: Nancy Fullbright
Media Relations Contact: Nancy Fullbright (912-963-2509); E-mail: (firstname.lastname@example.org)
Buy it HERE