An implementation team will ensure the success of your transition to the new Quality Management System. The implementation team should be headed by the Management Representative that will oversee all parts of the implementation process. This person should hold a perfect understanding of the ISO standard.
They will be the line of communication between the implementation team and the ISO registrar that will eventually certify your business. The Management Representative should be a member of management that is respected and has a passion for managing and maintaining the Quality Management System far into the future. It will be much easier to map out a plan for meeting the standards when you are aware of which processes within your organization coordinate with which requirements.
It's extremely helpful to use flow charts and turtle diagrams to figure out exactly how your business gets from Point A to Point B when it comes to creating new products for customers. You can do something as sophisticated as using computer software to define each step of the process, or simply use post-it notes on a wall.
Once you can see the entire process in front of you, it's time to decide which of the items is a core process and which is a support process. Examples of core processes are things such as design and delivery. These are the processes which contribute directly to getting the customer what they want.
Support processes are not directly responsible for it but do help the core processes to do their job. These processes are things like training and facility maintenance. In order to keep the transition to ISO running smoothly, there should be a structured plan set into place. Using the to-do list created from your analyses in step one, the implementation team should create milestones and deadlines to get things done.
Having a plan in place is key in implementing any system in a timely and effective manner. Without ensuring things are done at specific times under controlled conditions, they may get pushed aside and take much longer.
With a plan set out before you, it's time to let everyone in on the change. Every single person that works within your organization should be aware that change is coming.
Hold seminars to let them in on the way things are going to change and why. Make sure when you introduce the concept of such a large change that you tell your employees how it will affect them.
Include research that supports why implementing ISO is a good thing for the business and for them. Let them know how their work might be changed in the process so that they are prepared. Communication is key in implementing change. Keep everyone in the loop so that they don't feel they are being jilted in any way. Set up displays on notice boards that show the progress being made.
Listen to any concerns or complaints. Make everything feel included. The Quality Policy within your company is an integral part of keeping your business committed to meeting objectives and focusing on customer satisfaction. Your Quality Policy is one of the key things that will be used to measure your organization when determining the success of your Quality Management System.
There is no set definition of quality that applies to all businesses. Your definition of quality is one that is agreed upon by your Top Management team. It should build on your current values and identify objectives that are able to be measured to determine quality. Quality Objectives are the way that the quality of your products will be measured. There isn't a specific way that ISO asks for objectives to be documented. Your quality objectives can be related to budget, business plans, or management review.
It's important that these objectives suit both your business and your customers. Once you have your Quality Policy in place you need to communicate it effectively to all members of your organization.
You don't have to force the entire thing down their throat verbatim, but make sure they know where they can find a copy of the document if they should need it. Try to shorten the key concepts of your Quality Policy into a few short sentences or a handful of keywords that make sense to employees at all levels. Do this for each department depending on what part of the Quality Policy directly correlates to the work they are doing. Put this shortened version up on notice boards so that they are always aware of it.
Every area of your organization should have managers and staff who are directly responsible for quality-related tasks and upkeep.
You can create entirely new roles for these people or change already existing job descriptions to include the needed responsibilities.
You should have staff in each department that is capable of performing audits, maintaining documentation, conduct management reviews, and implement any needed changes. Make sure the people you choose to undertake these responsibilities are fully aware of what the job entails and how it relates to the Quality Management System.
There are certain documents you are required to keep and others which may just be helpful in keeping everything running as it should. Organizing and preparing your documentation is usually done according to the importance of the documents.
At the top, you have your Quality Manual. This includes your companies quality policy and objectives as well as how your quality system functions. It will have descriptions of all of the processes within your system and how they interact. You should always go back and refer to your Quality Manual as you implement changes to ensure all process descriptions are up to date. Second, there are procedure documents.
These documents detail all of the individual business processes and how they operate. They will show how each process is designed and controlled, including what checks are carried out to keep them in line. Third, there are work instructions. These are very specific documents that detail the necessary instructions required to perform every task within the business. Last, you have your forms and records.
These are exactly what they sound like. Forms are used to collect information for record-keeping purposes. Records are required to show how your Quality Management System is operating and if it is up to standard. The Template includes everything you need for ISO documentation - quality policy, scope, what procedures you're planning to implement, flow charts, objectives and forms that ISO certification may require.
Your business probably already has extensive documentation going over processes and procedures, as well as forms and records. It would benefit you to make a list of all of the documents that already exist and note their current status. Many of these documents may not be completed or up to date or might be lacking specific details required by the ISO standard. The following benefits are obtained by following the international standard requirements like ISO Many companies want ISO certification just to satisfy one customer requirement.
The customer states that it will only do business with vendors that are certified as ISO compliant, so to get or keep the business they need that certification. Focusing only on that one benefit — your immediate gain — without putting the customer in front will end up costing you much more in the long run. Ensuring that your product or service do comply to the customers requirements. Once you obtain your ISO certification, you can advertise your quality certification and respond to requests for quotes from companies and clients that make ISO certification a requirement.
ISO certification can open up new markets you were virtually unable to do business with before your certification. ISO is a comprehensive framework that addresses all key processes throughout the company - not just quality control. By taking such a broad view, ISO leads not only to quality products and services, but also to improved production and service provision with less rework and lower cost.
From process integration to improvement, the ISO standard is all about quality processes. In fact, the current year revision of ISO focuses on the " process approach " as a central pillar of ISO The idea is that a process-based Quality Management System connects interrelated processes to form a cohesive whole to ensure that processes are not only managed individually but with a view towards how they affect other processes within the company.
Good decision-making is key to business success. ISO 's structured framework for quality management provides management with both information and processes for fact-based decisions that rely on evidence, not merely on gut feelings. Read more about certification to management system standards. ISO has a range of standards for quality management systems that are based on ISO and adapted to specific sectors and industries.
These include:. Popular standards. Management system standards Providing a model to follow when setting up and operating a management system, find out more about how MSS work and where they can be applied. ISO - Debunking the myths An informative free brochure to ISO that clarifies some of the misconceptions around its implementation and use. ISO Quality management systems. The ISO family is the world's most best-known quality management standard for companies and organizations of any size.
0コメント