When considering what would be required to properly design, develop and document such a system to meet the requirements of ISO 9001, we find that there is very little difference between the approach needed to develop a system for this application, in comparison to approaches commonly used to develop systems which address manufacturing activities and other services. Proper design should begin with a review of the key processes used by the institution or organization, their ability to meet the customer needs established above and their overall degree of compliance with the requirements of the ISO 9001 standard.
System documentation required by the ISO 9001 standard, including a quality manual, and the six “system” procedures required by the ISO 9001 standard – the control of documents, the control of records, internal audits, the control of nonconformances, corrective action and preventative action all have a place in this system (as do the 19 types of records addressed in the ISO 9001 standard); they are just as relevant in this application as they are with their counterparts in other industries. Additional documentation, addressing the various activities performed by the organization will also be needed, as necessary to address the critical nature of the activities performed, as well as to ensure the customer needs defined above are met.
Read more on ISO 9001 Standard at http://www.iso9001-standard.us
Showing posts with label ISO 9001 Standards. Show all posts
Showing posts with label ISO 9001 Standards. Show all posts
Sunday, July 1, 2012
What Is The Benefits Of ISO 9001 Certification
ISO 9001 certification is intended for any organization regardless of size, type or product including service. According to the ISO 9001 standard there a number of system requirements which an organisation needs to fulfill in order meet customer, regulatory and statutory requirements. Ensuring customer satisfaction through the quality management system is a key aim of the standard.
The ISO 9001 standard also includes elements that require monitoring and measurement of processes and continual improvement. In order to achieve certification an organization should have a documented quality management system and not a system of documents. The three main objectives of the documentation should be for communication of information, evidence of conformity and knowledge sharing.
Quality management system documentation may be in any form or type of medium such as paper, electronic or picture. A compliant quality management system will need to address key elements of the standard. There are five sections that outline the requirements of a compliant system, section 4 Quality Management System, section 5 Management Responsibility, section 6 Resource Management, section 7 Product Realisation and section 8 Measurement Analysis.
Read more on ISO 9001 Certification at http://www.iso9001-standard.us
The ISO 9001 standard also includes elements that require monitoring and measurement of processes and continual improvement. In order to achieve certification an organization should have a documented quality management system and not a system of documents. The three main objectives of the documentation should be for communication of information, evidence of conformity and knowledge sharing.
Quality management system documentation may be in any form or type of medium such as paper, electronic or picture. A compliant quality management system will need to address key elements of the standard. There are five sections that outline the requirements of a compliant system, section 4 Quality Management System, section 5 Management Responsibility, section 6 Resource Management, section 7 Product Realisation and section 8 Measurement Analysis.
Read more on ISO 9001 Certification at http://www.iso9001-standard.us
Sunday, October 9, 2011
Implementing ISO 9001 Standards
Implementing ISO 9001 standards
If you have your own business and now you are looking for ISO 9001 certification for quality standards for business to make your business products more reliable to the customers. To be in the market for any business, it needs quality and for quality any business needs to follow quality standards, so ISO 9001 Standards developed many quality standards as per different -different business areas.
ISO 9001 Standards is a generic quality standard and can be applied to any organization but before applying it, a process starts with pre-assessment audits and passes through on-going maintenance. The process of implementing ISO 9001 includes identifying, collecting and organizing the information required for certification.
For implementing ISO 9001 standards, any organization needs to hire a consultant because detailed knowledge of ISO standards is essential before successfully applying it. A consultant will analyze your organization structure, your products and their standards and will make a complete plan as per ISO standards for your organization.To hire a consultant is easiest way because they have complete knowledge of ISO standards and they perform various activities like provides class room training to your business employee about ISO 9000 standards
An ISO consultant performs the various activities and explains the course objectives :
• understand the purpose of ISO 9000: 2005, ISO 9001: 2008, ISO 9004: 2000, ISO 19011: 2002 etc. standards and their interrelationship
• describe the purpose of Quality Management Systems and 8 Quality Management Principles
• Interpret the ISO 9001: 2008 in the context of audit
•Plan and conduct an audit in accordance with guidelines as per ISO 19011: 2002, gather objective evidence via various methods and determine conformity to the requirements of Quality Management Systems
• Develop understanding of Roles & Responsibilities of Lead Auditors
Hiring a Consultant is a better and easiest way to implement ISO in your organization
Wednesday, April 28, 2010
Audit Of Electronic Documents In ISO 9001 Standards
Audit Of Electronic Documents In ISO 9001 Standards
Electronic documents that establish management system policies and procedures can be in a variety of file formats depending on the software applications that are utilized by the organization to generate the documents. Electronic file formats include, Text, HTML, PDF, etc. Spreadsheets and databases formats are also considered to be electronic “documents” subject to the control elements of the management system to being audited.
Given the relative ease with which users can now create electronic spreadsheets and other electronic documents, auditors (either internal or external) should ensure that policies governing the controls that apply to management system documentation in-general are also employed for electronic documents through appropriate procedures.
Organizations need to employ suitable and effective methods within the electronic environment for ensuring the adequate review, approval, publication and distribution of its management system documentation. These should be consistent with the methods for the development and modification of electronic documents.
In many cases document control measures may also be standard features of software applications used for their creation. Therefore auditors should understand these application-specific controls to the degree that these are utilized as a basis for conformance to the applicable management system standard.
Given the increased capacity to modify, update, reformat and otherwise improve documents within an electronic-based management system, auditors should pay particular attention to control elements such as document identification and document revision level.
As electronic media facilitates an increased rate of document modifications, auditors should verify that the controls being employed for the management of obsolete documents are considered within the organizations’ document control policies and procedures.
Auditors should verify that electronic-based documentation exists to provide orientation to users with regard to the functional and control aspects associated with electronic documents. Additionally, “Point-of-use” requirements associated with the applicable management system standards will typically be addressed in part by the organization’s document access policies. Auditors should understand the organization’s policies and procedures regarding user privileges as these become important factors for properly realizing the organization’s processes.
External electronic communication with suppliers, customers and other interested parties may involve the exchange of documents. Given that these external documents may contain key parameters that specify the functioning of the organization’s processes, auditors should verify the degree to which these documents are formally introduced and controlled within the electronic-based management system.
Thursday, November 26, 2009
Establishing Quality Objectives In ISO 9001 Standards
Establishing Quality Objectives In ISO 9001 Standards
ISO 9001 defines quality objectives as results sought or aimed for related to quality. It also suggests that these objectives be based on the quality policy and be specified at different levels in the organization, being quantified at the operational level. As with quality policy the details will be addressed later and here we will focus on what it means to establish qualityobjectives and how they relate to other objectives.
As the quality policy equates to the corporate policy, it follows that quality objectives equate to corporate objectives. All of the organization’s objectives should in some way serve to fulfil requirements of customers and other interested parties. It is also interesting to note that inISO 9001, the term requirement is defined as a need or expectation that is stated, customarily implied or obligatory. While an investor may not specify a requirement for growth in share value, it would certainly be an expectation. While an employee does not express requirements for salary increases when profits rise, it would certainly be an expectation and while society has no way other than to protest or invoke the law to impose its desires upon an organization, it certainly has the power to make organization’s comply and even change the law in extreme cases. So quality objectives do equate to corporate objectives.
Management needs to ensure that the objectives are established as a basis for action. All work serves an objective and it is the objective that stimulates action.
The reason for top management setting the objectives is to ensure that everyone channels their energies in a positive direction that serves the organizations purpose and mission.
For an objective to be established it has to be communicated, translated into action and become the focus of all achievement. Objectives are not wish lists. The starting point is the purpose and mission statement and the factors
identified as affecting the ability of the organization to accomplish its mission. It is in these areas the organization needs to excel and therefore they become the focus for action and consequently the setting of objectives. Although ISO 9001 suggests that the quality objectives should be based on the quality policy, it is more likely to be current performance, competition and opportunities arising from new technology that drive the objectives.
An objective is a result that is aimed for and is expressed as a result that is to be achieved. Objec-
tives are therefore not policies. The requirement should also not be interpreted as applicable only to
organizational functions and levels. Objectives are required at levels within the organization not levels
within the organization structure. This is clarified by the requirement for objectives to include those
needed to meet requirements for product. There are therefore five levels at which control and improve-
ment objectives need to be established:
Corporate level where the objectives are for the whole enterprise to enable it to fulfil its vision
Process level where the objectives are for specific processes to enable them to fulfil corporate goals
Product or service level where the objectives are for specific products/services or ranges of products/services to enable them to fulfil or create customer needs and expectations
Departmental or function level where the objectives are for an organizational component to enable it to fulfil corporate goals Personal level where the objectives are for the development of individual competency
A management system is not a static system but a dynamic one and if properly designed and implemented can drive the organization forward towards world class quality. All managerial activity is concerned either with maintaining performance or with making change. Change can retard or advance performance. That which advances performance is beneficial. In this regard, there are two classes of quality objectives, those serving the control of quality
(maintaining performance) and those serving the improvement of quality (making beneficial change).
maintain or to prevent from deteriorating. To maintain your performance and your position in the market you will have to continually seek improvement.
Remaining static at whatever level is not an option if your organization is to survive. Although you will be striving for improvement it is important to avoid slipping backwards with every step forwards. The effort needed to prevent regression may indeed require innovative solutions. While to the people working on such problems, it may appear that the purpose is to change the status quo, the result of their effort will be to maintain their present position not raise it to higher levels of performance. Control and improvement can therefore be perceived as one and the same thing depending on the standards being aimed for and the difficulties in meeting them.
The statements of objectives may be embodied within business plans, product development plans, improvement plans, process descriptions and even procedures.
Achievable objectives do not necessarily arise from a single thought even when the policies provide a framework. There is a process for establishing objectives.
At the strategic level, the subjects that are the focus for setting objectives are the factors that affect the organization’s ability to accomplish its mission – the critical success factors such as marketing, innovation, human resources,
physical and financial resources, productivity and profit. There may be other factors such as the support of the community, of unions, of the media as certain businesses depend on continued support from society. Customer needs, regulations, competition and other external influences shape these objectives and cause them to change frequently. The measures arise from an analysis of current performance, the competition and there will emerge the need for either improvement or control. The steps in the objective setting process are as follows:
Identifying the need
Drafting preliminary objectives
Proving the need to the appropriate level of management in terms of:
whether the climate for change is favourable
the urgency of the improvement or controls
the size of the losses or potential losses
the priorities
Identifying or setting up the forum where the question of change or control is discussed Conducting a feasibility study to establish whether the objective can be achieved with the resources that can be applied Defining achievable objectives for control and improvement
Communicating the objectives
The standard does not require that objectives be achieved but it does require that their achievement be planned and resourced. It is therefore prudent to avoid publishing objectives for meeting an unproven need and which has not
been rigorously reviewed and assessed for their feasibility. It is wasteful to plan for meeting objectives that are unachievable and it diverts resources away from more legitimate uses.
Objectives are not established until they are understood and therefore communication of objectives must be part of this process. Communication is incomplete unless the receiver understands the message but a simple yes or no is not an adequate means of measuring understanding. Measuring employee understanding of appropriate quality objectives is a subjective process. Through the data analysis carried out to meet the requirements of clause 8.4 you will have produced metrics that indicate whether your quality objectives are being achieved. If they are being achieved you could either assume your employees understand the quality objectives or you could conclude that it doesn’t matter. Results alone are insufficient evidence. The results may have been achieved by pure chance and in six months time your performance may have declined significantly. The only way to test understanding is to check the decisions people make. This can be done with a questionnaire but is more effective if one checks decisions made in the work place. Is their judgement in line with your objectives or do you have to repeatedly adjust their behaviour?
For each objective you should have a plan that defines the processes involved in its achievement. Assess these processes and determine where critical decisions are made and who is assigned to make them. Audit the decisions and ascertain whether they were contrary to the objectives. A simple example is where you have an objective of decreasing dependence upon inspection. By examining corrective actions taken to prevent recurrence of nonconformities you can detect whether a person decided to increase the level of inspection in order to catch the nonconformities or considered alternatives.
Any person found increasing the amount of inspection has clearly not understood the objective.
Thursday, November 12, 2009
Thursday, October 8, 2009
Reasons a Company Becomes Certified in ISO 9001 Standards
ISO 9000 certification or registration can be an expensive process. A company must consider the reasons and promised benefits for going through this process. If a company decides to seek certification, they should consider making sure their suppliers are certified or at least compliant to the ISO 9001 standards.
Major reasonsIn the early 1990s, companies seemed to be jumping on the certification bandwagon without seriously considering the rationale for doing so. Often they did so because competitors or “everybody else” is getting registered. Today companies seriously look at the reasons and benefits for becoming registered.
The major reasons that company leadership or management decides to seek ISO 9000 certification are to gain continued or increased business and to maintain effective operations.
Improved businessA company can maintain a relationship with customers, as well as get increased business through complying to the ISO 9001 standards or becoming certified. This comes from satisfying customer demands, the desire for European business, and to advertise.
Finally, some companies want to become certified, so they can advertise that fact and give the impression of being better than their competitors.
You have seen ads with a logo stating the company is certified at some ISO 9000 level. It apparently gives those companies a leg up on competitors not registered.
Again, this seemed more important in the 1990s, but you don’t see that many companies using ISO 9000 certification as an advertising tool.
ISO 9000 is supposed to make sure your business is run in an orderly manner that will assure continued success.
One would think that a goal such as being run effectively and able to deliver goods consistently and reliably would also be desirable for a company’s own operation. Surprisingly, many companies do not consider that as a goal.
Major reasonsIn the early 1990s, companies seemed to be jumping on the certification bandwagon without seriously considering the rationale for doing so. Often they did so because competitors or “everybody else” is getting registered. Today companies seriously look at the reasons and benefits for becoming registered.
The major reasons that company leadership or management decides to seek ISO 9000 certification are to gain continued or increased business and to maintain effective operations.
Improved businessA company can maintain a relationship with customers, as well as get increased business through complying to the ISO 9001 standards or becoming certified. This comes from satisfying customer demands, the desire for European business, and to advertise.
Finally, some companies want to become certified, so they can advertise that fact and give the impression of being better than their competitors.
You have seen ads with a logo stating the company is certified at some ISO 9000 level. It apparently gives those companies a leg up on competitors not registered.
Again, this seemed more important in the 1990s, but you don’t see that many companies using ISO 9000 certification as an advertising tool.
ISO 9000 is supposed to make sure your business is run in an orderly manner that will assure continued success.
One would think that a goal such as being run effectively and able to deliver goods consistently and reliably would also be desirable for a company’s own operation. Surprisingly, many companies do not consider that as a goal.
Saturday, September 5, 2009
ISO 9001 Standards - How long does it take to register?
ISO 9001 Standards - How long does it take to register?
The time it takes to get ISO 9001 registered are varies. But it is talking months here, not weeks. For one thing, you have to keep running your business. You cannot simply shut down while getting registered.The entire process can be broken down into the following general phases:
a. Implementing the ISO 9001 system.
b. Operating it for the minimum time. (A minimum of three, andpreferably six, months before registration audit.)
c. Selecting a registrar. This can be done during the registrationprocess, to save time.
d. Interval between application and registration audit. This dependson the registrar’s backlog.
The time it takes to implement the ISO 9000 system depends in largepart on where you are when you start. If you already have any of thefollowing, implementation time should be relatively short:
a. A documented quality system of any kind that is active, meaningful,but not necessarily compliant with any particular standard.
b. Resources temporarily dedicated solely to implementing the ISO 9001 system.
c. The guidance of a good consultant
If you are starting from square one, implementation can take a longtime. (Unless you can shut down operations while implementing—butwho can do that?) Here are some other factors that can extend thetime it takes:
a. Multiple locations.
b. Head count.
c. Whether or not you are design responsible.
d. Corporate turmoil.
e. Lack of ongoing, consistent, persistent top management commitment.
This exhibits itself in a host of symptoms, including lack ofsufficient resources, other issues taking priority, vacillation, failureto pay attention, failure to learn and understand, and failureto lead.All that being said, experience has shown the following:
a. On average, the shortest interval for the entire process—fromlaunch through registration audit—seems to be around 6 to 9months.
b. At the other extreme, it’s been known to take 18 to 24 to 36months, even with significant resources and full managementcommitment.
On average, for the typical organization (whatever that is), you arelooking at 10 to 18 months to get the job done.
The time it takes to get ISO 9001 registered are varies. But it is talking months here, not weeks. For one thing, you have to keep running your business. You cannot simply shut down while getting registered.The entire process can be broken down into the following general phases:
a. Implementing the ISO 9001 system.
b. Operating it for the minimum time. (A minimum of three, andpreferably six, months before registration audit.)
c. Selecting a registrar. This can be done during the registrationprocess, to save time.
d. Interval between application and registration audit. This dependson the registrar’s backlog.
The time it takes to implement the ISO 9000 system depends in largepart on where you are when you start. If you already have any of thefollowing, implementation time should be relatively short:
a. A documented quality system of any kind that is active, meaningful,but not necessarily compliant with any particular standard.
b. Resources temporarily dedicated solely to implementing the ISO 9001 system.
c. The guidance of a good consultant
If you are starting from square one, implementation can take a longtime. (Unless you can shut down operations while implementing—butwho can do that?) Here are some other factors that can extend thetime it takes:
a. Multiple locations.
b. Head count.
c. Whether or not you are design responsible.
d. Corporate turmoil.
e. Lack of ongoing, consistent, persistent top management commitment.
This exhibits itself in a host of symptoms, including lack ofsufficient resources, other issues taking priority, vacillation, failureto pay attention, failure to learn and understand, and failureto lead.All that being said, experience has shown the following:
a. On average, the shortest interval for the entire process—fromlaunch through registration audit—seems to be around 6 to 9months.
b. At the other extreme, it’s been known to take 18 to 24 to 36months, even with significant resources and full managementcommitment.
On average, for the typical organization (whatever that is), you arelooking at 10 to 18 months to get the job done.
ISO 9001 Standards -What does it offer?
What does ISO 9001 Standards offer?
For one thing, it offers you continued business with customers who may be requiring you to register. That is a pretty strong benefit right there.These customers may never question your quality, but these customers depend heavily on their main suppliers. They know they can improve their quality and through-put, if you improve yours. Just because you are great does not mean you are as great as you could be. ISO 9001 mandates a continuous improvement system. You can wriggle and fudge, but if you implement that system and workit conscientiously, you cannot help but improve. Continuous improvementis not just a buzz term. It is an imperative. Just because you are great today does not mean you will be great tomorrow.Has your industry changed? Has your organizationchanged? A well-implemented ISO 9001 helps your organization adapt to change. It brings independence of individuals and consistencyof practices—two features that tend to resist declines inperformance.
What else does ISO 9001 bring you? When well implemented, an ISO 9001 quality system improves organization performance. That is,after all, the whole point. In cases where it does not, the fault tendsnot to be in the ISO 9001 process (its inherent deficiencies not withstanding). When an ISO 9000 system does not provide substantial benefits andimprovement in performance, it is usually because managementhas consciously chosen to cut corners, blow smoke, stay uninvolved, and starve the system of all but the most essential resources. “We’ll do this stupid thing, but we’re sure not goingto change the way we operate.”ISO 9001 registration brings you one more thing that your organization may not have today: International credibility. ISO 9001 is deployed and practiced in nearly 100 countries around the world. Into day’s ever-growing international economic climate, this is not a bademblem to have, however narrow the scope of your market today.
For one thing, it offers you continued business with customers who may be requiring you to register. That is a pretty strong benefit right there.These customers may never question your quality, but these customers depend heavily on their main suppliers. They know they can improve their quality and through-put, if you improve yours. Just because you are great does not mean you are as great as you could be. ISO 9001 mandates a continuous improvement system. You can wriggle and fudge, but if you implement that system and workit conscientiously, you cannot help but improve. Continuous improvementis not just a buzz term. It is an imperative. Just because you are great today does not mean you will be great tomorrow.Has your industry changed? Has your organizationchanged? A well-implemented ISO 9001 helps your organization adapt to change. It brings independence of individuals and consistencyof practices—two features that tend to resist declines inperformance.
What else does ISO 9001 bring you? When well implemented, an ISO 9001 quality system improves organization performance. That is,after all, the whole point. In cases where it does not, the fault tendsnot to be in the ISO 9001 process (its inherent deficiencies not withstanding). When an ISO 9000 system does not provide substantial benefits andimprovement in performance, it is usually because managementhas consciously chosen to cut corners, blow smoke, stay uninvolved, and starve the system of all but the most essential resources. “We’ll do this stupid thing, but we’re sure not goingto change the way we operate.”ISO 9001 registration brings you one more thing that your organization may not have today: International credibility. ISO 9001 is deployed and practiced in nearly 100 countries around the world. Into day’s ever-growing international economic climate, this is not a bademblem to have, however narrow the scope of your market today.
ISO 9001 Management Representative
The ISO 9001 Management Representative is appointed by the top management of an organization. Irrespective of other responsibilities, he/she is responsible and has the authority in
ensuring that processes needed for the quality management system are established, implemented and maintained,
reporting to top management on the performance of the quality management system and any need for improvement, and
ensuring the promotion of awareness of customer requirements throughout the organization.
The responsibility of the Management Representative also includes liaison with external parties on matters relating to the quality management system.
The Management Representative is usually assisted at the departmental level by Quality Representatives. This position is assumed by the respective Department Managers. The Quality Representatives are responsible for the quality processes which are applicable to their respective departments.
The Quality Representatives head their respective Quality Improvement Teams which are established for the purpose of monitoring processes and identifying opportunities for improvements. Members of the Quality Improvement Teams comprise of key personnel within the departments/process areas who are appointed by the Quality Representative to assist him/her at the process-level.
The Management Representative is also assisted by an appointed Document Controller whose responsibility is to implement the Control of Documents and Control of records procedures.
Collectively, the Management Representative, Quality Representatives and the Document Controller make up the Quality Management System Committee. This committee meets regularly to provide relevant inputs and resolutions for the quality management system. The structure of the Quality Management System Committee is as follows:
Management Representative – Chairman
Document Controller – Secretary
Quality Representatives – Members
[Note: The above is just an example. If you are a small organization, a QMS Committee and Quality Improvement Teams may not be necessary]
To facilitate effecetive communications, the Quality Management System Committee and the Quality Improvement Teams, respectively, meet regularly in order to ensure that communication regarding the effectiveness of the quality management system takes place. Pertinent information regarding the quality management system is then posted by the Management Representative on the Bulletin Board for the benefit of all employees. Employees are generally encouraged to provide their inputs towards the quality management system through suggestion boxes which are located at strategic locations within the organization’s premises.
Note: Some organizations employ this method but results may vary among other organizations. The key is to continually improve on these methods/processes.
ensuring that processes needed for the quality management system are established, implemented and maintained,
reporting to top management on the performance of the quality management system and any need for improvement, and
ensuring the promotion of awareness of customer requirements throughout the organization.
The responsibility of the Management Representative also includes liaison with external parties on matters relating to the quality management system.
The Management Representative is usually assisted at the departmental level by Quality Representatives. This position is assumed by the respective Department Managers. The Quality Representatives are responsible for the quality processes which are applicable to their respective departments.
The Quality Representatives head their respective Quality Improvement Teams which are established for the purpose of monitoring processes and identifying opportunities for improvements. Members of the Quality Improvement Teams comprise of key personnel within the departments/process areas who are appointed by the Quality Representative to assist him/her at the process-level.
The Management Representative is also assisted by an appointed Document Controller whose responsibility is to implement the Control of Documents and Control of records procedures.
Collectively, the Management Representative, Quality Representatives and the Document Controller make up the Quality Management System Committee. This committee meets regularly to provide relevant inputs and resolutions for the quality management system. The structure of the Quality Management System Committee is as follows:
Management Representative – Chairman
Document Controller – Secretary
Quality Representatives – Members
[Note: The above is just an example. If you are a small organization, a QMS Committee and Quality Improvement Teams may not be necessary]
To facilitate effecetive communications, the Quality Management System Committee and the Quality Improvement Teams, respectively, meet regularly in order to ensure that communication regarding the effectiveness of the quality management system takes place. Pertinent information regarding the quality management system is then posted by the Management Representative on the Bulletin Board for the benefit of all employees. Employees are generally encouraged to provide their inputs towards the quality management system through suggestion boxes which are located at strategic locations within the organization’s premises.
Note: Some organizations employ this method but results may vary among other organizations. The key is to continually improve on these methods/processes.
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