PRESENTATION ON

BY

LT COL H JAYAPAL CQAS

YOU ARE SURROUNDED BY MANY EVERYDAY STANDARDS

LIGHTING & VENTILATION SYSTEMS IN THIS ROOM MOBILE PHONES IN YOUR POCKETS (ITU) COMPUTERS YOU USE

SAFETY OF ELECTRICAL OUTLETS (IEC)

PAPER YOU WRITE ON (AND THE PEN YOU WRITE WITH) CAR / PLANE / TRAIN YOU USE HYGEINE OF THE RESTAURANTS YOU EAT IN SIZING SYSTEM OF THE SHOES / CLOTHES

 AND IT INCLUDES THE CHOCOLATE IN FRONT OF YOU

EVEN BEFORE YOU GET TO THE CHOCOLATE !

Euro-packaging SI Units Bar code (EAN) Recyclable symbol

Composition
Web addresses Country codes

THE AIMS OF STANDARDIZATION

STANDARDIZATION MAY HAVE ONE OR MORE SPECIFIC AIMS, TO MAKE A PRODUCT, PROCESS OR SERVICE FIT FOR ITS PURPOSE.
AIMS COULD BE:

VARIETY CONTROL USABILITY

ENVIRONMENT PROTECTION

PRODUCT PROTECTION
MUTUAL UNDERSTANDING

COMPATIBILITY

INTERCHANGEABILITY HEALTH SAFETY

TRADE.

ANCIENT WEIGHTS & MEASURES

(Pompeii c.79 AD!)

ORGANISATIONS RESPONSIBLE FOR INTERNATIONAL STANDARDS

IEC - International Electro technical Commission

ITU - International Telecom Union

ISO

- ?

WHAT IS ISO

INTERNATIONAL ORGANIZATION FOR STANDARDIZATION

ISO
ISO -GREEK WORD ISOS MEANS EQUAL
isogones isogonic isogonics isogonies isogons isogony isograft isografted isografting isografts isogram

PRONUNCIATION SOH

EYE-

WHAT IS ISO 9000?

An International Standard Focuses on Managing an Organizations Processes A network of the national standards Institutes A non-governmental organization

WHO RUNS ISO

PRESIDENT (FOR TWO YEARS) GENERAL SECRETARY (PERMANENT POSITION) ISO Council Meet twice a year

ISO MEMBERS TOTAL 175 (+)

(PARTICIPATING 80 & OBSERVING 21 )

COMMITTEE HIERARCHIES
TC : Technical Committee
TECH MGMT BOARD

SC : Sub-committee

WG: Working Group

S : Secretariat

Ch : Chairman P : Participating member (active) O : Observer member

C : Convenor
L : Liaison (type A or B) E : Expert

ISO CONSULTATION (COMMITTEE) SYSTEM

DIN
S U G S U G "SUPPLIER/USER"

Technical Management Board

Germany SNV Switzerland EOS USA INT. ORG.

JISC Japan ANSI

S U G S U G

ISO ADMIN.

i
Suppliers Users Government

Egypt

EXPERTS
MEMBERS

UN, etc.

PL

PL

PL

PROJECT LEADERS

FOUNDATION DOCUMENTS
MIL 9850 BSI 3750 CAN Z299 EN-29000

Universal ISO 9000 Adopted (1987) Revised: 1994 & 2000

GENERIC STANDARDS

ISO STANDARDS ARE GENERIC. GENERIC MEANS THAT THE SAME STANDARDS CAN BE APPLIED TO ALL

OBJECTIVES OF ISO 9000

To provide a framework organizational effectiveness. for

To assure consistency in products and services delivered to customers. Increase customer satisfaction.

BENEFITS OF ISO 9000

BETTER MANAGEMENT PROCESSES.

INCREASED

AWARENESS

OF

QUALITY

AMONG STAFF. IMPROVED PRODUCTIVITY AND QUALITY. IMPROVED INTERNAL COMMUNICATIONS. REDUCED COSTS OF QUALITY. IMPROVED CUSTOMER SATISFACTION.

QUALITY TECHNIQUES & QMS STANDARDS

1970 1980 1990 2000 2008

QUALITY CONTROL DETECTION BS 5750 1979-1987

QUALITY ASSURANCE PREVENTION

QUALITY MANAGEMENT DIRECTION

ISO 9001/2/3
1987-2000

ISO 9001-2000/04/08 2000 ONWARDS

ISO 9000 FAMILY

ISO 10012 ISO Measurement 10012 ISO Audits 19011

QMS Fundamentals & vocabulary

ISO 9000

Guidelines QMS Guidelines for performance improvement ISO 9008 ISO 9001 QMS Requirements

Technical Reports

FEATURES OF ISO 9001

ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 standards based on PDCA concept, therefore having similar structure:

Say It
Document/define Processes

Do It
Implementation

Policy Planning Implementation and Operation Performance assessment Improvement Management review

Prove It
Objective evidence (records, audits & responses)

Maintain It & Improve It!

Ongoing management commitment Adequate resources Continual improvement of the system

WHAT IS QUALITY MANAGEMENT SYSTEM

FOUNDATION ISO 9000 PRINCIPLES OF QLTY MANAGEMENT Customer Focus Leadership Involvement of People Process Approach Systems Approach To Management Continual Improvement Factual Approach To Decision Making Mutually Beneficial Supplier Relationships

WHAT DOES ISO CONCERN ABOUT

PRODUCT STANDARDS

SERVICE STANDARDS
PROCESS STANDARDS

ISO 9001:2000 PROCESS APPROACH

set of interrelated or interacting activities which transforms inputs into outputs

CONTROLS

PROCESS EFFECTIVENESS
Extent to which planned activities are realized and planned results achieved

INPUT

PROCESS

OUTPUT

PRODUCT

RESOURCES

PROCESS EFFICIENCY
Relationship between the result achieved and the resources used

A desired result is achieved more efficiently when activities and related resources are managed as a process

COMPONENTS OF ISO 9001:2000

QualityManagement System Management Responsibility Resource Management Product Realization Measurement, Analysis DESIGN & and Improvement
DEVPT
GENERAL PLG OF PRODUCT PROVISION MGMT REQMTS OF GENERAL REALISATION COMMITMENT RESOURCES REQMTS MONITORING & CUSTOMER RELATED MEASUREMENTS QUALITY POLICY DOCUMENTATION PROCESSES INFRASTRUCTURE REQMTS ANALYSIS OF DATA PLANNING

WORK PROD & SERVICE ENVIRON

CTRL OF MONITORING & IMPROVEMENT MGMT MEASURING REVIEW DEVICES

CONTROL OF NON RESPONSIBILITY HUMAN CONFORMING PRODUCT PURCHASING AUTH RESOURCES & COMN

DOCUMENTED QMS

POLICY

INTENT

QUALITY MANUAL

WHAT

PROCEDURES LOCAL / WORK INSTRUCTIONS RECORDS / FORMS

HOW / WHY

PROOF

PHASES OF DEVELOPMENT /MAINTENANCE AND COSTS

Planning Development Implementation Registration Maintenance

WHY OBTAIN CERTIFICATION?

Worldwide Business Recognition
Complete System for Quality Management Competitive Advantage Excellent Marketing Tool

THE ISO 14000 FAMILY

STANDARD THAT REQUIREMENTS ENVIRONMENTAL SYSTEM. GIVES THE FOR AN MANAGEMENT

ISO 14001:2004 IS IMPROVED VERSION.

THE

LATEST,

WHY ISO 14000

DEMONSTRATE SOUND ENVIRONMENTAL PERFORMANCE TARNISHING OF IMAGE INTERNATIONALLY RECOGNIZED SYSTEM OF ENVIRONMENTAL MANAGEMENT LEGAL LIABILITIES

BENEFITS OF ISO

TECHNIQUES FOR ISO 9000 IMPLEMENTATION

HOW TO AVOID TROUBLE IN ISO 9000 IMPLEMENTATION

MILE STONES TO LOOK OUT FOR

Diving In Hazards in the Water Winning the Race Continuing Workouts

DIVING IN

OVER COMING FEAR OF THE WATER.

IT IS TOO COLD!

NO ONE WANTS TO JUMP INTO A COLD, EMPTY POOL.

MANAGEMENT MUST MAKE SURE THE WATER IS WARM

MANAGERS: GET IN FIRST. COMMIT TO THE PROJECT, AND MAKE YOUR COMMITMENT VISIBLE.

MANAGEMENT
GET IN FIRST BY.. LEARNING ABOUT ISO. PLANNING THE PROJECT AND ASSIGNING RESPONSIBILITIES. MAKE YOUR COMMITMENT VISIBLE BY.. PROVIDING RESOURCES. REWARDING PARTICIPATION IN THE ISO PROJECT.

MANAGEMENT HAS PREPARED THE WAY, AND YET MANY STILL DONT WANT TO DIVE IN..

IM HAPPY WHERE I AM, WHY SHOULD I DO ANYTHING DIFFERENT?

MAKE THE WATER INVITING

PEOPLE WONT WANT TO GET IN ON THE PROJECT UNLESS THEY KNOW WHAT IT MEANS TO THEM AND TO THEIR JOB: WHY ISO IS IMPORTANT TO THE CONTROLLERATE. HOW IT WILL MAKE JOB EASIER & DIFFERENT. WHAT WILL BE THE SAME.

UNDERSTAND THAT EMPLOYEES MAY FEEL THREATENED

IF I DOCUMENT EVERYTHING I DO, WILL I STILL HAVE VALUE? WHAT IS THIS CORRECTIVE ACTION? IT SOUNDS LIKE GOING TO THE PRINCIPALS OFFICE.
SOMEONE IS GOING TO AUDIT MY PERFORMANCE?

REMOVE THE THREAT

INVOLVE EMPLOYEES IN THE DEVELOPMENT PROCESS. TO MODIFY / DEVELOP PROCESSES TO MEET THE STANDARD
USE THE PEOPLE CURRENTLY INVOLVED IN THE PROCESS.

TRAIN ALL STAFF ON THE CORRECTIVE ACTION AND INTERNAL AUDITS. EMPHASIZE THE FOCUS ON IMPROVING THE PROCESS.

WATCH OUT FOR HAZARDS IN THE WATER

THE COMPANY DOESNT KNOW HOW TO SWIM

PROVIDE SWIMMING LESSONS CONSIDER MORE ADVANCED TRAINING

USE A COACH
Consider using a consultant. To help plan your project To help interpret the standard To allow you to benefit from experience To watch your timeline

MISINTERPRETATION
LEADS TO WASTED EFFORTS AND TIME. HAVING TO REDESIGN PROCESSES NUMEROUS TIMES. OVER IMPLEMENTING THE STANDARD REQUIRING TOO MUCH IN YOUR SYSTEM. UNCOVERING MAJOR NONCONFORMANCES DURING YOUR AUDIT, DELAYING YOUR REGISTRATION.

DROWNING IN DETAIL..
The purpose of this procedure is to document the aforementioned activities, herein after referred to as the prescribed tasks in terms that preclude their execution in an inconsistent manner, wherein such inconsistency may potentially result in the prescribed tasks delivering a result that is not repeatable or reproducible

MAKE PROCEDURES USER FRIENDLY

Use short sentences starting with a verb. Make it clear who is performing the task. Use white space for easy reading.

DOCUMENTATION TOO MUCH? TOO LITTLE?

Too Much: Work instructions written for virtually everything. Overlap and repetition - Including a process in more than one work instruction. Too little: Lack of work instructions where the process affects the quality of the product.

DOCUMENTATION

REMEMBER GOAL IS CONSISTENCY.

YOUR PROJECT GETS OUT OF CONTROL

TEAMS ARE NOT MEETING THE TIMELINE.

OVERLAPPING PROCESSES ARE NOT COORDINATED. TEAMS ARE GOING IN DIFFERENT DIRECTIONS.

USE A STEERING TEAM

HAVE DECISION MAKERS AND RESOURCE PROVIDERS ON THE TEAM. THE TEAM MUST: MONITOR THE TIMELINE. REMOVE OBSTACLES. PROVIDE RESOURCES. COORDINATE EFFORTS BETWEEN DIFFERENT GROUPS.

EMPLOYEES ARE NOT AWARE OF PROGRESS

AS THE PROJECT GOES ON, EMPLOYEES HEAR LESS AND LESS ABOUT PROGRESS: ONLY THOSE INVOLVED ARE AWARE OF NEW PROCESSES. IT APPEARS AS THOUGH THE PROJECT HAS COME AND GONE. NEW PROCESSES ARE ONLY DOCUMENTS, NOT A CHANGE IN PRACTICE.

CELEBRATE

INVOLVE EMPLOYEES AND KEEP THE PROJECT VISIBLE BY CELEBRATING PROGRESS AND SUCCESS.: SUCCESS CONFERENCES EMPLOYEE RECOGNITION NEWSLETTERS TO COMMUNICATE

WINNING THE RACE

Registration

BE PREPARED FOR YOUR AUDIT

HAVE APPROXIMATELY 3 MONTHS OF RECORDS. MAKE ALL EMPLOYEES AWARE OF THE AUDIT. LET THEM KNOW WHAT TO EXPECT. DO A SWEEP OF YOUR FACILITY FOR UNCALIBRATED EQUIPMENT AND UNCONTROLLED DOCUMENTS.

GOING THE DISTANCE

SIMPLIFY

MAKE CHANGES.
SIMPLIFY. GET FEEDBACK

IS MANAGEMENT REVIEW EFFECTIVE?

CHECK THE DATA SUFFICIENCY. REVIEW THE ACTION & FOLLOWING UP. DEVOTE ENOUGH TIME TO MANAGEMENT REVIEW.

ARE INTERNAL AUDITS EFFECTIVE?

MANAGEMENT COMMITMENT EMPLOYEES AVAILABLABILITY SAME PERSON AUDITING?

FOLLOW THE EXAMPLE OF EXPERIENCED SWIMMERS

Workout
Never swim alone Follow the Rules

ENJOY YOUR SUCCESS!