Service Info - Sustaining ISO 9001 Initiative

Sustaining ISO 9001 QMS Initiative

Service Information

C o n f l u e n c e B u s i n e s s S o l u t i o n s P v t . L t d .

Using ISO 9001 to accelerate achievement of business

objectives HIGHER, FASTER AND SURER.

Introduction to ISO 9001—Spirit of the Standard

Confluence Business Solutions Pvt. Ltd.

Lets make “Made in India” synonymous with World Class Quality

ISO 9001: 2000 QMS Requirements is aimed at ensuring a Quality Management System with focus on

process approach and measurability across all activities carried out in an organization. The purpose of

standard is basically to improve the effectiveness of processes in meeting the customer requirements.

However with the purpose extended, the same may be addressed to all other stakeholders in the organi-

zation viz., employees, suppliers, investors and others.

Traditionally organizations have been managed vertically in terms of functional departments and respon-

sibility for the intended outputs is divided among various functions. Accordingly resources are planned

and allocated to the individual departments. Actions are usually focused on the functions rather than

overall benefits to the organization. As a result “The end customer is not always visible to all functions.”

This approach also resulted in focusing all improvement initiatives on improving the efficiencies of indi-

vidual departments with an intent that the improvements in such efficiencies will lead to improvement in

value delivered to clients/ customers. Often we see that most the investments made in such initiatives

fail to meet up to the expectations.

ISO adopted Process Approach to address the issue, A Process view of an organization enables us to

look at the organization in terms of the work flow rather than functions. It results in horizontal manage-

ment breaking the barriers between the functional departments. It enables the organization to have a

unified focus of all functions towards meeting or exceeding customer requirements and thereby achieve

organizational goals. In such an approach, the end customer is always visible to every function. In

fact this approach enables us to view the organization from customer’s eye as any customer would in-

teract with the organization through its business processes (the way work is performed in the organiza-

tion to transform customer requirements into products and services delivering value to customers).

Functional view and Process View of an organization is depicted in the figures given below:

Functional View Process View

Introduction to ISO 9001—Basis for the Standard



ISO 9001 standard and associated guidelines are designed and updated by the TC 176—Technical Committee working on Quality Management System. As per the results of the research/ surveys of suc-cessful companies, it was identified that there Eight Quality Management Principles and PDCA which are essential characteristics of all successful companies as explained below: Eight Quality Management Principles: A quality management principle is a comprehensive and fundamental rule or belief, for leading and operating an organisation, aimed at continually improving performance over the long term by focusing on customers while addressing the needs of all other stakeholders. Principle 1 — Customer-Focused Organisation

Organizations depend on their customers and therefore should understand current and future customer

needs, meet customer requirements and strive to exceed customer expectations.

Principle 2 — Leadership Leaders establish unity of purpose and direction of the organisation. They should create and maintain the internal environment in which people can become fully involved in achieving the organisation's ob-jectives. Principle 3 — Involvement of People People at all levels are the essence of an organisation and their full involvement enables their abilities to be used for the organisation's benefit. Principle 4 — Process Approach A desired result is achieved more efficiently when related resources and activities are managed as a process. Principle 5 — System Approach to Management Identifying, understanding and managing a system of interrelated processes for a given objective im-proves the organisation’s effectiveness and efficiency. Principle 6 — Continual Improvement Continual improvement should be a permanent objective of the organisation. Principle 7 — Factual approach to decision making Effective decisions are based on the analysis of data and information. Principle 8 — Mutually beneficial supplier relationships An organisation and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value. These eight quality management principles along with PDCA (Plan-Do-Check-Act) or Deming Cycle as depicted on the next page form the basis for the ISO 9001 standard.

Introduction to ISO 9001—Basis for the Standard



Deming Cycle or PDCA Cycle: The “Plan-Do-Check-Act” cycle was first developed in the 1920’s by Walter Shewhart, and was popu-larised later by W. Edwards Deming. For that reason it is often referred to as “The Deming Cycle”. Ex-tensive literature exists about the PDCA cycle in numerous languages, and users of the ISO 9000:2000 family of standards are encouraged to consult this for a deeper understanding of the con-cept. The PDCA concept is something that is present in all areas of our professional and personal lives, and is used continually, either formally of informally, consciously or sub-consciously in everything we do. Every activity, no matter how simple or how complex, falls into this never-ending pattern:

“Plan” establish the objectives and processes necessary to deliver results in accordance with customer requirements and the

“Do” implement the processes;

“Check” monitor and measure processes and product against poli-cies, objectives and requirements for the product and report

“Act” take actions to continually improve process performance;”

About ISO 9001: ISO 9001: 2000 QMS Requirements provide the basic framework for an effective Quality Management System encompassing the Eight Quality Management Principles and PDCA Cycle. Or in other words the standard translates the eight principles and PDCA cycle into actionable points (what needs to be done). The bird’s eye view of the business model as provided by the standard is depicted in the figure below:

Fig: Business Model

As per the standard as a basic requirements, organizations need to consider their customers and establish the processes and manage the QMS. As the organi-zation matures in its systems and processes, the other stake-holders such as employees, in-vestors, suppliers, etc. need to be considered for establishing the processes and managing the QMS.

Sustaining ISO 9001: 2000 based QMS Implementation



Challenges faced in sustenance of ISO 9001 QMS initiative after Certification? Some of the challenges faced by many organizations in sustaining the QMS initiative are:

� Attrition of associates who are trained as Management Representative and Internal Auditors.

� Management Representative getting promoted resulting change in priority.

� Monotony of internal/ external audits and management reviews

� Lack of skills or maturity among the internal auditors to drive the initiative towards higher performance levels and influence management.

� Changing business priorities

� Other initiatives such as ERP implementation, Six Sigma, Lean, etc. leading to dilution of focus on QMS.

… and so on.

Key Factors for Sustaining QMS Implementation: An effective approach to sustaining QMS implementation and gain business value begins with aligning it with the business strategy and business objectives. Some of the most important factors which would make ISO 9001 based QMS implementation, a catalyst in achieving business success for an organization are: � Commitment from the Top Management and involvement of all personnel. � Using it as a framework for managing the organization � Use it is an improvement tool and not merely a certification by an external body � Align all other improvement initiatives to overall organizational strategy and objective through the

continual improvement requirements and process approach prescribed by ISO 9001. � Use Root Cause Analysis and Corrective & Preventive Actions to achieve incremental

improvements (Kaizens) in the processes. � Use Continual Improvement requirements for driving Breakthrough Improvements in performance. � Conduct management review meetings based on the facts and ensure that the focus is on

reviewing the status of achieving organizational objective and trends in process performance measures.

� Increase the scope of QMS and transform the same into an Integrated Business Management System, wherein at operational level there is only one system working and that is the organization’s business management system.

� Focus on spreading the essence of Highest Quality, Lowest Cost and Shortest Time across the organization.

What We Can Do...



We can help you map the existing practices

and align the documented practices

with the current practices

We can help you improve the existing

practices

We can help you assess the potential of

current practices against the best

practices and improve them.

Confluence Service Delivery Methodology



Confluence adopts our proprietary “APT2I” framework of project execution to achieve the project objectives and client expectations. APT2I briefly has been described below: A – Assess the potential of the client, current processes and capabilities and identify the improvement potential / gap. P – Plan for filling the gaps, set the performance objectives and schedule the actions. T – Train the personnel and make them ready for the execution of plans. Training shall address change management, technical capability building and others as identified. I – Implement the plans, ensure effective controls, monitor the progress and effectiveness of the actions in terms of achievement of objectives. I – Improve the process capabilities and achieve the performance targets set for the project and also plan for further improvements and sustaining the gains. (Note: Approach/ Methodology is customized to meet requirements of individual clients and the maturity of existing systems). Confluence Service Delivery Methodology for effective implementation of management systems involves the following activities at a very broad level and are not limited

� Drive the importance of continual improvement and create awareness about continual

improvement among all associates.

� Effective alignment of various business initiatives in the organization.

� Reduce the cycle times/ transition times for various new services introduced in terms of

achieving consistency in the new services. Thereby reducing the gestation time for new

service launches.

� Align processes with business objectives by goal setting in terms of establishing linkages

between each process and organizational objectives.

� Create understanding of process mapping and process improvement concepts in the

organization.

� Building capabilities in CPIG for championing the ISO 9001 initiative in the organization with

at least one representative from each department/ function.

� Achieve higher levels of maturity in the processes and business management systems in

the organization.

� Ensure a replicable and scalable business model using ISO 9001 based Quality

Management System as a basic framework.

For more details send a mail to: [email protected]

Other Services



Management System Implementation

� ISO 14001 (Environmental Management System)

� OHSAS 18001 (Occupational Health and Safety Assessment Standard)

� ISO 20000 (IT—Service Management)

� ISO 22000 (Food Safety Management System)

� ISO 27001 (Information Security Management System) Business Process Management

� Business Process Modeling

� Policy, Systems and Procedures establishment

� Business Process Management Suite Implementation (Savvion)

� Focused process improvements in terms of Cost Reductions, Waste Reduction, Reduction in Rejection and Rework Levels

Breakthrough Improvements

� Six Sigma Implementation

� Lean Philosohpy

� TPM Strategy Deployment

� Vision and Mission Formulation

� Balanced Scorecard Deployment

� Business Planning and Budgeting Training

� Competency mapping, assessment and training need identification

� Managerial Development Programs

� Customized training solutions

� Six Sigma—Black Belt and Green Belt Certification Programs through Distance Learning Mode

� In-house training programs on

� COPQ (Cost of Poor Quality)

� Internal Auditing

� Root Cause Analysis and Corrective & Preventive Actions

� 5S, Kaizens Resource Augmentation Services

� Staffing solutions

� Recruiting Services

Contact Us



Phone: 0091 40 27501849, 27508110, E-mail: [email protected] , URL: www.confluenceworld.com

#224, 6-1-284/4/B, Street # 5, Padmaraonagar, Secunderabad—500025, Andhra Pradesh, India


Contact:

Venkatesh Yerramalla CEO and Principal Consultant

Mobile: 0091 9848043413

E-mail: [email protected]

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Service Info - Sustaining ISO 9001 Initiative