Quality Professionals are invited to attend an open forum on expected changes to the ISO 9001:2015 International Standard. This forum is part of a series of updates from Charleston area subject-matter experts aimed at assisting organizations in their preparation of the upgrade to the new standard. The panel of experts will include veterans from various sectors such as automotive, aerospace, environmental and information security to discuss the potential impacts on various industry-specific standards (ISO/TS 16949, AS9100, ISO 14001, ISO 45001 and more).
Quality Professionals are invited to attend an open forum on expected changes to the ISO 9001:2015 International Standard. This forum is part of a series of updates from Charleston area subject-matter experts aimed at assisting organizations in their preparation of the upgrade to the new standard. The panel of experts will include veterans from various sectors such as automotive, aerospace, environmental and information security to discuss the potential impacts on various industry-specific standards (ISO/TS 16949, AS9100, ISO 14001, ISO 45001 and more). Visit us online at http://acommoncenter.com for more information about our products and services.
We have been abuzz in the Concentric office for months (probably more like a year) on the upcoming ISO 9001:2015 standard changes and have made every effort to get as much information out to you as quickly as we can. So we introduced a monthly webinar series that follows the changes to keep you “in the know”. And we had a few clients that wanted to be on top of the changes so they can swiftly implement new strategies and stay compliant, so we held our first ISO 9001:2015 Lead Internal Auditor Training in August. Between those two platforms we’ve been asked lots of questions on the new standard and have put together a quick guide to answer all those burning questions you might have.
- What is the timeframe for adopting the new version? When should an organization get started with the transition? What is going to be the approach adopted by the registrars once the standard is released?
We know, that’s actually three questions, but we have one answer. The Standard approval process is complete and its release will take place in September 2015 (September 23rd to be exact). There will be a three-year transition period for organizations to have its certification converted to revision 5 (version 2015), giving you until the end of 2018. A well-executed conversion may take between 6 and 12 months, but do not plan to get started by Jan 2018 because if you have issues then you will miss the deadline. Call your registrar now to understand their approach. Registrars will grant first-time certifications post Q2 2018 exclusively under the new revision. But a concentration of converted certifications will happen in Q3/Q4 2018. Furthermore, you may want to call your customers now because some of them may require a shorter timeframe to adopt the new standard. And you don’t want to lose a customer because you started late.
- Will registrars’ auditors and organizations’ internal auditors need to be re-trained and certified to the new version? Will auditors need to have a different assessment approach?
Yes, auditors will need to adopt a different approach. Registrars’ auditors may not need to be recertified. But we are strongly recommending that internal auditors, including experienced ones, be re-trained in the 2015 version of the Standard. An example of why is because instead of auditors focusing on documented procedures and records, they will need to watch the processes to look for evidence that may not need to be written anymore.
- How many new documents and/or procedures are going to be required? Is it not be six mandatory procedures anymore? Does the new version of the standard give the companies more freedom? Is this an advantage or disadvantage?
The 2015 version is not going to explicitly require any new document or procedure. Giving organizations “more freedom”. A few of the documents will not be required anymore, like the Quality manual for instance. Our recommendation is to use common sense to ensure this “freedom” is to your advantage. Instead of eliminating the Quality manual and some procedures that are not mandatory anymore, we are advising our customers to revise them to confirm its compliance with the new concepts in the new standard. This will ensure they remain valuable tools to support the organization’s management system and ultimately the organization’s business. If they are not adequate to serve at least one of the mentioned purposes, then they can be shamelessly eliminated.
- How to sell the QMS leadership to the leadership team? Who is going to be in charge of QMS if there will not be MR (management representative) requirement anymore?
The intent in the new version is crystal clear on this topic. The leadership team has to adopt QMS leadership one way or another and demonstrate that business management has incorporated QMS because it cannot be sustained as a satellite set of processes and procedures anymore. Organizations may decide to keep their MR professional, but her/his roles and responsibilities will be different once the QMS leaders will be the business process owners, therefore, part of the plant leadership team.
- If a QMS MR is not required anymore, does that means the whole leadership team (process owners) needs to be trained in QMS and ISO 9001:2015?
We strongly recommend training the entire leadership team. Companies may not want to invest in a full lead auditor training for the entire leadership team, but every process owner should attend at last a QMS and ISO 9001:2015 awareness training to fully understand, engage and implement her/his role adequately.
- Who are the interested parties and how do we identify them and their requirements or needs?
The new version brings the expanded concept of customers. Interested parties are the actual customers and many others like internal customers, community, government representatives, suppliers, employees and contractors, in summary, anyone that can somehow express an interest in the organization’s business performance. There will not be a written requirement, meaning a template is not provided to gather the list of interested parties and respective requirements or needs. However, we recommend an internal procedure to facilitate this task. For those companies who already gather customer specific requirements, the same repository may be adapted to collect other interested parties requirements or needs.
- How do we demonstrate and provide evidence for risk-based thinking? How is risk-based thinking different from risk management? How do we document the opportunities rather than risks?
Risk-based thinking is simpler than risk management. Auditors will not require documented records, but simply verbal justification that it was performed. The standard will not require the usage of a specific tool or methodology to prove evidence of risk-based thinking, neither for identification of risks and opportunities and nor for the subsequent action plan. Companies, intuitively apply risk-based thinking, which will replace preventive action in the new version of the standard. However, businesses do require risk management and mitigation plans, regardless. There are several common risk analysis tools, most of them listed in the Standard ISO 30010, which we strongly advise adopting for the sake of results effectiveness. Firms may want to use simple tools like SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis and nine box, or expand the usage of their FTA (Fault Tree Analysis) or PFMEA (Process Failure Mode and Effects Analysis) if you are already using these tools due to your industry or a customer requirement. By the way, the BCP (Business Continuity Plan) is another adequate tool for this information and actions.
- How should we document the context of the organization? Is the Quality Policy a good place to describe the new context of the organization?
No, the Quality Policy is not a good place for the context of the organization. The context of the organization can be documented, in the Quality manual, if the organization decides to keep it. While some documents and procedures will not be mandatory anymore they can be kept and serve as a good repository for evidence of compliance to new concepts brought by the new standard version.
- Continual or Continuous improvement?
Continuous never stops until perfection is achieved. While continual presumes a set target is to be achieved at a certain point or timeframe, and when achieved, a new target is set and the cycle continues with no concept of perfection. Therefore, Continuous is Theoretical (the continuous improvement program of the company) while Continual is Practical (a specific project of the company). The standard refers to continual improvement in several clauses.
This is an exciting time for Quality professionals. We have a lot of work ahead of us. Our next ISO 9001:2015 Forum Webinar is next Wednesday at noon and we will be addressing many of these questions and updating everyone about the publication. You can register here and find loads of resources on our ISO 9001:2015 Resources page. And, if you would like to learn more about the new version of the ISO 9001:2015 you can find the official announcement here along with other helpful information. As always Concentric is here to help with any questions you may have so please feel free to reach out.
Our General Manager US and Managing Director SA had the pleasure of giving a presentation to The Citadel on Project Management and its correlation to ISO 9001:2015. It was great information and bridges the gap between the two. We thought you would like to see the presentation as well. Please feel free to download the PDF of the presentation slides here.
As always if you have any questions or would like to find out more about how Concentric can help your organization don't hesitate to contact us at firstname.lastname@example.org.
Quality Professionals are invited to attend an open forum on expected changes to the ISO 9001:2015 International Standard. This forum is part of a series of updates from Charleston area subject-matter experts aimed at assisting organizations in their preparation of the upgrade to the new standard. The panel of experts will include veterans from various sectors such as automotive, aerospace, environmental and information security to discuss the potential impacts on various industry specific (ISO/TS 16949, AS9100, ISO 27001 and ISO 14001).
Quality Professionals are invited to attend an open forum on expected changes to the ISO 9001:2015 International Standard. This forum is part of a series of updates from Charleston area subject-matter experts aimed at assisting organizations in their preparation of the upgrade to the new standard. The panel of experts will include veterans from various sectors such as automotive, aerospace, environmental and information security to discuss the potential impacts on various industry-specific standards (ISO/TS 16949, AS9100, ISO 27001 and ISO 14001). If you want to attend for ISO 9001:2015 - May Webinar register here.
Last call for our Fall 2014 Automotive Quality Series with our ISO/TS 16949:2009 Lead Internal Auditor Course. We have THREE seats remaining. The courses will be held at the aLoft Charleston Airport & Convention Center. Learn by day. Hit the beach after class. Why not make the most of your professional development? Don't just take a class - experience business differently. Price includes all course materials, parking, wifi, light breakfast, lunch & afternoon snacks. Dozens of food and entertainment options are within blocks from the hotel.
Description: This advanced internal auditing course caters to the full spectrum of auditor responsibilities – from process auditing to audit program management. This course will teach you the fundamental tools necessary to conduct audits using the automotive process approach while providing vital strategic information to top management. Case studies and scenarios make this course fun. If you are looking for a Lead Auditor course for internal processes or supplier quality development, look no further. This course is for you. NEW: We will also discuss the TS Rules 4th Edition and draft of the proposed ISO 9001:2015 standard. Get a jump on what to expect with the changes and it’s potential effect on your management system implementation.
Designed for: Audit Program Managers, Lead Auditors, Advanced Audit Team Members, Supplier Quality Engineers & Managers, Process Improvement Managers, Quality Directors, Continuous Improvement Managers, Organizational Development Directors, Management Representatives
This course meets or exceeds the training requirements for:
- Ford Customer-specific Internal Quality Auditor requirements
- General Motors Customer-specific Internal Quality Auditor requirements
Length: 4 days/32 hours CEUs: 3.2 A certificate will be given upon successful completion of all course requirements.
The instructor for this course will be Jim Thompson, President of Concentric and Exemplar Global (formerly RABQSA) Accredited QMS Lead Auditor. Register online here, contact us by email at info@cmsicharleston.
By now, you’ve surely noticed the buzz around the upcoming changes to ISO 9001. ISO 9001:2015 is projected to be approved and released in Q4 of 2015. If you haven’t heard the buzz, then perhaps you need to subscribe to a blog or two, pick up Quality Digest or raise your head a bit from the rock you’ve been hiding under! All rocks aside, this revision looks to have several significant changes to the standard including the overall structure, basic terminology as well as what is NOT going to make the cut for the new release.
What you can do to start preparing now.
The reality is quite simple. Change happens whether we like it or not. Markets change. Businesses change. Customers change. Nearly everything changes. Most of the time we hate change. Our brains are just programmed that way. We don’t like what we don’t know, but we know what we like. As quality practitioners in particular, our job as change agents tend to be easier when WE are driving the change versus times when we are being asked to change ourselves.
This round of ISO 9001 revisions will undoubtedly be the most significant change to international QMS standard in the past 15+ years. We have seen a draft that gives a little understanding of what to expect with the changes ahead (ref. http://www.acommoncenter.com/iso9001_2015). But what are you doing with the proposed changes, if anything? Are you preparing your organization’s risk management efforts through the use of tools such as the FMEA? What is the appropriate amount of control needed for any process that effects the customer or “other interested parties” (do you know what that means)? Have you appropriated defined expected process outputs by ensuring proper management of customer-specific requirements?
I encourage you to set aside 30 minutes to review this Google+ Hangout video titled ISO 9001 revision - Conversation with Nigel Croft. Mr. Croft is the Chair of the Subcommittee revising the ISO 9001 standard (aka “the horse’s mouth"). Watch the YouTube video here.
Our philosophy is that it is better to be proactive than reactive. While we don’t currently know all of the requirements that will make the final cut, we do have several opportunities to begin to be proaction with the changes ahead. It is at least time to start discussing potential changes to the requirements in order to think strategically about potential impacts and resource needs over the next 3-5 years.
What are some of your thoughts on these big ISO changes that are being proposed in the current draft? How are you preparing for these proposed changes? Let us know in the comments and share with the community. And if you are interested... keep up to date with our upcoming forum and online discussions in September.
Let's begin by clarifying that ISO 18001 currently is a standard, but it has nothing to do with Occupational Health & Safety. ISO 18001 is actually a standard for radio frequency identification.
BS OHSAS 18001
The 18000 series of standards were developed outside of the world of ISO (International Standards Organization) as a British Standard (BS), therefore the official reference to the standard a site can be registered to is "BS OHSAS 18001". Furthermore, "OHSAS" is an abbreviation for Occupational Health & Safety Advisory Services in reference to the Occupational Health & Safety Advisory Services Project Group. This group first published the multi-national standard in 1999. OHSAS 18001 represents the standard with requirements for registration where OHSAS 18002 is the guidance document for establishing, implementing or improving a management system.
The purpose of OHSAS 18001 is to provide organizations with standard elements for developing a formal health and safety management system. The layout has been updated in recent years for easy integration with the ISO 14001 Environmental Management System standard. The OHSAS & EMS standards are nearly identical, the greatest difference being the elements that an organization manages, controls and improves. The term frequently used to describe an integrated system encompassing both OHSAS & EMS elements is Health, Safety & Environment (HSE).
Assuming planned timelines are adhered to, the OHSAS 18001 standard should be retired and replaced by ISO 45001 in late 2016 resulting in the release of "ISO 45001:2016".
“Annex SL” is, in short, a standard for how standards are developed. Annex SL contains rules governing the development of all ISO management standards. The structure of future standards, including ISO 9001, ISO 14001 and ISO 45001 will be as follows:
The ISO community and HSE practitioners are hopeful for a more global adoption and recognition of the health and safety standards once published and released. It is estimated that poor health and safety management costs represent approximately 4% of the Global Gross Domestic Product. Proper management of health and safety elements is not only a recommended approach to a socially responsible organization, doing so typically has significant positive financial impacts.
Projected timeline & stages for standard development:
To monitor the progress of ISO/PC 283, the Technical Committee working together to publish the ISO 45001 standard, visit their page online.
The first step in solving a problem is to ensure you fully understand what the problem actually is. I regularly see horrible examples of this in practice inside some of the companies I work with. One classic example was in Atlanta, GA a few years ago. Here is the scenario...
Operations Manager: "What the h@!! is going on? Logistics has dropped the ball again! Our #1 line is down because they can't get their heads out of their a$$e$ and keep up with ordering the resin we need. This is our biggest customer!"
The scenario, at least in the mind of the Operations Manager, was that the Jack-Wagons working over in the Logistics Department simply couldn't count. I didn't buy it. In this case, as in most cases where suppositions seem a bit unlikely, I decided to do something I typically do during an audit - walk the audit trail by following the process upstream. This seems like such an obvious move... 1. There's a problem. 2. Walk the trail to find out the source. 3. Ask questions and "show me, show me, show me". HOWEVER, in many organizations, the minute an employee crosses the line into another department he/she is outside of their home turf. A defensive culture will likely breed a departmental approach (staying in your own neighborhood) versus a process approach. If you are not familiar with the process approach, you can learn more about this methodology here from a March 2011 post.
After walking the trail and crossing the territorial boundaries of Production into Scheduling and on to Logistics, I was able to trace back the material in the ERP system with the status "On Hand" and location "Op 120" - which was the Molding Operations where I had started my hunt. After circling back around to the Operations Manager and hearing another string of Logistics bashing, I started to do some real snooping in the surrounding areas.
Standing at what I'd like to call the base camp of "Mount Unknown Product", I rolled up my sleeves like a eager bidder on Storage Wars and sifted through stacks of components, raw materials and residual miscellaneous. No luck there, although I noted the lack of control and visited that area later in the audit. After asking several questions of several Molding Operators, one of the ladies jumped in with "Oh yeah, that's probably that skid over there in the corner." Sure enough, the skid we were looking for was off in the corner with a simple 2"x2" yellow sticky label on it marked "BAD PRODUCT".
After pointing out to the Operations Manager that the source of the problem was likely one of his team members as opposed to those fools in Logistics, I asked him to consider a better solution. I then pointed out how I would be writing a Nonconformance Report for this finding, and how my nonconformance statement would clearly define the problem at hand. I jokingly stated, "If you want, I can write this NCR in a similar way as that sticky note? I can simply write 'Bad Process' and let you try to remember what I actually meant." He didn't think it was funny.
There were several missing links to the materials and inventory control process I observed during this audit; none that included someone coming to work deliberately trying to screw things up. Links that were obviously broken were the identification of product, controlling suspect or known nonconforming product, use of approved documentation and recording the instance of a nonconformity. An important transactional control was also missing, which was the signal used to notify Logistics that the parts were now unavailable. That signal should have been an ERP move from "Op 120" to "Op 120 Hold". That move to Op 120 Hold would have signaled the Logistics group to order another batch of components in order to keep the customer's order moving forward.
At the end of the day, the use of a simple 1-page Nonconformance Report (NCR) that forces the Originator to follow a simple process checklist (i.e. Yes/No - Did you move product out of IN PROCESS into a PRODUCT HOLD Operations?) may have prevented a late shipment. By the way, the company's poorest performing KPI (key process indicator) was "% On Time Delivery". This KPI was also tied to their variable compensation profit sharing process.
Here is an example of a simple NCR Form that may be useful in improving YOUR bonus payout. Click on the image to launch the product and view the PDF or download the native version. Who would have thought a simple form could make your customer and your wallet happier?
Calling all Quality Professionals | Forum on Changes to ISO 9001:2015
Quality Professionals from Charleston, SC and the surrounding region are invited to attend an open forum on expected changes to the ISO 9001:2015 International Standard. This forum will be the first in a series of updates from local subject-matter experts aimed at assisting regional organizations in their preparation of the upgrade to the new standard. The panel of experts will include veterans from various sectors such as automotive, aerospace, environmental and information security to discuss the potential impacts on various industry-specific standards (ISO/TS 16949, AS9100, ISO 27001 and ISO 14001).
Let the voice of your organization be heard
We will also be joined by Denise Robitaille, core member of the United States TAG (Technical Advisory Group) to discuss the latest Committee Draft, global feedback thus far and the next steps in the updating process. Her participation in this forum also allows each participant to voice their questions, comments or recommendation related to proposed changes.AGENDA 8:30am Check-in & Networking (Light breakfast buffet included) 9:00am Introduction 9:15am Keynote presentation by Denise Robitaille from US TAG 10:00am Overview of significant changes 10:15am Industry-specific breakout sessions 11:00am Participant Voice of Customer (VOC) feedback for US TAG 11:15am Recommendations for action moving forward 11:30am Adjourned (end of forum in conference space) Noon Lunch discussion with panelists (interested attendees are invited to an open lunch at their own expense in the restaurant) LOCATION Harbor Breeze (next to Omar Shrine Temple) 176 Patriot's Point Blvd Mount Pleasant, SC 29464 (843) 606-2110
About the Keynote Speaker: Denise Robitaille is the author of The Corrective Action Handbook and The Management Review Handbook, as well as numerous articles on quality. She is a consultant, writer and trainer. Denise is also a RAB Certified Lead Assessor and CQA. Much of her work involves assisting companies implement and maintain ISO 9001 systems. An international speaker, she has given talks on a variety of quality issues. Denise is a member of the executive committee of ASQ Boston Section and an instructor for the ASQ Boston Education Program. Her work has encompassed companies in a variety of markets, including machine shops, printed circuit board industries, bio-pharmaceutical devices, packaging industry, distributors, navigational instrumentation, and power transmission manufacturing. She holds a Bachelor’s Degree from the University of Massachusetts at Amherst.
With ISO 9001 and ISO 14001 currently in the development stages for what could be rather significant changes, quality and environmental professionals gather on the fringes to get a sneak peek of what's to come. Before speculating on projected changes, let's first review the process for the development of ISO standards. Stages of Standard Development
- New Work Item (NWIP)
- Working Draft (WD)
- Committee Draft (CD) - Often times there may be CD1, CD2, etc. for multiple drafts
- Draft International Standard (DIS)
- Final Draft International Standard (FDIS)
- Published International Standard (IS), Technical Report (TR) or Technical Specification (TS)
The current stage in which the ISO 9001 sits is at "ISO/CD 9001" as of June 3rd, 2013. This means that the document is at "CD" Stage (#3), with a due date for submission of comments and votes on this draft by September 10th, 2013. Significant chatter typically means that there could be a second or perhaps even a third round within the committee draft (CD) stage. While the expectations for release in the "IS" phase is in the year 2015 - hence the frequently referenced ISO 9001:2015 - the final release depends directly upon the voting member bodies. Publication as an "International Standard" requires approval by at least 75% of the member bodies casting a vote.
Stay tuned to the updates by registering to attend our free ISO 9001:2015 Forums.
K. Bird, Head Communication & Content Strategies for ISO posts, "Experts continue to meet to discuss any problems or questions highlighted, until a Draft International Standard is published. The draft then goes out for public comment. Anyone who is interested can contact their national member body with feedback on the draft standard. This is likely to take place during the first half of 2014."
With regard to your current use of ISO 9001:2008, Bird continues by saying "We expect to publish the new version of ISO 9001:2008 by the end of 2015. At that point there will be a transition period (usually two years) before ISO 9001:2008 officially becomes out of date."
So what are some of the projected changes that may be significant to you and your organization?
- The replacement of the term "product" with "goods and services". For years, service organizations (like Concentric) have felt a bit left out due to the constant use of the word "product". What if you don't have a physical product? This potential change in terminology could help service organizations better understand how ISO 9001 requirements pertain to them.
- Context of the term "the organization". There may be requirements to better clarify what "the organization" means as it pertains to the intent of it's offerings, the context of it's offerings, what an interested party might expect from it's goods and services, and how customer needs are defined.
- Process approach. This addition may require subscribers to better adopt the process approach by adding requirements that actually use the words "process approach" rather than hiding this intent in a preface or supplemental document such as ISO 9004. No one cares about how great your department is. We only care about how great your process output is.
- Risk vs. preventive action. This is the change that we're rooting the most for - with spirit and banter! Most folks don't really understand what the hell "preventive action" is anyway. However, "risk" is fairly well understood. Most companies we work with have hundreds of corrective actions (reactive), but very little evidence to show deliberate and methodical steps for risk reduction/mitigation or emergency preparedness (proactive). In my opinion, this change is welcome and long overdue. It would also allow for a better integration with standards in health, safety, environmental and responsible care management systems.
- Documented information. The terms previous referred to separately as "document" and "records" may be replaced by a single term referred to as "documented information".
- Control of external provision of goods and services. This potential change may not be as significant to some sectors such as automotive and aerospace, as the requirements for controlling outsources processes have been backed into ISO/TS 16949 and AS9100 for some time now. This potential addition to the ISO 9001 standard would require controls to be in place for all forms of external influences on goods and services. In short, it may be harder to say "Hey... it's my suppliers fault!" once the new standard is released.
Whatever changes do finally come from the ISO 9001 updates, we here at Concentric are very hopeful that the standard encourages organizations and practitioners alike to bridge the gap between the priorities of top management and management system implementers. Developing systems that maximize the potential of any organization is depend on a unified approach to managing individual processes. Having multiple systems, conflicting objectives and a "silo" approach to management is still one of the great challenges of our generation. I am confident that the next release of ISO 9001 will continue to improve management system structure as organizations worldwide continue to strive towards excellence.
Stay tuned to the updates by registering to attend our free ISO 9001:2015 Forums.
A "Turtle Diagram" is a quality tool used to visually display process characteristics such as inputs, outputs (expectations), criteria (metrics) and other high-level information to assist in the effective execution and improvement of key business processes.
This past week was a very successful week indeed - full of signs of spring and new opportunities. A major catalyst of our excitement to bring Concentric's story to the Charleston community was the ASQ Lowcountry Quality Conference organized by our local ASQ Section 1122 volunteers. This 2-day conference featured an amazing array of speakers and Quality Professionals who gave attendees their foresight into the future commercial needs of the region. In addition to the great line-up of speakers from various industries across the spectrum, nearly half of the participants were treated to an extended tour of the new Boeing South Carolina campus. It is rare to hear a planning committee genuinely pumped up after the conference ended saying , "Count me in for planning this thing in 2014!" This statement, above all other metrics, was the most impressive indicator of a successful conference with a bright future in 2014.
Concentric was well represented during the conference. It was jokingly stated at various points throughout the conference that "Concentric has provided 7 speakers - 2 actual guest speakers, 1 on standby as a contingency plan and 4 audio speakers. (We donated our A/V equipment.) Robert Jenkins spoke about the leap that is required for an organization to jump from ISO 9001 certification to AS9100C - the latest aerospace quality management system international standards - while I spoke about a new concept I refer to as "The Management System Architect".
The Management System Architect uses stories and real life examples to introduce change agents to simple tools for the purpose of visualizing activities that take place within an organization. Like a traditional architect, the Management System Architect must put together components that ultimately satisfy the needs and expectations of the customer. Unlike a traditional architect, the Management System Architect is challenged with managing elements of an organization that can not be seen by the naked eye. Rather than physical components such as lumber, hardware and fasteners, the Management System Architect must use simple documents such as flowcharts, maps and other visual representations of action to illustrate how activities within an organization fit together.
Throughout the next several months, I encourage you to stay tuned to the progress of my first attempt at authoring a real book. The end product will be a book and a workbook. The book will be an in-depth roadmap for management system implementers and process owners on how to use twelve tools over the course of twelve months. These tools will guide "architects" as they build the fundamental framework of organizational flow and interactions. The accompanying workbook will be a supplement of dozens of downloadable tools and templates allowing you to customize the tools to fit the functions and branding of your specific operations.
We are all extremely busy. Writing a book has been on my bucket list since my mid 20's. Although I failed to make that goal by 30, there is still time to write a book by the time I'm 40. (Dr. Leah Jackman-Wheitner reminded me that just because I missed the 30-year mark, that doesn't give me an easy way out. "There's still plenty of time to write your dang book!") Like any good engineer, having deadlines, metrics and a good plan is what will drive my behavior. By adding accountability to the formula, there is nowhere to hide. I'm asking for your participation. I'd like you to help me by being my accountability partner.
Here are the major milestones: May 17th, 2013 - Management System Architect Toolbox featuring 55+ tools & templates (eWorkbook) May 31st, 2013 - Management System Architect Toolbox (Hardcopy Workbook) June 28th, 2013 - Free Chapter available for download to our blog subscribers November 30th, 2013 - Completion of First Edition of The Management System Architect (eBook) December 21st, 2013 - The Management System Architect Bundle (Hardcopy Book & Workbook with download code for eBook & eWorkbook)
2 Sessions | Friday, February 15th
Send 2 Students & 3rd Student is FREE | Active ASQ Section 1122 Members can bring a friend or colleague to a February 15th course at NO ADDITIONAL CHARGE.
Concentric will hold it's first public training event of 2013 on Friday, February 15th. The morning session will be an ISO 9001:2008 Management Overview followed by an afternoon ISO/TS 16949:2009 Management Overview session. These courses cater to organizations either considering certification or considering the development of a formal quality management system as a tool for improving their business. Both courses will provide an overview of the purpose, timeline, resource needs and other general expectations associated with transitioning to ISO 9001 and/or ISO/TS 16949 compliance.
- Introduction & Welcome
- Gathering of Goals & Expectations (CSRs)
- Expected Timeline for Compliance
- Overview of ISO 9001 or ISO/TS 16949 requirements
- 8 Management Principles
- Tips on Selling QMS to Top Management
Promo Codes: 2for3 for multi-student early registration | ASQ1122 for ASQ Members
Does your management system look like a satellite or a baseball? The following question is meant to challenge management system professionals and their respective organizations. How are you using your management system? Is your management system being used as the foundation within your organization to build control, predictability and improvement processes for total performance optimization? Or is your management system simply a "satellite" that hovers around the organization occasionally communicating back to planet earth?
The following short presentation can be used to prompt these questions and explore the whether you are meeting the INTENT of registration processes such as ISO 9001, ISO/TS 16949, AS9100, etc.