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Correlation Matrices

With the official publication of the ISO 9001:2015 International Standard merely weeks away, several veteran auditors and ISO 9001 implementers will be faced with another round of re-learning the new clause structure. Since 1995, I've looked at these various international standards more than any other document in my lifetime. A large portion of the 1987 and 1994 versions are still alive and well in the back of my mind. Memorizing the majority of these standards makes for a tough paradigm shift when a new version comes along - the shifting of the deeply-rooted paradigm. The Bibliography section of the ISO 9001:2015 FDIS (final draft international standard) features a rich source of references, citations and online resources to assist with your transition from 2008 to 2015. One tool that we here at Concentric find particularly useful (i.e. it has been with me daily since the FDIS release) is a document called the Correlation Matrices between ISO 9001:2008 and ISO 9001:2015.

Correlation Matrices

Use this tool to help in the mapping of existing processes, documentation and records (now called "documented information") in order to see how the new standard aligns with your organizational structure. For those organizations that have used the 2000/2008 numbering scheme as the baseline for documentation numbering, note that there is no requirement stating that you have to renumber according to the new structure. In fact, we advise that you build your documentation around the unique processes and internal numbering structure, or other language, that makes sense to you. Until then, the Correlation Matrices can be a useful tool to aid you in your transition.

ISO 9001 Correlation_Matrices from TC176SC02

For other useful resources to assist with your transition, visit our ISO 9001:2015 Resources page featuring recorded webinars, key links, references and other free tools.

Writing a Nonconformance (NCR)

NCR can find broken processes and really help with profit improvement "A problem well stated is a problem half solved." - Charles F. Kettering, American Inventor & Social Philosopher

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.

Nonconformance Report (NCR)

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?

Cheers,

Jim Blog Signature

Turtle Diagrams

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.

7 Steps to Having the Best Year Ever

7 Steps to Having the Best Year Ever

Around this time every year, I take a few hours to begin my month-long+ process of reflecting on happenings and results that went right and wrong during the current calendar year.  Do I have the things I wanted to have?  Did I do the things I wanted to do?  Did I become or remain the person that I aimed to be?

The best way for me to evaluate this at the highest level is to review the top priorities I set for myself for the year.  Every year, I come up with a "theme" that is easy for me to write down and, more importantly, easy for me to recall on a regular basis.  In 2009, the theme was "The Year of the G" - girls (my wife and daughters), guitar and golf.  In 2012, the theme as been "Steep Trajectory" - quick improvements in my health, spiritual leadership in my family, personal finances and business development.

Step #1 - Creating a theme or strategy for the year is the starting point of defining and realizing your dreams.  Visualize yourself at the end of 2013 and try to capture as many details in this visualization as possible.  One great example and short exercise that is quick, simple and a lot of fun is to answer the following questions about how December 2013 looks in your dreams:

  • What do you look like in a year from now?  Are you better dressed, thinner, have that mole removed?
  • What daily habits - good and bad - will be different?  More days at at the gym that year?  Less time behind a computer?
  • Is your life more balanced than it is currently?
  • How much time and energy have you spent in helping others?
  • How active have you been in your child's life as a parent, volunteer, mentor and role model?

This morning, as I begin my visualization and commitments to 2013, I have started Step 1 by printing off an annual calendar with a monthly view.  Success in realizing your dreams is to break the dream down into actionable steps that can be taken daily, weekly, monthly or quarterly.  I often refer to this as a "Goal Converter".  See examples of how this can be applied to your organization in the Goal Converter blog from June 23, 2011 - http://cmsicharleston.com/2011/06/23/goal-converter from June 23, 2011.

Step #2 - Once you've defined the top 3-5 high level goals for 2013, print out this 2013 Calendar - Monthly View and write in the tactical steps needed to realize your goals.  Start with the simple stuff in order to gain momentum.  Here are some examples:

  • January 15th and July 15th - Schedule dentist appointments
  • Monthly budget review (pick the day that works best for you)
  • Schedule "Dude's Weekend" camping trip for the weekend after Labor Day
  • Document key birthdays, anniversaries and other events
  • Vacation planning - especially MANY MINI vacations throughout the year such as short hikes, camping, festivals, etc.

Step #3 - The next step is to keep this paper copy of the year's plan in front of you as an evergreen rough draft.  Pin it to the board near your desk or carry it in your laptop bag.  Once plans and specific dates are a bit more locked into place, enter these key events and tasks into your favorite electronic program.  I would personally recommend Google Apps in order to manage your calendar, task list, share invitations, organize email, etc.

Step #4 - Take 10-15 minutes every Friday afternoon and again on Sunday evenings to visualize the week ahead.  If you have not already, ensure you have moved all unfinished tasks to the following week.  Add new tasks to the list for the upcoming week.  By visualizing the week ahead and having a method to capture the never-ending number of to-do's, you will minimize the anxiety that can often be associated with the Sunday evening panic.

Step #5 - Take 10-15 minutes every morning to visualize your day.  I call this TWS or "Thoughts While Shaving".  Once you get into the office, or as you sit down for your money cup of coffee, ensure your daily tasks are captured and prioritized.  Make sure you include tasks outside of work such as picking up the kids, hitting the gym, picking up your dry cleaning or calling a friend.  NOTE:  Whatever you do, avoid starting your day off by checking email.  Sure, email is important.  But by starting you day with email, you allow the demands of others or irrelevant distractions to control your day.  Lock in your daily plan, begin working on critical tasks, then check emails.

Step #6 - Reward yourself for closure of individual tasks.  What works well for me is to create an empty box by each task.  Once that task is complete, I check it off.  I then go onto my Google Calendar and mark the electronic task box with a check.  I absolutely LOVE to check the box!

Step #7 - Take the time each week/month/year to go back and review all of the boxes that were checked - signifying the individual steps you took to realize your goals.  Too often (and I'm extremely bad about this), we focus on what we did NOT get done.  We do not take the time to appreciate what WAS done.  Imagine your parents doing this to you.  Don't do it to yourself.  Take the time to celebrate, study, learn and improve.

Thank you for reading this blog.  As a reward, here is a free download:  2013 Calendar - Monthly View (Editable Version)

All the best in the New Year!
-JRT

"Of all our human resources, the most precious is the desire to improve." - My latest fortune cookie