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Monday, January 18, 2016
Tags Posts tagged with "tips and tricks"

tips and tricks

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    Here are five key elements that will help organizations reach a successful ISO 14001 Environmental Management System (EMS):

    1. Employee Involvement

    The first key element for having a successful EMS is to achieve full participation of all employees, from top management to shop-floor workers. If people are not involved, every goal and target will require a lot more time and effort to be reached. Many believe that only a small group of people in an organization are responsible for the EMS but nothing is farther from the truth; the whole organization is responsible for the implementation, maintenance and improvement of the EMS.

    2. Regulatory Compliance

    One of the main objectives of an ISO 14001 EMS is for organizations to obtain regulatory compliance. Organizations need to use the EMS as a tool to effectively define and monitor applicable legal requirements and other requirements. By using the EMS as a tool for assuring regulatory compliance, an organization can better plan the expenses associated with permits, reporting and monitoring legal requirements, which will reduce the frequency and severity of violations and their associated costs.

    3. Higher Efficiency

    Organizations need to focus on improving the efficiency of their processes and not just on controlling environmental aspects after they have been generated. It’s essential to control and prevent contamination, but an ISO 14001 EMS needs to go beyond this point and focus on improving processes. For example, a higher level of administrative efficiency may reduce legal liabilities and shorter permitting procedures due to better relations with regulators and communities. A greater operational efficiency usually involves renewal of equipment or facilities, and an improved design of production processes that will result in a reduction of inputs (energy, water and other resources) and also a reduction of waste.

    4. Using the Right Performance Indicators

    Every organization is different and so are their environmental aspects and impacts. It is essential to define and use the performance indicators that will allow organizations to effectively monitor their performance and identify opportunities for improvement.

    5. Improving Customer Relations

    Organizations need to establish relationships based on trust and respect with regulatory bodies, communities and everyone that may affect their EMS. Good relationships with internal and external customers will contribute in the success of the ISO 14001 EMS.

    It is important to remember that every EMS is different and a continuous monitoring process is essential in determining the organization’s progress in meeting its goals and objectives.

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      ISO 9001

      All management systems require organizations to conduct internal audits in order to obtain information that will evidence the degree to which requirements are being met. In other words, internal audits check practice against policies, processes and procedures and thoroughly document any differences.

      Although internal audits are an important tool for organizations to evaluate their management systems and to uncover areas that are in need of attention, for many, this process induces an enormous amount of stress. For audits to serve as a means to identify gaps and effective solutions, it is essential that these are formal, planned and organized. Other key characteristics internal audits should have are:

      They are scheduled. Surprise audits are not welcomed by anyone. A schedule should be set and communicated to everyone, preferably at the beginning of the year. There’s no need to audit all processes at once; different processes can be audited at different times throughout the year, organizations just need to make sure that at the end of the year all processes have been audited.

      Auditors are competent. Auditors need to demonstrate in-depth knowledge of the standard which they are auditing against and they should have an understanding of the processes being audited. They should be objective and impartial; this means that they can’t audit a process which they manage or control. Large organizations usually have a team of trained auditors, but that is not necessary; an alternative is to hire the services of an external consultant to perform the internal audits.

      They are planned. The audit needs to be confirmed with the process owner. At this stage the auditor should review procedures and previous findings or issues related to the audited process. A checklist with a pre-determined list of questions can be sought to be used during the audit; this checklist should be provided to the auditee so they have time to organize any information.

      It’s conducted in an objective and friendly manner. An audit should start with an opening meeting with the auditor and the auditee(s). It’s recommended that the auditor works systematically through the checklist or procedure, while reviewing records, observing the process, analyzing process data and talking to employees. During the audit, the auditor must discuss the findings with the auditee before recording it.

      Audit findings are recorded. A closing meeting with the auditee is fundamental so information is not delayed. Here the auditor should point out possible weaknesses and areas for improvement. Findings and their details (these include non-conformities, positive areas and improvement areas) need to be recorded and communicated to the auditee(s) and management.

      Findings are monitored. The auditor is responsible for ensuring that corrective actions have been taken to fix any problems found during the audit.

      If everyone takes advantage of the positive results internal audits can bring, and if these aid organizations to improve their processes and management system- whether is a quality, environmental or any other system- an internal audit can be considered a success.

        1 709

        In order for organizations to successfully implement an ISO 9001 Quality Management System (QMS) that provides confidence to customers and serves as an instrument for continuous improvement, the implementation process should be taken up as a project, following these steps and recommendations:

        Step 1: Nominate a Team.

        • A small team consisting of a senior person from each department should be appointed by management for system development.
        • A coordinator must be designated.
        • The team should undergo awareness and documentation training on the ISO 9000 family of standards with a professional training organization.

        Step 2: Carry out a gap analysis

        • Start with a flow chart showing how information currently circulates, from order placement by the customer to delivery of the product or service.
        • Follow with a flow chart of activities in each department.
        • Formulate a list of existing procedures and work instructions for the most relevant activities in each department.
        • Other activities and processes that are considered relevant at this point can be added.
        • Identify gaps throughout this process.
        • A time-bound action plan to close the gaps identified during this exercise should be prepared and action taken as planned.

        Step 3: Prepare documentation

        • Procedures should be limited the documentation that is required.
        • Additional procedures and records should be devised only if they add value to the system.
        • Involve all personnel concerned in the development of the procedures and work instructions applicable to their areas.
        • Documentation should reflect current practice and not ideas of what should be implemented.
        • New forms and checklists should be created if necessary; otherwise adopt existing ones to the extent possible.

        Step 4: Train and implement

        • Train all employees. Everyone should know their responsibilities in order to successfully implement and maintain the QMS.

        Step 5: Conduct Internal audit and improvement

        • Some managers and staff members should be trained by a professional trainer to carry out internal auditing.
        • Conduct the first internal audit approximately three months from implementation.
        • Correct any gap found during the audit.
        • Once the system stabilizes, internal audits should be conducted at planned intervals.
        • To improve the system internal audits, customer feedback data, process and product monitoring data, evidence of the attainment or not of quality objectives, corrective actions taken, etc. should be used.
        • Management should provide financial and other resources for improvement projects and monitor the progress of improvement.

        Step 6: Management review

        • Top management should review the QMS.
        • As a result of this review, management may decide to set new targets for quality objectives and to make the improvements needed in the QMS.

        Step 7: Certification

        • Certification is voluntary; therefore the need for it should be decided by management.
        • Once the system has been in operation for a few months, organizations may consider making an application for certification.

        An action plan for developing QMS covering the above activities should be prepared. The plan should define the responsibilities of team members and management and set target dates. Full implementation may require six to nine months.

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          Ready to implement ISO 9001 in your organization? Here are some ISO 9001 tips that will help make the process easier.

          Implement ISO 9001 for the right reason.

          When implementing a quality management system (QMS) for ISO 9001, management should be clear about the purpose of the QMS. If the only driver is to get on customers’ tender lists or because a competitor has already got one, it’s highly likely that the QMS will remain a set of documents for certification purposes only. Rather, management should aim for a QMS that will help the organization produce quality products or services, continuously improve its process, and provide confidence to customers that the organization is capable of meeting their requirements all the time.

          Motivate your workforce.

          In order for organizations to achieve a desired level of quality, people need to get involved. People are the essence of organizations and their full involvement is essential to implement and maintain ISO 9001. Employees can be motivated by:

          • Ensuring that everyone knows and understands the organization’s quality policy;
          • Defining and communicating responsibilities and authorities within the organization;
          • Building the competence of employees;
          • Providing adequate infrastructure and work environment;
          • Initiating improvements, e.g. by implementing employees’ suggestions.

          Hire a consultant if…

          If an organization’s staff does not have the time or skills to develop the QMS by themselves, a good consultant will make possible a speedy transfer of knowledge and skills. If the staff does have the time, there are enough published materials available from the web that will help staff obtain the necessary skills to develop the QMS.

          Take the necessary time to implement your QMS.

          All too often organizations are in a hurry to obtain certification and do not spend the time needed to implement the system effectively. Before applying for certification, your QMS needs to be in place for at least three months and its effectiveness checked through an internal audit, followed by corrective actions on audit findings.

          Define SMART objectives.

          Many organizations set quality objectives that are impossible to meet. Objectives need to be specific and relevant to the process or task to which they are being applied. They also need to be measurable and achievable within the resources that can be made available in a realistic and timely manner. It’s helpful to have a start and completion date.

          Go easy with the paperwork.

          Many believe that everything in the system needs to be elaborately documented. ISO 9001 only requires one quality manual, six procedures, and approximately 20 records. Many organizations are better off sticking to what is required and keeping those documents simple; additional procedures and records should be considered only if they add value to the system.

          Set the example.

          Some employees, especially mid-level managers, may find it difficult to change their ways of doing things and some can have a tendency to deviate from defined procedures. To change this, top management should ‘walk the talk’, i.e. they should not allow deviations from set procedures or permit the release of materials with deviations. Under such an approach, the mid-level managers will start respecting system requirements and everyone will take account of their responsibilities for the success of the QMS.

           

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