ISO 9001:2015 LEADERSHIP WORKSHOP

WHO SHOULD ATTEND: 

The Leadership and Project Team of the organization.  

WHAT YOU WILL LEARN:

  • PROCESS MANAGEMENT has become the most effective way of operating an organization.  The group is introduced to its benefits and how ISO 9001 developed from the principles of process management.
  • AN OVERVIEW OF ISO 9001:2015 shows how this standard enables an organization to introduce process management in a structured manner by developing a 'quality system'.
  • THE PRINCIPLES OF QUALITY are explained in detail to enable the group to understand the principles behind the development and operation of a quality system.  The group conducts an assessment of their organization to create a measure of how much 'change' they are likely to experience as they develop their quality system.
  • THE CHANGE PROCESS initiated by ISO 9000 will involve changes in organizational process but also changes in people and culture. The Leadership role in managing change and in managing the quality systems are both explained.  The group carry out an assessment of their ability to change in order to highlight any potential difficulties 'down the road'.
  • THE ELEMENTS OF ISO 9001:2015 which create the framework for the quality system are then explained showing how they link together and how, once linked inside the organization, they will drive continual improvement.
  • THE IMPLEMENTATION STRATEGY which has three phases 1) planning 2) system development 3) system assessment is then detailed in preparation for the planning workshop.

OUTCOME:

The group will have an understanding of process management, the essentials of ISO 9001:2015 and their leadership role in developing and then managing a quality system.  The workshop will create a team focus for the project ahead. This prepares the group for the planning workshop.

ISO 9001 EMPLOYEE AWARENESS

WHO SHOULD ATTEND: 

All members of the Organization.  Sessions will be 60 minutes for groups of 30-50 people.

WHAT YOU WILL LEARN:  

  • WHY GO FOR ISO 9001?  The reasons why the organization will go for ISO 9001 registration are explained.  The need to achieve customer satisfaction and improve the processes in the organization so they are reliable and consistent are also explained.  The development of process management shows how an organization can improve delivery time, reduce frustration and increase flexibility.

  • WHAT IS ISO 9001?  Many people believe ISO 9001 is about writing a manual.  The manual development is only part of the activity in developing a quality system.  Building consensus on best practices and agreeing organizational objectives are the real tasks.  The manual is only where these agreements are documented.  It is emphasized that any documentation must be clear and minimal.

  • HOW DO WE OBTAIN ISO 9001?  The strategy the company will adopt to gain registration is detailed, starting with an explanation of the work to date by the leadership in the gap analysis and planning.  The system development is the second phase where everyone also will be drawn in.  The final phase of auditing is where some employees will become members of the company’s own audit team.  The Registrar which the company selects will then verify that the quality system is effective.

  • WHO IS INVOLVED?  It is explained that the project will be led by the management representative with external support. The leadership work to date in setting objectives, agreeing the policy statement and mapping the business are all explained. The timeline for the project will be shared with the group.

OUTCOME:

The group will have a clear understanding of why the organization is seeking ISO 9001, how they will become involved and the benefits the company expects to achieve.

ISO 9000 IN THE WORKPLACE


WHO SHOULD ATTEND:

All persons outside the leadership and project teams who will be involved in development of operating procedures and establishing best practices.

OBJECTIVE: 

The workshop is unique in the market place.  It enables all employees who are not part of the project team to be active participants in the development of the quality system.  It was originally developed in conjunction with a major national service company and their need to involve all employees.

  • WORKSHOP STRUCTURE is based on a series of 1 hour sessions, which introduce the individual to ISO 9000, and show how each person has a critical role in Scope increase of certification.  These sessions can be conducted weekly or as a stand-alone "one day" seminar.
  • HOW OUR ORGANIZATION CAN SUCCEED is the first session and shows how customer satisfaction is critical to an organization's success. The group is introduced to the concept of the internal customer and flowchart one of their own key processes as the first step in developing a procedure.
  • HOW ISO 9000 WORKS is the second session and then explains how customer satisfaction can be increased by developing the organization's quality system.  ISO 9000 provides a framework for doing this and the structure of an ISO 9000 based quality system is explained.  The leadership role in setting objectives for the organization is explained and is followed by individuals agreeing on best practices in the form of procedures.
  • IMPROVING OUR PROCESSES then shows how the individual elements of ISO 9000 can be used to drive improvement in the processes of the organization with the ultimate drivers being the customer and the tool of measurement.  Prevention is shown to be at the heart of a quality system.  The flowcharts developed in session one and then taken and developed into a draft operating procedure.
  • This training will include 'Train the Trainer' coaching during the 4 sessions of Training. Voice-over PowerPoints will also be provided for use by the in house trainer for self coaching at later dates.

OUTCOME:

Participants have an understanding of how their everyday work is an integral part of the quality system.  They develop an operating procedure for one of their own key tasks and then have the ability to participate in the development of the organization's other operating procedures.

PROCEDURE WORKSHOP

WHO SHOULD ATTEND:

The Project Team.

WHAT YOU WILL LEARN:

ISO 9001:2015 is reviewed briefly to remind and refocus the group on the purpose of the quality system.

THE APPROACH FOR DEVELOPING THE QUALITY SYSTEM is described showing how the 'policies' created for each element of ISO 9001:2015 will lead to certain key activities needing to be carried out - the quality system procedures.  The policies can be regarded as business objectives and the procedures as business controls.

PROCEDURE STYLES illustrating good and bad approaches to procedure writing will show how a procedure should be a practical guide to an individual engaged in an activity and not read like an 'insurance policy'.

PROCEDURE WRITING follows QUEST's unique 4-step approach. It is found best to work in pairs to enable discussion. 

  1. FLOWCHARTING: The first step is a simple but creative flowcharting in which an activity is outlined at a high level.  
  2. KEY ELEMENTS: Key elements of a procedure are developed. e.g. purpose, references and records, and issues are addressed such as ownership and skills required.  
  3. THE STEPS:  Step 2 creates focus on the activity and using the chart from step 1 the individual steps are detailed to show 'who does what, when, where and how. 
  4. VERIFICATION:  The final stage is a unique analysis of the procedure to ensure all key information has been included. Each 'pair of 'writers then give their procedure to another group member to read so that unclear points can be identified for clarification. 

THE PROCEDURES  produced are reviewed by QUEST to ensure that they have sufficient content but are not 'over documented'.  This feedback ensures that benchmarks for procedure style are established within the organization.

OUTCOME:

The first quality system procedures are documented and inputted to the organization quality system.  The timeline and responsibilities for completing quality system procedures is agreed.  

CONTINUAL IMPROVEMENT WORKSHOP

WHO SHOULD ATTEND:

Members of the Corrective Action Teams that have been specified for addressing Process Improvement in the organization.  A Corrective Action Team, contains typically between two and four persons.  Three teams will attend the morning session and three other teams, the afternoon session.  Each of the teams will attend a "follow on" session about one month later depending on the speed of their data collection.

WHAT YOU WILL LEARN, WHAT YOU WILL ACHIEVE:

Session 1 (Half Day)

  • THE CORRECTIVE ACTION SYSTEM of the organization is explained and the reasons for problems being selected for action.  If the organization has not already done so, problems are prioritized to identify the best financial return for the business.
  • THE DEFINITION OF A PROBLEM by the Corrective Action Team is achieved by mapping the process in which the problem occurs and then describing 'who does what, when, where and how.  There is a natural tendency for individuals to define what they believe is the solution rather than defining the problem.  This is avoided.
  • THE TEMPORARY SOLUTION of the Problem which is often some type of rework, is specified.  This will be already in place as people intuitively apply a 'quick fix' to any problem they encounter.  The probability is that a temporary solution becomes permanent and is expensive in terms of wasted resource.  The cost of waste of the problem may be specified more accurately at this point.
  • DATA COLLECTION enables knowledge about the problem to be increased.  Simple techniques for data collection, which are not time consuming, are described.  The Corrective Action Team selects the method most suitable and selects the measurements they will collect in the coming days and weeks.

OUTCOME:

The Corrective Action Team will have defined the problem which they have been allocated and selected the measurements they will collect in the coming period.

Session 2 (Half Day)

  • THE CAUSE OF THE PROBLEM IS ANALYZED using the data collected in the intervening period and using techniques such as the 'Five Whys' and the 'Pareto Chart'.  Surprisingly, teams find they have more choices than they expected in terms of how to resolve their problem.
  • THE PREFERRED SOLUTION IS SELECTED based on the criteria of time, cost, and risk, and using a selection matrix tool.
  • IMPLEMENTING THE SOLUTION will require change in both process and people.  The new process is charted and defined and the level of monitor and ownership is agreed.  The changes required are documented and communicated to those affected by the change.

OUTCOME:

The root cause of the process problem is identified and the necessary process changes specified and communicated.

ISO 9001:2015 INTERNAL AUDIT TRAINING

WHO SHOULD ATTEND:

The Internal Audit team which will be 6-8% of the population with a minimum of 6 persons.  The team will represent every function in the organization and every level of seniority...'a diagonal slice'.

WHAT YOU WILL LEARN:

  • THE OBJECTIVES OF INTERNAL AUDITING The popular image of Internal Auditing as a game of 'gotcha' is dispelled.  The team sees that an Internal Audit is simply designed to show the difference between the documented description of an activity and the actual practices that is followed.  The role of the Department audited is then to eliminate the 'variation'.   The aim is to achieve process consistency. 
  • THE APPROACH TO INTERNAL AUDITING  is outlined through the four phases of planning, execution, reporting and follow up.  The strong emphasis on planning shows how a well executed Internal Audit only occurs after good planning.
  • PLANNING THE INTERNAL AUDIT by Prioritization of the areas of the business for Auditing is done through a unique QUEST technique. The allocation of the Internal Audit team and the development of the Audit time line are all essential prefixes to the manual review in which the Internal Audit checklist questions are developed.
  • THE EXECUTION OF THE INTERNAL AUDIT commences with the opening meeting which is "role played".  Interviewing is a key skill and an awareness of communication skills is developed.  The recording of Internal Audit findings concisely and immediately, is emphasized
  • REPORTING FINDINGS into the Internal Audit team meeting enables the key issues to be highlighted prior to reporting any need for corrective action to a department.  The role of management review in provided necessary resources for corrective action is emphasized.
  • INTERNAL AUDIT FOLLOWUP confirms that Corrective Action has been effective wherever it was necessary.

OUTCOME:

The Internal Audit team will have prioritized the departments to Audit and prepared their Internal Audit plan.  The first Audit checklists will have been completed.  The team will have learned the procedure for conducting an Internal Audit and developed the skills for the Audit meetings and interviews.