Copyright © 2012 BSI. All rights reserved. 1

Copyright © 2012 BSI. All rights reserved. 230/05/2014 CONFIDENTIAL

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”

Aristotle


Some of our most recognized clients

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Our customers are challenged with solving 4 key business problems:

1. How to drive continuous improvement in their management system

2. How to stay on top of industry regulations and scheme changes

3. How to maintain competency within their organisation, and

4. Effective implementation and running of a management system

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Pioneering the worlds leading standardsFor over a century BSI has worked with industry to build consensus and develop standards of excellence

Year British Standard

ISO Standard

1987 BS 5750 ISO 9001 (Quality Management)

1992 BS 7750 ISO 14001 (Environmental Management)

1995 BS 7799 ISO/IEC 27001 (Information Security)

1996 BS 8800 OHSAS 18001 / AS/NZS 4801 (Occupational Health & Safety)

2000 BS 8600 ISO 10002 (Customer Satisfaction)

2002 BS 15000 ISO/IEC 20000 (IT Service Management)

2002 TS16949 ISO/TS 16949 (Automotive)

2009 BS 16001 ISO 50001 (Energy Management)

2009BS 5750 (based) AS 9100 (Aerospace)

2012 BS25999 ISO 22301 (Business Continuity)

ISO

EN

BS

Publicly Available (PAS)

Private/Consortia

Corporate Technical Specifications

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• 58 offices

• 150 countries

• 60,000 standards

• 77,000 clients

• 88,000 delegates

• 150,000 audits

Washington

London

Hong Kong

Our global presence in 2013

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Insights from a certification body?

1. Trends we see around the world? How does it compare?2. 5 ways to improve your internal audit culture3. Upcoming changes to the blockbuster standards4. Risk – a four letter word5. Supply chain and the changing face of auditing6. Integrated management and effects on the auditing program7. Compliance, Leadership and Organizational context8. Management system 2.09. All roads lead to Rome

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250,000 Audits we asked ourselves a question.


Management Systems 2.0Management

Systems 1.0


What are the signs of this in the management system world?


Management systems light

Going through the motions.Aiming for the paper.

1


Management systems driving operational excellence

1


People wear too many hats

2


People are fully engaged

“The system still works . . . as people change roles.”

2


Point SolutionsTactical, short range

3


Strategic Approachdriving excellence through people, process and technology, continual improvement is a mantra

3


Implementation approach“achieve compliance, minimum change or effort “

4


Organizational Approach

4


Audit = the report.A necessary evil.

5


Audit = performance tool

5


Document Control“thickness of the binders are inversely proportional to the effectiveness of the management system”

6


Process ApproachPeople, processes and technology are well aligned.

6


MS 1.0• Light touch• Part time roles• Point solution (fire fights)• Implementation project• Audit Report• Document control

MS 2.0• Driven• Focused• Strategic• Organization Approach• Audit Performance• Process Improvement


Why do 80% of the work without the benefit?

Insight #1: Don’t be “OK” with management systems 1.0 thinking, audit to make a difference.

What type of issues do you track and create actions for?

How many actions do you have?

What does your process look like?

250,000 Audits1. Inefficient overly manual CAPA processes2. Scattered, Non-uniform data and communications3. Little visibility on CAPA activity4. Deadlines are often missed5. Ineffective processes

important implications

1. Inefficient processes waste time and impede progress of your management system

2. Data integrity & information gaps have negative effects on decision making

3. Ineffective outcomes waste $ and increase business risks

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InefficientProcesses

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Wasted time / $

Opportunity lost

< progressFrustrating

Information Gaps

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< value of decisions

unknown risk

IneffectiveProcesses

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> compliance, contract

risks

< customer satisfaction

< brand / reputation

Costly rework /

recall

An effective action process is the beating heart of your management system.

Keeping it healthy and active is key to better performance.

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Why don’t more companies invest in getting this right?

Common Challenges

• Getting “buy in” to change current processes• We don’t get enough “NCRs”• No executive support for a project like this now• IT will prevent me from investing in technology to help• It is too costly and we have no budget• Management systems 1.0?• Not urgent enough?

1 2

3 4

“First Things First”

IMPORTANT

NOTIMPORTANT

URGENT NOT URGENT

stressBurnout

Fraught / hecticPressuredUnsatisfied

disciplinedbalancedin controlproactive

motivated / valued

victimisedannoyedfrustratedreactive

out of control

irresponsibleguilty

unfulfilleddependant on

otherstrivial

IMPORTANT

NOTIMPORTANT

URGENT NOT URGENT

60% 5%

25% 10%

How much time do people spend in each quadrant?


Your management system is inherently designed to highlight important actions to work on.

Create tangible business benefits.

Insight 2: Don’t be “OK” with an average action process.

Be efficient, organized and effective.


Bonus topic: 5 ways to improve your internal audit process:

1. Develop a positive audit culture2. Get more people involved3. Go beyond the spreadsheet4. Introduce a variety of audit types5. Review your overall program

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