Getting started with iso 9001

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Copyright 2013 BSI. All rights reserved.

Getting started with ISO 9001 Driving quality and performance

PresenterPresentation NotesHello and welcome to the webinar/presentation

My name is xxx , and I am responsible for xxxxx at BSI

Copyright 2012 BSI. All rights reserved. 2

Outline

Why is customer satisfaction important? Why is it needed? What is ISO 9001? Who does ISO 9001 apply to? Benefits of implementing ISO 9001 Why BSI? Your BSI ISO 9001 journey with BSI

05/07/2013

Background to ISO 9001 What is ISO 9001? The principles and model that underpin ISO 9001 Who does ISO 9001 apply to? Benefits of implementing ISO 9001 Your ISO 9001 journey with BSI Why BSI?

PresenterPresentation NotesThe objective of the presentation is give an overview and introduction to ISO 9001. If you would like to know more there are a range of courses run by BSI Training.

As part of this presentation, I will cover:Background to ISO 9001 and its global adoption?What is the purpose of ISO 9001 and the benefits BSI clients tell us they obtain from its use?The principles and model that underpin ISO 9001Your BSI ISO 9001 journey with BSIWhy choose BSI as your partner

Copyright 2012 BSI. All rights reserved. 3

What is ISO 9001?

ISO 9000 was first published in 1987 and was based on the BS 5750 series of

standards developed by BSI ISO 9001 is a bit special. It is not just the latest management fad. It has been

around for nearly thirty years as a management system for organizations It is one of the most successful and long lasting management tools ever

created Over 1.1 million organisations worldwide are now registered to ISO 9001 (ISO Survey 2011)

PresenterPresentation NotesThe success of the standard comes from the fact that it is built on solid foundations. Before the standard was written, the committee researched the principles on which successful businesses are run. The result was the identification of 8 principles, which became the building blocks for ISO 9001 requirements.

Customer Focus

It was recognised that at a strategic and operational level it was important for businesses to have a clear focus on their markets and customers and ensure that the business activities are designed to meet and exceed customer requirements consistently.

LeadershipTop management have a responsibility to set direction , objectives, allocate resources and demonstrate their commitment on a continuing basis

Involvement of peoplePeople at all levels are the essenceof an organization and their full involvementenables their abilities to be usedfor the organizations benefit.

Process managementA desired result is achievedmore efficiently when activitiesand related resourcesare managed as a process.

Systems approach to managementIdentifying, understanding and managinginterrelated processes as a system contributesto the organizations effectiveness and efficiencyin achieving its objectives.

Factual approach to decision makingEffective decisionsare based onthe analysis of dataand information

Continual improvementof the organizations overall performanceshould be a permanent objectiveof the organization.

Mutually beneficial supplier relationshipsAn organization and its suppliersare interdependent and a mutually beneficialrelationship enhances the abilityof both to create value

Although not explicitly contained in ISO 9001 they can be found throughout the standard in the shape of requirements which support the principle and its adoption.

Copyright 2012 BSI. All rights reserved. 4

What is the aim of ISO 9001?

Improving customer satisfaction through improved operational consistency and continual

improvement.

PresenterPresentation NotesWhilst the title is Quality Management System Requirements its purpose as defined in the standard is to improveCustomer satisfaction

Consistency of service delivery and drive continual improvement in the system

How the requirements of the standard enable this will be explained later

Copyright 2012 BSI. All rights reserved. 5

ISO 9001 is built on eight management principles

Customer focus Leadership Involvement of people Process management Systems approach to management Factual approach to decision making Continual improvement Mutually beneficial supplier relationships

05/07/2013

PresenterPresentation NotesThe success of the standard comes from the fact that it is built on solid foundations. Before the standard was written, the committee researched the principles on which successful businesses are run. The result was the identification of 8 principles, which became the building blocks for ISO 9001 requirements.

Customer Focus

It was recognised that at a strategic and operational level it was important for businesses to have a clear focus on their markets and customers and ensure that the business activities are designed to meet and exceed customer requirements consistently.

LeadershipTop management have a responsibility to set direction , objectives, allocate resources and demonstrate their commitment on a continuing basis

Involvement of peoplePeople at all levels are the essenceof an organization and their full involvementenables their abilities to be usedfor the organizations benefit.

Process managementA desired result is achievedmore efficiently when activitiesand related resourcesare managed as a process.

Systems approach to managementIdentifying, understanding and managinginterrelated processes as a system contributesto the organizations effectiveness and efficiencyin achieving its objectives.

Factual approach to decision makingEffective decisionsare based onthe analysis of dataand information

Continual improvementof the organizations overall performanceshould be a permanent objectiveof the organization.

Mutually beneficial supplier relationshipsAn organization and its suppliersare interdependent and a mutually beneficialrelationship enhances the abilityof both to create value

Although not explicitly contained in ISO 9001 they can be found throughout the standard in the shape of requirements which support the principle and its adoption.

Copyright 2012 BSI. All rights reserved. 6

Quality Management Process Model

Customers Customers

Requirements

Satisfaction

Management responsibility

Resource management

Measurement, analysis and improvement

Product realisation Product

Output Input

Continual improvement of the Quality Management System

PresenterPresentation NotesThe process approach, shapes the model which demonstrates the structure of the standard, shown here.

A process is defined as a set of related activities which converts and input into an output.

In this case Customer requirements (input) are converted into customer satisfaction (output).

Within each of the 4 boxes in the centre there are a set of requirements that have to be met. I will not go into detail but give an overview of each section.

Management responsibility its management responsibility to set direction and objectives based on a thorough understanding of customer requirements

Resource management this is about ensuring that the organisation has the appropriate resources to fulfil the objectives and customer requirements. There are requirements relating to people, the work environment and infrastructure.

Product realisation is about the way that you plan and manage your activities to meet customer requirements on a day to day basis.

Measurement ,analysis and improvement

Gathering the system data through customer feedback, internal KPIs and internal audits to form views on opportunities for improvement and compliance

This information is then used to recommend to management where improvement and change can be made in the approach and system.

Copyright 2012 BSI. All rights reserved. 7

Process based business systems follow:

PLAN 1 PLAN 2

DO

CHECK

ACT DO

CHECK

ACT

Continual Business Improvement

Plan-Do-Check-Act and Continual Improvement

PresenterPresentation NotesThe model has also been shaped using the well known PDCA cycle

Its the adoption of this principle which enables the organisation to continually improve the way it works/

P = Plan

From the previous model, planning is covered by the management responsibility and resource management sections of the standard.

D = D0Refers to the product realisation requirements

C = Check

Is about the measurement and analysis requirementsA = ACT

Covers the analysis of the data and recommendations for improvement.

The adopted recommendations shape the next plan plan 2 and the cycle is started again!

Understanding and adopting this approach enables you to demonstrate that the system is being managed which is at the heart of the purpose of the standard.

Copyright 2012 BSI. All rights reserved. 8

Audience

PresenterPresentation NotesThis Standard is applicable to all organizations public or private in any sector of society.

It is used in schools, hospitals, charities, banks, manufacturing orgs, construction companies, utlilities to name but a few.

Its written in such a way that it does not matter whether you are a small business or a global supplier the principles and requirements apply.

The generic nature of the requirements does mean that one of the 1st