ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence
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Transcript of ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence
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Management Reviews:
ISO-ClauseOR
Executive Claws?
ISO 9001 2015
THE FIVE RULES TO BUSINESS EXCELLENCE
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Introduction - Preamble
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This tutorial is directed at two main groups:
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[A] Those companies that are considering certification to the new standard ISO 9001:
2015
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This group has never been certified before, and thus the Management Review
requirements are “brand new”
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[B] Those companies that
have been certified to ISO 9001: 2008. This group will be familiar with the basic
concepts of “Management Review”
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The objective of this tutorial is to offer insight as
to how to get the most value out of
Management Reviews
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The insights offered here are a combination of
“direct” ISO9001 requirements and personal
observations
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This requirement was found under clause 5.6 of ISO9001: 2008, and is now found under clause 9.3 of
ISO 9001: 2015
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It is our contention that much value can be derived
from “Management Review”
activities
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Hence this tutorial
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If you have to have a management review, it’s too late!
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The first rule is that management reviews must
flow naturally from our organizational culture
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Management Reviews should be part of our
organizational PROCESS ENGINE
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In the same way that we love to say that quality
must be “built in” when we tend to speak of products,
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Management reviews should be “built in” when it
comes to our complete QMS
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Certainly, we cannot accept that a management review
takes place due to yet another crisis that has
occurred.
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LET’S RECAP:
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In the “OLD” ISO9001:2008 standard there is a note
referring to the inclusion of “management activities” as
part of the organization’s processes.
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Since there are numerous “management activities” that take place even on a
DAILY BASIS,
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We can then see that Management activities
should take place continuously and should be
pro-active, not re-active.
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In an ideal world, management activities
would then be mostly pro-active and often scheduled
before they take place.
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*We could consider that many such pro-active
activities would dove-tail in with the “risk-based” approach of the new
standard [2015]*
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Since it is then usual to conduct management activities continuously,
such activity would then “naturally” flow in to
higher level management reviews.
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Any such management activity that takes place should then serve as a
“mirror” of organizational activities.
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Again, in an ideal world there should be no
surprises.
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While I personally recommend that some of
my clients schedule “annual” reviews,
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this serves as a “continuous mirror” and not a stand-alone
activity
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The actual process-flow and sequence and interaction of such management activities will differ from company to
company.
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To illustrate, the following example is included:
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WeeklyMarketingMeetings
WeeklySales
Meetings
WeeklyProductionMeetings
InternalAudit
Process
ANNUALMANAGEMENT
REVIEW
QuarterlyMeetings
Key Account
Meetings
CorrectiveActionProcessMonthly
Meetings
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The process-flow illustrates how such management
activities or “reviews” can take place within an
organization
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Such reviews and activities are clearly planned for and
built in.
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It should also be clear that Management Review
requirements as outlined in the new clause 9.3 are
distributed amongst the processes as illustrated in
the diagram
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We could therefore say that management review requirements are fulfilled across various processes,
different activities and are distributed-over-time.
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Such reviews and activities are clearly planned for and
built in.
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By the time we conduct the “annual review” as in the example, substantial data and performance statistics
would be available
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Under such circumstances, it is likely that numerous reports and systems can
then be referred to.
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In our “modern” and enlightened world we
could expect that partakers of the review would extract
or view the related data and records from a cloud-
based scenario.
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Clearly, planning and infrastructure for such a
“cloud” would have taken place.
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By the time we access this cloud in the “annual
review” this activity should act as a mirror and there should be no surprises.
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In the same way that we love to say that we cannot prepare for an audit, we cannot prepare for the management review.
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Business as usual!
2
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The second rule is that we do not adjust or
“panel-beat” our activities, processes or system to suit
“ISO”.
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Such approaches are archaic and are down-right
false.Little value can be derived
from such an approach.
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Our organization should preserve its own culture, within the context of the
market sector that it serves.
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To use an example- there is no need to follow ISO9001 clause numbering
in any way.
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It is also not necessary to use ISO 9001 terminology.
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Some years ago I audited a company that was in the process of applying for ISO9001 certification.
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The auditors on my team were quite bewildered
because of the uniqueness of the system.
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The “QMS” was entirely process based, and
consisted of an end-to-end IT infrastructure.
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This was extremely advanced for that time period, and one
of the few systems I came across that was completely
“autonomous”.
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No consideration was given to the “ISO realm” at all:
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There were no clauses, no numberings and absolutely nothing that was typical of
“QMS” systems of that time.
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To make a long story short, I gave my team members
this instruction: “no requirement, no non-
conformance”
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In other words, unless they could prove that
somewhere in the system there was a non-
conformance,
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then the status would be that of “conformance”.
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The auditors had much discussion as to:
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what constituted “contract review”,
what constituted “process control”,
what constituted “corrective action”.
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Especially so since no such terminology was available, and very few “documented
procedures”
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In the end, only two minor non-conformances were
raised.
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The bottom line is that our “QMS” should allow the faultless and continuous
rollout of our mission, strategy and values
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The evidence of the achievement of this lies in the successful attainment
of our targets, goals & kpi’s
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Add to this the attainment of a unique brand identity,
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and I believe that the “ISO requirements” would
be inherently found distributed across our
processes and activities.
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In summary, the focus of management activities
should be the continuous strengthening of our
business mission, strategy and values
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Manage Change
3
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The third rule is that the management of our organization need to
manage change.
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More specifically, the impacts of disruption need
to be minimized
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Possibly the biggest risk to the failure of mission and strategy achievement is
inadequate preparedness for managing change.
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In today’s rapidly moving world, we need to establish
the agility needed to react to the constant bombardment of
daily challenges.
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To do this subject justice is beyond the scope of this article, but the following
elements should be considered:
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Change in market sectorIT changesLegislative changesProject changesNew appointments of executive staffContractual changes and amendmentsSCM and logistics changes
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A key consideration is that management should
establish a culture where targets and kpi’s are
achieved, irrespective of the demands of change.
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*Organizations should also integrate change elements into their risk management
program*
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A robust change management approach will free top
management to review organizational processes
without hindrance
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Processes First
4
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The fourth rule is to always have a “processes first”
approach to our QMS and management review
activities.
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We will high-light only one specific sub-clause of
management review here:
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9.3.1 process performance
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Over the years, it has become apparent that many
organizations have had inappropriate responses to
this sub-clause.
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Organizations should allow this requirement to reflect
the processes of their QMS.
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The following diagram is used to illustrate:
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Marketing Sales Purchasing Quality Function
InternalAudits
Corrective Action
ANNUALMANAGEMENT
REVIEW
Human Resources
Production
FinanceTraining
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Based on the above diagram,
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content should relate to marketing, sales,
purchasing, production, human resources, training, finances & quality function.
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Since the core requirement of the standard is to:
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identify processes, determine their sequence
and interaction and control these processes
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[Refer to4.4 Quality management and its processes a) – h) ]
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Then process performance should cover the processes needed by our organization
to achieve a defect-free product and service
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As illustrated previously, in reality, management
reviews consist of continuous monitoring of
our processes.
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Continuous monitoring of processes should include comparison of outputs
with inputs –
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– deviations should result in appropriate
management intervention.
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It should be noted that records relating to process
performance should be continuously available –
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– such records should be appended to management
review minutes.[By means of hardcopy or
hyperlinks]
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Such records could include information relating to
process results, such as:
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Percentage of tenders converted into awards, supplier performance,
production targets, competency levels,
turnover results and so on.
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Also view the following extraction from my
presentation“The Five Things You Must
Do To Have A Bona Fide Quality Management System That Works”
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You may of course download that
presentation here:
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A continuous focus on the process-approach and the management thereof will result in predictable and
sustainable performance.
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In today’s world we can expect that appropriate IT and cloud-based scenarios
would provide real-time evidence of actual
performance.
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The management review of this sub-clause will go a
long way towards world-class status
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To put it another way:
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Make sure that processes perform and intervene
timeously when the outcomes are not as
desired
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Promote A Leadership Culture
5
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Rule number five is about leadership:
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For the last 15 years there has been a lot of
speculation about the subject of leadership, as far as ISO 9001 is concerned.
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Direct requirements for leadership have been
sorely lacking –
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some speculated that to comply with ISO 9001 MBA qualifications would be the
order of the day.
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While that may be a bit of a stretch, the new 2015
revision has come up short on clear leadership
requirements-
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In other words, for the purposes of this tutorial, I do not intend to re-hash “old” requirements here.
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Such requirements are now re-grouped under a section
called “Leadership” (?!)
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In order for management reviews to be successful,
our leadership requirements must be
clear.
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Leadership requirements should link strongly to our organization’s brand and
identity.
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Technically, we could refer to the scope of services offered, which should of course be documented-
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How our organization differentiates its delivery of
services is central to the success of management
reviews-
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After all, top management needs a clear view of the
customer experience cycle-
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And this cycle needs to be bench-marked against similar offerings in the
market-
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This is where differentiation should be measured and reviewed.
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Another element of leadership should include our strategy and direction
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What is important is that the strategy and direction should lead the market-
not the other way around.
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Although fundamental market requirements
should be extracted, true success will come from
pioneering efforts.
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Although the customer should tell us what he
wants, it often happens that customers say:
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“You should tell us what the spec should be- after
all, you are supposed to be the experts”
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This scenario often happens during execution
of projects-
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In such cases, an initial specification may be given by the customer, but the
expectations are that finer details would be fed back-
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Certain changes or amendments suggested would
then be immensely appreciated-especially if cost
implications are minimal-
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A customer for life?
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Other leadership elements that lead to excellence
could include a world-class human resources process
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The success of such an approach has been demonstrated by
organizations such as General Electric
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The introduction of a robust and transparent
approach was implemented by
Jack Welch
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This led to enormous gains and success during the
ensuing years – the rest is history!
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Human resources processes also demand continuous management reviews -
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- This may take the form of performance reviews, appraisals, feedback sessions and so on
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There are other elements that constitute true
leadership in an organization- beyond the
scope of this tutorial.
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It behooves a world-class organization today to be up
to speed with the most effective leadership
techniques-
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The chosen techniques should be ingrained within our organization’s culture and clearly communicated
and deployed.
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Successful management reviews pre-supposes that these leadership elements
have been continuously applied-
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Leading to successful achievement of strategy
and direction- -
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And this is what the results of management reviews
should confirm.
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Summary – Finishing Off
S
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Over the years, there has been somewhat of a war raging within the ISO9001
realm.
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In some circles it is still debated whether there are
tangible benefits to implementing an ISO9001
system.
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But we must remember, ISO9001 is the
“system behind the system”
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There are now over one million formal
certifications- this is positive evidence of real
value!
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Based on a modest estimate of $1 000 000
turnover per company, this represents a world-wide
turnover of about$ 1 000 000 000 000!
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This tutorial has covered only one main aspect, that of management reviews.
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It is our contention that the 5 areas covered here will
go a long way to ensure the success of an organization.
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To all top management and leaders out there:
You have a choice:
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Management activities can be seen as a blasé, mundane activity
OR . . .
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You can be part of the world-class pioneers that lead the
market. You have the authority – manage, review,
cut through the BS –
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Use – Your – Claws!
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M a k i n g I S O S y s t e m s W o r k
D o u b l e Y o u r C l i e n t s
An
DOUBLE YOUR CLIENTS Production
March 2016
ISO MASTERS -
![Page 156: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/156.jpg)
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CONTACT US
For More Information
![Page 158: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/158.jpg)
Contact Us: For-your-ISO-requirements:
ISO Certification | Auditing | Training | Internal Auditing | ISO System Design | Supplier Audits
ISO9001 | Quality ManagementISO14001 | Environmental ManagementOHSAS18001 | Health & SafetyISO50001 | Energy Management
Our Web: www.get-iso-certified.com
Our LinkedIn:
Johannesburg Pretoria Africa Projects | USA EUR Australia■ ■ ■ ■ ■Phone: +27 (0) 79 362 4428 Message Us: CLICK HERE
![Page 160: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/160.jpg)
Scope of Activities:
80% Johannesburg & Pretoria10% Cape Town
10% International Projects
![Page 161: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/161.jpg)
EXAMPLES OF TRAINING AND RELATED REQUESTS BY CURRENT CLIENTS:
![Page 162: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/162.jpg)
Back-To-School!The New ISO 9001: 2015
WE ISO!LUV
ISO 9001: 2015 TRAINING Now Available In Johannesburg & Pretoria
![Page 163: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/163.jpg)
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HOW TOCOMMUNICATEEFFECTIVELY
THE 7 QUALITY TOOLS
GRAPHCHECK SHEET
PARETO CHARTSCATTER DIAGRAM
HISTOGRAMCONTROL CHARTCONTROL CHART
HOW TO BEPRODUCTIVE
HOW TO DESIGNA QUALITY
MANAGEMENT SYSTEM THAT
WORKS
ISO 14001: 2015
ENVIRONMENTAL
ISO50001:2011
ENERGY MANAGEMENT
ISO 9001: 2015
QUALITY MANAGEMENT
![Page 165: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/165.jpg)
HOW TO CONDUCTAN
ENERGY AUDIT
THE 5 S’s
HOW TO COMPILE AN INTERNAL AUDIT PROGRAM YOUR
STAKEHOLDERS WILL LOVE
ISO18001:2007
HEALTH AND
SAFETY
HOW TO CONDUCT AN
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WITHIN YOUR ORGANIZATION
SEIRISEITONSEISO
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A WORLD-CLASS CORRECTIVE
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![Page 166: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/166.jpg)
Contact Us: For-your-ISO-requirements:
ISO Certification | Auditing | Training | Internal Auditing | ISO System Design | Supplier Audits
ISO9001 | Quality ManagementISO14001 | Environmental ManagementOHSAS18001 | Health & SafetyISO50001 | Energy Management
Our Web: www.get-iso-certified.com
Our LinkedIn:
Johannesburg Pretoria Africa Projects | USA EUR Australia■ ■ ■ ■ ■Phone: +27 (0) 79 362 4428 Message Us: CLICK HERE
![Page 167: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/167.jpg)
DOUBLE YOUR CLIENTSDOUBLE YOUR CLIENTSMoving organizations
ISO STANDARDS & OPERATIONAL EXCELLENCE
BEYO ND ISO
ISO MASTERS
![Page 168: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/168.jpg)
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BEYOND ISO
![Page 170: ISO 9001 2015 | Management Reviews | The Five Rules To Business Excellence](https://reader035.fdocuments.in/reader035/viewer/2022070603/5871f7dc1a28ab5c348b6e19/html5/thumbnails/170.jpg)
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F I N
© ISO Masters March 2016