3 Program Outcomes By the end of the two day program attendees will have a better understanding of: 1. ISO s generic management system standards; 2. Quality Management System principles; 3. Quality Management System Requirement of ISO How to implement quality management requirements into your certification system
4 Program Agenda July 13 Session 3:45 to 4:30 ISO s generic management system standards; Quality Management System principles 4:30 to 5:15 Quality Management System Requirement of ISO 17024
5 Program Agenda July 14 Session 2:00 to 2:15 2:15 to 3:00 3:00 to 3:45 Review of July 13 session Participants assessment of their program s compliance to Section 4 Examples of how to implement quality management requirements into your certification system
6 Quality Management ISO 9000 has been an international reference for quality management requirements for business to business dealings.
7 Quality Management ISO 9000 is primarily concerned with quality management. This means what the organization does to fulfill: the customers quality requirements; applicable regulatory requirements; enhance customer satisfaction; and achieve continual improvement of its performance in pursuit of these objectives
8 Quality Management ISO 9000 is known as a generic management system standards. Generic means that the same standards can be applied: to any organization, large or small, whatever the product; including whether its product is actually a service; and in any sector of activity
9 Quality Management Management system refers to the organization s structure for managing its processes that transform inputs of resources into a product or service which meets the organization s objectives, such as developing a valid and reliable certification examination or processing examination applications in a defined period of time.
10 Quality Management Principles There are eight quality management principles on which the quality management system of the 1SO 9000 are based.
11 Principle 1 Customer Focus Key benefits: Increased effectiveness in the use of the organization s resources to enhance customer satisfaction Improved customer loyalty Increased revenue and market share obtained through flexible and responses to market opportunities
12 Principle 1 Customer Focus Applying the principle of customer focus typically leads to: Researching and understanding customer needs and expectations Measuring customer satisfaction and acting on the results Communicating customer needs and expectations throughout the organization
13 Principle 2 Leadership Key benefits: People will understand and be motivated towards the organization s goals and objectives; Activities are evaluated, aligned and implemented in a united way; Miscommunication between levels of an organization will be minimized
14 Principle 2 Leadership Applying the principle of leadership typically leads to: Establishing a clear vision of the organization s future; Creating and sustaining shared values, fairness, and ethical role models at all levels; Providing people with the required resources, training, and freedom to act with accountability Considering the needs of all interested parties
15 Principle 3 Involvement of People Key benefits: Motivated, committed and involved people within the organization; People being accountable for their performance; Innovation and creativity in furthering the organization s objectives
16 Principle 3 Involvement of People Applying the principle of leadership typically leads to: People understanding the importance of their contribution and role to the organization; People freely sharing knowledge and experience; People accepting ownership of problems and their responsibility for solving them
17 Principle 4 Process Approach Key benefits: Lower costs and shorter cycle times through effective use of resources; Improved, consistent and predictable results; Focused and prioritized improvement opportunities
18 Principle 4 Process Approach Applying the principle of leadership typically leads to: Establishing clear responsibility and accountability for managing key activities; Systematically defining the activities necessary to obtain desired outcomes; Focusing on the key factors such as resources, methods, and materials Evaluating risk consequences
19 Principle 5 System Approach to Management Key benefits: Integration and alignment of the processes that will best achieve the desired results; Ability to focus efforts on key processes; Providing confidence to personnel and others as to the consistency, effectiveness and efficiency of the organization
20 Principle 5 Management System Approach to Applying the principle of leadership typically leads to: Continually improving the system through measurement and evaluation. Understanding the interdependence between the processes of the system. Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing functional barriers.
21 Principle 6 Continual Improvement Key benefits: Performance advantage through improved organizational capabilities; Flexibility to react quickly to opportunities; Alignment of improvement activities at all levels to an organization s strategic intent.
22 Principle 6 Continual Improvement Applying the principle of leadership typically leads to: Employing a consistent organization-wide approach to continual improvement of the organization s performance; Establishing goals and measures to track continual improvement; Providing people with training in the methods of continual improvement
23 Principle 7 Factual Approach to Decision Making Key benefits: Informed decisions Increased ability to review, challenge and change options and decisions An increased ability to demonstrate the effectiveness of past decisions through reference of factual records
24 Principle 7 Factual Approach to Decision Making Applying the principle of leadership typically leads to: Ensuring that data and information are sufficiently accurate and reliable; Making data accessible to those who need it; Making decisions and taking action based on factual analysis, balanced with experience and intuition.
25 Principle 8 Mutually Beneficial Supplier Relationship Key benefits: Optimization of costs and resources; Flexibility and speed of resources to changing market or customer needs and expectations; Increased ability to create value
26 Principle 8 Mutually Beneficial Supplier Relationship Applying the principle of leadership typically leads to: Establishing relationships that balance short-term gains with long term considerations; Sharing information and future plans; Clean and open communications; Pooling of expertise and resources with partners
27 Next Steps There are many different ways of applying these quality management principles. The nature of the organization and the specific challenges its encounters will determine how to implement them.
28 Quality Management System Requirements of ISO 17024
29 How To Implement Quality Management Into Your Certification System Dale R. Cyr, MBA, CAE Executive Director, ARDMS 29
30 Quality Management and Your Organization Know what QM system or combination of systems you wish to implement! Balanced Scorecard Six Sigma TQM
31 Quality Management and Your Organization Common Themes: Develop Processes Document Measure Follow-up (audit)
32 Quality Management and Your Organization Be sure the QM system(s) links to your strategy! Where are you going? Why? ** Be sure you know your staff and how they like to develop new things!!
33 QM Development: Step 1 Build a case of why a QM system is needed to your Board and Staff! The linkage to strategy Improve operational efficiency Team building Need it for ISO 10724!
34 QM Development: Step 2 Get a motion or resolution passed by your Board approving to go forward with ISO 17024!!
35 QM Development: Step 2 BE IT RESOLVED: The ARDMS will formally obtain the ISO/ANSI accreditation for personnel certifying organizations, to begin in earnest January 2004, and let it be; FURTHER RESOLVED: ARDMS, through its Executive Director, will develop a staff project management team to successfully complete the ISO/ANSI application and site visits, and the project management team will report to the ARDMS Board of Directors with project updates, and the ARDMS ISO/ANSI project management team will work with ARDMS standing committees as needed to accomplish tasks and goals that may affect designated oversight responsibilities.
36 QM Development: Step 3 Form a cross departmental team dedicated to completing the ANSI application! The individuals need to be open minded and have improvement within the organization at heart! Meet at least twice a month.
37 QM Development: Step 4 First ANSI Committee meeting review why this organization is doing this! Review the application Assign different departments different sections that relate to their function.
38 QM Development: Step 4 Be sure this ANSI information is available to everyone in the organizations (Staff). We developed a public drive on our network where all ANSI materials are stored. Be sure to use agendas and minutes for each meeting!!
40 QM Development: Step 5 After a meeting or two reviewing the application, answering questions, develop a timeline!! Team leader must be sure timelines are met. Peer pressure works well
41 QM Details Review departmental policies and processes with each department committee representative (team). Team build with mutually agreed upon standards and processes.
42 Quality Improvement Why Bother? This is a lot of extra work? What s the problem, X already works?
43 Quality Improvement Deal with the questions directly! Use team management skills to build acceptance! find an easy success story within your organization to use as a pilot.
44 Quality Improvement 5 Steps of Measurement Implementation 1). Select what to measure 2). Develop operation definitions 3). Identify data sources 4). Prepare collection/sampling plan 5). Implement and refine measurement Pande PS, et al. The Six Sigma Way. p ,mcgraw-hill, 2002
45 HOW DO YOU KNOW?
46 Quality Management Success Be Proactive Boundaryless Collaboration Drive for perfection, tolerate failure Keep your eyes on the prize (ISO 17024) more efficient organization The Six Sigma Way: Team Fieldbook. 2002, McGraw- Hill
47 Requirements Certification body operates a management system that is: Documented; Covers all of the requirements; Ensures effective application of requirements.
48 Requirements, cont d Types of documents that may be needed Job descriptions Meeting minutes Management manual Organizational charts Internal working papers
49 Requirements, cont d Certification body shall ensure that Management System is: Established and maintained Understood and implemented at all levels of the organization
50 Requirements, cont d Types of Documents that may be needed Policy manuals Meeting minutes Evidence of staff education
51 Requirements, cont d Types of documents that may be needed Results of audits Meeting minutes Evidence that actions have been taken Detailed procedures for document/record control
52 Meeting the requirements Documented quality management system Perhaps one similar to ISO 9001 Based on quality management principles Customer focused Leadership Involvement of people Process Approach System Approach Continual Improvement Factual Approach to Decision Making Mutually beneficial supplier relationship
53 Requirements, cont d Certification body shall: Have document control, internal audit and management systems in place Including: Corrective and preventive actions Provisions for continual improvement Demonstrate evidence that: Management review system is utilized This system controls documents and records Captures audits and continual improvements made
QUALITY MANAGEMENT PRINCIPLES The following text is an integral reproduction of the content of the document "Quality Management Principles". Introduction This document introduces the eight quality management
Quality management principles The following text is an integral reproduction of the content of the document "Quality Management Principles" * Introduction This document introduces the eight quality management
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles
1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful
SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION Teaching Assistant PhD Student Larisa Dragolea 1Decembrie 1918 University of Alba Iulia, e- mail: firstname.lastname@example.org Economist, Engineer PhD
quality Quality management principles One of the definitions of a principle is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. Quality management
HOW TO IMPLEMENT ISO 9001 CHECKLISTS 2015 Page 1 Overview of - Quality management systems What needs to be in place? Before you start your quality journey or your organization has decided to review what
Chapter 2 ISO 9001:2008 QMS For internal use of BSNL only Page 1 ISO 9001:2008 QMS Introduction Everyone wants to achieve profits. Profits can come by more sales with some profit margin and also by cutting
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of
Document: ISO/TC 176/SC 2/N 376 Secretariat of ISO/TC 176/SC 2 Our ref: 97/402545 Date: 30 June 1997 To the Members of ISO/TC 176/SC 2 - Quality Management and Quality Assurance/ Quality Systems (TC176/SC2/WG15/N133)
MYTHS AND REALITIES OF QUALITY ASSURANCE Professor Nicolae DRAGULANESCU,Ph.D University Polytechnics of Bucharest DGQ-EOQ/TUV-CERT Quality auditor, EFQM Assessor ; J.M.JURAN - RFQP Assessor General Secretary
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
Introduction to ISO 9001:2000 CHAPTER 1 1 Introduction to ISO 9001:2000 By the end of this chapter you should be able to: Describe the origins of quality management systems. Describe the potential benefits
2350 Helen Street, N. St. Paul, MN 55109 Page 1 of 5 AETRIUM Quality Management System Manual 2350 Helen Street, N. St. Paul, MN 55109 Page 2 of 5 Introduction It is a strategic decision by Aetrium management
Taking a holistic QMS approach to enhancing productivity Harnek Singh 9 th March 2012 Enhancing Productivity and Business Growth Through Quality Management Systems Rationale for the QMS A response to the
The ultimate SME implementation guide Output for ISO 9001:2000 ISO 14001:2004 management systems Section Section 22 ISO ISO 9001:2000 9001:2000 Version Version 2005 2005 2.1 The implementation of ISO 9001:2000
White paper ISO 9001 Quality Management System Essential best practice for small businesses ISO 9001 - Quality Management System best practice for small businesses ISO 9001 Overview ISO 9001 is an International
QUALITY MANAGEMENT PRINCIPLES AN APPROACH IN HEALTHCARE INSTITUTIONS Professor PhD Kristina ZGODAVOVA University of Trencin, Slovakia Professor PhD Sofia Elena COLESCA Academy of Economic Studies, Bucharest,
RE Quality First Principles for Content and Data RE Group Risk Management and Corporate Responsibility June 2014 Introduction Reed Elsevier s strategy is to: Deliver improved outcomes to professional customers
ISO 9001:2015 Transition Lunch & Learn Presenter: Conrad Soltero Purpose Background to the ISO 9001 development and revision timeline What the key changes are: New Structure New Content Risk Based Approach
Quarterly Meeting Risk-Based Auditing 2015 QSG, Inc. Welcome, Introductions and Expectations 2 4 Context of the organization ISO 9001:2015 Structure 5 Leadership 6 Planning for the 7 Support 8 Operations
INTRODUCTION 16) QUALITY MANAGEMENT SYSTEMS The aim of this paper is to give a brief introduction to the idea of a quality management system and specifically in ISO 9001:2000: Quality Management System.
10 The Division (QMD) has a new image after the renovation process which, was carried out in October 2008. The new offi ce is now divided into three units namely: Quality System (QS), Occupational Safety
OAC Presentation to UNESCO Member States Scope and Purpose of Audit and Risk Committees 29 June 2016 1 Content: 1. Context 2. Audit and Risk Management in UNESCO today 3. Relationship between Entreprise
ISO Revisions ISO Revisions Whitepaper What is the difference between a procedures and a process approach? Approaching change Process vs procedures: What does this mean? The concept of process management
Quality management input comprises the standard requirements from ISO 9001:2015 which are deployed by our organization to achieve customer satisfaction through process control. Quality Manual ISO 9001:2015
for Effective Governance of Georgia Nonprofit Charter School Governing Boards Domain I: Governance Domain Description: The Charter School Governing board is charged with acting in a manner that focuses
PROCESS-BASED MANAGEMENT AT WORK IN AN ORGANIZATION PAT DOWDLE, JERRY STEVENS, and DENNIS C. DALY PAT DOWDLE is President of Process Advantage email@example.com(firstname.lastname@example.org), a process
QUALITY TOOLBOX Creating a Complete Business Management System Many organizations have separate environmental management and occupational, health, and safety management systems. They are defined as being
ISACA and IIA of Orange County Present The Balanced Scorecard December 3 rd, 2013 Objectives By the end of today s training you will be able to answer the following questions: Where is my department based
ISO 9001 Quality Management System DETAILED GUIDE ISO 9001 Background ISO 9001:2008 is the world s foremost quality management standard, used by hundreds of thousands of organizations in over 170 countries
ISO 9001:2008 The ISO 9001 standard is generic and meant to be applied to all organizations, without regard to their business, size, profit or no profit, or whether in the private, or public sector. In
Six Sigma, ISO 9001 and Baldrige Many organizations ask How Do these programs, processes and standards support each other? These initiatives are not mutually exclusive, in fact, understanding and applying
ISO STANDARDS UPDATES SEMINAR CHANGES AHEAD SEMINAR AGENDA Annex SL 18:30 ISO 9001 18:45 ISO 14001 19.30 ISO 45001 20:15 Finish 20:30 WHAT IS ANNEX SL? ANNEX SL PURPOSE Annex SL prescribes a high level
Quality Systems Frameworks 1 What is a Quality System? An organization uses quality systems to control and improve the effectiveness of the processes used to deliver a quality product or service A Quality
DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,
BALANCED SCORECARD FOR QUALITY EXCELLENCE IN THE CONSTRUCTION INDUSTRY: A SUCCESS STORY Strategic Performance Management Through Balanced Scorecard: Local Experience Seminar LIU T. C. Davis WAN K. M. Sammy
Software II Lecture 13 Software Engineering CUGS Kristian Sandahl Department of Computer and Information Science Linköping University, Sweden email@example.com A Software Life-cycle Model Which
ISO 9001 It s in the detail Your implementation guide ISO 9001 - Quality Management Background ISO 9001 is the world s most popular quality management system standard and is all about keeping customers
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
1. Introduction to ISO 9000 : 2000 ISO 9000, the world s leading standards series for Quality Management Systems, has been revised, following extensive user consultation and overwhelming endorsement by
Raymore-Peculiar School District Five Year Strategic Plan 2012-2017 1 Table of Contents Contents Raymore-Peculiar School District Leadership... 4 Raymore-Peculiar School District Leadership... 5 Strategic
Process Management: Creating Supply Chain Value Carol L. Marks, C.P.M., Director of Purchasing and Business Management Systems Industrial Distribution Group, Southern Division 704/398-5666; firstname.lastname@example.org
Indian Standard QUALITY MANAGEMENT SYSTEMS REQUIREMENTS FOR SERVICE QUALITY BY PUBLIC SERVICE ORGANIZATIONS ICS 03.120.10 BIS 2005 BUREAU OF INDIAN STANDARDS MANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG NEW
Human Performance Technology Donald Tosti Every organization is a human performance system: It was founded by people. It s run by people, and It s established to provide value to the people who are its
We re committed to helping you and your organization understand the updated requirements. This guidance document identifies the steps you should take to achieve compliance to ISO 9001:2015, and more importantly;
Healthcare Quality Concepts: 1. THE QUALITY UMBRELLA 1-1 DEFINITION OF QUALITY MANAGEMENT/IMPROVEMENT A planned, systematic, organized (or networkwide) approach to the monitoring, analysis, and improvement
Stakeholder Relationship Management A Maturity Model for Organisational Implementation Lynda Bourne 7 Effective Implementation This chapter describes elements necessary for the successful implementation
Establish Collaborative Strategies to Better Manage a Global Vendor Network Devise a Proper Float Plan CBI s Biopharmaceutical Forum on Clinical and Commercial Global Supply Chain Excellence Sandy Onorato
The online version of this document is controlled. Therefore, all printed versions of this document are unofficial copies. QUALITY MANAGEMENT SYSTEM MANUAL 6901 Charles Street Towson, Maryland 21204 Manual
SCHOOL S AdvancED 2011 1 SCHOOLS standards for quality SCHOOLs Commitment to continuous improvement is a dynamic effort, consistently requiring attention and revision. We expect this commitment from the
Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
Maseno University Towards ISO 9001:2008 Certification Introduction In 2007 Maseno University started working towards attaining ISO 9001:2000 Certification for its service through Kenya Bureau of standards
4711 Yonge Street Suite 700 Toronto ON M2N 6K8 Telephone: 416-325-9444 Toll Free 1-800-268-6653 Fax: 416-325-9722 4711, rue Yonge Bureau 700 Toronto (Ontario) M2N 6K8 Téléphone : 416 325-9444 Sans frais
Guidance for Industry Q10 Pharmaceutical Quality System U.S. Department of Health and Human Services Food and Drug Administration Center for Drug Evaluation and Research (CDER) Center for Biologics Evaluation
WHAT IS NATIONAL OWNERSHIP? In 2005, the Paris Declaration established country ownership as a key principle of aid effectiveness whereby partner countries exercise effective leadership over their development
Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million
Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial
Commit to Six Appoint a Six corporate leader Leadership has been trained in the Six concepts and methodology. Leadership has identified drivers for implementing Six. Business opportunity analysis has been
For more information on how SPRING can help your company adopt standards, visit www.spring.gov.sg/eqs SET YOUR SIGHT ON SUCCESS START BY GETTING TO KNOW QUALITY MANAGEMENT SYSTEM STANDARDS What is a quality
Phillips Precision, Inc. 141 Shrewsbury Street Boylston, MA 01505 ISO 9001:2015(E) Quality Management System Manual Quality System Manual Revision Index Revision Revision Date Revision Description A 01-13-11
Camber Quality Assurance (QA) Approach Camber s QA approach brings a tested, systematic methodology, ensuring that our customers receive the highest quality products and services, delivered via efficient
ISO 14001:2015 How your ISO 14001 audit will be different Whitepaper Introduction The new revision of ISO 14001 introduces some key changes which could impact how your environmental management system (EMS)
HB90.8 2000 Healthcare Services Guide to ISO 9001:2000 HEALTHCARE SERVICES GUIDE TO ISO 9001:2000 COPYRIGHT Standards Australia International All rights are reserved. No part of this work may be reproduced
and Requirement: May be required if the organization must comply with Sarbanes-Oxley. Otherwise, is implemented as an organizational governance/business decision and best practice. Purpose: Provide independent
COMPARISON BETWEEN OEF, ISO 9000, LEAN, & SIX SIGMA When striving for excellence, organizations use a variety of approaches. Some of the most popular approaches used today are Excellence Frameworks, ISO
Assessment of Quality Management Practices, Tools and : The Case of Learning Institutions in Kenya Presented by Joseph Ng ang a Njuguna and Ahmed Abdallah Technical University of Mombasa 1 Introduction
ISO Revisions Latest update New and Revised Moving from ISO 9001:2008 to ISO 9001:2015 Transition Guide ISO 9001 - Quality Management System - Transition Guide Successful businesses understand the value
ISO 9001:2000 - A Quality Manual for the Transition Period and Beyond By Mark Kaganov Abstract This article shows a practical approach to converting an ISO 9001:1994 quality manual into the new ISO 9001:2000
HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)
Current as of March 12, 2012 Weber State University Information Technology Program Review Handbook March 12, 2012 Table of Contents WSU and Information Technology Mission Statements...3 Purpose & Goals
The Strategic Management Maturity Model TM Many Institute clients ask a similar question as they work to improve their strategic management at their organizations: where do we stand compared with other
GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department
Dallas Center for Performance Excellence (CPE) Executive Summary Publication Date: January 8, 2015 The Center for Performance Excellence (CPE) is a continuous improvement initiative commissioned by the
III. STANDARDS FOR ADMINISTRATIVE CERTIFICATION Illinois Professional School Leader Standards [29.100] STANDARD 1 - Facilitating a Vision of Learning facilitating the development, articulation, implementation,
World Class Equipment Management Presented by: Jim Schug Principal FMI Corporation CONEXPO 2014 Las Vegas 2014 FMI Corporation 0 Who is FMI? FMI services span every phase of the construction firm s lifecycle
ISO STANDARDS FOR QUALITY EDUCATION AND TRAINING FOR FACILITATING ACCESS TO GREY LITERATURE By C.P. Ramasesh Deputy Librarian University of Mysore, Mysore, India N. Chowdappa Chief Librarian B.M.S. College
Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible