THE QUALITY MANAGEMENT SYSTEM IS YOURS UP TO STANDARD?
|
|
- Hilary McCarthy
- 8 years ago
- Views:
Transcription
1 THE QUALITY MANAGEMENT SYSTEM IS YOURS UP TO STANDARD? Nigel Anderson, Head of Global Service Delivery Group Corporate Facilities Management, EMEA 1. SETTING THE SCENE Customer service expectations in the workplace are varied and complex and most companies offering workplace solutions have some form of operating manual, which is intended to be a management tool for their delivery teams. But is the manual used? Does it represent the way you work? And is it a truly effective management tool? In the 1990 s, many organisations sought to increase their focus on these issues by developing and registering a company Quality Management System (QMS) to the requirements of ISO Across Europe in particular, this registration is also considered a must have, to pre-qualify for new client opportunities. However, the 1994 version of the Standard was seen as having evolved from the manufacturing and production industries and was quite difficult to effectively interpret in a customer service environment. The advent of the newer ISO 9001:2000 Standard fixes this problem. The updated process approach allows an organisation to establish a Quality Management System based on its activities in meeting customer needs, rather than on the needs of the Standard. As a direct result, the Quality Management Standard is very relevant to the service industry and is becoming globally recognised, with more than 300,000 businesses now certified worldwide. Based on direct experience in the delivery of global facilities management services, this paper will demonstrate how the registered Quality Management System approach can successfully meet client expectations, through improved management effectiveness, productivity and customer satisfaction. 1
2 2. INTRODUCTION TO THE ISO 9001:2000 STANDARD What is ISO? ISO is a word derived from the Greek isos, meaning equal. The full name In American English is the International Organisation for Standardization. However, in different languages this could be shortened into different acronyms, so ISO, the official short form of the organisation s name, is promoted, wherever the country, whatever the language. In the field of managing the workplace, ISO is well known as the source of ISO 9000 and ISO 14000, but it has also generated more than 14,000 other International Standards for businesses, governments and society in general. As a non-governmental organisation, ISO promotes itself as being able to act as a bridging organisation in which a consensus can be reached on solutions that meet both the requirements of business and the broader needs of society, such as the needs of stakeholder groups like consumers and users. Although ISO Standards are voluntary, the fact that they are developed in response to market demand, and are based on consensus among the interested parties, helps to ensure the Standards become widely applicable. This approach has certainly resulted in changes to the ISO 9000 Standard, which have made it much more beneficial for the service industry in general and management of the workplace in particular. What is ISO 9001? ISO 9001 is an evolving Quality Management System Standard that has already undergone two previous revisions. Introduced in 1987 and revised in 1994 it has stood the test of time as demonstrated by the enormous number of businesses now certified worldwide. What is ISO 9001:2000? Released in December of 2000 as a single Standard, ISO 9001:2000, replaces the old suite of Standards, ISO 9001, ISO 9002, and ISO The twenty clauses in the old Standard have been rationalised into eight new Quality Management Principles, as outlined in the following diagram: 2
3 1. Customer Focused Organisation 2. Leadership 3. Involvement of People 4. Process Approach 5. System Approach to Management 6. Continual Improvement 7. Factual Approach to Decision Making 8. Mutually Beneficial Supplier Relationships 1. Management Responsibility 2. Quality System 3. Contract Review 4. Design Control 5. Document and Data Control 6. Purchasing 7. Control of Customer Supplied Product 8. Product Identification and Traceability 9. Process Control 10. Inspection and Testing 11. Control of Inspection, Measuring and Test Equipment 12. Inspection and Test status 13. Control of Nonconforming Product 14. Corrective and Preventive Action 15. Handling, Storage, Packaging, Preservation and Delivery 16. Control of Quality Records 17. Internal Quality Audit 18. Training 19. Servicing 20. Statistical Techniques Many of the old headings, which were originally designed around the manufacturing and production environment, such as Control of Nonconforming Product and Handling, Storage, Packaging, Preservation and Delivery, have now disappeared. The new Standard fits more naturally with current philosophy for management in the workplace - a process approach. This process approach allows organisations to establish a quality management system based on its activities in meeting customer needs rather than on the needs of the Standard. Change of Scope Fundamental Change The fundamental change, in developing the old Standard into the new ISO 9001:2000 is summarised in the diagram below: ISO 9001:1994 Quality Assurance (QA) Fundamental Change Of Scope ISO 9001:2000 Quality Management (QM) Process Effective Based Management Conformance To Procedures Preventive and Risk Management Continual Improvement Conformance To Procedures 3
4 A colleague once illustrated this diagram by claiming that, under the old 1994 Standard, a company manufacturing concrete lifejackets could in theory gain accreditation, providing it documented its procedures and could show that it adhered to those procedures. Under the new Standard, the requirements for customer focus and satisfaction would present a few challenges for the choice of concrete as the manufacturing material. This is perhaps an exaggeration, but it makes the point that the new Standard places much more emphasis on customer satisfaction and risk management, familiar values in delivering services to the workplace. Why go for the ISO 9001:2000 Standard? Typically quoted good reasons for registering to ISO 9001 include: The Standard ensures that the Quality Management System is maintained, documented and accessible Consistent documented processes and procedures will create greater efficiency and value add Registration to the Standard encourages continual improvement In many cases, it is required by the market place It helps win new business However, registration can also be an extremely good motivator. The main objective here is to implement a Quality Management System, which adds value, improves management effectiveness and enables the delivery of cost effective customer satisfaction. In theory, developing, maintaining, implementing and continually improving the system could go a long way towards this objective, without necessarily going for the ISO accreditation. But, the real challenge is to make sure the system is well communicated and well accepted by its users, to the extent that it is implemented and used consistently by the whole company or group. It is quite common to find that, while part of the team will get it and will enthusiastically embrace the idea of becoming better organised, with an accessible set of appropriate tools for the job, others will see the Quality Management System as something which makes extra work for them. So, the setting of a clear company initiative to obtain and then maintain registration to ISO 9001:2000 can provide a real incentive to succeed. It also establishes a timeframe with milestones, which cannot be allowed to drift, particularly once a date for the external audit has been set. Nobody will want his or her section or department to be responsible for failing to achieve or maintain the certificate. 4
5 Mandatory Requirements The new Standard allows each organisation a fair degree of flexibility in choosing how to document its Quality Management System. However, there are some documents specifically mentioned in ISO 9001:2000 and these are: Quality Policy (clauses 4.2.1a and 5.3) Quality Objectives (clauses 4.2.1a and 5.4.1) Quality Manual (clause 4.2.1b) The Standard also specifically refers to certain documented procedures as follows: Control of documents (clause 4.2.3) Control of records (clause 4.2.4) Internal audit (clause 8.2.2) Control of nonconforming product (or service) (clause 8.3) Corrective action (clause 8.5.2) Preventive action (clause 8.5.3) Other formal required documentation is: Documents needed by the organisation to ensure the effective planning, operation and control of its processes (clause 4.2.1d) Records required by this International Standard (clause 4.2.1e) 5
6 3. DEVELOPING YOUR QUALITY MANAGEMENT SYSTEM The 2000 version of the Standard is much less prescriptive than the 1994 version. It allows an organisation more flexibility in the way it chooses to document its Quality Management System. It requires each individual organisation to develop the documentation needed in order to demonstrate the effective planning, operation and control of its processes and the implementation and continual improvement of the effectiveness of its Quality Management System. The Management Manual The starting point for a Quality Management System should be the development of a high level Management Manual, which sits at the top of the document structure as indicated by the following example structure diagram: MANAGEMENT MANUAL Quality Policy and Objectives Documentation Structure Management Structure & Organisation Business Planning and Reviewing Sales and Marketing Service Delivery Finance, Accounting and IT Customer Satisfaction and Complaints HR QMS Control and Development HEAD OFFICE OR CORPORATE PROCEDURES Procedures which apply without customisation, for example: Sales and Marketing Business Planning & Budgeting Administration Internal Auditing GENERIC FIELD/SITE PROCEDURES GENERIC TOOLKIT A Library of standard procedures, from which selections can be made for customisation to suit each client or field operation CLIENT SPECIFIC OR SITE SPECIFIC PROCEDURES CUSTOMISED PROCEDURES For example: Service Delivery Health & Safety Procurement Supplier Management Reporting OUTPUT Factual Approach To Decision Making Performance Customer Satisfaction Continual Improvement Compliance The Management Manual is viewed as the DNA of the firm and should state the aims and measurable objectives of the business. The best way to set this out is to establish a structured hierarchy, which should include, for example: Values Strategy Policies Management Organisation Key Business Processes Typical headings to include in the Management Manual are summarised in the above document structure diagram, but the manual will be much more relevant to the users of the system, if it tells 6
7 a story, from beginning to end, about how you run your business. This is much more effective than the old approach under ISO 9001:1994, when companies tended to produce a Quality Management Manual that was framed around the 20 clauses of the Standard. The resulting document appeared to have little direct relevance to the business, making it seem to the users like additional work for them. Far better to make the Management Manual and the Quality Management System as a whole reflect the way you work. Set the ISO Standard to one side, when writing the Management Manual and then, when the first draft is completed, cross check the Management Manual against the eight management principles and individual clauses of the ISO Standard, to make sure that all requirements of the Standard have been met. This way, you can market the Quality Management System internally within the organisation as a strictly relevant set of processes and tools, which will be valued by the users and help them to deliver effective results to the customer. Users of the system need not worry about complying with ISO Providing this is set up correctly then, by definition, if the users comply with the organisation s Quality Management System, they will comply with ISO To satisfy yourself and the external assessor that the Quality Management System covers all the ISO requirements, a cross referencing chart can be included at the back of the Management Manual as an appendix, which avoids unnecessary clutter within the text. Another technique well worth considering is to summarise the key business processes, as identified in the Management Manual into a Management Calendar, a typical example of which is illustrated below: 7
8 Example Management Calendar Management Reviews Global Management Meetings Regional Man't Meetings (inc. Man't Review) Business Planning Review Business Strategy Client Account Revenue Plans Business Development Revenue Plans Resource Plan & Organisation Budget Preparation Budget Review Budget Approval Global FM Objectives Regional FM Objectives Client Account Objectives Financial Performance Review actuals vs. budget Forecast Annual Performance Review Financial Accounts Submit Consolidated Group Figures Prepare for sign-off by Group Auditors Group sign-off & preliminary issue Statutory Audits (country specific) Publish Group Consolidated Accounts HR Review Job Descriptions Personal Appraisals Salary Reviews Prepare training plan Staff satisfaction survey QMS Auditing Internal Audit Plan External Audits Service Delivery Client Account Reviews Customer Satisfaction Surveys Supplier Reviews Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Annually, dates vary by Region Annually, dates vary by Region Annually, dates vary by Region Having set out the organisation s key business processes at a reasonably high level in the Management Manual, this needs to be supported by detailed procedure documents, to explain exactly how each process should be delivered. A suggested structure for this part of the documentation is indicated in the earlier Example QMS Document Structure diagram and explained below. Head Office or Corporate Procedures In the example, this section of the Quality Management System contains the detailed business procedures, which are followed by the organisation s Head Office Teams (sometimes known as the Corporate Office or Regional Office depending on the management organisation of the company). The procedures are either pre-contract, that is they describe sales, marketing and business planning activities, or they are in support of the client account or site-based service delivery operations. The Head Office Procedures are therefore generic, as opposed to site specific. The generic Head Office Procedures generate output, in the form of data, analysis and reports, which enables a factual approach to decision making and drives performance, compliance, customer satisfaction and continual improvement. 8
9 Generic Field/Site Procedures The Toolkit This section of the example system provides the tools and guidance for the teams to manage and deliver service to their client accounts, under various procedure headings, depending on the organisation s delivery model. The Generic Toolkit as it stands, does not generate output. It acts like a library from which documents are drawn and customized, usually during the mobilisation or transition phase of a new client account, to meet the requirements, which are specific to that client or site. Customized Client Specific or Site Specific Procedures This section is generated from the Generic Toolkit, as described above, or from additional procedures required specifically for the client account. In some areas, whole sections or parts of the Site Specific Procedures may be installed and implemented unchanged and, in other areas, the generic procedures are customized to meet client account and/or site-specific requirements, where variances in business approach or service are agreed with the client. The Site Specific Procedures and Work Instructions also generate output, which enables a factual approach to decision making and drives performance, compliance, customer satisfaction and continual improvement. Creating Policies and Procedures When setting standards for all aspects of the business by drafting, approving and reviewing Quality Management System policies and procedures, the management team should take the following into consideration: The competence and experience of the user Risks involved in the service delivery and the measures required to manage these risks Roles and responsibilities Essential procedures Legislation, essential regulations or codes, case law and "Best Practice" Standard documents and templates Checks, approvals and measures of acceptable performance Outputs; the service, supporting data and analysis, records or information 9
10 4. MARKETING YOUR QUALITY MANAGEMENT SYSTEM It is important to start with senior management buy-in to the Quality Management System initiative. Fortunately, ISO 9001:2000 now recognises the essential role of Top Management. Senior managers are viewed as having primary accountability for implementing and then demonstrating compliance with the management policies, processes and procedures of the firm. The fact that senior managers will be interviewed at the external assessments will certainly help to provide focus on this accountability and sends a message to the rest of the organisation underlining the requirement for top management commitment and support. Having said that, the initiative will only succeed if representatives from all parts of the business are involved from the early stages, particularly in the identification of key processes and the drafting, updating and validation of the detailed procedures. One technique is to identify Quality Champions at an early stage, selected from each functional, regional or client account division of the company. The Quality Champion is likely to be chosen as someone who already has a positive attitude to the initiative and who can help to market the development and implementation. Effectively, the Quality Champion acts as a two-way conduit for disseminating ideas, information and progress between his or her division and the management center. It is also important to allow and spend a lot of time talking to people and to do this in their language. Not everyone will succeed in transitioning to the process way of thinking, as this is sometimes difficult to recognise. Using different words, such as activity, approach and practice can help. The organisation will have a number of communication tools in place, from the company intranet through to notices in wage packets and on toilet doors, so make good use of these. 10
11 5. IMPLEMENTATION AND REGISTRATION Having developed and marketed the Quality Management System, it needs to be implemented, although in practice these three activities will probably overlap. The best way is to approach the implementation as a project, using all of the project management skills and techniques available to you. Depending on the organisation, the project may be handled entirely with the use of internal company skills and resources, or with assistance from specialist outsourced consultants. The project needs both a sponsor and a steering group and then it needs to be managed, so it is important to consider: Appointment of the Project Manager Agreement on the scope of the implementation Agreement on the planning and timeframe for the implementation Allocation of resources and Mechanism for tracking progress All of these issues need to be clear before starting the implementation. Stakeholders in the implementation project should be identified (a stakeholder can be defined as someone who can spoil your day ) and kept involved in the process through executive briefings, allocation of process owners and appointment of Quality Representatives and Internal Auditors. It might also be worth considering a phased approach. Identify which areas of the business, for example particular client accounts, are most likely to succeed and implement those first as a pilot. Make sure that all lessons learned are captured and communicated, so that best use can be made of this experience in rolling out the implementation to the remainder of the company or group. Not all of the processes will be 100% successful first time, so each process should have at least one key performance indicator, to measure how it delivers versus the business objective. Part of the continual improvement process will be to gather this performance information, analyse it and decide whether any corrective action needs to be taken. Training is probably the one area that will give the best return on use of your resources, so this deserves a particularly high level of attention. This should also extend to encouraging employee involvement, confirming individual competencies and setting of personal objectives to fall in line with the overall company objectives. 11
12 A good way to test the effectiveness of the implementation is to establish a program of Internal Quality Management System Audits and it is better to start this at a reasonably early stage. Auditing is a subject in its own right, which extends beyond the scope of this paper, but there are a few key points worth highlighting here. Audits will be at their most frequent, when the system is new, or when new processes are added. The frequency and scope of audits should diminish, with sound and confirmed implementation and ongoing improvement. Audits are carried out only to a degree that can be commercially justified, based on the degree of risk involved with the matter concerned and also based on the outcome of previous audits. There are two main types of audit to consider: Compliance audits: Used to verify conformity to specified requirements Process audits: Used to ascertain the effectiveness of a business process Both techniques are effective management tools, which can be used to confirm and improve the management system. Only after positive feedback from the internal audit program, will the organisation be ready for formal registration to ISO 9001:2000. The registration process normally follows two key stages of external assessment by an independent accreditation body: The Stage 1 Assessment: A desktop review to establish whether the documented system meets the requirements of the Standard The Stage 2 Assessment: The formal registration assessment, which will test the effectiveness of the implementation. If successful, registration is granted for a 3-year period and is retained subject to performance at 6-monthly external surveillance visits, to verify compliance and continual improvement. 12
13 6. CONCLUSION One of the biggest challenges will be achieving a timeframe which, to minimise the pain will have to be aggressive and will almost certainly be set against a background of constant change. By embarking on a program towards ISO 9001:2000 registration, using some of the techniques outlined above, you can force through real and timely improvements to the Quality Management System, turning it into a well used and effective management tool, which truly reflects the way you work. 13
14 7. EXAMPLE OF THE QMS ADDING VALUE TO FM As part of an EMEA-wide appointment, CB Richard Ellis (CBRE) has recently taken on the provision of outsourced facilities management (FM) services for a major office and manufacturing premises covering more than 500,000 square feet in Scotland. Until recently, facilities services have been managed and delivered by the client s in-house team at the site, following traditional, local practices. Mindful of the unionised labour environment on this site, both the client and CBRE realised that transitioning the facilities services to an outsourced delivery model would have to be handled with extreme sensitivity to maintain continuity of service and to ensure the client s core business activities would experience a seamless transition. CBRE appointed a team of transition specialists to the project, under the control of a Transition Manager and the team followed the detailed procedures laid down in the FM Quality Management System (QMS) to plan, deliver, monitor and report on the transition. Some examples of where the CBRE QMS provided invaluable value for managing the process include: HR: step-by-step process for consulting with the clients FM staff, in accordance with employment transfer legislation, to ensure a smooth transfer of employment from the client to CBRE. Scope and Levels of Service: reference to CBRE s generic Scope of Service (SOS) and Service Level Agreement (SLA) documents and customisation of these documents to fully understand and document details of the services required for the site. Service contractors: systematic approach to the identification of service contract details, followed by the formal novation of these contracts from the client to CBRE, making full use of standard check lists and templates from the QMS Generic Toolkit. Financial Processes: analysis of invoices and FM-related costs for consolidation into a customised version of the standard budgeting template. Customisation of the generic financial processes for accounts payable, variance to budget reporting and identification of savings achieved for the client. Health and Safety: the development of a detailed understanding of responsibilities for health and safety issues, using CBRE s standard Memorandum of Understanding template from the QMS Generic Toolkit. The on-site management team, particularly those who transferred from the client to CBRE was impressed by this new approach and now appreciate working for a company with a specialised QMS, which supports their day-to-day tasks in facilities management, leading to better job satisfaction and a more defined career path for each member of the team. The on-site client representative recently complemented the team: Not sure if your staff get annual reviews but just wanted to let you know that the service we are receiving from them is excellent and even if they cannot fix our problems quickly they keep us updated at all times. 14
TÜV UK Ltd Guidance & Self Evaluation Checklist
ISO 9001:2015 Revision TÜV UK Ltd Guidance & Self Evaluation Checklist Why ISO 9001 is changing All ISO management system standards are subject to a periodic review under the rules by which they are written.
More informationThe principles, processes, tools and techniques of project management
Unit 34: Plan and manage a project. 341 The principles, processes, tools and techniques of project management An industrial project, big or small, must be managed effectively to ensure the project s objectives
More informationDerbyshire Trading Standards Service Quality Manual
Derbyshire Trading Standards Service Quality Manual This Quality Manual has been developed to give a broad outline of how the Trading Standards Division s range of services comply with the requirements
More informationQUALITY MANAGEMENT SYSTEM (QMS) MANUAL
Printed QMS Documentation is Uncontrolled Page 1 of 19 QUALITY MANAGEMENT SYSTEM (QMS) MANUAL ISSUE/ REVISION DATE DESCRIPTION ISSUE HISTORY PREPARED/ APPROVED BY 09/04/2014 Initial issue G.Rees 11/04/2014
More informationJSP 886 THE DEFENCE LOGISTIC SUPPORT CHAIN MANUAL VOLUME 7 INTEGRATED LOGISTICS SUPPORT PART 8.11 QUALITY MANAGEMENT
JSP 886 THE DEFENCE LOGISTIC SUPPORT CHAIN MANUAL VOLUME 7 INTEGRATED LOGISTICS SUPPORT PART 8.11 QUALITY MANAGEMENT THE MASTER VERSION OF JSP 886 IS PUBLISHED ON THE DEFENCE INTRANET. FOR TECHNICAL REASONS,
More informationQUALITY MANAGEMENT SYSTEM REQUIREMENTS General Requirements. Documentation Requirements. General. Quality Manual. Control of Documents
Chapter j 38 Self Assessment 729 QUALITY MANAGEMENT SYSTEM REQUIREMENTS General Requirements 1. Establishing and implementing a documented quality management system 2. Implementing a documented quality
More informationCertification Process Requirements
SAAS Certification Process Requirements SAAS Procedure 200 and ISO/IEC 17021 Social Accountability Accreditation Services, June 2010 Accreditation Process and Policies SAAS Normative Requirements SAAS
More informationUnderstanding Principles and Concepts of Quality, Safety and Environmental Management System Graham Caddies
Understanding Principles and Concepts of Quality, Safety and Environmental Management System Graham Caddies Owner / Principal Advance Profitplan Understanding Principles & Concepts Page 1 of 10 Revision
More informationQuality Manual. UK Wide Security Solutions Ltd. 1 QM-001 Quality Manual Issue 1. January 1, 2011
Quality Manual 1 QM-001 Quality Manual Issue 1 January 1, 2011 This document is uncontrolled when printed. Please verify with Quality Management Representative 16 Dukes Close, West Way, Walworth Industrial
More informationISO 9001:2000 - A Quality Manual for the Transition Period and Beyond
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
More informationISO 9001. What to do. for Small Businesses. Advice from ISO/TC 176
ISO 9001 for Small Businesses What to do Advice from ISO/TC 176 ISO 9001 for Small Businesses What to do Advice from ISO/TC 176 ISO Central Secretariat 1, chemin de la Voie-Creuse Case postale 56 CH -
More informationQUALITY MANAGEMENT SYSTEM MANUAL
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
More informationINCENTIVE FACILITIES MANAGEMENT LTD QUALITY SYSTEM MANUAL. **Commercial in confidence**
QUALITY SYSTEM MANUAL **Commercial in confidence** Table of Contents Document Control... 3 1.Company Quality... 4 1.1. Policy... 4 2.Mission and Vision Statements... 5 2.1. Vision... 5 2.2. Mission...
More informationSector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218
Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You
More informationThe Prophotonix (UK) Ltd Quality manual
The Prophotonix (UK) Ltd Quality manual Date: March 2014 Revision: D Sparrow lane, Hatfield Broad Oak, Herts, UK, CM22 7BA Tel: +44 (0)1279 717170 Fax: +44 (0)1279 717171 e-mail: info@prophotonix.com Page
More informationD. MCLAUGHLIN & SONS LTD QUALITY MANUAL
D. MCLAUGHLIN & SONS LTD QUALITY MANUAL Originated By: Anne Wall (Quality Consultant) Date: Approved By: Date: Issue AMENDMENT DATE Draft 1 Quality Manual QM1 CONTENTS 1 QUALITY ASSURANCE POLICY 1.1 Quality
More informationVigilant Security Services UK Ltd Quality Manual
Quality Manual Date: 11 th March, 2014 Issue: 5 Review Date: 10 th March 2015 VSS-COM-PRO-001 SCOPE This Quality Manual specifies the requirements for the Quality Management System of Vigilant Security
More informationManchester City Council Report for Information. Managing Attendance (Real Time Absence Reporting)
Manchester City Council Report for Information Report to: Subject: Overview and Scrutiny Human Resources Subgroup - 25 January 2011 Managing Attendance (Real Time Absence Reporting) Report of: Assistant
More informationCCD MARINE LTD QUALITY MANUAL PROCEDURE Q0.000. Date: Title. Revision: QUALITY MANUAL PROCEDURE Q0.000. 29 September 2014
Title: Quality Manual Uncontrolled if Hardcopy CCD MARINE LTD th Date: 29 September 2014 Doc Ref: Q0.000 Issued By: Sarah Leighton Rev No: 2 Title Revision: Date: QUALITY MANUAL PROCEDURE Q0.000 2 29 September
More informationISO 9001:2008 Quality Systems Manual
ISO 9001:2008 [Company Name] ADDRESS Phone: Phone: Fax: Fax: The holder of this manual is cautioned that the information contained herein must not be loaned or circulated outside of [Company Name] except
More informationGuide to Business Planning
Voluntary Sector Support Guide to Business Planning PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES www.communityimpactbucks.org.uk Community Impact Bucks is a registered charity no:1070267 company
More informationAT&T Global Network Client for Windows Product Support Matrix January 29, 2015
AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network
More informationPROJECT MANAGEMENT FRAMEWORK
PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to
More informationQuality Management Systems
Management ystems Introduction An organisation will benefit from establishing an effective quality management system (QM). he cornersne of a quality organisation is the concept of the cusmer and supplier
More information16) QUALITY MANAGEMENT SYSTEMS
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.
More informationQuality Manual Quality Management System Description
Australian Government Security Vetting Agency Quality Manual Quality Management System Description Commonwealth of Australia 2013 This work is copyright. Apart from any use as permitted under the Copyright
More informationGENERIC STANDARDS CUSTOMER RELATIONSHIPS FURTHER EXCELLENCE CUSTOMISED SOLUTIONS INDUSTRY STANDARDS TRAINING SERVICES THE ROUTE TO
PROCESSES SUPPLY CHAIN SKILLED TALENT CUSTOMER RELATIONSHIPS FURTHER EXCELLENCE GENERIC STANDARDS INDUSTRY STANDARDS CUSTOMISED SOLUTIONS TRAINING SERVICES THE ROUTE TO ISO 9001:2015 FOREWORD The purpose
More informationQUALITY MANAGEMENT SYSTEM MANUAL LEC MARINE (KLYNE) LTD
QUALITY MANAGEMENT SYSTEM MANUAL For LEC MARINE (KLYNE) LTD In Accordance with the Principles Contained in BS EN ISO 9001:2008 Page 1 of 39 : Issue 12: Authorised by WM Sawyer June 2012 REVISION SHEET
More informationVolunteer Managers National Occupational Standards
Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?
More informationISO 9001 : 2000 Quality Management Systems Requirements
A guide to the contents of ISO 9001 : 2000 Quality Management Systems Requirements BSIA Form No. 137 February 2001 This document is the copyright of the BSIA and is not to be reproduced without the written
More informationPreparation of a Rail Safety Management System Guideline
Preparation of a Rail Safety Management System Guideline Page 1 of 99 Version History Version No. Approved by Date approved Review date 1 By 20 January 2014 Guideline for Preparation of a Safety Management
More informationP-01 Certification Procedure for QMS, EMS, EnMS & OHSAS. Procedure. Application, Audit and Certification
Procedure Application, Audit and Certification Document No. P-01 Version 9.00 Date of Issue Nov 02, 2015 Reviewed & Approved by Name Designation Signature Date Kaushal Goyal Managing Director Nov 02, 2015
More informationQueensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers
Queensland Government Human Services Quality Framework Quality Pathway Kit for Service Providers July 2015 Introduction The Human Services Quality Framework (HSQF) The Human Services Quality Framework
More informationNOT PROTECTIVELY MARKED. Suffolk County Council DATA QUALITY POLICY
Suffolk County Council DATA QUALITY POLICY This policy is sponsored by the Director of Resource Management on behalf of the Chief Executive of Suffolk County Council. Responsibility for maintaining, reviewing
More informationCHILDREN AND YOUNG PEOPLE'S PLAN: PLANNING AND PERFORMANCE MANAGEMENT STRATEGY
CHILDREN AND YOUNG PEOPLE'S PARTNERSHIP BOARD CHILDREN AND YOUNG PEOPLE'S PLAN: PLANNING AND PERFORMANCE MANAGEMENT STRATEGY 1 Introduction 1.1 The purposes of this strategy are to set out: i) the arrangements
More informationQuality Management Subcontractor QM Guide-Section Two
SECTION TWO QUALITY MANAGEMENT SYSTEMS Version No 1. PREFACE This document has been developed to assist subcontractors to meet Monaco Hickeys (MHPL) Quality Management (QM) requirements whilst working
More informationQUALITY MANAGEMENT IN VTS
CHAPTER 18: QUALITY MANAGEMENT IN VTS Background At its twenty-fourth session, the IMO Assembly adopted resolution A.973(24) on the Code for the Implementation of Mandatory IMO Instruments and resolution
More informationAn Introduction to Internal Audits
An BRC Global Standards. Trust in Quality Internal Audits (Section 3.4 excluding 3.4.4) An internal audit is any audit completed by or on behalf of the company, rather than conducted by a second or third
More informationUsing the PDCA cycle in the real world
Qudos Management Pty. Ltd. Quality OHS Environmental management 320 Adelaide Street, Brisbane, QLD 4000 GPO Box 111, Brisbane, QLD 4001, Australia Tel: +61 7 3010 9259 Fax: +61 7 3010 9001 Web: www.qudos-software.com
More informationManagement Systems Consultancy & Support Specialists
Consultancy Management Systems Continual Improvement Outsourcing Auditing Support Data Analysis Training Documentation Services to meet your business requirements specialise in ISO 9001 Quality Management
More informationImplementing an ISO 9001 Quality Management System
Implementing an ISO 9001 Quality Management System ETI Group This guide to implementing an ISO 9001 Quality Management System (QMS) was prepared by ETI Group. The guide is based on our experiences assisting
More informationImplementation of a Quality Management System (QMS) within the MRF Industry
Guidance Document Implementation of a Quality Management System (QMS) within the MRF Industry This guidance document covers the potential fit for purpose implementation of a QMS into a municipal MRF including
More informationISO 9001 Quality Management System
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
More informationManaging ICT contracts in central government. An update
Managing ICT contracts in central government An update Prepared by Audit Scotland June 2015 Auditor General for Scotland The Auditor General s role is to: appoint auditors to Scotland s central government
More informationQMS Manual 2350 Helen Street, N. St. Paul, MN 55109 Page 1 of 5. Quality Management System Manual
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
More informationHealth and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines. October, 2014
Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines October, 2014 Contents 1 Executive Summary... 2 2 More information... 2 3 Context... 2 3.1 Continuous Self-Assessment
More informationISO 9000 Introduction and Support Package: Guidance on the Documentation Requirements of ISO 9001:2008
Document: ISO/TC 176/SC 2/N 525R2 ISO 9000 Introduction and Support Package: 1 Introduction Two of the most important objectives in the revision of the ISO 9000 series of standards have been a) to develop
More informationCompetence Criteria for Associate (ACIBSE)
Competence Criteria for Associate (ACIBSE) FACTSHEET A21 The competence criteria for the Associate grade of CIBSE (ACIBSE) is directly aligned to the Competence Statements issued by the Engineering Council,
More informationTRAINING CALENDAR Be trained by the company that sets the standard for quality
For further information CALL 1300 727 444 EMAIL training@saiglobal.com VISIT www.saiglobal.com/training TRAINING CALENDAR Be trained by the company that sets the standard for quality JUL DEC 07 SAI Global
More informationPRCA Communications Management Standard (CMS) for In-House Teams
PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams Contents Introduction 4 The Communications Management Standard for In-House
More informationCOMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
More informationCOMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
More informationQuick Guide: Meeting ISO 55001 Requirements for Asset Management
Supplement to the IIMM 2011 Quick Guide: Meeting ISO 55001 Requirements for Asset Management Using the International Infrastructure Management Manual (IIMM) ISO 55001: What is required IIMM: How to get
More informationPerformance Management and Service Improvement Framework
Performance Management and Service Improvement Framework Author Marcus Evans, Operational Director - Performance and Customer Insight Date: September 2014 Contents Page 1. Introduction 3 2. Strategic ning
More informationCrosswalk Between Current and New PMP Task Classifications
Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the
More informationProject Acronym: CRM ACCORD Version: 2 Contact: Joanne Child, Doncaster College Date: 30 April 2010. JISC Final Report CRM ACCORD
Project Acronym: CRM ACCORD JISC Final Report CRM ACCORD Page 1 of 22 Document title: JISC Final Report Last updated: April 2007 Table of Contents Acknowledgements... 3 Executive Summary... 4 Background...
More informationCertification Body Quarterly Data Submission Instructions QFE-016 Version 1.0
This document is a product of the Oversight Work Group of the QuEST Forum. It is subject to change by the Oversight Work Group with the latest version always appearing on the tl9000.org website. 1. PURPOSE
More informationImproving global standard to be a key driver of innovation. Colin MacNee. 2012, 2013, 2014 Duncan MacNee Limited. www.apcergroup.
Improving global standard to be a key driver of innovation Colin MacNee Caveat The views expressed are my own and do not represent BSI CQI IAF IBM IRCA ISO IT Governance Content Where we ve come from A
More informationTitle: Rio Tinto management system
Standard Rio Tinto management system December 2014 Group Title: Rio Tinto management system Document No: HSEC-B-01 Standard Function: Health, Safety, Environment and Communities (HSEC) No. of pages: 23
More informationA Question of Balance
A Question of Balance Independent Assurance of Information Governance Returns Audit Requirement Sheets Contents Scope 4 How to use the audit requirement sheets 4 Evidence 5 Sources of assurance 5 What
More informationOrganizational Development Plan
Commonwealth of Massachusetts Consolidation Planning Project Plan Version 11.0 05/03/2009 Revision History The table below serves to track the key revisions made to this document for change control purposes.
More informationProcurement guidance Managing and monitoring suppliers performance
Procurement guidance Managing and monitoring suppliers performance Procurement guidance: Managing and monitoring suppliers performance Page 2 of 16 Table of contents Table of contents... 2 Purpose of the
More informationCP14 ISSUE 5 DATED 1 st OCTOBER 2015 BINDT Audit Procedure Conformity Assessment and Certification/Verification of Management Systems
Certification Services Division Newton Building, St George s Avenue Northampton, NN2 6JB United Kingdom Tel: +44(0)1604-893-811. Fax: +44(0)1604-893-868. E-mail: pcn@bindt.org CP14 ISSUE 5 DATED 1 st OCTOBER
More informationHKCAS Supplementary Criteria No. 8
Page 1 of 12 HKCAS Supplementary Criteria No. 8 Accreditation Programme for Information Security Management System (ISMS) Certification 1 INTRODUCTION 1.1 HKAS accreditation for information security management
More informationMANAGEMENT SYSTEMS PROCEDURE. Procedure 06: Non-Conformance, Incidents and Complaints
WAPRES P06 Non-Conformance, Incidents and Complaints Page 1 of 8 MANAGEMENT SYSTEMS PROCEDURE Procedure 06: Non-Conformance, Incidents and Complaints OBJECTIVE: To outline the reporting and processing
More informationFSSC 22000-Q. Certification module for food quality in compliance with ISO 9001:2008. Quality module REQUIREMENTS
FSSC 22000-Q Certification module for food quality in compliance with ISO 9001:2008 Quality module REQUIREMENTS Foundation for Food Safety Certification Gorinchem, The Netherlands: 2015 Version Control
More informationCHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE
CHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE TABLE OF CONTENTS STEP 1 IDENTIFY THE CHANGE... 5 1.1 TYPE OF CHANGE... 5 1.2 REASON FOR THE CHANGE... 5 1.3 SCOPE THE CHANGE... 6 1.4 WHERE ARE YOU NOW?...
More informationHuman Diversity Management Systems. Diversity-Management Sytems based on ÖNORM S 2501
Human Diversity Management Systems Certification Scheme EN Diversity-Management Sytems based on ÖNORM S 2501 Date of issue: V1.0, 2013-05-01 Heinestrasse 38, A-1020 Vienna, Austria Management peter.jonas@as-plus.at
More informationISO 9001:2008 Quality Manual Clause 3.7.4
ISO 9001:2008 Quality Manual Clause 3.7.4 Strode Park Foundation for People with Disabilities Approvals The signatures below certify that this Quality Manual has been reviewed and accepted, and demonstrates
More informationBanking Taskforce. Appeals Process. Independent External Reviewer. Quarterly Report
Banking Taskforce Appeals Process Independent External Reviewer Quarterly Report July - September 2014 Table of Contents 1. Introduction and Summary... 2 2. Comments on Numbers... 4 3. Other Issues...
More informationQUAๆASSURANCE IN FINANCIAL AUDITING
Table of contents Subject Page no. A: CHAPTERS Foreword 5 Section 1: Overview of the Handbook 6 Section 2: Quality Control and Quality Assurance 8 2. Quality, quality control and quality assurance 9 2.1
More informationCertification Procedure of RSPO Supply Chain Audit
: 1 of 19 Table of Contents 1. Purpose 2. Scope 3. Unit of Certification 3.1 Identity Preserved, Segregation, Mass Balance, 3.2. Book and Claim 4. Definitions 5. Responsibilities 5.1 Head of the Certification
More informationProject Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee
Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee Page 1 2 Contents 1. Introduction... 3 1.1 Definition of a... 3 1.2 Why have
More informationTRANSPORT CANADA MARINE SAFETY PLEASURE CRAFT OPERATOR COMPETENCY PROGRAM QUALITY MANAGEMENT SYSTEM FOR ACCREDITATION
TRANSPORT CANADA MARINE SAFETY PLEASURE CRAFT OPERATOR COMPETENCY PROGRAM FOR ACCREDITATION OF COURSE PROVIDERS PROJECT TRANSITION AND IMPLEMENTATION PLEASURE CRAFT OPERATOR COMPETENCY PROGRAM QUALITY
More informationLinkTech LLC 3000 Bunsen Ave. #A Ventura, CA 93003
D LT-422-001 Page 1 of 12 QUALITY MANUAL LinkTech LLC 3000 Bunsen Ave. #A Ventura, CA 93003 Based on ISO 9001:2008 D LT-422-001 Page 2 of 12 INTRODUCTION: This Quality Manual establishes the quality system
More informationService Management Policy
Service Management Policy XIT-POL-006 Policy - PUBLIC- Author Jan Pavel Version 1.4 Status Reviewed by Approved by Responsible Final Tomas Kucera Tomas Kucera Pavel JANÁK Valid from 9.6.2010 Scope Whole
More informationGateway review guidebook. for project owners and review teams
Gateway review guidebook for project owners and review teams The State of Queensland (Queensland Treasury and Trade) 2013. First published by the Queensland Government, Department of Infrastructure and
More informationBest Practice. Change Management. Guidelines
Best Practice Change Management Guidelines 1 Created by: Denise Phelan, Demand Management lead, (LPP) Reviewed by: Jonathan Porter, HR Workstream Lead, St George s Healthcare NHS Trust Approved by: Mick
More informationHKCS RESPONSE COMMONLY ACCEPTED AUDIT OR ASSESSMENT MECHANISM TO CERTIFY INFORMATION SECURITY STANDARDS
Hong Kong Computer Society Room 1915, 19/F, China Merchants Tower, Shun Tak Centre, 168 Connaught Road Central, Hong Kong Tel: 2834 2228 Fax: 2834 3003 URL: http://www.hkcs.org.hk Email: hkcs@hkcs.org.hk
More informationProcurement Performance Measurement System
Public Procurement and Disposal of Public Assets Authority Procurement Performance Measurement System User's Guide August 2008 Public Procurement and Disposal of Public Assets Authority Procurement Performance
More informationGood Practice Framework. Performance Management
Good Practice Framework Performance Management Decision Gatewa y Good Practice Framework Strategic Planning STRATEGIC PLANNING Policy Context Needs Assessment Strategic Review Outcomes Continuous Improvement
More informationInternational Workshop Agreement 2 Quality Management Systems Guidelines for the application of ISO 9001:2000 on education.
ISO 2002 All rights reserved ISO / IWA 2 / WD1 N5 Date: 2002-10-25 Secretariat: SEP-MÉXICO International Workshop Agreement 2 Quality Management Systems Guidelines for the application of ISO 9001:2000
More informationTOTAL QUALITY MANAGEMENT II QUALITY AUDIT
TOTAL QUALITY MANAGEMENT II Chapter 13: QUALITY AUDIT Dr. Shyamal Gomes Introduction: The term audit was defined in the 16th Century as the official examination of the accounts with verification by reference
More informationBusiness Continuity Management Framework 2014 2017
Business Continuity Management Framework 2014 2017 Blackpool Council Business Continuity Framework V3.0 Page 1 of 13 CONTENTS 1.0 Forward 03 2.0 Administration 04 3.0 Policy 05 4.0 Business Continuity
More informationSTL Microsoft Dynamics CRM Consulting and Support Services
STL Microsoft Dynamics CRM Consulting and Support Services STL Technologies Equis House Eastern Way Bury St Edmunds Suffolk IP32 7AB Service Description and Pricing Specialist Cloud Services www.stl.co.uk
More informationSTRATEGY AND RESOURCES COMMITTEE ITEM 14 27 MARCH 2012 FACILITIES MANAGEMENT: FUTURE CONTRACTUAL ARRANGEMENTS
FACILITIES MANAGEMENT: FUTURE CONTRACTUAL ARRANGEMENTS Report of the: Contact: Urgent Decision? If yes, reason urgent decision required: Annexes/Appendices: Other available papers: Director of Operations
More informationMP Plumbing & Heating Ltd Quality Policy Manual THE QUALITY POLICY STATEMENT OF:
THE QUALITY POLICY STATEMENT OF: MP Plumbing & Heating Ltd Unit 8,The Metro Centre, Bridge Road, Orpington BR5 2BE Telephone: 01689 822188 Fax: 01689 897 733 E-Mail: info@mpplumbingheating.co.uk Web page:
More informationEstablishing Quality Management Systems
Establishing Quality Management Systems Dr. Petra Dörr Head of Management Services and Networking Swissmedic, Swiss Agency for Therapeutic Products petra.doerr@swissmedic.ch 14th ICDRA Workshop H 2 December
More informationISO 9001:2008 Audit Checklist
g GE Power & Water ISO 9001:2008 Audit Checklist Organization Auditor Date Page 1 Std. 4.1 General s a. Are processes identified b. Sequence & interaction of processes determined? c. Criteria for operation
More informationDRAFT SERVICE LEVEL AGREEMENT FOR THE PROVISION OF TEMPORARY AGENCY WORKERS
DRAFT SERVICE LEVEL AGREEMENT FOR THE PROVISION OF TEMPORARY AGENCY WORKERS VERSION 1 21 MAY 2008 PREPARED BY CHARMIAN HICKMAN CONTENTS 1. INTRODUCTION... 3 1.1. SERVICES TO BE PROVIDED by the Agency 4
More informationQuality Report to Audit Committee, 25 Septmber2007 CONTENTS. Introduction... 2. Internal quality audits... 2. QMS process updates...
Quality Report to Audit Committee, 25 Septmber2007 CONTENTS Introduction... 2 quality audits... 2 QMS process updates... 3 External quality audits... 3 Next BSI audit... 3 Appendix 1 - Summary of quality
More informationINTEGRATED MANAGEMENT SYSTEM MANUAL IMS. Based on ISO 9001:2008 and ISO 14001:2004 Standards
INTEGRATED MANAGEMENT SYSTEM MANUAL IMS Based on ISO 9001:2008 and ISO 14001:2004 Standards Approved by Robert Melani Issue Date 30 December 2009 Issued To Management Representative Controlled Y N Copy
More informationFrom: Steve Berberich, Vice President of Technology and Corporate Services and Chief Financial Officer
California Independent System Operator Corporation Memorandum To: ISO Board of Governors From: Steve Berberich, Vice President of Technology and Corporate Services and Chief Financial Officer Date: September
More informationNOS. Supply Chain Management Occupational Standards
NOS National Supply Chain Management Occupational Standards Contents Unit Supply Chain Management National Occupational Standards - Technical T1 Maintain operational relationships within the supply chain
More informationQUALITY MANUAL ISO 9001. Quality Management System
Page 1 of 20 QUALITY MANUAL ISO 9001 Quality Management System Printed copies are not controlled unless marked "CONTROLLED". Upon receipt of this document, discard all previous copies. Page 2 of 20 Approval
More informationFunctional Safety Management: As Easy As (SIL) 1, 2, 3
Functional Safety Management: As Easy As (SIL) 1, 2, 3 Abstract This paper outlines the need for planning in functional safety management. Recent events such as the Montara blowout and the Deepwater Horizon
More informationEnvironmental Management System Tool
Environmental Management System Tool How to use this Tool The Department of the Environment, Water, Heritage and the Arts (DEWHA) has developed the EMS Tool to assist office based organisation who are
More informationCHECKLIST ISO/IEC 17021:2011 Conformity Assessment Requirements for Bodies Providing Audit and Certification of Management Systems
Date(s) of Evaluation: CHECKLIST ISO/IEC 17021:2011 Conformity Assessment Requirements for Bodies Providing Audit and Certification of Management Systems Assessor(s) & Observer(s): Organization: Area/Field
More informationMAKING YOUR ORGANISATION S INFORMATION ACCESSIBLE FOR ALL IMPLEMENTING THE GUIDELINES FOR ACCESSIBLE INFORMATION
MAKING YOUR ORGANISATION S INFORMATION ACCESSIBLE FOR ALL IMPLEMENTING THE GUIDELINES FOR ACCESSIBLE INFORMATION project has been funded with support from the European Union. publication reflects the views
More informationAUDITOR GUIDELINES. Responsibilities Supporting Inputs. Receive AAA, Sign and return to IMS with audit report. Document Review required?
1 Overview of Audit Process The flow chart below shows the overall process for auditors carrying out audits for IMS International. Stages within this process are detailed further in this document. Scheme
More information