So much can so wrong with this requirement. The interpretations or should I say misinterpretations have caused so much grief for the uninitiated. So let’s cut through the bunk with this paste;
5.5.1 Responsibility and authority
Top management ensures that responsibilities and authorities are defined and communicated within the company.
And that is it. Nothing more. How can you do this? Before you go developing stuff, look at the complexity, expectations, risk exposures and communications of your company. Is there something you already do that meets this one little sentence? Does ‘definition’ mean ?documentation. The short answer is no, but the level of understanding once communicated may require ‘ensure-ance’ via something that is documented.
Policies, responsibilities sections in procedures, published delegated authority lists, job descriptions, training records all could be used either singularly or in combination with each other.
And to what extent? Here is a real life situation from our very own certified QMS. We have an organisation chart, job descriptions, procedure sections and training. Whilst we only have 7 documented procedures, we do have 18 policies (normally only a paragraph, of which others might define as business rules) that map out exactly who is who in the wonderful zoo at quality.com.au.
Sunday, 13 November 2011
Sunday, 6 November 2011
Classification of findings
Each certification service provider is required by JAS-ANZ to classify their findings. How and by what name is largely up to the provider. But before I get onto this, “What is a finding?” A finding (or issue, matter, discrepancy, etc) is any situation that requires consideration or remediation with regard the quality management system. For example, during an audit it was discovered that there is no documented procedure for internal quality audits. And we will refer to this during the remainder of the blog.
Make sure you know how a provider classifies a finding and what are the required remedial actions for each before you finalise your decision on a provider. Whilst most operate within similar constraints, some have some very quirky ‘rules’ and reporting requirements. And how do you do that? Ask for their published guidelines / criteria.
So the three broad categories of findings are; 1)nonconformance (or nonconformity, major corrective action, non compliance, etc); 2) corrective action (or improvement request, area of concern , minor corrective action, etc); 3) observation (consideration, opportunity for improvement, comment, etc).
What they represent; 1) nonconformance – lack of mandatory requirement (such as our example above) or an aggregation of findings within the one clause. 2) corrective action, something is in breach of the standard or your own procedures / processes. Fix them. 3) observation, you may get some benefit from considering an alternate means of managing a situation.
And here is the consequence of each; 1) nonconformance – you will not receive initial certification, you will need to show cause (planned corrective actions) and remedial actions within 3 months to retain certification. 2) corrective action, certification will be granted / continued but you will need to close any remedial action before the next visit (6~12 months). 3) observation, you will need to demonstrate that you have considered the finding and declared an outcome.
Easy. The best way to combat findings and their classifications is not to get any. Good luck with that one! But if your certification is part of a continuous improvement strategy, then rejoice in the findings found, so that you can make your quality management system better.
Make sure you know how a provider classifies a finding and what are the required remedial actions for each before you finalise your decision on a provider. Whilst most operate within similar constraints, some have some very quirky ‘rules’ and reporting requirements. And how do you do that? Ask for their published guidelines / criteria.
So the three broad categories of findings are; 1)nonconformance (or nonconformity, major corrective action, non compliance, etc); 2) corrective action (or improvement request, area of concern , minor corrective action, etc); 3) observation (consideration, opportunity for improvement, comment, etc).
What they represent; 1) nonconformance – lack of mandatory requirement (such as our example above) or an aggregation of findings within the one clause. 2) corrective action, something is in breach of the standard or your own procedures / processes. Fix them. 3) observation, you may get some benefit from considering an alternate means of managing a situation.
And here is the consequence of each; 1) nonconformance – you will not receive initial certification, you will need to show cause (planned corrective actions) and remedial actions within 3 months to retain certification. 2) corrective action, certification will be granted / continued but you will need to close any remedial action before the next visit (6~12 months). 3) observation, you will need to demonstrate that you have considered the finding and declared an outcome.
Easy. The best way to combat findings and their classifications is not to get any. Good luck with that one! But if your certification is part of a continuous improvement strategy, then rejoice in the findings found, so that you can make your quality management system better.
Sunday, 8 May 2011
Get the certification price right
I was taught when it comes down to selecting a product or service, base your decision on price, quality, service. Then remember that you can only ever have two of these three of these attributes. So today, let’s focus on price. No two certification providers supply their schedule of fees in the same format. Much the same way as no two consultants will provide you with a proposal in the same format. However, a certification services provider really only has a finite number of components to their costing and therefore should be able to have a direct comparison made. Here are some of the ‘words’ used when quoting fees; application fee, administration fee, annual licence fee, additional certificate fee, gap analysis fee, stage 1 fee, stage 2 fee, document review fee, certification audit/review fee, accreditation levy, post certification / surveillance fee, triennial audit / recertification audit fee, follow up audit / nonconformance audit fee, travel time fee, travel expenses, cost recovery fees, etc.
Nearly all providers charge on a fee for service basis which normally means the provider over services. At least one, structures around fix fee, paid in advance. Only one charges for intra-metro travel, some charge intrastate, most charge interstate and international. All will charge you extra for a nonconformance or follow up audits. Most will increase their fees by CPI each year. All will review their fees just before or after each 3-year certification cycle.
The best way to evaluate them is to set up a matrix that allows multiple variations in fees and terminology. Then add weighting factors for customer service, reporting, penalty clauses, etc and then it all be just up to just how damn good they can be with their customer service and their quality management processes.
Nearly all providers charge on a fee for service basis which normally means the provider over services. At least one, structures around fix fee, paid in advance. Only one charges for intra-metro travel, some charge intrastate, most charge interstate and international. All will charge you extra for a nonconformance or follow up audits. Most will increase their fees by CPI each year. All will review their fees just before or after each 3-year certification cycle.
The best way to evaluate them is to set up a matrix that allows multiple variations in fees and terminology. Then add weighting factors for customer service, reporting, penalty clauses, etc and then it all be just up to just how damn good they can be with their customer service and their quality management processes.
Wednesday, 4 May 2011
Dope
Yes, I thought that might grab your attention. In my next volume of blogs, I am not going to tell all. Nope. No way. So don’t look for it here either. The purpose of the subject line is….. never tell a dope, he (or she) is a dope. A very nice rule of which there are numerous reasons for not doing so. Here are a few of my personal favourites as to why. 1) they just won’t believe you. True dopes just won’t get it, so don’t even try. 2) it can make them angry. Especially if they are emerging dopes or should I say degenerating dopes, who still grasp some reality and when exposed as one upsets them. 3) it will start an argument on the topic at hand. This becomes a monumental waste of time as you slowly begin to realise that it is the same as mud wrestling with a pig. After a while you work out the pig is enjoying it and so is your dope. 4) dopes don’t want help. By definition they don’t. they just want to exist and blame everything on everyone else but themselves. And my last reason is 5) a clever dope (yes an oxymoron) will make your life hell, should they get over their apathy and decide to take their revenge.
And so when deeply engaged in conversation on the very latest conspiracy theory or the blaming of natural disasters on a sacred purge or similar, no need to verbalise, no need to nod, just back away slowly and let the others take the brunt or if one on one with said dope, turn quickly and run.
And so when deeply engaged in conversation on the very latest conspiracy theory or the blaming of natural disasters on a sacred purge or similar, no need to verbalise, no need to nod, just back away slowly and let the others take the brunt or if one on one with said dope, turn quickly and run.
Tuesday, 3 May 2011
Welcome to volume II - the next 50 years
Well at least the next 5 years perhaps or maybe even two years. Yes, I have drawn the curtain on my first book. From today, I begin working on the next volume. I have nearly 400 a5 pages on my business thinking, my personal thinking and me the history (which I know was at times way too much info). I have also started two other blogs / books based on quality and on umpiring. And so the turning of these posts and rants into a meaningful book or two or three is now the challenge. Grouping, deleting duplication, correcting my damn fine grammar and so on, should keep me busy for the next 6 months or so. The really neat aspect of this will be the production of the various media for which to present my bodies of work. The ol’ pdf format is an easy starter. Then there are the e-pub formats for e-readers and of course the good ol’ paperback complimented by the ,limited editions of the hard cover version and a coffee table monster with the glossy pictures. Yes, I am kidding about the last but not the others. Once produced, the plan is to monetise the outputs through some clever online strategies underpinning a number of new personal / professional offerings which will be taken to market via virtuality and the ever reliable forum / mentoring / workshop models so that the face to face outcomes can be taken on the road to largely exotic locations and or cruise lines. Hop on board and enjoy the ride.
Sunday, 1 May 2011
Quality Objectives – part 1
Quality objectives are an integral part of a quality management system. They are often misinterpreted by both the organisation and the certification body. It is easy to understand why, especially with the frequency of mentions in the standard itself and the lack of prescription around them. This makes them as diverse as the organisations trying to define them. So, before I explore the wonderful world of quality objectives, here are the actual cuts and paste of quality objectives mentioned ISO 9001:2008;
4.2 Documentation requirements
4.2.1 General requirements
The quality management system documentation includes
a) documented statements of a quality policy and quality objectives,
5.1 Management commitment
Top management provides evidence of its commitment to the development and implementation of the quality management system and continually improving its effectiveness by
c) ensuring that quality objectives are established,
5.3 Quality policy
Top management ensures the quality policy
c) provides a framework for establishing and reviewing quality objectives,
5.4 Planning
5.4.1 Quality objectives
Top management ensures that quality objectives, including those needed to meet requirements for are established at relevant functions and levels within the Oberon Management Systems. The quality objectives are measurable and consistent with the quality policy.
5.4.2 Quality management system planning
Top management ensures
a) the planning of the quality management system is carried out in order to meet the requirements given in 4.1, as well as the quality objectives, and
5.6 Management review
5.6.1 General
Top management reviews the organisation’s quality management system, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness. This review includes assessing opportunities for improvement and the need for changes to the quality management system, including the quality policy and quality objectives.
6.2 Human resources
6.2.2 Competence, awareness and training the organisation will
d) ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and
7 Product realisation
7.1 Planning of product realisation
The organisation has planned and developed the processes needed for product realisation. Planning of product realisation shall be consistent with the requirements of the other processes of the quality management system.
In planning product realisation, The organisation has determined the following, as appropriate:
a) quality objectives and requirements for the product;
8.5 Improvement
8.5.1 Continual improvement
The organisation continually improves the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review.
So now you know why it will take me at least 3 or so blogs to get on top of this topic!
Tuesday, 26 April 2011
Learn from your success
I have listened or read a few articles (a few thousand of them. Just remember that I never, never, never, ever exaggerate!) concerning the value of learning through your failures. Some even advocate to fail early and fail often so that you can learn and eventually be successful. Not me. I don’t plan to fail. In fact, I have never planned to fail. I only ever plan to succeed. This does not mean I haven’t failed. I have and have done so in some very large ways. But normally, I have mitigated well before such a failure is catastrophic. And yes, I do learn from them. Even before becoming a businessperson (oh so pc), it was one of my employers who set me up in management and perhaps in my future by teaching me exactly what not to do! Was that learning by failing, well, yes in a way, the failures of others. But that doesn’t mean for every observed failure, you can’t make it work. A little more careful planning might just make your venture a success.
No, planning to fail is not an option. The best thing any businessperson can do is to learn from success. Perhaps from the success of others. But that will only get you so far, as me too products or services can only take you so far. To be the leader, to be the innovator and to have others copy you is a real sign of success and as they continue to follow instead of innovate, you will remain on the front foot. And to learn by your own success and then repeating that success is the real secret. Doing over and over again those things that make you money, make you happy, give you balance will make you even more successful.
So when you next ask me ‘How are you doing?’ and you know I am going to say “Fantastic!”, after which I will most likely say something like, “Same, same.” it is because I believe in the science of repeating your successes and learning from them.
No, planning to fail is not an option. The best thing any businessperson can do is to learn from success. Perhaps from the success of others. But that will only get you so far, as me too products or services can only take you so far. To be the leader, to be the innovator and to have others copy you is a real sign of success and as they continue to follow instead of innovate, you will remain on the front foot. And to learn by your own success and then repeating that success is the real secret. Doing over and over again those things that make you money, make you happy, give you balance will make you even more successful.
So when you next ask me ‘How are you doing?’ and you know I am going to say “Fantastic!”, after which I will most likely say something like, “Same, same.” it is because I believe in the science of repeating your successes and learning from them.
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