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At KORE we engineer Air www.kore-system.com
Why Moving to ISO 9001: 2015 Now? Getting Ahead.com Last Minute.com Stress Work Work Poor Results Poor Champagne Results Moments www.kore-system.com
What we wanted from the Transition Limit change We were hoping that we did not have to change to much! www.kore-system.com
Connecting the parts We needed to understand how all the different elements could connect into an auditable system that the team could deliver www.kore-system.com
We needed to Visualise the Changes Strategic Analysis Industry analysis Customer/market trends Environmental Forecast Competitor Analysis Assessment of internal strengths, Weaknesses and resources Risk Management Strategy Supporting Organisational Central integrated Mission Arrangements Objectives externally oriented Fundamental Structure, rewards, process, Specific Targets concept of how we will achieve purpose People, symbols, activities, our objectives Values Fundamental policies and profiles www.kore-system.com
Our interpretation of the Expected Outcome Where will we be active? How will we get there? How will we make our returns? What will be our speed and How will we win? sequence of moves? www.kore-system.com
Our First Key Learning Okay, I guess that The Top Team cannot hide from makes “me” ISO 9001 2015 responsible for ISO 9001 2015 Transition Top management input and knowledge is key to the systems success www.kore-system.com
4.1 Internal & External Issues What did this mean to us? Competitive Environment Supply Chain Legislation & Government Suppliers & Policy Customers Why we are who we are and who we want to be Play it to Win Our internal or Play not to culture & Lose values What we are good and bad at www.kore-system.com
4.1 Internal and External Issues What did we do? • Got team together • Did SWOT, with PESTEL as structure for thoughts • Did competitive analysis • Got a comprehensive list together: 79 items on the list www.kore-system.com
Second Key Learning The team need to get together for the analysis and in this context the analysis needs to be 1. Realistic 2. Structured 3. Comprehensive www.kore-system.com
4.2 Needs & Expectations of Interested Parties What did this mean to us? What each stakeholders expects & needs from our organisation and ultimately how we prioritise and deliver this www.kore-system.com
4.2 Needs & Expectations of Interested Parties What did we do? • Got team together • Made list of all our stakeholders • Made list of what the stakeholders would measures our effectiveness criteria • Decided which outcomes we were going to deliver on and to what extent • Linked them to our SOP • Ensured we had documented evidence of proof of delivery www.kore-system.com
Third Key Learning Structured performance management process needs to be introduced www.kore-system.com
4.3 Determining our Scope What did this mean to us? For us there was no major change. The scope should flow from the analysis In section 4.1 and 4.2 www.kore-system.com
4.4 QMS & Processes What did this mean to us? ISO 9001 2008 is very process driven already The SOP within the organisation addressed many of the requirements. 4.4 is looking for a more in depth analyse with respect to • Risk and opportunities • Measurement and performance • Evaluation • This section acts like a summary point for the organisations processes www.kore-system.com
4.4 QMS & Processes What did we do? • We go the team together • We broke processes into secondary and primary processes • We focused on primary processes • We analysed each primary processes based on: Process name, owner, Description, triggers, input (resources required), output (KPI’s), Business objectives, business risks, key controls, measures of success www.kore-system.com
Fourth Key Learning The exercise brought clarity to our processes. Everything is now in one easy to evaluate location for each process. KPI’s definition per process makes performance management easier www.kore-system.com
5.1 Leadership and Commitment What did this mean to us? That the ISO 9001 2015 is driven by the top management team and that we can prove it www.kore-system.com
5.1 Leadership and Commitment What did we do? • Keep notes and minutes from our team analysis meetings • Get input from the team: they are happier their own ideas • Document the results of the analysis • Link Stakeholder criteria to SOP and documented evidence • Link business and risk analysis to management review and action plan www.kore-system.com
Fifth Key Learning Top management need to be fully committed to the new system. The business environment can change quickly so we need an ISO system that can appreciate our environment. The team need ownership of the process www.kore-system.com
6.1 Actions to Address Risk & Opportunities What did this mean to us? What are the business risks we face and how are we going to match the LEARN FAST Risk profile of each risk? FAIL FAST We don’t want the risk process to change our culture for idea generation, Innovation and just going for it www.kore-system.com
6.1 Actions to Address Risk & Opportunities What did we do? • Got the team together • We reviewed each weakness, opportunity and threat that organisation faced in terms of • Risk Description • Likelihood of the risk happening • The impact this would have on the organisation • Risk: Low, Medium, High – we ignored low • Control measure-, if any www.kore-system.com
Sixth Key Learning Don’t be afraid of the risk analysis part. The system gives you scope to accept risk, Offset risk, share risk, manage risk The organisation must choice the right options for them and their environment www.kore-system.com
6.2 Quality objectives & planning to achieve them What did this mean to us? What’s are we actually going to do here? How are we going to achieve our objectives? How are we going to document this process www.kore-system.com
6.2 Quality objectives & planning to achieve them What did we do? • We already knew the company objectives • We combined the results of the SWOT, PESTEL, Risk Analysis and organisational objectives • Based on each one we decided whether our action item would be: 1. No Action 2. Maintain Current position 3. Improvement action • Listed improvement actions in our Action plan • Linked each action to a process and documents process action www.kore-system.com
Seventh Key Learning Don’t bluff the analysis! The analysis process is key because it feeds into the rest of the standard. Time needs to be committed to the evaluation process. www.kore-system.com
6.3 Planning of Changes What did this mean to us? ISO 9001 2015 recognises that organisations need to change and adapt to the environment and its internal capacities. The auditor will want to see a process in place to manage changes to decisions within the organisation www.kore-system.com
I am happy to take questions www.kore-system.com
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