Archive for December, 2009

15
Dec/09

Document Review In ISO 9000 Standards

by everise under iso 9001 standard
Document Review In ISO 9000 Standards
The ISO 9000 Standard requires that documents be reviewed.
Previously the implication was that the review was a
check by potential users that the document was fit
for purpose before it was offered for approval. It
could be construed that for a document to receive
approval it must be checked and therefore ‘review
and approval’ in this context are one and the same
and the requirement is in this instance enhanced
rather than relaxed.
A review is another look at something. Therefore
document review is a task that is carried out at any
time following the issue of a document.
This requirement responds to the Continual Improvement principle.
Reviews may be necessary when:
- Taking remedial action (i.e. Correcting an error)
- Taking corrective action (i.e. Preventing an error recurring)
- Taking preventive action (i.e. Preventing the occurrence of an error)
- Taking maintenance action (i.e. Keeping information current)
- Validating a document for use (i.e. When selecting documents for use in
connection with a project, product, contract or other application)
- Taking improvement action (i.e. Making beneficial change to the
information)
Reviews may be random or periodic. Random reviews are reactive and arise
from an error or a change that is either planned or unplanned. Periodic reviews
are proactive and could be scheduled once each year to review the policies,
processes, products, procedures, specification etc. for continued suitability. In
this way obsolete documents are culled from the system. However, if the
system is being properly maintained there should be no outdated information
available in the user domain. Whenever a new process or a modified process
in installed the redundant elements including documentation and equipment
should be disposed of.
The ISO 9000 Standard requires that documents be reviewed.
Previously the implication was that the review was a
check by potential users that the document was fit
for purpose before it was offered for approval. It
could be construed that for a document to receive
approval it must be checked and therefore ‘review
and approval’ in this context are one and the same
and the requirement is in this instance enhanced
rather than relaxed.
A review is another look at something. Therefore
document review is a task that is carried out at any
time following the issue of a document.
This requirement responds to the Continual Improvement principle.
Reviews may be necessary when:
- Taking remedial action (i.e. Correcting an error)
- Taking corrective action (i.e. Preventing an error recurring)
- Taking preventive action (i.e. Preventing the occurrence of an error)
- Taking maintenance action (i.e. Keeping information current)
- Validating a document for use (i.e. When selecting documents for use in
connection with a project, product, contract or other application)
- Taking improvement action (i.e. Making beneficial change to the
information)
Reviews may be random or periodic. Random reviews are reactive and arise
from an error or a change that is either planned or unplanned. Periodic reviews
are proactive and could be scheduled once each year to review the policies,
processes, products, procedures, specification etc. for continued suitability. In
this way obsolete documents are culled from the system. However, if the
system is being properly maintained there should be no outdated information
available in the user domain. Whenever a new process or a modified process
in installed the redundant elements including documentation and equipment
should be disposed of.
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15
Dec/09

ISO 9000 Document Control Procedures

by everise under iso 9001 standard
ISO 9000 Document Control Procedures
The ISO 9000 Standard requires that a documented procedure be established to define the controls needed.
This requirement means that the methods for per-
forming the various activities required to control
different types of documents should be defined and
documented.
Although the standard implies that a single proce-
dure is required, should you choose to produce
several different procedures for handling the differ-
ent types of documents it is doubtful that any auditor
would deem this noncompliant. Where this might be
questionable is in cases where there is no logical reason for such differences
and where merging the procedures and settling on a best practice would
improve efficiency and effectiveness.
Documents are recorded information and the purpose of the document
control process is to firstly ensure the appropriate information is available
where needed and secondly to prevent the inadvertent use of invalid
information. At each stage of the process are activities to be performed that
may require documented procedures in order to ensure consistency and
predictability. Procedures may not be necessary for each stage in the process.
Every process is likely to require the use of documents or generate documents
and it is in the process descriptions that you define the documents that need to
be controlled. Any document not referred to in your process descriptions is
therefore, by definition, not essential to the achievement of quality and not
required to be under control. It is not necessary to identify uncontrolled
documents in such cases. If you had no way of tracing documents to a
governing process, a means of separating controlled from uncontrolled may
well be necessary.
The procedures that require the use or preparation of documents should also
specify or invoke the procedures for their control. If the controls are unique to
the document, they should be specified in the procedure that requires the
document. You can produce one or more common procedures that deal with
the controls that apply to all documents. The stages in the process may differ
depending on the type of document and organizations involved in its
preparation, approval, publication and use. One procedure may cater for all the
processes but several may be needed.
The aspects you should cover in your document control procedures, (some
of which are addressed further in this chapter) are as follows
Planning new documents, funding, prior authorization, establishing need
etc.
- Preparation of documents, who prepares them, how they are drafted,
conventions for text, diagrams, forms etc.
- Standards for the format and content of documents, forms and diagrams.
- Document identification conventions.
- Issue notation, draft issues, post approval issues.
- Dating conventions, date of issue, date of approval or date of distribution.
- Document review, who reviews them and what evidence is retained.
- Document approval, who approves them and how approval is denoted.
- Document proving prior to use.
- Printing and publication, who does it and who checks it.
- Distribution of documents, who decides, who does it, who checks it.
- Use of documents, limitations, unauthorized copying and marking.
- Revision of issued documents, requests for revision, who approves the
request, who implements the change.
- Denoting changes, revision marks, reissues, sidelining, underlining.
Amending copies of issued documents, amendment instructions, and
amendment status.
- Indexing documents, listing documents by issue status.
- Document maintenance, keeping them current, periodic review.
- Document accessibility inside and outside normal working hours.
- Document security, unauthorized changes, copying, disposal, computer
viruses, fire and theft.
- Document filing, masters, copies, drafts, and custom binders.
- Document storage, libraries and archive, who controls location, loan
arrangements.
- Document retention and obsolescence.
With electronically stored documentation, the document database may provide
many of the above features and may not need to be separately prescribed in
your procedures. Only the tasks carried out by personnel need to be defined in
your procedures. A help file associated with a document database is as much
a documented procedure as a conventional paper based procedure.
The ISO 9000 Standard requires that a documented procedure be established to define
the controls needed.
This requirement means that the methods for performing the various activities required
to control different types of documents should be defined and documented.
Although the standard implies that a single procedure is required, should you choose
to produce several different procedures for handling the different types of documents
it is doubtful that any auditor would deem this noncompliant. Where this might be
questionable is in cases where there is no logical reason for such differences
and where merging the procedures and settling on a best practice would
improve efficiency and effectiveness.
Documents are recorded information and the purpose of the document
control process is to firstly ensure the appropriate information is available
where needed and secondly to prevent the inadvertent use of invalid
information. At each stage of the process are activities to be performed that
may require documented procedures in order to ensure consistency and
predictability. Procedures may not be necessary for each stage in the process.
Every process is likely to require the use of documents or generate documents
and it is in the process descriptions that you define the documents that need to
be controlled. Any document not referred to in your process descriptions is
therefore, by definition, not essential to the achievement of quality and not
required to be under control. It is not necessary to identify uncontrolled
documents in such cases. If you had no way of tracing documents to a
governing process, a means of separating controlled from uncontrolled may
well be necessary.
The procedures that require the use or preparation of documents should also
specify or invoke the procedures for their control. If the controls are unique to
the document, they should be specified in the procedure that requires the
document. You can produce one or more common procedures that deal with
the controls that apply to all documents. The stages in the process may differ
depending on the type of document and organizations involved in its
preparation, approval, publication and use. One procedure may cater for all the
processes but several may be needed.
The aspects you should cover in your document control procedures, (some
of which are addressed further in this chapter) are as follows
Planning new documents, funding, prior authorization, establishing need
etc.
- Preparation of documents, who prepares them, how they are drafted,
conventions for text, diagrams, forms etc.
- Standards for the format and content of documents, forms and diagrams.
- Document identification conventions.
- Issue notation, draft issues, post approval issues.
- Dating conventions, date of issue, date of approval or date of distribution.
- Document review, who reviews them and what evidence is retained.
- Document approval, who approves them and how approval is denoted.
- Document proving prior to use.
- Printing and publication, who does it and who checks it.
- Distribution of documents, who decides, who does it, who checks it.
- Use of documents, limitations, unauthorized copying and marking.
- Revision of issued documents, requests for revision, who approves the
request, who implements the change.
- Denoting changes, revision marks, reissues, sidelining, underlining.
Amending copies of issued documents, amendment instructions, and
amendment status.
- Indexing documents, listing documents by issue status.
- Document maintenance, keeping them current, periodic review.
- Document accessibility inside and outside normal working hours.
- Document security, unauthorized changes, copying, disposal, computer
viruses, fire and theft.
- Document filing, masters, copies, drafts, and custom binders.
- Document storage, libraries and archive, who controls location, loan
arrangements.
- Document retention and obsolescence.
With electronically stored documentation, the document database may provide
many of the above features and may not need to be separately prescribed in
your procedures. Only the tasks carried out by personnel need to be defined in
your procedures. A help file associated with a document database is as much
a documented procedure as a conventional paper based procedure.
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15
Dec/09

Develop Quality Management System Documentation In ISO 9000 Standards

by everise under iso 9001 standard
Develop Quality Management System Documentation In ISO 9000 Standards
Documentation is the most common area of non-conformance among organizations
wishing to implement ISO 9000 quality management systems. As one company
pointed out: “When we started our implementation, we found that documentation
was inadequate. Even absent, in some areas. Take calibration. Obviously it’s
necessary, and obviously we do it, but it wasn’t being documented. Another area
was inspection and testing. We inspect and test practically every item that leaves
here, but our documentation was inadequate”.
Documentation of the quality management system should include:
1. Documented statements of a quality policy and quality objectives,
2. A quality manual,
3. Documented procedures and records required by the standard ISO 9001:2008, and
4. Documents needed by the organization to ensure the effective planning, operation and control of its processes.
Quality documentation is generally prepared in the three levels indicated below that follows. Use ISO 10013:1995 for guidance in quality documentation.
Level A: Quality manual
States the scope of the quality management system, including exclusions and
details of their justification; and describes the processes of the quality
management system and their interaction. Generally gives an organization
profile; presents the organizational relationships and responsibilities of persons
whose work affects quality and outlines the main procedures. It may also
describe organization’s quality policy and quality objectives.
Level B: Quality management system procedures
Describes the activities of individual departments, how quality is controlled in
each department and the checks that are carried out.
Level C: Quality documents (forms, reports, work instructions, etc.)
1. Work instructions describe in detail how specific tasks are performed; include
drawing standards, methods of tests, customer’s specifications, etc.
2. Presents forms to be used for recording observations, etc.

Develop Quality Management System Documentation In ISO 9000 Standards

Documentation is the most common area of non-conformance among organizations

wishing to implement ISO 9000 quality management systems. As one company

pointed out: “When we started our implementation, we found that documentation

was inadequate. Even absent, in some areas. Take calibration. Obviously it’s

necessary, and obviously we do it, but it wasn’t being documented. Another area

was inspection and testing. We inspect and test practically every item that leaves

here, but our documentation was inadequate”.

Documentation of the quality management system should include:

1. Documented statements of a quality policy and quality objectives,

2. A quality manual,

3. Documented procedures and records required by the standard ISO 9001:2008, and

4. Documents needed by the organization to ensure the effective planning, operation and control of its processes.

Quality documentation is generally prepared in the three levels indicated below that follows. Use ISO 10013:1995 for guidance in quality documentation.

Level A: Quality manual

States the scope of the quality management system, including exclusions and

details of their justification; and describes the processes of the quality

management system and their interaction. Generally gives an organization

profile; presents the organizational relationships and responsibilities of persons

whose work affects quality and outlines the main procedures. It may also

describe organization’s quality policy and quality objectives.

Level B: Quality management system procedures

Describes the activities of individual departments, how quality is controlled in

each department and the checks that are carried out.

Level C: Quality documents (forms, reports, work instructions, etc.)

1. Work instructions describe in detail how specific tasks are performed; include

drawing standards, methods of tests, customer’s specifications, etc.

2. Presents forms to be used for recording observations, etc.

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15
Dec/09

Create a Documented Implementation Plan In ISO 9000 Standards

by everise under iso 9001 standard
Create a Documented Implementation Plan In ISO 9000 Standards
Once the organization has obtained a clear picture of how its quality management system compares with the ISO 9001:2008 standard, all non-conformances must be addressed with a documented implementation plan. Usually, the plan calls for identifying and describing processes to make the organization’s quality management system fully in compliance with the standard.
The implementation plan should be thorough and specific, detailing:
a. Quality documentation to be developed
b. Objective of the system
c. Pertinent ISO 9001:2008 section
d. Person or team responsible
e. Approval required
f. Training required
g. Resources required
h. Estimated completion date
These elements should be organized into a detailed chart, to be reviewed and
approved. The plan should define the responsibilities of different departments and personnel and set target dates for the completion of activities. Once approved, the Management Representative should control, review and update the plan as the implementation process proceeds.
Typical implementation action plan is shown in Figure 2. Use ISO 10005:1995 for
guidance in quality planning.

Create a Documented Implementation Plan In ISO 9000 Standards

Once the organization has obtained a clear picture of how its quality management system compares with the ISO 9001:2008 standard, all non-conformances must be addressed with a documented implementation plan. Usually, the plan calls for identifying and describing processes to make the organization’s quality management system fully in compliance with the standard.

The implementation plan should be thorough and specific, detailing:

a. Quality documentation to be developed

b. Objective of the system

c. Pertinent ISO 9001:2008 section

d. Person or team responsible

e. Approval required

f. Training required

g. Resources required

h. Estimated completion date

These elements should be organized into a detailed chart, to be reviewed and

approved. The plan should define the responsibilities of different departments and personnel and set target dates for the completion of activities. Once approved, the Management Representative should control, review and update the plan as the implementation process proceeds.

Typical implementation action plan is shown in Figure 2. Use ISO 10005:1995 for guidance in quality planning.

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15
Dec/09

Conduct Initial Status Survey In ISO 9000 Standards

by everise under iso 9001 standard
Conduct Initial Status Survey In ISO 9000 Standards
ISO 9000 does not require duplication of effort or redundant system. The goal of ISO 9000 is to create a quality management system that conforms to the standard. This does not preclude incorporating, adapting, and adding onto quality programs already in place. So the next step in the implementation process is to compare the organization’s existing quality management system, if there is one — with the requirements of the standard (ISO 9001:2008).
For this purpose, an organization flow chart showing how information actually flows (not what should be done) from order placement by the customer to delivery to this customer should be drawn up. From this over-all flow chart, a flow chart of activities in each department should be prepared.
With the aid of the flow charts, a record of existing quality management system should be established. A significant number of written procedures may already be in place.
Unless they are very much out of date, these documents should not be discarded.
Rather, they should be incorporated into the new quality management system.
Documents requiring modification or elaboration should be identified and listed. This exercise is some times referred to as ” gap analysis”. During these review processes, wide consultation with executives and representatives of various unions and associations within the organization is required to enlist their active cooperation.
In the review process, documents should be collected, studied and registered for
further use, possibly after they have been revised. Before developing new quality
management system documentation, you need to consider with which quality
requirements or department you should start. The best is to select an area where
processes are fairly well organized, running effectively and functioning satisfactorily.
The basic approach is to determine and record how a process is currently carried out.
We can do this by identifying the people involved and obtaining information from them during individual interviews. Unfortunately, it often happens that different people will give different, contradicting versions of a process. Each one may refer to oral instructions that are not accurate or clear. This is why the facts are often not described correctly the first time around, and have to be revised several times.
Once it has been agreed how to describe the current process, this process has to be adapted, supplemented and implemented according to the requirements of the quality standard (ISO 9001:2008). This requires organizational arrangements, the drawing up of additional documents and possible removal of existing documentation (e.g. procedures, inspection/test plans, inspection/test instructions) and records (e.g. inspection/test reports, inspection/test certificates).
In introducing a quality management system, the emphasis is on the improvement of the existing processes or the re-organization of processes.
In general, the steps to follow are the following:
a. Ascertain and establish the following:
What is the present operation/process? What already exists?
b. Analyze the relevant sections of the quality standard – ISO 9001:2008:
What is actually required?
c. If necessary, supplement and change operational arrangements in accordance
with the standard, develop documents and records, and describe operations/
processes:
What is the desired operation/process?
The gap analysis can be done internally, if the knowledge level is there. Or a
formal pre-assessment can be obtained from any one of a large number of ISO 9000 consulting, implementing, and registration firms.
Conduct Initial Status Survey In ISO 9000 Standards
ISO 9000 does not require duplication of effort or redundant system. The goal of ISO 9000 is to create a quality management system that conforms to the standard. This does not preclude incorporating, adapting, and adding onto quality programs already in place. So the next step in the implementation process is to compare the organization’s existing quality management system, if there is one — with the requirements of the standard (ISO 9001:2008).
For this purpose, an organization flow chart showing how information actually flows (not what should be done) from order placement by the customer to delivery to this customer should be drawn up. From this over-all flow chart, a flow chart of activities in each department should be prepared.
With the aid of the flow charts, a record of existing quality management system should be established. A significant number of written procedures may already be in place.
Unless they are very much out of date, these documents should not be discarded.
Rather, they should be incorporated into the new quality management system.
Documents requiring modification or elaboration should be identified and listed. This exercise is some times referred to as ” gap analysis”. During these review processes, wide consultation with executives and representatives of various unions and associations within the organization is required to enlist their active cooperation.
In the review process, documents should be collected, studied and registered for
further use, possibly after they have been revised. Before developing new quality
management system documentation, you need to consider with which quality
requirements or department you should start. The best is to select an area where
processes are fairly well organized, running effectively and functioning satisfactorily.
The basic approach is to determine and record how a process is currently carried out.
We can do this by identifying the people involved and obtaining information from them during individual interviews. Unfortunately, it often happens that different people will give different, contradicting versions of a process. Each one may refer to oral instructions that are not accurate or clear. This is why the facts are often not described correctly the first time around, and have to be revised several times.
Once it has been agreed how to describe the current process, this process has to be adapted, supplemented and implemented according to the requirements of the quality standard (ISO 9001:2008). This requires organizational arrangements, the drawing up of additional documents and possible removal of existing documentation (e.g. procedures, inspection/test plans, inspection/test instructions) and records (e.g. inspection/test reports, inspection/test certificates).
In introducing a quality management system, the emphasis is on the improvement of the existing processes or the re-organization of processes.
In general, the steps to follow are the following:
a. Ascertain and establish the following:
What is the present operation/process? What already exists?
b. Analyze the relevant sections of the quality standard – ISO 9001:2008:
What is actually required?
c. If necessary, supplement and change operational arrangements in accordance
with the standard, develop documents and records, and describe operations/
processes:
What is the desired operation/process?
The gap analysis can be done internally, if the knowledge level is there. Or a formal pre-assessment can be obtained from any one of a large number of ISO 9000 consulting, implementing, and registration firms.
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15
Dec/09

Top Management Commitment In ISO 9000 Standards

by everise under ISO Quality Management System
Top Management Commitment In ISO 9000 Standards
The top management (managing director or chief executive) should demonstrate a commitment and a determination to implement an ISO 9000 quality anagement
system in the organization. Without top management commitment, no quality initiative can succeed. Top management must be convinced that registration and certification will enable the organization to demonstrate to its customers a visible commitment to quality. It should realize that a quality management system would improve overall business efficiency by elimination of wasteful duplication in management system.
The top management should provide evidence of its commitment to the  development and implementation of the quality management system and continually improve its effectiveness by:
???? – Communicating to the organization the importance of meeting customer as well as statutory and regulatory requirements,
???? – Defining the organization’s quality policy and make this known to every employee,
???? – Ensuring that quality objectives are established at all levels and functions,
???? – Ensuring the availability of resources required for the development and
implementation of the quality management system,
???? – Appointing a management representative to coordinate quality management
system activities, and
???? – Conducting management review.
The top management should also consider actions such as:
???? a. Leading the organization by example,
???? b. Participating in improvement projects,
???? c. Creating an environment that encourages the involvement of people.
This type of top management commitment may be driven by:
???? a. Direct marketplace pressure: requirements of crucial customers or parent
conglomerates.
???? b. Indirect marketplace pressure: increased quality levels and visibility among
competitors.
???? c. Growth ambitions: desire to exploit market opportunities.
???? d. Personal belief in the value of quality as a goal and quality management systems as a means of reaching that goal.
The top management should identify the goals to be achieved through the quality
management system. Typical goals may be:
• Be more efficient and profitable
• Produce products and services that consistently meet customers’ needs and
expectations
• Achieve customers satisfaction
• Increase market share
• Improve communications and morale in the organization
• Reduce costs and liabilities
• Increase confidence in the production system
Top Management Commitment In ISO 9000 Standards
The top management (managing director or chief executive) should demonstrate a commitment and a determination to implement an ISO 9000 quality management system in the organization. Without top management commitment, no quality initiative can succeed. Top management must be convinced that registration and certification will enable the organization to demonstrate to its customers a visible commitment to quality. It should realize that a quality management system would improve overall business efficiency by elimination of wasteful duplication in management system.
The top management should provide evidence of its commitment to the  development and implementation of the quality management system and continually improve its effectiveness by:
- Communicating to the organization the importance of meeting customer as well as statutory and regulatory requirements,
- Defining the organization’s quality policy and make this known to every employee,
- Ensuring that quality objectives are established at all levels and functions,
- Ensuring the availability of resources required for the development and
implementation of the quality management system,
- Appointing a management representative to coordinate quality management
system activities, and
- Conducting management review.
The top management should also consider actions such as:
a. Leading the organization by example,
b. Participating in improvement projects,
c. Creating an environment that encourages the involvement of people.
This type of top management commitment may be driven by:
a. Direct marketplace pressure: requirements of crucial customers or parent
conglomerates.
b. Indirect marketplace pressure: increased quality levels and visibility among
competitors.
c. Growth ambitions: desire to exploit market opportunities.
d. Personal belief in the value of quality as a goal and quality management systems as a means of reaching that goal.
The top management should identify the goals to be achieved through the quality
management system. Typical goals may be:
• Be more efficient and profitable
• Produce products and services that consistently meet customers’ needs and
expectations
• Achieve customers satisfaction
• Increase market share
• Improve communications and morale in the organization
• Reduce costs and liabilities
• Increase confidence in the production system
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15
Dec/09

Preparing The ISO 9000 Standards Quality Manual

by everise under iso 9001 standard

Preparing The ISO 9000 Standards Quality Manual

The standard requires a quality manual to be established and maintained that includes the

scope of the quality management system, the documented procedures or reference to them

and a description of the sequence and interaction of processes included in the quality

management system.

ISO 9000 defines a quality manual as a document specifying the quality management

system of an organization.

It is therefore not intended that the manual be a response to the requirements of ISO 9001.

As the top-level document describing the management system it is a system description

describing how the organization is managed.

Countless quality manuals produced to satisfy ISO 9000 :2008, were no more than 20

sections that paraphrased the requirements of the standard.

Such documentation adds no value. They are of no use to managers, staff or auditors.

Often thought to be useful to customers, organizations would gain no more confidence

from customers than would be obtained from their registration certificate.

This requirement responds to the System Approach Principle.

A description of the management system is necessary as a means of showing how all

the processes are interconnected and how they collectively deliver the business outputs.

It has several uses as :

a means to communicate the vision, values, mission, policies and objectives of the

organization

a means of showing how the system has been designed

a means of showing linkages between processes

a means of showing who does what

an aid to training new people

a tool in the analysis of potential improvements

a means of demonstrating compliance with external standards and regulations

When formulating the policies, objectives and identifying the processes to achieve

them, the manual provides a convenient vehicle for containing such information.

If left as separate pieces of information, it may be more difficult to see the linkages.

The requirement provides the framework for the manual. Its content may

therefore include the following:

1 Introduction

(a) Purpose (of the manual)

(b) Scope (of the manual)

(c) Applicability (of the manual)

(d) Definitions (of terms used in the manual)

2 Business overview

(a) Nature of the business/organization – its scope of activity, its products

and services

(b) The organization’s interested parties (customers, employees, regulators,

shareholders, suppliers, owners etc.)

(c) The context diagram showing the organization relative to its external

environment

(d) Vision, values

(e) Mission

3 Organization

(a) Function descriptions

(b) Organization chart

(c) Locations with scope of activity

4 Business processes

(a) The system model showing the key business processes and how they are interconnected

(b) System performance indicators and method of measurement

(c) Business planning process description

(d) Resource management process description

(e) Marketing process description

(f) Product/service generation processes description

(g) Sales process description

(h) Order fulfilment process description

5 Function matrix (Relationship of functions to processes)

6 Location matrix (Relationship of locations to processes)

7 Requirement deployment matrices

(a) ISO 9001 compliance matrix

(b) ISO 14001 compliance matrix

(c) Regulation compliance matrices (FDA, Environment, Health, Safety, CAA etc.)

8 Approvals (List of current product, process and system approvals)
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7
Dec/09

ISO 9000 Total Quality Management

by everise under ISO Quality Management System

TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognised as a generic management tool, just as applicable in service and public sector organisations. There are a number of evolutionary strands, with different sectors creating their own versions from the common ancestor.

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7
Dec/09

Help Solving Global Warming Problem by ISO 14001 Standards

by everise under iso 14001

Global Warming! What can be done? Can ISO 14001 Standards – Environmental Management System Help??

One of the front page headlines in the Monday, June 13, 2005 edition of USA Today read: The debates over: Globe is warming. The sub-title paragraph declared: Politicians, corporations and religious groups differ mainly on how to fix the problem.

While there will always be hold-outs, fewer and fewer knowledgeable people are denying that global warming is a reality resulting from an increase in the amount of greenhouse gases being generated. What remains in debate are the causes of this phenomenon. Is it man-caused, perhaps a by-product of the growing demand for energy, much of which is produced from fossil fuels? Is it a product of natural events like volcanic eruptions or the digestive processes of animals? Is deforestation part of the problem? Is it a combination? Are there other, yet undefined factors at work?

Much work needs to be done to answer these questions. Depending upon the answers, environmental scientists will then turn their focus from cause definition to mitigating the effects of global warming, and instituting corrective and preventive action. Does this sound like the same language used by those involved in quality and/or environmental management system? Of course it does! Quality and environmental professionals have been using the tools of problem prevention and corrective action for years to predict problems before they occur and to correct problems if and when they occur and institute actions to prevent recurrences.

As individuals, each of us can contribute to the solution. As a start, we can choose to drive vehicles that are more fuel-efficient. We can plant more trees. We can recycle where practicable. We can take stock of our energy consumption practices and try to reduce them by some factor.

But, what steps can your organization take to help? The answers are varied, depending upon the size of the organization and the related environmental aspects and impacts. But no matter how simple or complex the business, each can benefit from the implementation of a management system based on ISO 14001:2004. This international standard has as its focus the prevention of pollution, accomplished by a teamwork approach to identifying those aspects of the organizations processes that have the potential for harming the environment and the development of ways to reduce or prevent this harm. In the process, many organizations have found ways to reduce costs by elimination of scrap, changes to their waste disposal processes or reduced use of natural resources. It is the application of the system approach that has proven to be successful. And, once the system is in place, it is logical and beneficial to have that system certified and registered. This provides added assurance that the management system remains effective and also provides public recognition to numerous stakeholders that your organization is committed to the prevention of pollution.

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7
Dec/09

Environment Awareness – Implement Environmental Management System

by everise under iso 14001

Save OUR EARTH!!! Go For ISO 14001 Standards – Environmental Management System. If all companies implement ISO 140001 Standards – Environmental Management System in the organization, it will help us to protect our environment.

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