Linda Carrington, Wessex Commercial Solutions

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1 Linda Carrington, Wessex Commercial Solutions

2 Linda Carrington has worked with ISO 9001 accredited systems throughout her career, in businesses as diverse as oil and gas, construction, defence and shipping. She has designed, implemented and audited business management systems both in the UK and internationally. As well as building up new systems, she s broken down and simplified complicated ones, and ensured buy-in from the people who actually use them. Linda set up Wessex Commercial Solutions Limited in 2009 with her business partner, Graham Potts. Their goal is to provide friendly advice and support services to small businesses. Since then, she has successfully enabled small businesses to achieve and maintain their ISO 9001 accreditation. Her ethos is to help businesses find straight-forward ways to improve what they do, all the time remaining focussed on meeting customer expectations, working safely and achieving their financial goals.

3 Each chapter will give you an overview of the concepts used in the standard, and a checklist to guide you through the things you need to do. Before you bring in any external help to become accredited, get hold of a copy of the standard, and read pages You can then decide for yourself what you d like help with, and what you re already comfortable with. Most importantly, this Guide is designed to make sure you re not bamboozled with jargon!

4 If you can answer YES to all three questions, ISO 9001 may be for you. If not, please read no further! It s not for you!

5 You ve turned the page, so let s assume that you like the idea of improving your business. Perhaps your customers (or prospective customers) have said you need to be accredited. Perhaps you re just fed up of doing the same old thing and getting the same old results? Despite the 40-pages of technical language, the ISO 9001 standard is all about improving. It s as simple as that. It sets out the requirements for a quality management system. For me, a quality management system is simply about generating better and better results. For your customers, for the wider community, and for you.

6 I tend not to talk about quality management, because I find that people often associate that with widgets. Aeroplane parts, valves in an oil plant, paint on a ship. You can of course improve the quality of all of those things. You can also improve the quality of a service that you deliver, the way you communicate with your customers and the way you manage the relationship with your customers. I often hear people talk separately about safety and environmental management. There are recognised standards which apply in those fields too. There s BS EN OHSAS which relates to safety, and BS EN ISO which applies to environmental management. Safety and environmental management are of course specialist areas which deserve extra focus in any business, and there may be considerable benefits if you can achieve accreditation in these areas. However the principles of quality management apply here too. Who wouldn t want their approach to risk assessment to be continually improved, or the data from their environmental programmes to be reviewed systematically?

7 I also see businesses go out of their way to avoid documenting day-to-day activities such as credit control. The ISO 9001 standard doesn t require you to have a documented credit control procedure. However for forward thinking businesses it makes sense for them to have a well-defined process for all parts of their operation. You may have different ways of documenting different systems and processes, but whatever you re doing, it seems to make sense to get the most out of your approach. But we re only a small business is often the reaction from owners who are implementing ISO What that means is that you need to make sure your systems are kept in proportion to your size and ambition. In the initial stages of business growth, most of the knowledge about how to run the business will be held by a just a few individuals. It may not be written down. Not every business needs to or should grow beyond that size. However if it s your plan or ambition to grow, you ll eventually need to share some of that knowledge within your organisation. That s where your management system comes in.

8 The revised standard, ISO 9001:2015 is expected to be published in September, and you ll have till 2018 to implement it if you are currently working to ISO 9001:2008. The new edition will be nothing to worry about. If anything it will close the language gap between quality managers and business managers. We expect that: you will no longer need to have a quality manual documents and records will be described as documented information the emphasis on continual improvement will be rebranded simply as improvement there will be a focus on risk based thinking which means that you prioritise issues of greatest risk to your business. Our view is that these changes should make ISO 9001 easier to understand, easier to implement, and, best of all, easier to use as a tool to get the results you want from your business.

9 Understand the key elements of an ISO 9001 accredited management system

10 Under ISO 9001, you re expected to have a quality management system. It doesn t mean you have to have a paper document or computer system that describes everything you do. It does mean that you need a way of doing things (a process ) that covers: Management Responsibility Resource Management Product Realisation Measurement, Analysis & Improvement Let s take a look at each of those concepts in turn.

11 You re expected to be 100% committed to developing, implementing and improving your management system. You re also expected to identify someone from your top management team (and if you have a small business, that may well be you), who can champion your management system, and keep everyone focussed on customer requirements. In my experience, you ll struggle to achieve ISO 9001 until everyone is 100% behind the project. Your top management team are expected to: set your policy and objectives review data collected through your management system make resources available to achieve your objectives

12 You re expected to make sufficient resources available to improve your system, and to meet customer requirements. These include: appropriately educated, trained, skilled and experienced people suitable infrastructure (buildings, equipment, services) work environment

13 If your business is making widgets of some sort, this concept is easier to grasp. If you re providing a service, just read the word service every time you see the word product in the standard. It makes it much easier! You ll need to: plan how you ll achieve your product / service standards

14 Quality management is all about bringing a systematic approach to improving your business. You ll need to show: you are monitoring, measuring, analysing and improving your performance your product / service meets requirements you follow your quality management system, and that it enables you to achieve your goals It might sound formulaic but there s plenty space for innovation and creativity within a quality management system too. By measuring your performance before you start and after you complete an improvement, you ll get a real sense of whether it has worked as you d hoped. Often it s the simplest measures that keep your team focused. If you can find the key driver or performance indicator that generates results, you really do give yourself the best chance of achieving your goals.

15 Make sure you can show an auditor that you have a process to help you: actively set objectives for your business regularly review progress with your management team allocate the resources you need to meet customer expectations plan how you ll deliver your product or service measure, analyse and improve your results

16 You ll need certain documents including forms and procedures. You may already be using some of them.

17 Whenever I think of collecting data, I think of forms. Sometimes a simple paper form is great, but there are so many more ways to capture information in 2015! You may already be using: an cloud accounts system an online form or survey a project management tool an app for any of the above

18 How will your team know what is expected of them? Whether they re written down or not, you probably have procedures which need to be followed. Traditionally these would be included in a company manual. More often than not, however, you ll be working with things like: a process map (flow chart), whether online or on your office wall documents on your intranet checklists

19 Whatever technology you use, some things will need to be written down: a quality policy (4.2.1(a)) and a quality manual (4.2.2). Your policy explains what you re trying to achieve by having a quality management system. Your quality manual explains what products, services and parts of your business the management system covers (the scope ), says where you ll find your procedures, and describes how your processes interact with each other. Some core quality management procedures also need to be written down. These are: Document Control (4.2.3) and Record Control (4.2.4) Internal Audit (8.2.2) Control of Non-Conforming Product (8.3) Corrective (8.5.2) and Preventative Actions (8.5.3)

20 Looking at each in procedure in turn, document and record control describes how you will make sure that the right people can keep forms and procedures up-to-date, and how your records will be kept safe. Your internal audit process describes how someone from another department (or, for instance if you have a very small business, someone from outside) will look for evidence that you are using your business processes, check how efficient they are, and consider how effective they are at helping to achieve your business objectives. Control of non-conforming product explains what you will do if checks show that your product or service doesn t or won t meet the standards expected. Finally, you need to describe what you ll do if there is a problem or might be a problem at any stage of your business processes (that is, if a corrective or preventative action is needed) how will you record the problem, the action you plan to take and the outcome of that action?

21 Make sure you can show an auditor that you have a written procedure which describes how you will: control your documents and records (soon to be known as documented information ) carry out internal audits deal with products / services which don t conform to expectations deal with problems / potential problems (by agreeing and completing corrective and preventative actions ) You also need to write down your quality policy and objectives. A poster on your office wall or a cloud-based project management tool may well be more suitable than a paper document!

22 You need to keep certain business records to achieve accreditation. You probably already have some of these.

23 By now my theme is becoming familiar. When an external auditor comes to visit, it may well seem easier to place a few lever arch files in front of them or leave them with the filing cabinet, but as we deal with a deluge of electronic information at work, who wants to destroy a rainforest to keep paper-based systems up-to-date? You may well be keeping records on: your office server (spreadsheets, project folders) cloud storage (again, spreadsheets, project files) or management systems (accounts, project management, databases, CRM systems) and yes, sometimes you ll be using completed paper forms (held in a folder or filing cabinet) For your management system to work effectively, make it as simple as possible for your team to record the information they need.

24 You ll need to be able to show your auditor evidence ( records ) that you considered the following during your management reviews. (5.6.1.) (By the way, management reviews might be a daily team talk, weekly team meeting, monthly management meeting or any other version / combination of those). results of audits (8.2.2) customer feedback process performance and product conformity (8.3) status of preventative and corrective actions (8.5.2 and 8.5.3) follow-up actions from previous management reviews changes that could affect the quality management system recommendations for improvement

25 Check you can provide evidence that you have: established what the product / service requirements are (7.2.2) carried out appropriate design and development activities covering inputs (7.3.2), review (7.3.4), verification (7.3.5), validation (7.3.6), control of changes (7.3.7) calibrated and verified the product, if applicable (7.6) used people with appropriate education, training, skills and experience (6.2.2(e)), suppliers that you ve evaluated (7.4.1), and have taken care to protect any property your customer has given you (7.5.4) an authorised person has released your product / service for delivery (8.2.4), and it meets requirements (7.1d) e.g. demonstrated by verification, validation, monitoring, measurement, inspection, testing you can identify and trace your product source, if applicable (7.5.3)

26 You ll need to show your auditor evidence that: your management team keep all aspects of the business performance under review, from customer expectations to delivery of your product / service you are always looking for potential improvements to the way you do things you keep track of performance from the beginning to end of a project Aim to make your records simple but effective, using technology that helps your team and your business.

27 Everyone s talking about big data these days. We show you how the data you collect in your business, however small, helps you to improve your business.

28 If you are deciding how to keep records, think about what information must be captured, and what, if any, is optional. Here are my tips: work out what information you actually need (not just what you want) write down why you need it (believe me, it s easy to forget three years later when you re wondering why you have another spreadsheet to complete. If you ve written down the reason you needed the information originally, you can check if that reason still applies). make sure the person who gathers the data understands why it s important (it s no good if only the person processing or acting upon it knows it s essential) For instance, too often the finance manager knows your business could be at risk if you start trading with someone who can t pay, but your sales executive doesn t appreciate that recording the right company name enables you to carry out a credit check before you start.

29 Check you have data to show whether: your customers are satisfied (8.4(a)) your products meet requirements (8.4(b)) there are trends emerging in your processes and products (8.4.(c)) your suppliers are performing (8.4(d)) Many businesses will also look at data relating to their sales activities, their people, and their financial performance.

30 Only record information for a purpose! know why you are recording information (data) make sure the person filling in a form knows what it s for (even if it s obvious to the person who receives the completed document) review your data on customer satisfaction, supplier performance and product compliance look for any trends in your business

31 It s not difficult to achieve ISO 9001, but it can be difficult to work out where to start. We ll help you to break down the requirements into an easy-to-use action plan.

32 The plan-do-check-act cycle is at the heart of ISO It s all about understanding and meeting requirements, and creating a cycle of improvement. Why not apply the same concept when putting your management systems into action? To get started work out: what do you do now? what do you need to do for ISO 9001? where are the gaps? how would you like your system to look? how will you and your team use the system? plan - implement - review - revise systems arrange UKAS accreditation

33 Small business owners are often tempted by off the shelf documents, or ready-to-use manuals offered by consultants. They can be a great source of ideas and inspiration, and can offer practical solutions to some of the problems you experience in your business. The trouble is, you probably already have lots of systems and processes, even if you don t recognise them. If you take someone else s system as it is, are you ready to abandon the way you work on a day-to-day basis? Achieving ISO 9001 accreditation is a business improvement project it s not about reinventing the wheel! Having said that it s always good to talk to other business owners about how they ve improved their own businesses. They ll often be delighted to show you how new ways of doing things have made their lives easier and transformed their business!

34 To achieve ISO 9001: think about what you do now work out what you need to improve on seek advice and inspiration, but remember it s your business, so do things your way use the plan-do-act-review approach to get ready for assessment use a UKAS certified accreditation body

35 We ve come across some ISO horror stories. There s no need to make things complicated! Here are some of the potential pit-falls, and how to avoid them.

36 It s a trick that professionals have been working on for years. Introduce plenty of jargon. Long words and complicated concepts. Large files with content to cover all eventualities. I think back to my own days in contracts management when we d take lever arch files full of paperwork to a meeting just to worry the person on the other side of the table! On other occasions executives seem to have been worried they d be found out if they didn t deliver a ton of paperwork every time a customer asked a question. In my view it s all in the mind. Some people may seem to be impressed by complicated systems. But expect them to be really wowed if you can do something that s simple but effective. I ve also learnt over the years is that the more complex a system is, the more likely it is to fail. Keep it simple and you increase your chances of success.

37 When you ve spent years understanding your customers and developing your business, it doesn t feel great when someone hands you a new system and tells you to get on with it. Unfortunately I ve seen managers do just that with their teams when they ve introduced quality management systems. The system may suggest you do a whole load of additional tasks that didn t seem to be necessary before. Or it may miss the point completely after all, you are the expert on what you do, even if someone knows more about quality management. My advice is to develop your system with your team. It takes a long time to rebuild trust if you introduce something that doesn t really fit your organisation.

38 When you introduce a quality management system you will inevitably need to introduce some new processes. Often it s something like a process for managing the actions needed to prevent and solve problems as a business. (Even if most of us are trouble-shooting as individuals each day). Whenever you need to do something new, work with your team to ensure that they really buy into the change, and understand what you re trying to achieve for them and the business. Otherwise your new processes may well be some of the least effective. You might offer a menu of options to help your team feel that they ve made the decision about how to implement the new process. They may well be able to suggest a solution themselves.

39 Here are some of the pitfalls we ve seen: making things too complicated simpler is often more effective! making more work by bringing in add on systems improve what you ve got! people don t understand why processes need to be followed talk to them! It s your business so do ISO 9001 your way. In my experience this gives you the best chance of making a really positive impact on your business.

40 We d love to hear why you re interested in ISO Have you achieved accreditation? Are you planning your ISO project? What tips would you share?

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