ISO 9001 Toolbox Monitor real life performance at the frontier 8 August 2013
Agenda New ISO 9001 A brief update [Note: Discussion are based on ISO/CD 9001, ISO/TC 176/SC 2/N 1147, subsequent change will be expected.] Management tools and their application in ISO 9001 Monitor real life performance Values Benefits Source: www.skipprichard.com
New ISO 9001 Development progress On schedule Committee Draft Next steps DIS in January 2014 FDIS in January 2015 IS in September 2015 Quality Management Principles www.iso.org/iso/qmp_2012.pdf Reverse the sequence of QMP 1 and 2 Rename QMP 3, 5, 7 and 8 Merge QMP 5 into QMP 4 Statement and rationale Source: optimalprogression.com.au
New ISO 9001 Process model PDCA 5 clauses to 7 clauses Quality management system» Context of the organization Management responsibility» Leadership» Planning Resource management» Support Product realization» Operation Measurement analysis and improvement» Performance evaluation» Improvement Source: ISO 9000:2005
New ISO 9001 Context of the organization External and internal issues Needs and expectations of relevant interested parties Process approach Risks Output matters Source: www.qualityassociate.org
New ISO 9001 Leadership Quality and business strategy & processes Importance of effective QMS and product / service conformance Innovation Risks Quality policy for interested parties Output matters Source: www.qualityassociate.org
New ISO 9001 Planning Risks and opportunities Output matters Actions Standardization Extent of actions and possible consequences Evaluation of results Change management Source: www.qualityassociate.org
New ISO 9001 Support Capabilities and limitations External Sourcing Knowledge Consequences of nonconformity Documented information Protection against unauthorized disclosure Source: www.qualityassociate.org
New ISO 9001 Operation Change management Risk mitigation Performance data Acceptance criteria for products / services Risks of sourcing and potential impacts Development transfer Source: www.qualityassociate.org
New ISO 9001 Performance evaluation Risks and opportunities Monitoring and measurement Interval Results analysis & evaluation Performance indicators Evaluation of data Management review Trends Source: www.qualityassociate.org
New ISO 9001 Improvement Risks and opportunities preventive action? Source: www.qualityassociate.org
Management tools Management by value Leadership & planning Values to customer Values contributed by processes & functions Process mapping Management system planning Processes Sequence and interaction Entities involved Process ownership Source: blog.nayima.be
Management tools Failure, consequence & control Risks and operational planning Dissatisfaction Impact to organization Controls to mitigate risk What if Source: www.gfi.com
Management tools Balanced approach to decision making Leadership, Support, Development transfer, Change & Management review Effects of changes Capabilities and limitations Resources Productivity Cost Product integrity Satisfaction Source: www.zdnet.com
Management tools Customer engagement program Needs and expectations, Customer satisfaction Created interface Existing or potential customers / end users Real life Expected versus Perceived Unfilled needs and expectations Compliance Effectiveness Source: www.niedersachsen-tourism.com
Management tools Market surveillance program Performance evaluation Simulated interface Actual product in the market Real life Performance versus product standard Compliance Effectiveness Source: www.niedersachsen-tourism.com
Management tools Mystery shopping program Performance evaluation Real interface Simulated customers Real life Perceived versus service standard Compliance Effectiveness Source: www.niedersachsen-tourism.com
Measuring real life performance at the frontier Value Data = Quantified observed performance Comments Information on Customer needs & expectations Knowledge = Analyzed data and comments Decision support
Measuring real life performance at the frontier Benefits Higher level of compliance Improved performance Positive competition among teams Better quality culture Less complaints Retain customers Word of mouth Better brand image More referrals
Measuring real life performance at the frontier Market surveillance Application Product quality will be affected by transportation and storage but cannot be detected until consumption Cosmetics Food & beverages Setting or program Objective» Product safety» Functional specifications Sampling plan» Location, product and quantity Test plan
Measuring real life performance at the frontier Market surveillance Sampling & testing Communication with staff Results Recognitions Improvement projects Top management involvement Top down and bottom up Follow up improvement projects
Measuring real life performance at the frontier Mystery shopping program Application Apparel and accessories retail shops Banks and financial institutes Call centers Catering Groups Cosmetics retail and beauty shops Electrical appliances retail shops Fast food chain stores Fine-dining restaurants Hotel Luxury Brands Property management companies Telecommunication service providers Travel agents and tours
Measuring real life performance at the frontier Mystery shopper program Setting of program Objective(s) Scope service attributes to be measured Sampling Visit plan Design of assessment form Establish service standard Transform service standard to service attributes Construct measurement scale
Measuring real life performance at the frontier Mystery shopping program Recruitment and training of mystery shoppers Communication with staff Buy in Aims Service standard Results Recognitions Quality control check and follow up issues Improvement projects Top management involvement Top down and bottom up Follow up improvement projects
Success factor Quality first Integrity
Success factor Determination Keep focus Overcome difficulties Insisting Allocate resources