1 / 47

Established Management (system) standards

ISO Management System Standards, and participation Charles Corrie Secretary ISO/TC 176/SC 2 (for QMS, ISO 9001) Secretary ISO/PC 283 (for OHSMS, ISO 45001). Established Management (system) standards

art
Download Presentation

Established Management (system) standards

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ISO Management System Standards, and participationCharles CorrieSecretary ISO/TC 176/SC 2 (for QMS, ISO 9001)Secretary ISO/PC 283 (for OHSMS, ISO 45001)

  2. Established Management (system) standards ISO 9000 – QualityISO 14000 – EnvironmentIEC 60300 – DependabilityISO/IEC 27001 – Information SecurityISO 20000 – IT Services ISO 30300 – Records ManagementISO 10006 – Quality in Project managementISO 10007 – Configuration managementISO 28000 – Security in the supply chain ISO 30000 – Ship dismantlingISO 31000 – Risk ManagementISO/IEC Guide 73 - Risk Management Terminology ISO 22000 – Food SafetyISO 15161 – Food Safety (ISO 9000 and HACCP) Charles Corrie, Tunis, Participation Forum, 2013-11

  3. Established standards – continued ISO 26000 – Social responsibility IEC 62402 – Obsolescence management ISO 50000 – Energy management ISO 20121 – Sustainable Event management ISO 22301 – Business Continuity management ISO 21500 – Project management ISO 39001 – Road Traffic Safety management Charles Corrie, Tunis, Participation Forum, 2013-11

  4. ISO 9000 Sectoral documents ISO/TS 16949 – ISO 9000 Automotive ISO/TS 29001 – ISO 9000 Oil and GasISO/IEC 17025 – Laboratories (and ISO 9000) ISO 13485 – Medical devices (and ISO 9000)ISO/IEC 90003 – ISO 9000 SoftwareISO/IWA 1 – ISO 9000 HealthcareISO/IWA 2 – ISO 9000 EducationISO/IWA 4 – ISO 9000 Local Government Charles Corrie, Tunis, Participation Forum, 2013-11

  5. Under Development ISO 55001 – Asset management ISO 37500 – Outsourcing ISO/TR 18155 – Human Resources ISO 18480 – Facilities managementISO 18386 – Compliance programmes Just starting: Anti bribery management systems Sustainable purchasing Occupational Health and Safety (ISO 45001) Revisions of: ISO 9001 ISO 14001 ISO/IEC 27001 Charles Corrie, Tunis, Participation Forum, 2013-11

  6. Outside of ISO /IEC Malcolm Baldrige quality award, EFQM, Deming Prize ILO OSH 2001/ BS 8800 / OHSAS 18001 – Occupational Health and Safety SA 8000 – Social Accountability AS 9000/EN 9100 – Aerospace quality FIDIC Guide on quality for Consulting Engineers International Martine Organization quality documents Chemical industries – Responsible cares (an IMS programme) CMMI – software IAEA – quality standards UN de-mining quality standards Other IEC, CEN and CENELEC MSS Charles Corrie, Tunis, Participation Forum, 2013-11

  7. Many other fields of management systems are now being standardized at a national level AS/NZ 4360 or PD 6668 – Corporate governance PD 75000 - Knowledge management BS 7000 - Design management Will these end up at ISO in the future ? Note: OHSAS 18001 has been proposed to ISO for development into an ISO standard. Charles Corrie, Tunis, Participation Forum, 2013-11

  8. What should be the overall objective in managing these standards ? • Compatible (no conflicting requirements – current situation ) • Aligned (standards with similar clause sequences and text) • An “Integrated” standard ?(one standard for all management disciplines) Charles Corrie, Tunis, Participation Forum, 2013-11

  9. Integrated Management Systems Standards (IMSS) Many countries have draft IMSS prepared Many International/National trade or professional institutions also have IMSS either published or prepared, e.g. Chemical Industry ‘Responsible Care’ programme Majority of the certification bodies are already offering IMS audits and certification Majority of IMSS are based on a combination of ISO 9001, ISO 14001 and OHSAS 18001 Charles Corrie, Tunis, Participation Forum, 2013-11

  10. What do you need to examine in the standards for Integration ? • Across the standards, you need to examine their: • - Basic principles • Terminology • General management system requirements • Technology specific requirements • Structure Charles Corrie, Tunis, Participation Forum, 2013-11

  11. Basic principles – ISO 9000 versus EFQM Charles Corrie, Tunis, Participation Forum, 2013-11

  12. Basic principles Conclusion – the principles are very similar at an operational level Charles Corrie, Tunis, Participation Forum, 2013-11

  13. Terminology Many similar terms are used in the differing standards, however, their definitions appear to vary considerably. Is this a problem ? Answer = No Why not ? Because the underlying intent, or concept, of the definitions are generally very similar Charles Corrie, Tunis, Participation Forum, 2013-11

  14. General management systems requirements Policy Planning Implementation and operation Improvement Management review (See ISO Guide 72) Charles Corrie, Tunis, Participation Forum, 2013-11

  15. OHSAS 18001 – Annex A.1 Similar tables exist in ISO 9001 and ISO 14001 Charles Corrie, Tunis, Participation Forum, 2013-11

  16. Continual improvement of the quality management system Management responsibility Customers Customers Measurement, analysis and improvement Satisfaction Resource management Requirements Product realization Output Input Product Structures ISO 9000 Process Approach structure Charles Corrie, Tunis, Participation Forum, 2013-11

  17. ISO 14001 Plan –Do-Check-Act type structure Charles Corrie, Tunis, Participation Forum, 2013-11

  18. MANAGEMENT RESPONSIBILITY C U S T O M E R C U S T O M E R RESOURCE MANAGEMENT PROCESS MANAGEMENT OUTPUT PROCESS INPUT A P C D MEASUREMENT, ANALYSIS, IMPROVEMENT High Level Loops- Product Realization High Level Loops - Business Management Local Loops 9001 Process approach structure embodies PDCA Charles Corrie, Tunis, Participation Forum, 2013-11 14

  19. Continual improvement PLAN ACT Quality policy Management review Customer needs & requirements, objectives and planning c u s t o m e r Process Management c u s t o m e r r e q u I r e m e n t s p r o d u c t Input Output Process management system procedures, resource management Measurement, analysis & improvement DO CHECK • QMS (ISO 9001) model including PDCA planning and process management Charles Corrie, Tunis, Participation Forum, 2013-11

  20. European Foundation for Quality Management (EFQM) Business Excellence Model Charles Corrie, Tunis, Participation Forum, 2013-11

  21. ISO 22301:2012 Business Continuity management systems Charles Corrie, Tunis, Participation Forum, 2013-11

  22. BS 25999:2006 Business Continuity management systems Charles Corrie, Tunis, Participation Forum, 2013-11

  23. ISO 20121:2012 Sustainable event management systems Charles Corrie, Tunis, Participation Forum, 2013-11

  24. ISO 50001:2011 Energy management systems Charles Corrie, Tunis, Participation Forum, 2013-11

  25. UNI (Italy) – Guidelines for an Occupational Health and Safety MS Charles Corrie, Tunis, Participation Forum, 2013-11

  26. European Foundation for Quality Management (EFQM) Business Excellence Model Charles Corrie, Tunis, Participation Forum, 2013-11

  27. Balanced Scorecard Charles Corrie, Tunis, Participation Forum, 2013-11

  28. Customer Fundamentals Continuous Improvement Total Participation Mutual Learning Road Map Model Charles Corrie, Tunis, Participation Forum, 2013-11

  29. Other Structures Charles Corrie, Tunis, Participation Forum, 2013-11

  30. Structures – conclusion Structures themselves are a conceptual way of showing how the various management system elements fit together to form a “system”. They also attempt to show that individual elements of the “system” cannot be treated in isolation, but have to be taken together. The “system” will fail, if any one of those elements is ignored. The structures themselves are not a requirement to which compliance has to be achieved. Each representation has its own merits. Charles Corrie, Tunis, Participation Forum, 2013-11

  31. Overall Conclusion Your organization’s management system will be unique. Understanding the intention behind the management standards will enable you to incorporate their requirements into your organization’s management system in a planned and consistent manner. Business efficiencies can be achieved through the use of a fully integrated system, that balances the demands of your different stakeholders. Charles Corrie, Tunis, Participation Forum, 2013-11

  32. ISO/TMB/TAG13-JTCG “Joint Vision” • All ISO management system “requirements” standards will be aligned and ISO will seek to enhance the compatibility of these standards, through the promotion of identical: • Clause titles • Sequence of clause titles • Text, and • Terms and definitions • that are permitted to diverge only where necessitated by specific differences in managing their individual fields of application. • The use of this approach for future revisions and new management system “requirements” standards will be targeted at increasing the value of these standards to users. Charles Corrie, Tunis, Participation Forum, 2013-11

  33. ISO Directives, Annex SL, “High Level Structure” Introduction 1. Scope 2. Normative references 3. Terms and definitions 4. Context of the organization 5. Leadership 6. Planning 7. Support (this includes Resources) 8. Operation 9. Performance evaluation 10. Improvement Note – no model diagram is available at this time Charles Corrie, Tunis, Participation Forum, 2013-11

  34. Alignment with other MSS The ISO/TMB adopted the High Level Structure, identical text and common terms in February 2012. • Key changes include: • Understanding the organization and its context, and risks • Leadership • No reference to documented procedures, “controls” instead • “Documented information”, instead of documentation or records • “Preventive action” is now embodied in the system Charles Corrie, Tunis, Participation Forum, 2013-11

  35. 4. Context of the organization Identify the issues that can affect your organization, and which of those issues the MS needs to control Charles Corrie, Tunis, Participation Forum, 2013-11

  36. What is happening,what are the trends? What are the risks (threats/opportunities)? 6.1 Risk management 4.1 Issues (factors) 4 Understandingthe context 8 Operational control Analysis, prioritization 4.2 stakeholders 6.1 compliance management What are the requirements, needs andexpectations?What are our compliance obligations? Who are we effecting?Who are affecting us? Who do we need to consider? Charles Corrie, Tunis, Participation Forum, 2013-11

  37. How to find Annex SL The “ISO/IEC Directives Part 1 and Consolidated ISO Supplement”, can be downloaded for free from: http://www.iso.org/iso/home/standards_development/resources-for-technical-work/iso_iec_directives_and_iso_supplement.htm Please refer to Annex SL. Appendix 2 In my estimate, the Annex SL text will compromise about 30 to 40% (as a minimum) of any future ISO management system standard Charles Corrie, Tunis, Participation Forum, 2013-11

  38. Participation in OHSAS 18001:2007 4.4.3.2 Participation and consultation The organization shall establish, implement and maintain a procedure(s) for: a) the participation of workers by their: • appropriate involvement in hazard identification, risk assessments and determination of controls; • appropriate involvement in incident investigation; • involvement in the development and review of OH&S policies and objectives; • consultation where there are any changes that affect their OH&S; • representation on OH&S matters. Workers shall be informed about their participation arrangements, including who is their representative(s) on OH&S matters. b) consultation with contractors where there are changes that affect their OH&S. The organization shall ensure that, when appropriate, relevant external interested parties are consulted about pertinent OH&S matters. Charles Corrie, Tunis, Participation Forum, 2013-11

  39. Issues for participation in the development of ISO 45001 Workers or all employees, including managers (work related stress ?) Contractors /Outsourcing Workers representatives | ---- Are these “generic” for | SMEs ? Safety councils or committees | Mandating that safety discussions must be held in working hours Protecting the “rights” of workers Charles Corrie, Tunis, Participation Forum, 2013-11

  40. ISO 9001 Establishes the minimum criteria for an effective QMS Currently includes no requirements for participation, but there are some for continual improvement The focus has traditionally been on “product” and “quality assurance”, not on how that assurance is achieved. The risk based approach in Annex SL does start to look at the achievement issues, indirectly, but we are seeing resistance to this from a number of sectors. Charles Corrie, Tunis, Participation Forum, 2013-11

  41. Quality management principle 3, from year 2000 Principle 3: Involvement of people People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit. a) Key benefits ⎯ motivated, committed and involved people within the organization, ⎯ innovation and creativity in furthering the organization's objectives, ⎯ people being accountable for their own performance, ⎯ people eager to participate in and contribute to continual improvement. b) Applying the principle of involvement of people typically leads to ⎯ people understanding the importance of their contribution and role in the organization, ⎯ people identifying constraints to their performance, ⎯ people accepting ownership of problems and their responsibility for solving them, ⎯ people evaluating their performance against their personal goals and objectives, ⎯ people actively seeking opportunities to enhance their competence, knowledge and experience, ⎯ people freely sharing knowledge and experience, ⎯ people openly discussing problems and issues. Charles Corrie, Tunis, Participation Forum, 2013-11

  42. ISO 9004Managing for the sustained success of an organization — A quality management approach • Goes beyond ISO 9001 and looks at efficient QMSs. • Provides guidance on: • Knowledge management • People in the organization • Supplier and partners • Innovation • Learning • Self-assessment Charles Corrie, Tunis, Participation Forum, 2013-11

  43. ISO 9004Managing for the sustained success of an organization — A quality management approach 6.3 People in the organization 6.3.1 Management of people People are a significant resource of an organization and their full involvement enhances their ability to create value for interested parties. Top management should, through its leadership, create and maintain a shared vision, shared values and an internal environment in which people can become fully involved in achieving the organization's objectives. As people are a most valuable and critical resource, it is necessary to ensure that their work environment encourages personal growth, learning, knowledge transfer and teamwork. People management should be performed through a planned, transparent, ethical and socially responsible approach. The organization should ensure that the people understand the importance of their contribution and roles. Charles Corrie, Tunis, Participation Forum, 2013-11

  44. ISO 9004Managing for the sustained success of an organization — A quality management approach 6.3.1 Management of people (continued) The organization should establish processes that empower people to ⎯ translate the organization's strategic and process objectives into individual job objectives, and to establish plans for their achievement, ⎯ identify constraints to their performance, ⎯ take ownership and responsibility to solve problems, ⎯ assess personal performance against individual job objectives, ⎯ actively seek opportunities to enhance their competence and experience, ⎯ promote teamwork and encourage synergy between people, and ⎯ share information, knowledge and experience within the organization. Charles Corrie, Tunis, Participation Forum, 2013-11

  45. Quality management principle 3, from 2013 QMP 3 – Engagement of People a) Statement It is essential for the organization that all people are competent, empowered and engaged in delivering value. Competent, empowered and engaged people throughout the organization enhance its capability to create value. b) Rationale To manage an organization effectively and efficiently, it is important to involve all people at all levels and to respect them as individuals. Recognition, empowerment and enhancement of skills and knowledge facilitate the engagement of people in achieving the objectives of the organization. Charles Corrie, Tunis, Participation Forum, 2013-11

  46. Keeping informed: • ISO’s web site (www.iso.org) • Your National Standards Body (www.innorpi.tn) • ISO/TC176/SC2 web site (www.iso.org/tc176/sc2/public ) • “ISO Focus” magazine • ISO Press releases Charles Corrie, Tunis, Participation Forum, 2013-11

  47. Thank you for your attention Charles Corrie Charles Corrie, Tunis, Participation Forum, 2013-11

More Related