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ISO9004:2000 Introduction workshop

ISO9004:2000 Introduction workshop. Version K.10.1-UK Oct 03  The High Performance Organisation Ltd. ISO9004:2000 Introduction Workshop. Welcome. ISO9004:2000 Improving Process Based Management Systems. Objectives of the day.

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ISO9004:2000 Introduction workshop

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  1. ISO9004:2000 Introduction workshop Version K.10.1-UK Oct 03 The High Performance Organisation Ltd ISO9004:2000 Introduction Workshop

  2. Welcome ISO9004:2000 Improving Process Based Management Systems

  3. Objectives of the day Given an existing management system determine how and why ISO9004:2000 can be used to extend / improve its performance.

  4. Agenda 9.30 Review of ISO9001:2000 10.00 Overview of ISO9004:2000 & the ‘big’ picture 10.30 Stakeholders / interested parties 12.00 Remaining Management Responsibility areas 1.00 Lunch 2.00 Resource management 3.00 Product Realisation 3.30 Measure, analyse & improve – getting started 4.30 Finish.

  5. Review of ISO9001:2000EXERCISE ONE • What is ISO9001:2000 about? • What is process based management? • What ISO9001:2000 focusing on?

  6. Overview of ISO9004:2000 Session one

  7. ISO9004:2000 is about providing guidance on the efficiency and effectiveness of the system and therefore potential for improvement in organisational performance. ‘therefore we need to understand a ‘system’ beyond ISO9001:2000’

  8. We understand a process? Inputs Outputs Customers Stakeholders Customers Suppliers Information Activities

  9. So a system is? Inputs Markets Regulators Staff Bus Environment Gov Policy etc Outputs Products & services Compliance to regulation Satisfaction Corporate responsibility Dividends ‘the system is the business, as a framework of individual processes’

  10. We understandprocess management as? Inputs Outputs Process Performance Change & Improve Analyse & Learn

  11. Outputs Inputs Business Performance Analyse & Learn Learn & Change So system management is?

  12. Systems management in reality? Satisfied customers Government policy The market for your products Products Shareholder value The law & other regulations Innovation / inventions Compliance to regulations Environment Demographic & social changes A business in the real world

  13. Beyond ISO9001:2000 • ISO9001:2000 • customer satisfaction & product quality • ISO9004:2000 • satisfaction of interested parties & organisational performance. A ‘real world’ standard focused on continually improving a business and everything in it

  14. IS09004 is a team ‘game’ ISO9004 = specialist areas Overview of 1 person ISO9001:2000 H&S HR Asset Mgt Soft areas Other mgtdisciplines OK!! Needs specialist people Not 1 person

  15. Therefore: • No one person can understand all detail • Can’t cover all detail in this workshop or even in a number of them • You may never actually cover all parts of the Standard or even need to in your organisation. ‘It is a guide to possibilities’

  16. So what is ISO9004:2000? • ‘Real world’ application • Large scope • Something to strive for rather than achieve • Can’t just ‘implement’ it needs planning • A model • Describes ‘good practice’ • Difficult know where to start • Hard and soft issues • Moves towards specialisms.

  17. Continual improvement of the management system Management responsibility Interested parties Interested parties Measurement, analysis and improvement Satisfaction Resource management output Requirements input Product realisation Product

  18. Session twoMain difference 1Understandinginterested parties

  19. Needs & expectations 5.2.2 • Identify interested parties • Maintain a balanced response to their needs & expectations • Translate needs & expectations into requirements • Then • Communicate requirements throughout organisation • Focus process improvement to ensure value for • identified parties. ‘If you can’t do these then the technical parts are irrelevant - don’t focus on the technical’

  20. How do you implement? • Carry out an assessment / gap analysis into the area • of interest, 5.5.2 in this case against: • The current defined management system • Ad-hoc activity that may be outside the system • The need for the area in the business • The business benefits in closing the ‘gap’ • Recommendations and steps to implement.

  21. EXERCISE TWO Identify who are your interested parties? For each party, what do they want / expect from you? For each party, how do you find out? Carry out an appropriate assessment on your organisation.

  22. Feedback • What made the exercise difficult? • Why wasn’t it straightforward? • If you were going to do this for real, how • would you approach it?

  23. Management responsibility Measurement, analysis and improvement Resource management Product realisation Incorporatinginto a simple system ‘how do we apply the opportunities in a simple system’

  24. A ‘real world’ system ‘now how do the opportunities get included’

  25. EXERCISE THREE What changes do you need to make to your management system? Which process would you use to implement the change?

  26. Session threeOther parts ofManagement responsibility

  27. Quality (business)objectives & planning Discussion: If you were running ‘Coaches R Us’ what information would you review to set business objectives? What are the component parts of a business plan? ‘then what do you think is covered in ISO9004:2000’

  28. Communication …..implement an effective and efficient process for communicating policy, requirements, objectives and accomplishments. What methods might / do you use? How would you assess that they are effective and efficient? Are methods or assessment more important for continuous improvement?

  29. Management Review EXERCISE FOUR Select one company from your group. Rest of team interview that person to identify: • A comprehensive list of subjects discussed at a • routine meeting of your most Senior Managers? • How the Senior Managers behave? • What are the results / outcomes of the meeting?

  30. Session four Resource Management

  31. Issues to be considered • Resources to improve performance…..such as: • effective, efficient and timely provision of resources in • relation to opportunities and constraints • -tangible resources such as assets and support facilities • -intangible such as intellectual property • -resources to encourage innovative continual improvement • -organisation structures including project & matrix management • -information management & technology • -enhancement of competence • -development of leadership skills & profiles for future managers • -use of natural resources and impact of resource use on the environment • -planning for future needs. ‘the scope is very wide’

  32. Involvement of people – 6.2 EXERCISE FIVE What methods could be used to gain people’s involvement? What training & development subject areas should / could an organisation provide? What would you take into account in determining the correct subject areas & methods have been identified?

  33. Infrastructure • The process to define the infrastructure necessary….. • Provision of infrastructure (e.g. ?) in defined terms • i.e. what is to be achieved • Development and implementation of maintenance methods • Evaluation of the infrastructure against needs and • expectations of stakeholders • Consideration of environmental issues. ‘how would you identify the need to change?’

  34. Work environment • Work environment should have a positive impact on the: • motivation • satisfaction • and performance • of people. ‘what factors would need to be included?’

  35. ‘which processes could be improved if we wanted to improve Resource Management?’

  36. Other resource areas to consider • Information – identification, use, integrity • Suppliers and partnerships • Natural resources • Financial resources ‘ALL resources need to be managed effectively – assessed by specialist??’

  37. Session five Product Realisation

  38. Outline of sub-clauses • Manage processes • Understand inputs and outputs • Processes that relate to communication effectively • Design and development • Purchasing purchase & supplier control • Production and service operations • Identification and traceability • Customer property • Preservation of product • Control of measuring and monitoring devices.

  39. Main focus • Main areas of ISO9001:2000 are covered but in more depth • and perhaps with a change of sub-clause title • Many organisations have focused on these areas in the past • Detailed specialist areas • Very specific to your sector / your organisation • Detailed interpretation difficult to generalise. ‘suggest review the approaches mentioned against your processes to identify appropriate opportunities’

  40. Session sixMain difference 2Satisfaction of interested parties&performance of the organisation

  41. Main areas of the MA&I clause Financial measures Measure interested party satisfaction Self assessment Measure customer satisfaction Process measurement Analyse & review data Product measurement Carry out internal audits Improvement

  42. EXERCISE SIX In groups: Given the interested parties you identified in exercise 2 what methods would help you assess their satisfaction? What subjects could you cover in an audit that are not compliance related? Provide examples of ‘hard measures’ for processes in your system?

  43. Other areas to consider • Corrective action • planned activity to correct something that has gone wrong • Loss prevention • plans that mitigate any loss on the organisation in the product realisation and support processes • Continual improvement of the organisation • the change process to improve efficiency and effectiveness

  44. Self-assessment • A self-evaluation that should be: • Simple to understand • Easy to use • Minimal impact on management resources • Provides input to enhance performance • Can track results over time. ‘The how is up to you – any ideas?’

  45. Maturity Level Performance level Guidance 1 No formal approach No systematic approach evident, no results, poor results or unpredictable results 2 Reactive approach Problem or corrective action based systematic approach - minimum improvement data available 3 Stable formal system approach Systematic process based approach, early stages of systematic improvement 4 Continual improvement emphasised Improvement process in use, good results and sustained improvement trends 5 Best – in – class performance Strongly integrated improvement process Maturity model

  46. ‘Which processes would you change if you wanted to improve MA&I activity?’

  47. End of workshop What have you learnt from today? What will you do next?

  48. Guidance, advice & support In partnership with The High Performance Organisation Ltd Tel. +44 (0)1604 470837 Email.enquiries@the-hpo.com

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