Compliance with ISO 9001 is merely the first step in the realization of its full potential. Compliance alone provides substantial protection against poor quality, and this protection is then often taken for granted. Poor quality is, however, only one of the Toyota production system’s Seven Wastes. The other six can often be far more costly and, as they are built into the system, they are present 100 percent of the time. Use of the standard as a starting foundation, rather than a final objective or destination, with which to address these wastes enables organizations to realize enormous cost reductions, shorter cycle times, and other advantages that deliver world-class performance. Attendees will also learn Henry Ford’s four key performance indicators (KPIs). All seven of the TPS’s Seven Wastes can be expressed in terms of these KPIs, which are easy for everybody in the organization to understand and apply. This makes the shop floor, and also the organization’s relevant interested parties, abundant sources of recommendations for continual improvement. WHY SHOULD YOU ATTEND Some ISO 9001 users regard the standard as something with which they “have to comply” to get a certificate to keep their customers happy? If this is your organization’s perception, you will learn how ISO 9001’s existing service may be taken for granted. That is, the organization does not recognize the relationship between the ISO 9001-compliant system and poor quality that doesn’t happen, much as people often don’t recognize the relationship between long-forgotten childhood vaccines and the diseases they don’t get. If, on the other hand, the organization already recognizes the standard’s real value, this webinar will equip attendees to get even more out of it. ISO 9001’s original focus was on the prevention of poor quality, and this is still its principal albeit not its exclusive focus. Most of the money—the contribution to the bottom line—usually resides, however, among the TPS’s other six wastes, which can be present in the supply chain as well as the organization itself. Frank Gilbreth proved (as but one example) that brick laying, as people practiced it for thousands of years, wasted 64 percent of the workers’ labour. Jobs can be equally wasteful of cycle time, materials, and energy, and ISO 9001 realizes its true potential when organizations use it to remove these wastes and then, through standardization, make the gains permanent. ISO 9001 webinar attendees will receive a pdf copy of the presentation slides, and also accompanying notes and references that expand on the presentation itself. AREAS COVERED • ISO 9001 should be the organization’s servant rather than its master. It may already be serving, in fact, by preventing quality problems whose absence the organization takes for granted. Organizations that seek to exceed its requirements, however, realize enormous bottom line benefits. • The biggest risks often relate not to what we do wrong (poor quality) but rather to what we don’t do right; that is, risks of omission. • Wastes, other than those related to poor quality, are usually asymptomatic; they do little or nothing to announce their presence. They are often more costly than poor quality and, as they are built into the system, their occurrence rate is 100 percent. We can also rarely be sure we have eliminated all the waste. • Henry Ford’s four KPIs—waste of the time of things, waste of the time of people, waste of materials, and waste of energy—can force most wastes in the workplace, and even in the supply chain, to become visible. All seven TPS wastes can be expressed in the form of these KPIs and note also the relationship between the last two and ISO 14001 and ISO 50001. • Shingo process maps were designed originally to support lean manufacturing or service projects, but they are suited ideally to become data-driven process documentation. That is, they not only document the process in supplier, inputs, process, outputs, customer (SIPOC) form—this supports ISO 9001’s process approach—they also force wastes of time, materials, and energy into the open to drive continual improvement. WHO WILL BENEFIT Manufacturing, service, and quality managers and professionals with ISO 9001 responsibilities. Executives also may benefit from information on how to get the most, in terms of bottom line results, from the standard. LEARNING OBJECTIVES ISO 9001 becomes the organization’s valuable servant rather than its onerous master when the organization goes beyond the basic requirements to identify and exploit opportunities that the standard does not define explicitly. These relate particularly to the Toyota production system’s wastes and wastes that are often built into the supply chain.
Organizations adopt ISO International Standards to ensure that their products and services are of good quality, reliable and safe. ISO Standards Act as strategic tools for businesses to reduce costs. This is achieved by minimizing errors, increasing productivity and facilitating international trade.
ISO Standards are a set of guidelines that have to be adhered to by organisations. These standards ensure that organisations do not compromise on quality. They also help organisations functions as efficiently as possible and give customers the assurance of the quality of products provided by any organisation.
Different ISO Standards
Providing a practical set of tools, the ISO helps address global challenges. A few popular management certifications system standards are:
- ISO 9001 Quality management systems
The ISO 9000 family provides guidance and tools to organisations by addressing quality management.They ensure that the quality of products and services are maintained and meet the customer requirements. Standards in the ISO 9000 family include:
- ISO 9001:2015
It is one of the most popular and commonly used standard in any organisation. It sets out the criteria for quality management systems. The ISO 9001:2015 standard comprises of 7 quality management principles that include customer focus, improvement, people engagement, relationship management, process approach, leadership and decision making based on evidence.
- ISO 9000:2015
ISO 9000:2015 provides a set of quality management principles that applies to organisations that implement a management system to ensure consistency in the provision of products and services. This helps meet requirements and contributes to effective communication between the organisation and its clients.
The ISO 9004:2009 standard is applicable to any organisation or company, regardless of its size or type. It enables the organisation to achieve constant success by adopting the quality management approach.
- ISO 19011:2011
This standard is suitable for organisations that handle internal and external audits of management systems. Whether its management system’s auditing, managing an audit program or evaluation of individuals in the audit process, the ISO 19011:2011 facilitates all.
- ISO 50001 Energy management
ISO 50001 enables the development of energy management systems (EnMS) by encouraging all the sectors in an organisation to use energy efficiently. Standards in 50001 family include:
- ISO 50001:2011
The objective of this standard is to develop policies for efficient energy use, review the policy, fix targets, measure results and continual improvement of energy management.
- ISO 50002:2014
Every organisation carries out energy audits to ensure efficiency in their energy performances.The ISO 50002:2014 specifies requirements for this process. It lays out a set of principles to carry out the energy audits and specifies the requirements for processes.
This standard is used to ensure that EnMS auditing is effective in addressing auditing processes, checks for proficiency of the individual involved in the EnMS certification process, set audit duration and multi-site sampling.
- ISO 27001 Information security management
ISO 27001 Ensures the security of information assets in an organisation. Standards in the ISO 27001 family include:
- ISO/IEC 27001:2013
This standard deals with the establishment, implementation, maintenance and improvement of an information security management system in an organisation. It also lays out requirements to estimate and analyse the information security risks that may arise in an organisation.
- ISO/IEC 27002:2013
ISO/IEC 27002:2013 provides guidance on information security standards and information security management practices at the organisational level. It facilitates the implementation of information security controls and encourages organisations to develop their own information security guidelines.
- ISO/IEC 27003:2010
This standard focuses on the requirements needed to design and implement an Information Security Management System (ISMS) in agreement with ISO/IEC 27001:2005. It also outlines the processes required to gain a management approval for ISMS implementation and determines a project for ISMS implementation.
- ISO/IEC 27004:2009
ISO/IEC 27004:2009 is applicable to all the organisations, regardless of size and type. It provides advice on how to develop and use measures to evaluate the performance of an implemented information security system (ISMS) and a group of controls, as stated in the ISO/IEC 27001.