www.kore-system.com At KORE we engineer Air www.kore-system.com - - PowerPoint PPT Presentation

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At KORE we engineer Air

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Why Moving to ISO 9001: 2015 Now?

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Stress Poor Results Work

Last Minute.com

Work

Getting Ahead.com

Poor Results

Champagne Moments

What we wanted from the Transition

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Limit change We were hoping that we did not have to change to much!

Connecting the parts

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We needed to understand how all the different elements could connect into an auditable system that the team could deliver

We needed to Visualise the Changes

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Mission

Fundamental purpose Values

Objectives

Specific Targets

Strategy

Central integrated externally oriented concept of how we will achieve

• ur objectives

Supporting Organisational Arrangements

Structure, rewards, process, People, symbols, activities, Fundamental policies and profiles

Strategic Analysis

Industry analysis Customer/market trends Environmental Forecast Competitor Analysis Assessment of internal strengths, Weaknesses and resources Risk Management

Our interpretation of the Expected Outcome

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Where will we be active? How will we get there? What will be our speed and sequence of moves? How will we win? How will we make

• ur returns?

Our First Key Learning

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The Top Team cannot hide from ISO 9001 2015 Top management input and knowledge is key to the systems success

Okay, I guess that makes “me” responsible for ISO 9001 2015 Transition

4.1 Internal & External Issues

What did this mean to us?

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Why we are who we are and who we want to be Competitive Environment Legislation & Government Policy Our internal culture & values What we are good and bad at Play it to Win

• r Play not to

Lose Supply Chain Suppliers & Customers

4.1 Internal and External Issues

What did we do?

• Got team together
• Did SWOT, with PESTEL as structure for thoughts
• Did competitive analysis
• Got a comprehensive list together: 79 items on the list

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Second Key Learning

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The team need to get together for the analysis and in this context the analysis needs to be

• 1. Realistic
• 2. Structured
• 3. Comprehensive

4.2 Needs & Expectations of Interested Parties

What did this mean to us?

What each stakeholders expects & needs from our organisation and ultimately how we prioritise and deliver this

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4.2 Needs & Expectations of Interested Parties

What did we do?

• Got team together
• Made list of all our stakeholders
• Made list of what the stakeholders would measures our effectiveness criteria
• Decided which outcomes we were going to deliver on and to what extent
• Linked them to our SOP
• Ensured we had documented evidence of proof of delivery

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Third Key Learning

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Structured performance management process needs to be introduced

4.3 Determining our Scope

What did this mean to us?

For us there was no major change. The scope should flow from the analysis In section 4.1 and 4.2

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4.4 QMS & Processes

What did this mean to us? ISO 9001 2008 is very process driven already The SOP within the organisation addressed many of the requirements. 4.4 is looking for a more in depth analyse with respect to

• Risk and opportunities
• Measurement and performance
• Evaluation
• This section acts like a summary point for the organisations processes

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4.4 QMS & Processes

What did we do?

• We go the team together
• We broke processes into secondary and primary processes
• We focused on primary processes
• We analysed each primary processes based on:

Process name, owner, Description, triggers, input (resources required),

• utput (KPI’s), Business objectives, business risks, key controls,

measures of success

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Fourth Key Learning

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The exercise brought clarity to our

• processes. Everything is now in one

easy to evaluate location for each process. KPI’s definition per process makes performance management easier

5.1 Leadership and Commitment

What did this mean to us?

That the ISO 9001 2015 is driven by the top management team and that we can prove it

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5.1 Leadership and Commitment

What did we do?

• Keep notes and minutes from our team analysis meetings
• Get input from the team: they are happier their own ideas
• Document the results of the analysis
• Link Stakeholder criteria to SOP and documented evidence
• Link business and risk analysis to management review and action plan

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Fifth Key Learning

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Top management need to be fully committed to the new system. The business environment can change quickly so we need an ISO system that can appreciate our environment. The team need ownership of the process

6.1 Actions to Address Risk & Opportunities

What did this mean to us?

What are the business risks we face and how are we going to match the Risk profile of each risk? We don’t want the risk process to change our culture for idea generation, Innovation and just going for it

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LEARN FAST FAIL FAST

6.1 Actions to Address Risk & Opportunities

What did we do?

• Got the team together
• We reviewed each weakness, opportunity and threat that
• rganisation faced in terms of
• Risk Description
• Likelihood of the risk happening
• The impact this would have on the organisation
• Risk: Low, Medium, High – we ignored low
• Control measure-, if any

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Sixth Key Learning

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Don’t be afraid of the risk analysis part. The system gives you scope to accept risk, Offset risk, share risk, manage risk The organisation must choice the right

• ptions for them and their environment

6.2 Quality objectives & planning to achieve them

What did this mean to us?

What’s are we actually going to do here? How are we going to achieve our objectives? How are we going to document this process

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6.2 Quality objectives & planning to achieve them

What did we do?

• We already knew the company objectives
• We combined the results of the SWOT, PESTEL, Risk Analysis and
• rganisational objectives
• Based on each one we decided whether our action item would be:
• 1. No Action
• 2. Maintain Current position
• 3. Improvement action
• Listed improvement actions in our Action plan
• Linked each action to a process and documents process action

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Seventh Key Learning

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Don’t bluff the analysis! The analysis process is key because it feeds into the rest of the standard. Time needs to be committed to the evaluation process.

6.3 Planning of Changes

What did this mean to us?

ISO 9001 2015 recognises that organisations need to change and adapt to the environment and its internal capacities. The auditor will want to see a process in place to manage changes to decisions within the

• rganisation

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I am happy to take questions

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