NEWS on ISO 9000 Standards
14 March 2017
NSAI Certification has just completed its latest Roadshow 'ISO 9001:2015 & ISO 14001:2015 - An Organisations View'.
Hosting 8 seminars over 7 locations throughout Ireland NSAI Certification staff and clients gave presentations on, and insights to, the transition to ISO 9001:2015 & ISO 14001:2015.
This latest NSAI presentation is now available to view here
03 November 2016
ISO/TS 9002:2016 "Guidelines for the application of ISO 9001:2015" - Now published.
Copies available to purchase from www.standards.ie
This document provides guidance on the intent of the requirements in ISO 9001:2015, with examples of possible steps an organization can take to meet the requirements. It does not add to, subtract from, or in any way modify those requirements.
To date NSAI has hosted over 45 seminars on ISO 9001:2015 & ISO 14001:2015 as part of our 'Information Roadshow' initiative, these events were held in Cork, Waterford, Dublin, Limerick, Galway and Sligo. If you do not already receive the NSAI ezine subscribe now and we'll keep you informed of upcoming events.
A copy of the presentation given during the Autumn 2016 Roadshow is available below.
NSAI presentation - ISO 9001:2015 & ISO 14001:2015 - Autumn 2016
As part of the Autumn 2016 Roadshow NSAI certified organisations shared and presented on their individual journeys to successful transition. NSAI would like to thank the following organisations for taking part and for their valued contribution to these events. Presentations, where available, are attached.
Airpacks Ltd t/a KORE
Coyle Kennedy Ltd
Kirby Group Engineering Ltd
Pilz International Services Group
Tobin Consulting Engineers
Transition Policy, Technical Questionnaire, ISO Publications & NSAI presentations
A copy of the presentations given during the 2015 & March 2016 Roadshows are available below along with the current NSAI Transition policy, NSAI QMS Questionnaire and ISO publications relating to this revision.
23 September 2015
ISO 9001:2015 - Published
Copies available to purchase at www.standards.ie
Existing ISO 9001 Quality Management Standard
ISO 9001:2008 is the world’s foremost quality management standard, used by hundreds of thousands of organizations in over 170 countries around the globe.
It sets out the essential requirements for a practical and effective quality management system (QMS) which is, in essence, a system for minimizing risk and maximizing opportunity.
ISO 9001:2008 was published in November 2008, updating the earlier ISO 9001: 2000.
It is part of a series of quality management system standards, sometimes referred to as ISO 9000.
ISO 9000 – Fundamentals and Vocabulary, which introduces the basic principles underlying management systems and explains the terminology
ISO 9001 – Requirements, which specifies the criteria for certification
ISO 9004 – Guidelines for performance improvements goes beyond ISO 9001 by identifying how ISO 9001 can be used as a springboard for improving the efficiency and effectiveness of a quality management system.
This suite of standards is designed to help organizations analyse and improve each element in their operations, from the selection of suppliers through to sales and distribution.
Among the many benefits of ISO 9001, the Standard helps organizations to improve customer satisfaction levels, internal efficiency and employee involvement.
ISO 9001 sets out eight key principles of quality management:
Involvement of people
System approach to management
Factual approach to decision making
Mutually beneficial supplier relationship.
These eight principles are not auditable, but are fundamental attributes of any quality management system.
Who uses ISO 9001?
ISO 9001 is used by a diverse array of organizations, from giant multinational corporations to local community groups.
The Standard is the first port of call for almost all organizations, large or small, public or private, that have decided to strengthen, streamline or review their management procedures.
It can be used to focus on improving performance in a particular department, plant or site. However, it is generally most effective when implemented throughout an organization at every level.
The Compatible Standard
ISO 9001 is designed to be compatible and easily integrated with other management systems standards such as:
Key elements of ISO 9001
ISO 9001 is based on the PDCA cycle – Plan-Do-Check-Act - and its key elements are:
Establishing the quality management system
Documenting the system
Implementing the system
Reviewing the results
Maintaining the system
Improving the system.
Establishing an effective QMS
After purchasing ISO 9001, the first step towards a practical QMS is to identify your processes.
This can best be achieved by initially focusing on two broad categories, management and operations, then working out which processes flow from these.
Thereafter, it will be necessary to:
Set out the criteria (aligned with the quality policy) by which the success of each process can be measured
Work out which processes are interrelated
Develop a system to check the results.
Each process should have an ‘owner’ who is responsible for monitoring and reporting on its success against the selected criteria.
Documenting your QMS
ISO 9001 requires four tiers of documentation:
A Quality Policy Manual setting out the direction of the QMS, including definitions, scope, objectives and necessary human and material resources
A Procedure Manual describing the implementation of the policies, including detail such as areas of responsibility, linkages and workflow
Work Instructions defining how specific tasks are to be performed
Records including minutes, audits, reviews, test results, specifications, invoices and costs (the Standard sets out a comprehensive list of required records).
Implementing your QMS
Before you can assess the effectiveness of any QMS, it must first be put into practice. Every organization is different and the exact procedures will vary, depending on the size, scope and nature of your activities.
It is important to systematically implement the details as agreed: forms, equipment, instructions, allocation of personnel, etc.
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Reviewing your QMS
At appropriate intervals, the results of the QMS should be reviewed.
When the system is first up and running, it will be necessary to conduct reviews at short intervals, so that teething problems can be rectified early. After the QMS has matured, the intervals between reviews can be lengthened.
A key milestone in evaluating the QMS is the management review, a meeting which assesses whether the QMS has succeeded in meeting:
Process success criteria
ISO 9001 requirements.
Maintaining your QMS
Every business will confront obstacles and challenges.
Success or failure can hinge on identifying these at an early stage and dealing with them effectively. Records should be designed to allow for the early detection and prompt reporting of problems.
As part of maintaining a QMS, businesses should continually monitor customer satisfaction. On its own, a system of handling complaints won’t necessarily be enough to prevent customers transferring their business to a competitor. It is vital to eliminate, or at least reduce, the volume of customer complaints and raise positive customer perceptions.
Improving your QMS
Improvement involves pinpointing challenges, actual and potential, and fixing them.
Actual problems that have occurred – e.g. a late delivery – should be rectified by what ISO 9001 refers to as a ‘corrective action’.
A corrective action may involve an actual customer complaint, a difficulty with a supplier or a faulty product. All corrective actions must be recorded.
Potential problems that have been identified as a result of a near miss – e.g. almost failing to make a delivery – should be tackled by what ISO 9001 defines as a ‘preventive action’.
Preventive actions can be handled in a similar way as corrective actions, though small companies may prefer to handle preventive action as part of their management review.
Find out more
RH Rev. 1.0