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After delivery activities. The company meets requirements for post-delivery activities associated with the products and services. In determining the extent of post-delivery activities that are required, the company considers: a) statutory and regulatory requirements; b) the potential undesired consequences associated with its products and services and ; c) the nature, use and intended lifetime of its products and services and ; d) customer requirements; e) customer feedback. Post-delivery activities can include actions under warranty provisions, contractual obligations such as maintenance products and services, and supplementary products and such as recycling or final disposal.
Do you already have a quality management system and it is certified? If yes, then the 2015 version of ISO 9001 should pose no real problem. It is just another system change, a system improvement, a preventive action and or one of those ‘proposed changes’ that will impact on the system.
Here is present for you. Below is quality.com.au’s new and improved quality policy based on 2015. Cut and paste as much of it or as little of it as you want.
Quality Policy.
quality.com.au is committed to providing exceptional products and service in management system design, development, implementation and support.
Let me set the table with the following thoughts. A quality management system to reveal and support best practice should take 3~6 months to design and take to certification. A quality management system for certification sake should take 2~3 months to design and take to certification. There is plenty of pro and con with both scenarios, but one that can only ever be determined by the corporate sponsor of the project or the owner of the business, who best know or want a particular outcome.
A new clause, a new direction. A giant clause with plenty of movement of old stuff and new stuff combined. I will spend the next 3 or 4 months exploring this clause. The main topics of clause 7, support are ….Resources. Competence. Awareness. Communication. Documented Information. I have dealt with documented information in the past and will re-address it again as much has been discovered as the auditing fraternity begin to calibrate their opinions. Competence and awareness are a focus on the old training clause, but with some interesting spin. Resources is a re-hash of the previous standard but does have the hidden sting of including “test equipment and calibration”. Which leaves us with this month’s topic of communication.
And with the demise of training, competence is brought to the fore.
The standard, clause 7 Support; 7.2 Competence has described; The company has: determined the necessary competence of person(s) doing work under its control that affects the performance and effectiveness of the Quality Management System;
ensured that these persons are competent based on appropriate education, training or experience; where applicable, taken actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken; retained appropriate documented information as evidence of competence. Such applicable actions can include, but not limited to the provision of training to, the mentoring of, or the reassignment of currently employed persons; or the hiring or contracting of competent persons.
All pretty straightforward really.
The company ensures that outputs that do not conform to their requirements are identified and controlled to prevent unintended use or delivery. The company takes appropriate action based on the nature of the nonconformity and its effects on the conformity of products and services. This also applies to nonconforming products and services detected after delivery of products and during or after the provision of products. The company deals with nonconforming outputs in one or more of the following ways: correction; segregation, containment, return or suspension of the provision or products and services; informing the customer; and obtain authorisation for acceptance under concession.
The company reviews and controls changes for production or service provision to the extent necessary to ensure continuing conformity with requirements. The company retains documented information describing the results of the review of change, the person(s) authorising the change, and any necessary actions arising from the review.
And in meerkat terminology…”simples”. Well the change control is. The design, production, servicing may not, but let’s not drag in details to ruin a good blog.
It is all about the change and the controlling of the change and the roles and responsibilities that are defined around change.
The company monitors customer perceptions of the degree to which their needs and expectations have been fulfilled. The company determines the methods for obtaining, monitoring and reviewing this information. Examples of monitoring customer perceptions can include but are not limited to customer surveys, customer feedback on delivered products and services, meetings with customers, market share analysis, compliments, warranty claims and technician reports.
The actual clause is called; property belonging to customers or external providers. In it, the company exercises care with property belonging to customers or external providers while it is under the company's control or being used by the company. The company identifies, verifies, protects, and safeguards customers' or external providers' property provided for use or incorporation with the products and services.
This is part one. The requirements are;
Design and development of products and services
8.3.1 General. The company has established, implemented and maintains a design and development process that is appropriate to ensure the subsequent provision of products and services.
This is part two of design and development of products and services
Design and development controls. The company applies controls to the design and development process to ensure that:
I have written a few times about this topic and I just love revisiting one of the fundamentals, so let’s go. The standard wants…
The company's Quality Management System includes: documented information required by the standard; documented information determined by the company as being necessary for the effectiveness of the Quality Management System. When creating and updating documented information the company ensures appropriate: identification and description (e.g. a title, date, author or reference number); format (e.g. language, software version, graphics) and media (e.g. paper, electronic); review and approval for suitability and adequacy.
The annex to the new standard (A.6) says that "Where ISO 9001:2008 would have referred to documented procedures ... this is now expressed as a requirement to maintain documented information”, and "Where ISO 9001:2008 would have referred to records this is now expressed as a requirement to retain documented information".
The company ensures that externally provided processes, products and services conform to requirements. The company determines the controls to be applied to externally provided processes, products and services and when: products and services from external providers are intended for incorporation into the company's own products and services and; products and services are provided directly to the customer by external providers on behalf of the company; a process or part of a process provided by external provider because of a decision by the company; The company shall determine and apply criteria for the evaluation, selection, monitoring of performance, and re-evaluation of external providers, based on their ability to provide processes or products and services and in accordance with requirements. The company retains documented information of these activities and any necessary actions arising from the evaluations.
Following hot on the heels of last month’s ‘what do you do?’ comes a further explanation of context.
The standard itself wants answers to the following; internal and external issues; needs and expectations of interested parties; the scope of your quality management system; interaction and controls between the quality management system and processes.
Following hot on the heels of last month’s ‘what do you do?’ comes a further explanation of context.
The standard itself wants answers to the following; internal and external issues; needs and expectations of interested parties; the scope of your quality management system; interaction and controls between the quality management system and processes.
An interesting new concept from the standard. Get top management involved, get them demonstrating leadership and commitment and set some ground rules around it. It is a two-part clause, with the second focusing on the customer, which I have written about previously.
This sub clause is trying to be all inclusive. It is trying to leverage the quality management system away from the quality manager and or the ‘management representative’ and forcing stuff up the corporate food chain. There are no real changes from the previous version of the standard, other than the use of the words…. top management.
So we have determined what we do. We have tried to explain what we do. We have even taken into consideration what others, both internally and externally want to do. Now it is time to determine and possibly describe the length and breadth of the quality management system and its processes to enable us to do what we do and to continually do it better.
So easy, I hear you read. Well there is a beautiful caveat at the end of this post which will make it easy, but I won’t spoil it here.
Just a little bit yawny (not sure that is a word) but it does set the tone for one of the pillars of an effective quality management system.
The company plans, implements and controls the processes (see 4.4) needed to meet the requirements for the provision of products and services and to implement the actions determined in clause 6 by: determining the requirements for the products and services and; establishing criteria for the processes and the acceptance of products and services and; determining the resources needed to achieve conformity to product and service requirements; implementing control of the processes in accordance with the criteria; determining, maintaining and retaining documented information to the extent necessary: to have confidence that the processes have been carried out as planned; to demonstrate the conformity of products and services and to their requirements.
Let’s start with monitoring, measurement and evaluation. The company determines: a) what needs to be monitored and measured; b) the methods for monitoring, measurement, analysis and evaluation needed to ensure valid results; c) when the monitoring and measuring are performed; d) when the results from monitoring and measurement are analysed and evaluated. The company evaluates the performance and the effectiveness of the Quality Management System. The company retains appropriate documented information as evidence of the results.
Another ‘general’ clause heading, another yawn. But……wait, this is pretty good stuff. We get to pick what we monitor and measure. Just make sure it meets your customer needs and your stakeholder needs. Notice I said needs. NOT wants or should. However, customer don’t necessarily know what they need and often look at what they want. So educate them, negotiate with them and make sure we all know the what.
There’s that elephant. Or a bear juggling swords set on fire while riding a unicycle. Yes, there they are. You can see them. So, don’t ignore them either. Why is it that planning, any type of planning is just plain scary to most business owners and professionals?
An exquisite little sub clause of the profoundly ‘dah’. Could the standard do without it? Perhaps, but it is well crafted, if not a little condescending, but one that is mostly ignored by consultants and auditors. Planning of changes; when the company determines the need for changes to the Quality Management System, the changes are carried out in a planned manner. The company considers the: purpose of the changes and the potential consequences; integrity of the Quality Management System; availability of resources; and allocation or reallocation of responsibilities and authorities.
So, the new standard is shaking things up a bit. Fist of there is now some prescription on establishment and then some around communication. The biggest change is that customer satisfaction is no longer explicitly referenced. Sure, there is plenty of inference, but nothing specific.
Preservation. The company preserves the outputs during production and service provision, to the extent necessary to ensure conformity to requirements. Preservation can include identification handling, contamination control, packaging, storage transmission or transportation and protection, as needed.
And the bleeding obvious award goes to…..
Yeah, I am a little jaded with this clause. One, because it is a radical simplification of what used to be a 4 sub clause topic with their own sub clause headings containing so much prescription that the manufacturing world had no illusion as to what was needed. But now?
Finally you say. The doing part of the standard. Providing products and services to customers. But before we do, we must specify how we control the provision of such stuff before we actually do. So it’s back to the planning stage and delving into just what controls we will need in order to make a quality product or service.
Production and service provision; Control of production and service provision.
The company implements production and service provision under control conditions.
According to ISO themselves, two of the most important objectives in the revision of the ISO 9001:2015 have been:
a) to develop a simplified set of standards that will be equally applicable to small as well as medium and large organizations, and
b) for the amount and detail of documentation required to be more relevant to the desired results of the organization’s process activities.
In the wonderful Aussie vernacular……der!
Really? Firstly, I would like to publicly state that I love the standard. I love the process of determining its applicability to companies and I really, really like objectives. Objectives, targets, programs and more. If you cannot measure it, you cannot improve.
But to belittle the intent by sticking on the bleeding obvious in the clause’s title, and then to go on and describe what you need to do to plan achievement, just blows my mind. Leave well enough alone. Please. I have never met a business owner, manager, operative that didn’t have objectives and not one of them that didn’t plan to achieve them. Deep breaths, deep breaths and ……… the rant is done.
Ok, so last month I rambled about the importance of quality objectives and just where they fit in the wonderful corporate food chain. Remember, we are addressing a quality standard, and therefore we have address quality objectives. But, don’t let that stop you adding other objectives into the mix. Especially, if you are designing your quality management system along the ‘one rule’ credo. Sure, you remember that! A thoughtful quality management system is the framework for all activities in a company. All departments, all disciplines, all stuff. Create one rule, one system company wide. And as my Buddhist friends would say, Nirvana!! But as soon as you have rules for some and not others, then you may as well expect that not all people will tow the same corporate lines or rules, because they will think it is doesn’t apply to them, the same as quality is not about them. A slippery slope indeed.
The company implements planned arrangements, at appropriate stages, to verify that product and service requirements have been met. The release of products and services to their customers does not proceed until the planned arrangements have been satisfactorily completed, unless otherwise approved by a relevant authority, as applicable, or by the customer. The company retains documented information on the release of products and services. Documented information includes a) evidence of conformity with the acceptance criteria; b) traceability to the person(s) authorising the release.
Yep, the standard finally acknowledges our business has customers. You know. Clients, purchasers, patrons, consumers, etc. And so the standard wants one, to communicate with them, then two determine what they want (even if they don’t know what they want).
And support continues with some very varied subclauses. Last month we discussed communication (7.4). This month there are so many remaining just in 7.1 that we are going to split 7.1 into two parts. The first part below will address; general, people, infrastructure and environment for operational processes. Each of which is really a rehash of the previous standard, just newish headings. General - The standard says, the company determines and
Welcome back ‘test equipment’? Well a rose by any other name. The requirements are similar, a little watered down, but the intent is still important. The standard says…
The company determines and provides the resources to ensure valid and reliable results when monitoring or measuring is used to verify the conformity of products and services and to requirements. The company shall ensure that the resources provided: a) suitable for the specific type of monitoring and measurement activities being undertaken; b) are maintained to ensure their continuing fitness for purpose. The company retains appropriate documented information as evidence of fitness of purpose of the monitoring and measurement resources.
The company ensures that it can meet the requirements for products and services and what is to be offered to customers. The company conducts a review before committing to supply products and service to a customer, to include
One of the many wonderful aspects of the new revision of the ISO 9001 standard, is that an attempt has been made to enable more interpretation of the requirements of a thoughtful quality management system. It clearly implies that as we the owner of such a system, we get to determine what we need to include in order to meet our own commercial needs.
A classic question for all CEOs and floor sweepers alike. What the heck do we do and what do we want to do? In big business there is visioning, missioning, goal setting, target measuring, market analysis, focus groups, policy and much much more, more and more. In small business, we offer far more than we would like to do, but in order to make ends meet, we take on more and more until we finally burn out or are lucky enough to realise a cash flow that will enable us to niche or focus on what we do and what we want to do.