Derive the process
Each organization is made up of affiliate process. The process is a set of tasks that use the resources to return the output (people, products ...).
The process is often a complex process, involving product and services. ISO 9001 is designed to manage and improve these processes.
- First, you define the main processes.
- Second, you define standards for these processes.
- Third, you decide how to measure and evaluate the process.
- Fourth, you document your approach to quality performance, defined by measurement.
- Fifth, you are always getting better.
Define the Process
Flowchart is a fantastic way to describe the decomposing process in part to help explain it easier and help improve your process. A flowchart is a simple diagram showing the process, making viewing and communication easy. They allow you to see more clearly what is really going on in the process and in addition to their interactions.
Define the Standards
Turtle Diagram is a great tool that can be used by your organization to view visual support processes. This tool helps identify inputs, outputs, standards, and other information that allow you to effectively implement and improve processes.
Methods to Measure and evaluate
At every stage there should be a specific activity management system. By combining elements of the critical process and combining actionable strategies with purposeful and objective planning, the organization can lead the best in class leadership's ability to achieve competitive advantage. Therefore, it is important how to measure and evaluate the process. The process can be measure in the following ways
- Process effectiveness
- Process Alignment
- Process Reliability
- Process Cycle
- Process Efficiency
- Resource Productivity
Document the process
A process document describes the steps necessary to complete an activity or process. This is internal and ongoing documentation of the process as it is happening: the documentation is more about the "how" of the implementation than the "what" of the process influence. A company is essentially a group of interconnected processes and if these processes are not written, interruptions can occur. Companies use repetitive processes, which are the basis of their success, therefore the process documentation provides important indications for employees and managers.
Not only do you need to document the processes, you also need to document them properly. A poorly written procedure can lead to failure. Common causes of poorly written procedures are:
- Does not explain the purpose or motivation of the task
- Release of information
- Including unnecessary and disruptive information
Many working documents reveal your business philosophy. Poorly written and outdated documents may indicate lack of care. Topical and polished documents strengthen teams and improve efficiency.
Continual improvement
During activity tracking, look for specific areas that may require a quality review to improve performance, such as transferring tasks from one person to another. Try to reduce unnecessary movement between departments during the procedure. Take a look at some duplicate tasks and determine if they are useful or ineffective.
Organizations need to stay away from work with short-sightedness - getting closer to your mission will prevent you from continuing the process between work and work. You need to work on your job, not deal with it, to be able to identify the important tasks you are developing.
Full fill legal requirements
The organization must have an approach
- to identify, maintain and update relevant legal and regulatory requirements,
- for reporting relevant legal and regulatory requirements within the organization.
- The organization must ensure that certain statutory and regulatory requirements are used as “process records”.
- The organization must monitor the “results of the process” for compliance with legal and regulatory requirements.
Implementation of ISO and consultants Role
An organization may not have the skills, time, experience, or professional qualifications to perform a QMS job without outside assistance. The QMS specialist will:
- Ability to invest in knowledge and develop opportunities;
- Bringing knowledge and insight into your QMS project,
- Improve your chances of getting certified, by preventing any errors in QMS development and implementation.
Training
ISO 9001 needs training for all staff to understand their role in relation to QMS and its relevance. Training at the following levels needs to be necessary for effective implementation
1.Project managers and Team leaders
2.Training of team members
3.Training of Internal auditors
Conduct internal audit
Many companies believe that the internal audit process is a necessary form of damage they must suffer in order to maintain ISO 9001 registration. At best, they consider it a duplicate of the registrar, not realizing that internal audit can be much more efficient because there is time. In the worst case, internal auditors are seen as a kind of internal police force from which it is best to protect oneself by hiding important data or deceiving false data.
Indeed, as the owner of the process, the ISO 9001 internal audit process may be the best way to obtain a detailed set of external insights into the process. They can help identify areas for improvement, or perhaps someday, that will help your process run better, faster, or more efficiently. Below are five key steps that describe how an internal audit can be conducted in accordance with ISO 9001 and how they can best be used to direct owners of internal processes to the development of those processes.
Role of certification body
People often say they are "ISO certified," but they do not issue ISO certificates and do not certify individual companies by any standard. So, who can issue an ISO 9001 certificate? Issued by ISO certified bodies (also known as registrars or CBs).
Steps in auditing process
A certification audit is an audit that the IAS will perform to verify compliance with the ISO 9001 standard before your official ISO 9001 is issued. The certification audit is most often divided into two stages. A Phase 1 audit is performed to determine the organization's readiness for the second phase of the audit. If the auditor determines that you meet the minimum criteria for the first stage audit, your organization will continue the audit in the second stage. The second stage audits will always be on-the-spot audits. In this case, the auditor will interview your staff and check your documented information (procedures, records, etc.) to ensure that you comply with all ISO 9001. The certification audit is usually performed every three years.
After certification, IAS will periodically inspect you through surveillance audits to ensure that you continue to comply with QMS and ISO requirements. Surveillance audits are very similar to certification audits, except that they do not issue or re-issue a certificate. They are usually performed annually by the registrar. certificación ISO en Argentina
