We've been preparing for this certification since last year. The problem I saw is that the people (without any understanding of ISO) can't get an idea on how to apply ISO requirements in their area, which our ISO coordinator failed to do so,.. why because he doesn't have a deep understanding of ISO as well. Our ISO coordinator explains to people of what we could benefit from ISO if we follow the requirements, but he can't recommend /or suggest a system on how to do it. I wish to help, can anyone suggest of what we could do to achieve the following:
-peoples awareness of what ISO is;
-make them understand each reqmts
-need to do to start implementing ISO reqmts in their area.

I really appreciate the help. Thanks.

We've been preparing for this certification since last year. The problem I saw is that the people (without any understanding of ISO) can't get an idea on how to apply ISO requirements in their area, which our ISO coordinator failed to do so,.. why because he doesn't have a deep understanding of ISO as well. Our ISO coordinator explains to people of what we could benefit from ISO if we follow the requirements, but he can't recommend /or suggest a system on how to do it. I wish to help, can anyone suggest of what we could do to achieve the following:
-peoples awareness of what ISO is;
-make them understand each reqmts
-need to do to start implementing ISO reqmts in their area.

I really appreciate the help. Thanks.
TRAINING! Have a class. Show a video. Review the requirements. Review the procedures that apply, with the individuals. Relate to them how it will benefit them in the long run.

I agree with Al. Training!! Most folks at the hourly employee level don't have to know the standard, just what it means to their jobs. i.e., if you change the way you do things, update documentation. Why ISO?, to standardize methods of job performance to keep people safe, to keep product (or services) at the required quality levels, to provide satisfaction of the customers (internal and external) and stakeholders (including stockholders), and maintain profitability to ensure job security.

If you haven't given a class to all employees, do it now. Make sure that every new employee goes through an orientation that includes an introduction to ISO and your quality system. Then, select a team of "quality leaders", people who you can rely on to help push the message out and assist in the day to day ops which would include ensuring the updating of documentation.

Training!...repetition must mean it's a good idea! :) Seriously though, a video or presentation on "Why ISO?" is a great idea. But also, ask the employees why they do what they do? Is it what they've always done? Why? Who benefits from what they do? Make them think about their job!...and who it impacts. Make them think about the Customer!

I'd also suggest your ISO Coordinator take a class or two on understanding and implementing ISO 9001:2000. If the "teacher" does not understand, how is the "student" supposed to learn?

No. 1 - Training
No. 2 - Training
No. 3 - Training

Sound like a 'scratched record? You bet, but unlike the record, this works.

I tried it and was ready to give up, but I then remembered how most people learn that which is not of any great interest - repetition.

First of all, our training sessions lasted between 15 and 20 minutes and were limited to a maximum of 10 people at a time, so we required multiple sessions - nine to be exact, over a two day period.

Shortly after our first set of sessions we conducted an internal audit, and the apparent result indicated that the training sessions had been a waste - hardly anyone retained anything.

A month later I conducted the second session, and a few days later we asked a few people some key questions. This time a few more people knew a little more, but what we heard more than anything else was that they didn't understand this or that, or didn't know what something meant, etc.

Again, a little frustrating... until I realized that now most people knew what they didn't know. Great! Moreover, they even remembered most of the terminology.

The third session, six weeks later, was great. Not only was the attention paid to the material presented obvious, but the participants had meaningful questions and raised very valid issues. Afterwards we had another internal audit, and what a difference! The third session had done the trick - not because it was different, but because it was the third time around!

We have our registration audit coming up in two weeks, and I believe we will be ready.

Remember, three times (basically presenting the same thing, albeit a few more details towards the end.):
1st time - Lets them know that something exists about which they know nothing.
2nd time - Now they find out what it is that they need to learn.
3rd - Finally, they become involved, and learn.

Hope this helps-

Alex

Hello Ghe,
Basically, for what I've understand...the key to certification is Commitment to the Responsibility that was been given to them.

If you would only try to browse this forum, you could find a lot of answers to your query. This Forum was A BIG HELP for us during our Certification to the ISO9001:2000.

But specifically to achieve the following query you ask, first is Management Support....without them everything would be a waste. Then, Commitment of each department manager on your end.

Hope this helps.
Best regards,
Raffy

As I re-read this thread, one thing occurs to me. We keep saying Training is the answer....but what we mean is effective Training!

I can sit here and explain my Company's management technology to you, but if (a) I don't have the enthusiasm, (b) don't have the knowledge, and (c) don't speak at a level you understand...well...that training is meaningless. You will walk away with little gained and I will walk away with a lot of frustration.

Effective Training means doing it in such a way to get involvement (not just from the Managers - although that was good point! - but from all employees....from the person who signs your pay cheque to the person who cleans up at night). Effective Training means getting participation and interaction...getting people to discuss the concepts, to understand how the concepts apply to them.

Toss on the Einstein wig, the cheerleader outfit and the Jimmy Carter personality...you need the brains, the enthusiasm and the diplomatic skills for your message to get across. :agree1:

Good luck and let us know how things progress!

I am not sure that "effective training" is the only answer. I understand everyone's intent by saying that training is the best solution. To use ISO 9001:2000 terms, I think the answer is in awareness and competency. If training is the best method of attaining awareness and competency, then great. The title of clause 6.2.2 is not "Training." Exposure, discussion, education, watching, applying ISO 9001 concepts, etc. may all be actions outside of traditional training that can lead to awareness and competency of the requirements and intents of ISO 9000, 9001, 9004:2000.

Regards, Dirk van Putten

This is one subject in which one cannot rely totally on classroom training. You can show all the videos you want and lay before the employees tons of PowerPoint. But, these things naturally present concepts and generalizations intended to show what would apply across the board.

If you give the employees an exercise to analyze their task (process) into its elements, its input and outputs, what matters then is for someone who knows that task to provide a critique of the efforts, offering constructive criticism for the matters that have been done incorrectly or incompletely.

While we all subscribe to the philosophy that the task operator (process owner) is the most expert in that job, we must also recognise in the vast majority of cases, their task was determined and set up by someone else. They may know how to do the job but not infrequently they were never taught where they fit into the system, who are their "customers" and "suppliers". In their daily existence. they may adept at performing the task but accept without comment that their inputs do or do not arrive, customers do or do not pass back comment (often that is filtered because of end of line inspection or some other subsequent QC activity.)

Therefore, it is advisable to take the trainees to the "real laboratory", after the classroom stuff has been done - their individual workplace and assist them as they go through the analysis. At that time whoever actually designed their task (perhaps an industrial engineer or somesuch) should be in attendance to help the person through this effort.

Yes, it may take some time but, consider the benefits. The employee gets to understand better their task (process) and the system in which that task resides. Inter-task communication is enhanced. And, one also sees whether or not the training and "qualification" program for new hires is or is not effective: the difficulty the employee has in understanding his/ her task reveals this. And, yes, the industrial engineer may also learn something about how the job really works and how effective his/her ideas were in the first place.

Of course, there will be those who want a quick and dirty solution just to "get the certificate". But, what is better for the organization over the long haul? Doing it right or doing a half hearted job?

gheghe,

Dr. Deming often warned folks that "it is better to learn from a master than from a hack!" Your Coordinator needs to be strong and have a mastery of the material. In the absence of this, you may need to hire a consultant with knowledge and experience with different ways to apply programs that will support ISO initiatives.

Training is very important, as many here have suggested, but learning from a ‘master’ is paramount to the success of the team.

Kind regards,

Kevin

Of course Training is important but, management commitment is the key. All QMS standard requirement must be well intergrated into the organizations QMS so it's a part of the system, not just window dressing. If management enbodies this philosophy than employees are not overwhelmed. Any requirement/expectation changes made to our QMS as a result of ISO/TS/QS is done in the name of continual improvement because management sees it as good business practice that meets business objectives. We remove the focus of where the requirement comes from such as Corp, Customer or international standards, instead focus on the enhancement of our QMS.

Best regards,

Lisa