In Reply to Parent Post by kgott
Perhaps you might like to try a slighly different approach. Try thinking and talking in terms of a management system and processes instead of procedures, work instructions etc.
I'd like to expand upon this...
Drop terms such as ISO and OHSAS and QMS and EMS and so on. Promote and advocate your organization's Business Management System. This is WHAT we do. This is HOW we do it. This is WHY we do it.
Too often I have seen organization's address ISO requirements in one system and have "other" requirements in another system. Why is this? What purpose does this serve? Why not simply have one system with one language with one common set of tools?
With my previous organization, we developed our Business Management System that incorporated the requirements of all Stakeholders - this included our parent company's needs, external certification requirements, our internal teams' necessities, etc.. Sure, we weren't perfect, but there was a sense of ownership from everyone that this was OUR system, developed BY us, FOR us.
Auditors - for ISO purposes and from our parent company - would come in and were continually impressed with the awareness and ownership that everyone had, from the person who swept the floor up to senior management. In fact, the only failing we had was on understanding terms...we were one of the lowest scoring plants when it came to understanding what 5S was, yet we had one of the cleanest, most organized locations. We didn't preach 5S...we integrated the concepts into our daily routine. Think about it - at home, you put the forks back in the same spot in your utensil drawer. You don't call it 5S - you do it because it makes sense.
This was the approach we took with our Business Management System and the tools that supported it.