How to introduce new employees to ISO 9001

[silentrunning]

In the past when we have hired new employees we have given a verbal background of the importance of the ISO 9001 Quality Management System. This is very ineffective and unprofessional. I would like to find out how others introduce ISO 9001 or any other Quality System to new hires. My reason for this is twofold. First I would like to ensure that every employee is fully aware of the importance they play in product realization and second, so each person interviewed during second and third party audits can give a clear answer as to the part they play in our quality program.

 

[Jim Wynne]

Re: How do you introduce new hires to ISO 9001?

The first step, imo, is to downplay ISO 9001 (or whatever other standard might be applicable) as far as possible. Emphasize the quality management system. You can explain that there are periodic third-party audits to verify compliance with the QMS, but I think there's altogether too much "ISO says..." and not enough "Our QMS requires..."

 

[silentrunning]

Re: How do you introduce new hires to ISO 9001?

Jim, do you use verbal communication or written or both? The people I am trying to reach have zero knowledge of manufacturing or quality management.

 

[Jim Wynne]

Re: How do you introduce new hires to ISO 9001?

Jim, do you use verbal communication or written or both? The people I am trying to reach have zero knowledge of manufacturing or quality management.

There should be some sort of standardized orientation for new people that includes not only information about the QMS, but anything else they might need to know about the company. I prefer a verbal approach with printed reference material, rather than just handing someone an employee manual and letting it go at that. The main reason for the verbal part of it is to allow the new person to ask questions. Much of it's not going to stick immediately, but it provides a basic foundation.

 

[Claes Gefvenberg]

Re: How do you introduce new hires to ISO 9001?

The first step, imo, is to downplay ISO 9001 (or whatever other standard might be applicable) as far as possible. Emphasize the quality management system.

I agree. I usually don't even mention ISO 9001. All I talk about is "Our system..."

Jim, do you use verbal communication or written or both? The people I am trying to reach have zero knowledge of manufacturing or quality management.

I prefer a verbal approach with printed reference material, rather than just handing someone an employee manual and letting it go at that. The main reason for the verbal part of it is to allow the new person to ask questions. Much of it's not going to stick immediately, but it provides a basic foundation.

Exactly my approach, apart from the fact that I use the intranet as reference material.

/Claes

 

[TPMB4]

Re: How do you introduce new hires to ISO 9001?

If you train someone to do their job and their job involves processes defined by the QMS do you by default train them in the standard those processes conform to?

Basically if your processes comply to ISO9001 and they "say what you do" then just training the newbie to do their job surely it is enough? Perhaps adding information about quality policies and how important it is to the organization. Our bosses tell anyone who will listen that anyone can stop a production at any time they believe the process is not producing product that conforms to requirements ("good quality").

If you bog people down in too much systems and standards talk you could end up losing them. just my experience as a serial waffler.

 

[Ninja]

Re: How do you introduce new hires to ISO 9001?

Jim, do you use verbal communication or written or both? The people I am trying to reach have zero knowledge of manufacturing or quality management.

Both.

"We use a QMS to make our business successful."

Your best tool IMO is examples of not following the system and the negative consequences. It isn't about the audit, and it isn't even about the system...it is about how the system helps the company succeed.

"In 2007 someone went from memory instead of following the documented work instruction. The part was made correctly, but the customer found out that we did not follow approved procedures and it almost cost us $3MM in lost business." (hypothetical)

"In 2008 someone thought they knew what to do, and remembered inaccuractely and cost us $$X in rework. The proper procedure was right in front of them, they just didn't follow it." (hypothetical)

Focus on how the QMS helps to get things right and make their job secure...not on the glory of having a QMS.
Every company has teaching examples.

 

[kgott]

Re: How do you introduce new hires to ISO 9001?

I would like to find out how others introduce ISO 9001 or any other Quality System to new hires.

I ensure people know what the definition of quality is from ISO 9000 and I expand this to an operational meaning such as "quality is the degree of customer satisfaction with our services'.

I do this because quality as its a word bandied about by many but the meaning never gets discussed as no one is really sure. All too much I see terms such as QA QC, Quality Control etc and I left wondering what exactly they are referring to.

I make sure new hires know that quality control is about the product and quality assurance is about the processes that produce them.

There after I talk about 'our management systems' and don't mention quality again and I talk about how they operate. I finish off by saying their role in the management system is to apply those parts of it which relate to their role, to their work and that's it.

 

[JaneB]

Re: How do you introduce new hires to ISO 9001?

One system that works well is to use some kind of 'new starter checklist', which serves a number of purposes.
1. Usually, there's a core of stuff that you want to communicate to everyone, eg, our quality policy - or whatever you call it-, how to raise a problem health & safety essentials - unless they're done by a separate person, important company policies everyone needs to know,x etc. here these include privacy, anti -bullying, equality of opportunity, etc.
2. Then there's more role or team specific stuff.
3. Finally, there's often some admin type stuff that needs covering off (again, country-specific, but here includes getting their superannuation (retirement ) forms, details for automatic bank salary payments, etc. in larger companies, this is usually covered by personnel / HR, less often in smaller ones.
Noting all the things to be covered off for a new person on some kind of checklist, which you then annotate and customise as required, and get signed off makes sure that things do get done, get done with some consistency, and that there's some kind of record of this at the end.

By all means have the verbal discussion and opportunity to discuss questions, clarify etc. But verbal alone is not always effective (people are always in overload when they start a new job) and does not result in any record that says 'I did give them this information'. And if you've ever been in a situation where you needed to demonstrate that and couldn't, you'll know how valuable such a record can be.
I do agree with the advice about emphasising our system, rather than 'ISO' or 'audit'.

 

[Peter Fraser]

Re: How do you introduce new hires to ISO 9001?

I find that it is useful to explain the essential elements of processes and how they are managed, so that people can understand how they fit in to how work is done, how they rely on others and how others rely on them.