How best to start revising an existing ISO 9001:2008 system in a company

A

anbar

#1
:confused: we have a joint venture with a company.their operation unit (iso 9001 2008 certified) in other countries had been closed.now we are going to make a product other than sales & support.we have supplier procurement,cnc shop,assly.no any iso supporting documents provided by them.at best how to implement iso 9001 2008 procedures from initial stage

:thanks:
 
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Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#2
Good day anbar,

I would start by studying existing process activities and recording them as flow charts and turtle diagrams. When it is understood what documentation is used for all of these processes it is possible to establish a list and necessary controls to ensure the documentation remains secure. Measurement instruments, if any can be identified and calibrated as appropriate; they can be listed and their calibration frequency established on a database or calendar.

Once tasks are recognized in the process recording, competencies to perform them accurately and consistently as appropriate (not everything needs regimentation) and training can be identified should new personnel be brought in. Current personnel can be "grandfathered" but they should be made aware of their roles in eventual success of achieving customer satisfaction - that is, beyond what they can immediately see.

I am interested to see what others add.

I hope this helps!
 

Kronos147

Trusted Information Resource
#3
When it is understood what documentation is used for all of these processes it is possible to establish a list and necessary controls to ensure the documentation remains secure.
Make sure to write/control a procedure for this process.

Measurement instruments, if any can be identified and calibrated as appropriate; they can be listed and their calibration frequency established on a database or calendar.
Make sure to write/control a procedure for this process.

Once tasks are recognized in the process recording, competencies to perform them accurately and consistently as appropriate (not everything needs regimentation) and training can be identified should new personnel be brought in.
Make sure to write/control a procedure for this process.

Current personnel can be "grandfathered" but they should be made aware of their roles in eventual success of achieving customer satisfaction
Document this activity.

THEN:
Audit it all, and adjust where necessary. PDCA!
 
P

PaulJSmith

#4
Hi, anbar!
I would start with a gap analysis. This will tell you what is existing and what is still needed.
 

Richard Regalado

Trusted Information Resource
#5
:confused: we have a joint venture with a company.their operation unit (iso 9001 2008 certified) in other countries had been closed.now we are going to make a product other than sales & support.we have supplier procurement,cnc shop,assly.no any iso supporting documents provided by them.at best how to implement iso 9001 2008 procedures from initial stage

:thanks:
Hello Anbar. Ask yourself first why you need to be certified. This will save a lot of time in case you just want a certificate on the wall. If you want to reap the benefits of a formal QMS, start by defining a scope for it. Whole organization? Parts of it? Which parts?

Buy a copy of ISO 9001.
 

John Broomfield

Staff member
Super Moderator
#6
:confused: we have a joint venture with a company.their operation unit (iso 9001 2008 certified) in other countries had been closed.now we are going to make a product other than sales & support.we have supplier procurement,cnc shop,assly.no any iso supporting documents provided by them.at best how to implement iso 9001 2008 procedures from initial stage

:thanks:
anbar,

Name your management system for your newly formed company so the employees can feel that they own it. Define the scope of your organizational management system after due consideration of stakeholder requirements.

Analyze how your company actually works as a system with it's customers and suppliers to determine and fulfill customer customer requirements (converting customer needs into cash in the bank). This is your core process.

Define the criteria for company (and customer) success. Consider the needs of other stakeholders too or save this project for later. Review and update policy and objectives as required.

Determine the processes that are essential to the success of your company and assign the person who knows how the process actually works to be the process owner.

Work with each of the process owners to analyze and capture what each process actually team does to fulfill the objectives of their process. This could result in a one page (mostly) documented procedure using a swim lane flowchart format. Connect the processes by hyperlinking their procedures, any instructions and their forms.

Stay true to the as-is. Do not idealize your procedures.

You may use these system documents to establish your management system's wiki.

Train top management in their management system and have them run the management system awareness sessions for the employees.

Naturally, you'll resume auditing and most if not all of your support processes and procedures will continue to improve the performance of the core process as before.

John
 
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