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Implementing ISO 9001:2008 in a new Food Processing company

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Flaxboy

#1
Hi,

I am the QMR in a start-up company where we want to get, amongst other certifications, ISO 9001:2008 certified.

We are currently setting up a production house where we will process Moringa oleifera from our own farm. Activities were previously done without proper records and I'm supposed to come up with forms, records, procedures for the farm, carpentry workshop, stores, research/development and administration departments.

We are yet to undergo our first pre-assessment audit, even the internal audit is difficult to do because we are few and everyone's desk is full. The internal auditors that were trained have other stuff to do and we are rushing against time.

How do I create awareness in each department and get them to come up with their own documentation?:cfingers:
 
#2
Hi,

I am the QMR in a start-up company where we want to get, amongst other certifications, ISO 9001:2008 certified.

We are currently setting up a production house where we will process Moringa oleifera from our own farm. Activities were previously done without proper records and I'm supposed to come up with forms, records, procedures for the farm, carpentry workshop, stores, research/development and administration departments.

We are yet to undergo our first pre-assessment audit, even the internal audit is difficult to do because we are few and everyone's desk is full. The internal auditors that were trained have other stuff to do and we are rushing against time.

How do I create awareness in each department and get them to come up with their own documentation?:cfingers:
You don't! You stop and postpone your external audit. The organization hasn't established "management commitment" and it will be very obvious to the CB auditor. If it was getting the support it needed, you won't have a problem getting audits done. I'd also suggest that there's a clue when you say *you* have to do everything. That's wrong, plainly and simply put. It will become your baby when it needs work, everyone will look at you...

Please, go back to your management and re-evaluate WHY you (collectively) are doing this and get them to commit to doing it properly - with their active participation (not lip service)
 
P

PaulJSmith

#3
Andy is, as always, correct. You cannot carry this alone. That's not how it works. The system has to work for everyone, not just the one guy tasked with making it work.
 

John Broomfield

Staff member
Super Moderator
#4
Hi,

I am the QMR in a start-up company where we want to get, amongst other certifications, ISO 9001:2008 certified.

We are currently setting up a production house where we will process Moringa oleifera from our own farm. Activities were previously done without proper records and I'm supposed to come up with forms, records, procedures for the farm, carpentry workshop, stores, research/development and administration departments.

We are yet to undergo our first pre-assessment audit, even the internal audit is difficult to do because we are few and everyone's desk is full. The internal auditors that were trained have other stuff to do and we are rushing against time.

How do I create awareness in each department and get them to come up with their own documentation?:cfingers:
Flaxboy,

You may have given your bosses the impression that you do not need their help.

Both Andy and Paul are dead right. You need your bosses to demonstrate their commitment to develop their process-based management system.

You are asking your departments to write sets of documents. This is not the way to develop your process-based management system.

Please take a look at clause 4.1 and work with top management to determine the processes which are essential to your company's success. You do this by understanding how your company works with your customers and suppliers as a system. Analyze what your company does to get work, do work and get paid; aka what you do to convert customer needs into cash in the bank.

When you have determined the essential processes from your core process (see above) and the standard you can then ask your bosses to name the process owners who know how the each of the processes actually work.

You the work with each of the process owners until they have analyzed their process and documented its procedure to the extent necessary for effective planning, operation and control. Help them and help them to engage their process team members in reviewing the flowcharted procedures for accuracy or feasibility.

For more information search here for "develop your process-based management system".

Good luck,

John
 

Alpine

Involved In Discussions
#5
I agree with everything mentioned above. You sound like you are commissioning at the moment. In my opinion, get the process running as well as you can. Then sit down and plan the ISO9001 implementation. Hopefully by then, everyone will have the time to devote to it. It brings to mind, "the only way to eat an elephant is slice by slice". Quality is about the collective, not the individual, if everyone is too busy getting things running, to work on the system, then clearly now is not the time. Good luck:)
 
F

Flaxboy

#6
I agree with everything mentioned above. You sound like you are commissioning at the moment. In my opinion, get the process running as well as you can. Then sit down and plan the ISO9001 implementation. Hopefully by then, everyone will have the time to devote to it. It brings to mind, "the only way to eat an elephant is slice by slice". Quality is about the collective, not the individual, if everyone is too busy getting things running, to work on the system, then clearly now is not the time. Good luck:)

It's true we are commissioning. The person in-charge (Director of sorts) convinced the Chairman that we need to hustle for all possible certifications so as to have a smooth time after commissioning, i.e. deal with inspections and audits then certification will be easier immediately after commissioning.
 

Alpine

Involved In Discussions
#7
It may well be, that they have decided to get as many certifications as they as soon as the plant is production "live" to assist with sales. Whilst I understand the rationale, obviously the plant needs to start paying for itself as soon as possible. The feasibility of being able to achieve that is in question. If you decided to do it yourself "just to get through" you will not be commencing as you should wish to continue and will set a dangerous path from which you may not be able to leave from. You have a choice, to tell it like it is and face the consequences or to do what it takes to achieve what is being asked and also face the consequences. It is not easy being in quality at times, and I only you know the answer to what you need to do.
 
#8
It's true we are commissioning. The person in-charge (Director of sorts) convinced the Chairman that we need to hustle for all possible certifications so as to have a smooth time after commissioning, i.e. deal with inspections and audits then certification will be easier immediately after commissioning.
This thinking is flawed and is also dangerous. Unless you have actual performance from your processes and can show you're meeting customers' requirements, you can't get certified (unless you choose a really poor CB).
 
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