ISO 9001 implementation startup meeting agenda

L

luksha

#1
Hello everybody!

First of all thanks for previos advices on initial gap-analysis, they helped me alot.
Now I have interviewed all management staff of enterprise (generally)and found out how and what are they doing, as well as I have outlined a generall process sheme (flowchart).

So, now I plan to make a ISO implementation startup meeting (with high level managers), so that the implementation project would start.

In the agenda of this ISO implementation startup meeting I plan to include following questions:

1. To establish ISO implementation team (assign representatives of higher management)
2. To define how the communication will be carried out (e-mails, frequence of meetings)
3. Go through this initial overall process system flowhchart, divide it into parts where one responsible person can be identified (divide into procedures), establish a "mini team" for development of each procedure
4. To make approximate time plan for carrying out development of each procedure
5. To gather from everybody their opinions about what is wrong with current system (responsibilities, communications), what are the most complaints from customers about (to make managers think about whole system), as well as tell them what ISO could help here.
6. Make agenda for next meeting.

So, what are Your suggestions, recomendations, advices on such agenda of ISO implementation startup meeting? (this is the first ever ISO meeting in this enterprise, and for me also:) )

Thanks in advice,

Normunds
 
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RoxaneB

Super Moderator
Super Moderator
#3
Can I assume that the people attending the meeting have some general concept of ISO 9001:2000 and, if necessary, how it differs from ISO 9001:1994?

Don't forget to explain WHY your organization is pursuing registration to ISO 9001:2000 and WHY those people are in the room.

Rather that focus on what is "wrong", focus on "ways to improve" - that provides a more positive approach to the project and knowing how some people feel towards ISO 9001, you'll want to keep that positive atmosphere alive.

Would it be safe to say that by developing the implementation team, you are also assigning responsibilities within the team, not just forming a team for the sake of forming a team?

You're definitely on the right path, though.
 
L

luksha

#4
RCBeyette said:
Can I assume that the people attending the meeting have some general concept of ISO 9001:2000 and, if necessary, how it differs from ISO 9001:1994?

Don't forget to explain WHY your organization is pursuing registration to ISO 9001:2000 and WHY those people are in the room.

Rather that focus on what is "wrong", focus on "ways to improve" - that provides a more positive approach to the project and knowing how some people feel towards ISO 9001, you'll want to keep that positive atmosphere alive.

Would it be safe to say that by developing the implementation team, you are also assigning responsibilities within the team, not just forming a team for the sake of forming a team?

You're definitely on the right path, though.
Ok, I added a point about telling the pepole about general concepts of ISO 9001:2000.

Maybe someone could post here a compact list of these general concepts?

About these "ways to improve" - I remembered the expression "be a solution finder not a problem identifier", so I'll try to stick with that :)

Normunds
 
#5
There are a couple of good Powerpoints here that introduce 9k2k general concepts. I'll post the threads (if Claes doesn't beat me to it!).
I would add: once your team and team meeting frequency is established, make sure that you keep minutes with action items/responsibility/due dates and send them to the team after each meeting with an agenda/time/place for the next meeting. This is the easiest way to keep your project momentum going.
 
G

Groo3

#7
luksha said:
"be a solution finder not a problem identifier"
Um... usually, you have to identify and acknowledge that the problem exists before you can take steps to find a solution... Sometimes, it is difficult to get managers to acknowledge that a problem exists, even when presented with the evidence. Once a problem has been identified and acknowledged, then we pump the "be a solution finder" theme...

As for your initial plan... Looks good ! :)

You may find that many of your necessary procedures may already exist in the form of Memo's, Inter-office communique's and such. That's where my organization started many moons ago, way before we started on the path to our registration. You may need to tweak them a lot, but look around you... you may see a lot of what you need in one form or another.

ERL
 
M

M Greenaway

#9
Luksha

Why are you starting off by dividing up responsibility for writing procedures ?

The fundementals of ISO9001:2000 is the adoption of the 'process approach' - I would suggest that is where you need to start.

Identify your major top level processes. Appoint your process owners, set objectives that each process can contribute towards, set up measuring/monitoring systems for each process, and define sequence and interaction of each process (not necessarily in that order). Then move on to any details like procedures.
 
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