ISO 9001 Quality Manual for an O&M (Operations and Maintenance) Company

N

Nivedita M

#1
Hi Folks,
My first time here.:agree:

My company provides the service of Operations and Maintenance of Solar PV Systems. I have been assigned to adopt ISO 9001:2008. My question is, how do I do this for a company that provides services? I began by identifying processes and cust. requirements. Trouble is I am lost on how to start writing a manual, which according to my boss is the way to start.
What might exclusions be? We do not do 'design and develop', technically.
:)
 
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John Broomfield

Staff member
Super Moderator
#2
Re: ISO 9001 Quality Manual for an O&M Company

Nivedita,

Welcome!

Your O&M services rely on your management system's processes to determine customer requirements and to fulfill those requirements.

Your O&M Service Specifications are tweaked or developed from scratch for each customer in accordance with clause 7.1 if tweaked (or clause 7.3 if developed from scratch - perhaps to fulfill the customer's performance specifications). Therefore, Planning O&M Services and Designing O&M Services are two processes that are vital to the success of your business.

But these two processes do not work in isolation.

Develop your organization's process-based management system by determining the processes that enable your business to turn customer needs into cash in the bank. In other words, work with top management to analyze how your organization interacts with customers and suppliers to get work, do work and get paid (this is your organization's core process and it comprises several processes such as marketing, selling, planning, designing, servicing and monitoring delivery of O&M services and invoicing).

Then determine the processes that direct and sustain the core process. These include: assessing risks, recruiting and training for competence, purchasing, controlling documented information, controlling nonconforming products and services, stopping recurrence of costly nonconformity, auditing for effectiveness and investing in improvement.

Ask top management to name the person who knows the process best to be the process owner and work with this person to analyze (aka SIPOC) each process as it actually works and with what other processes it interacts. Avoid over documenting your QMS; one page deployment flowcharts work fine as procedures.

Ensure each process is driven to fulfill an objective (see 4.1c) that contributes to the fulfillment of your quality policy and quality objectives.

Please keep us posted on your progress.

John
 
Last edited:
N

Nivedita M

#3
Thank You John.
That was quite informative for me. Following this, I set up a meeting with the Manager on a project and given him a SIPOC to fill in. I will be using it to head the right direction.

Nivedita
 

somashekar

Staff member
Super Moderator
#4
Trouble is I am lost on how to start writing a manual, which according to my boss is the way to start.
Manual in itself is not the way to start.
Your manual will contain just the following, and anything else is extra.
>> Your QMS scope
>> Details of exclusions and its justification (If any)
>> Reference to your documented QMS procedures
>> Description of the interaction between the processes of the quality management system.
For me the last one sets the start, (description of the interaction between the processes of the quality management system.) and this needs some indepth study and understanding of the way you run and manage your processes.
How many distinct processes operate in your organization.
Which are core and which are supporting.
How do they interact. (Input, Output, Communication, Records and stuff that are done to progress in the day to day work completion. The handshake and takeover from one stage to the next and so on ...)
For a start, justify to us here why design and development is your exclusion from the QMS ?
 
N

Nivedita M

#5
Hi Somashekar.

So I travelled to where the project location and had a very brief look at the activities being followed. Indeed, D&D is an important and integral past of the processes here. It fully applies.
As for the methodology, it is pointless starting at preparing the Manual without having any information, fully agree with you and john.
I have identified 3 core processes (Design, Execution or Engineering, Commissioning, O&M - Operations and Management). There are support processes like Purchase, Quality Control (is this a core process?), documentation
This is for a Solar PV Power Plant Project.
I am now in the process of acquiring input, output, existing documentation, system of interaction from the core departments.

Am I moving in the right direction now?

:thanks:
 

somashekar

Staff member
Super Moderator
#6
Hi Somashekar.

So I travelled to where the project location and had a very brief look at the activities being followed. Indeed, D&D is an important and integral past of the processes here. It fully applies.
As for the methodology, it is pointless starting at preparing the Manual without having any information, fully agree with you and john.
I have identified 3 core processes (Design, Execution or Engineering, Commissioning, O&M - Operations and Management). There are support processes like Purchase, Quality Control (is this a core process?), documentation
This is for a Solar PV Power Plant Project.
I am now in the process of acquiring input, output, existing documentation, system of interaction from the core departments.

Am I moving in the right direction now?

:thanks:
Nivedita...
I would put Purchase, Quality control into the core process. Processes likes Infrastructure and Maintenance, Calibration, Awareness and training and such other to the supporting processes.
When you get your process and interactions into a full and meaningful picture, there will be sufficient clarity about your quality system operation. Then comes its management for sustaining and improvement. You will also get to know what other documented procedures are there (or necessary) for your QMS.
Do not forget the processes like document control, record control, CAPA, Internal audit, Management review, Control of NC products, .. , .. are supporting and they interact with many core processes.
You are in the right direction... keep control and steer ahead as necessary.
 

John Broomfield

Staff member
Super Moderator
#7
Thank You John.
That was quite informative for me. Following this, I set up a meeting with the Manager on a project and given him a SIPOC to fill in. I will be using it to head the right direction.

Nivedita
Nivedita,

From this analysis of the way your organization works you should be able to determine the processes in your organization (operating as a system) that are essential for your management system to be effective.

Yes, purchasing is a support process. But subcontracting may be part of your core process.

Quality Control is not a process. Inspecting is a process. Sampling and testing are processes. Please note the "...ing", this is how you recognize a process.

John
 
N

Nivedita M

#8
Valuable inputs.
Thank You.

In order to determine the processes involved, I intend to have the HODs (Depts being Design, Execution, Operations and Maintenance) to provide me with a process map. The process map will also identify the documents and records being used, both controlled and not controlled.
 
N

Nivedita M

#9
Hi Somashekar,
Thanks for your input.

I came to know today that the very critical part, viz. Quality Control wasn't available, no documented procedure and no records. This also means no traceability. Needless to say,the project is standing on weak knees.
The next project is underway and there is utmost urgency to get this system into order.
As I've already mentioned in the previous post, I am going to have them give me process maps with procedures and records.
 
H

HarrySen

#10
Hi Folks,
My first time here.:agree:

My company provides the service of Operations and Maintenance of Solar PV Systems. I have been assigned to adopt ISO 9001:2008. My question is, how do I do this for a company that provides services? I began by identifying processes and cust. requirements. Trouble is I am lost on how to start writing a manual, which according to my boss is the way to start.
What might exclusions be? We do not do 'design and develop', technically.
:)
Thanks for raising this topic Nivedita.

Actualling I was mulling over this same problem. Was thinking to post this when I Saw ur post. Interesting outcomes. Will go through the steps mentioned in the thread.

Thanks again!
 
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