What should be changed in the ISO 9001:2015 Standard?

[mguilbert]

FYI. Webinar on ISO 9001:2015 revision

http://campaign.r20.constantcontact...2c4bc&ch=5fbbb370-b3eb-11e3-be51-d4ae5292c4bc

Discalimer: I do not work for AQI.

 

[Reg Morrison]

With so many FREE available webinars and literature/discussions on the topic, I wonder if people are still willing to pay close to US$200 to endure watch a webinar and collect the information.

 

[Marc]

Yeah - I agree. Doing a Google search, reading here and places like linked in - There is so much information out there that it's interesting (for lack of a better word) that people will pay for such stuff.

 

[IMPraveen]

Re: What should be changed in the ISO 9001:2014 Standard?

Competency!

The whole stinkin CTA (6.2.1 & 6.2.2) mess needs better clarification. You ask about competency during an audit and you immediately can tell the person your talking with isn't. "Blank stare" "Deer-in-the-headlights" and the ever stated "We train everyone - duh-oh".

TC 176 needs to input a requirement that "minimum" competencies for tasks performed by folks working for and/or on behalf of the organization that could effect product quality and/or customer satisfaction be documented and the competency evaluation process be documented as well. TC 176 also needs be very specific in stating that Training does not equal competency, neither does Education, or Experience by themselves.

The competency requirment also needs to be clearly stated that it is required at all levels starting with Top Management.


My next suggestion would be to toss the phrase "Top Management" for some more meaningful thing like "senior management" or "executive management" and include in the definition "intrinsic or inherent authority to establish strategic direction for the organization" and "ultimate control of organizational resource disposition"


Just a start...............

As per me, two things must be defined in a more clear language:
1st - Now there is No Quality Manual; does it mean no need to make manuals, SOPs (procedures) or Instructions to conduct any work within organization. How do organization will keep standardization of activities?

2nd - No Management Representative? means no one look after MR activities such as internal audits, reports, mis sharing, reviews, improvement etc who will take care.. does it mean these roles can be deputed to anyone within organization or does top mgt has to take care?

I think this forum will help me to get my answers.
Thanks for providing opportunities.

 

[Colin]

As things stand, there is no stated requirement for a documented manual or any documented procedures - of course you can choose to have them if you want them. But then, the current requirement is not much different is it? As we know, you could have a 2 page manual and 5 or 6 1 page flowcharts. Stage 1 audits may have to change I think.

Whilst there is no specific requirement for a management representative, clause 5.3 Roles, responsibilities and authorities states:

Top management shall assign the responsibility and authority for:

a) ensuring that the quality management system conforms to the requirements of this International Standard;

b) ensuring that the processes are delivering their intended outputs;

c) reporting on the performance of the quality management system, on opportunities for improvement and on the need for change or innovation, and especially for reporting to top management;

d) ensuring the promotion of customer focus throughout the organization;

e) ensuring that the integrity of the quality management system is maintained when changes to the quality management system are planned and implemented.

 

[pldey42]

Re: What should be changed in the ISO 9001:2014 Standard?

As per me, two things must be defined in a more clear language:
1st - Now there is No Quality Manual; does it mean no need to make manuals, SOPs (procedures) or Instructions to conduct any work within organization. How do organization will keep standardization of activities?

2nd - No Management Representative? means no one look after MR activities such as internal audits, reports, mis sharing, reviews, improvement etc who will take care.. does it mean these roles can be deputed to anyone within organization or does top mgt has to take care?

I think this forum will help me to get my answers.
Thanks for providing opportunities.

To your first point, the draft says, "The organization shall maintain documented information to the extent necessary to support the operation of processes and retain documented information to the extent necessary to have confidence that the processes are being carried out as planned." So if standardization of activities matters you can still use documented procedures and records to help - but now, you decide what and how to document things, not the auditor.

As for the MR, for many that will be a good thing. As Colin notes, senior management are responsible for assuring that what would have been done by the MR gets done. The old MR role was too much for some just in terms of workload, so they always distributed it amongst a team - and there were arguments about whether that was allowed or not. Now, it's more real world. Moreover, it was common to assign the MR role to someone who was ignored - too junior, insufficient political weight, plain incompetent - and those cases now are easier to call in NCs.

Hope this helps
Pat

 

[heartolearn]

Re: What should be changed in the ISO 9001:2014 Standard?

Good outputs.

 

[IMPraveen]

From my side one thing needs consideration in new ISO 9001 2015 standard; Role of the Management, how to ensure effective quality management system establishment, maintenance and sustenance with continual improvement of QMS. Preventive Actions to Risk based thinking transformation needs more clarity and approach how to implement it. It seems quite impractical to implement risk absed thinking approach in qms at first sight. Let me know in response to this..cheers!

 

[IMPraveen]

Thanks Pat and my other friends,
I am working as an MR to a Japanese automotive MNC where the work culture itself is so demanding and challenging. Everything is directed towards MR. whatever is happening within organization must be reviewed by MR. He must have all solutions, reports and even analysis too. So, how do the New ISO will going to make MR's life a real job with comforts (not so much ) and workloadfree

 

[Helmut Jilling]

Your company is going about it incorrectly. In a process approach system, each process owner, owns a part of the responsibility and authority for the system. The MR might be a coordinator, but the Purchasing Mgr. Should own and manage the Purchasing process. And so on.