Re: Where to Start to Implement ISO9001?
Hi all,
First, I would like to thank the Cove and all members. I would like to say that, for a while, I have been reading in all subjects related to ISO 9001, Process mapping, auditing etc. and have benefited from the wealth of information available.
This is my first time posting a thread here and I am seeking your advice for my case. I have been authorized to be the Project Manager to make it to the ISO 9001:2008 Certificate the soonest possible and with the minimal cost.
I work for a big organization 20,000 employees (Telecommunication Service Provider) and the area which we are going to cover for the certification is the operational sector (5000 employees).
We have so many subcontractors and consultation companies. Most processes are documented but in a different format. So there is a consultation company work for the Design Unit and they use their process and so on for some of the other units.
I feel that most of the things that are required by the ISO are available somewhere but it is either not in the same format or not very organize.
So my role now is to define the starting point and then define the gap and complete it then we will go for certification some time this year.
Therefore, my questions would be:
1- Where should I start?
2- How soon can I get the certificate? or at least be ready for it?
3- Would it be possible that I can use different format of work instruction and subprocess to close the gap in the QMS? or should i re-write them in one format?
Put in mind, that we have completed the L2 processes according to the eTOM framwork but I do not prefer to go any lower than that for now. So the high level processes across the sector are identified, however, the subprocesses/work instruction are in different format due to the dependency on some of the consultation companies/subcontractors.
I have thought to start with writing down the Quality Manaual as a strating point? is this the right way? I want the fastest and the easiest way towards being ready for certification then we can have another project for improvement?
Thanks in advance for any advice you can make. It is much appreciated!
QualityKey,
No need for a traditional gap analysis. You should already have a quality policy and a few quality objectives to show top management's direction and commitment (these documents may need revision later in the system development project).
You are trying to ensure that the system that runs your organization conforms to ISO 9001; you are not really "implementing ISO 9001". Many make this mistake and end up writing a work of fiction around the standard.
Start by analyzing how your organization converts customer needs into cash. Document the results of this analysis preferably using a deployment or swimlane flowchart at the level of your organization, its customers and suppliers.
This determines the key processes in your organization's core process, list these in a spreadsheet and assign the name of an expert to each process.
Then list the key processes that support the core process. These come from ISO 9001 and "common" sense. Be careful not to miss recruiting to go with training (essential for competence) and use active verbs (so corrective action is renamed stopping recurrence of nonconformity).
You should now have a list of key processes each of which is assigned to an owner. Categorize these processes according to the following status: as-is, partly new and new. Partly new is a process you already have but in needs some new controls to conform to ISO 9001. New is a process currently missing from your system (training will be required to put it in place).
Then start understanding and developing the system that runs your business by working with each of the process experts to analyze and document their process to the extent necessary for effective planning, operation and control (you may need lead auditor training to do this well). Ask the process owners to bring with them all existing forms, instructions and other documentation for their process to eliminate duplication and redundancy. Tie only the forms and instructions actually used into the procedures you are creating.
This should take from 3 to six months. When you have completed this work, come back here for more guidance.
BTW, you write the quality manual at the end to describe the system you have discovered. Again if you write the manual to specify the system at the beginning you will end up with a work of fiction.
And why would you advise renaming 'corrective action' to the even longer phrase of 'stopping recurrence of nonconformity'?? If you want to advise on using active verbs (again, good advice), why not just 'doing/taking/managing corrective action'? One might as well learn - and use - the shorter & correct term IMO.
