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This e-Newsletter is in HTML format and may not be displayed properly by some email programs. Please click on our web site address above to see the e-Newsletter with its proper formatting.
In a
January-February 2005 article in ISO
Management Systems, Oswald Dodds (who chairs ISO/TC 207) summarized the
main changes in ISO 14001:2004 compared to the 1996 version as:
We have 120 web sites listed on our LINKS page. Most of the links are to non-profit associations, institutes, and societies. If your favorite web site isn't listed, please let us know. Try out a few of the links and find valuable resources for future reference. A clause-by-clause summary of the AS9100B:2004 requirements has been added to our web site. This Quick Reference identifies the additional AS9100B:2004 clauses beyond those in ISO 9001:2000 by displaying them in Italics. ISO 9001:2000 clauses with additional AS9100B:2004 requirements or notes have an "*" in the AS column. Clauses with AS9006 clarifications or requirements for deliverable software are identified with a "S". See the example for clause 4 below:
Go to the quick reference at our web site to see all the clauses and requirement summaries. Refer to the AS9100B:2004 standard for the specific requirements. What is continual improvement? Continual improvement is a type of change that is focused on increasing the effectiveness and/or efficiency of an organization to fulfill its policy and objectives. It is not limited to quality initiatives. Improvement in business strategy; business results; and customer, employee and supplier relationships can be subject to continual improvement. Put simply, it means 'getting better all the time'. What should be improved? Continual improvement should focus on enablers such as leadership, communication, resources, organization structure, people, and processes - in other words, everything in the organization, in all functions at all levels. Continual improvement should also lead to better results, such as, price, cost, productivity, time to market, delivery, responsiveness, profit, and customer and employee satisfaction. There has been a tendency in total quality management programs to focus on departmental improvements which do not improve business results overall. Departmental improvements may merely move the constraints or problem somewhere else in the process chain. What continual improvement is not Improvement is not about using a set of tools and techniques. Improvement is not going through the motions of organizing improvement teams and training people. Improvement is a result, so it can only be claimed after there has been a beneficial change in an organization's performance. Gradual, incremental or breakthrough There are three types of improvement. Continuous improvement is gradual never-ending change, whereas continual improvement is incremental change. Both types of improvements are what the Japanese call Kaizen. Breakthroughs are improvements, but in one giant leap - a step change. However, the method of achievement is the same, but breakthroughs tend to arise out of chance discoveries and could take years before being made. Relationship with TQM and ISO 9000
If the organization has identified its critical success factors (that handful of things at which it must be supremely good in order to succeed), then focusing the attention of the continual improvement process onto one or more of these for a defined period might give rise to major improvements. Whose responsibility is it? No one in the organization, from top to bottom, is exempt from the responsibility for improvement. It is a normal component of all employees' jobs to search out ways of improving performance. Furthermore, no one is expected to do this without help and support from others. How does a company organize for improvement? Most continual improvement programs are executed by teams that either diagnose problems, search for solutions, or implement changes. These teams may be within departments or cross-functional. However, there needs to be a steering group of managers which direct the teams towards their goal, and above all, provides the environment for success. What tools should be used? The portfolio of tools used for continual improvement should be those which enable an organization to execute the ten steps above. These include:
Continual improvement is far more than a set of techniques. For many organizations, it involves a radical change in attitudes. The defense of the status quo, and resistance to innovation, cannot be treated as normal management behavior. A fear of reprisals for reporting problems has to be replaced by congratulating people for identifying an opportunity to improve. Hoarding of good ideas within departmental walls must be a thing of the past as people share their knowledge and experience in the search for greater collective success. The importance of commitment Continual improvement is about the entire organization and everything it does. It has to be a prime concern of executive management and its success depends upon commitment from the top. The commitment must also be highly visible. It is not enough to have a quality policy signed by the chief executive. If executive management does not demonstrate its commitment by doing what it says it will do, they cannot expect others to be committed to the policy. Reward success The encouragement of people who have initiated improvements, however small, is an important component. This can be done in many ways, from displays on special improvement notice boards to the awarding of prizes. This is an area in which the culture and style of the organization has to be considered. The sudden introduction of a show business style into a staid environment may lead to cynicism rather than effective promotion of improvement. Rewards may, but need not, have a financial component. Dealing with failure It is very common to find that about 12 to 18 months into a continual improvement program it is felt that it is not delivering what was expected. This is just the time to redouble efforts. It is a long-term haul to change behavior, therefore persistence and extra imaginative effort is the key. This information was based on a fact sheet at the web site for the Institute of Quality Assurance. To see additional resources, go to the IQA Quality Information Center. Deborah
Dumaine, author of Write to the Top, states that poorly
conceived and written e-mail can do a grave disservice to our careers.
She says, "Too many managers just don't believe that taking the time to
write a professional-sounding e-mail makes a difference." She adds,
"Many executives judge managers poorly who haven't mastered the skill." Dumaine discovered that top management will often doubt a manager's
skills when they receive careless, error-filled e-mail communication. The new
RABQSA organization
(replaced the RAB on January 1, 2005) offers two types of certification
schemes for
quality management system auditors:
The new Principal QMS Auditor grade recognizes that an applicant has demonstrated the competencies to conduct a QMS audit either solo, or as a member of a team. In the old RAB scheme, a QMS Auditor could perform both these duties. Now, the QMS Auditor can only audit as part of a team. The Lead QMS Auditor grade recognizes that an applicant has demonstrated the competencies required to conduct a QMS audit and lead an audit team. The new Business Improvement QMS Auditor grade recognizes that an applicant has demonstrated the competencies of a Lead QMS Auditor, plus can advise an organization using business improvement tools. Applicants must demonstrate RABQSA-defined competencies covering:
Knowledge competencies are demonstrated through the successful completion of an examination by a RABQSA Approved Training Provider. Applicants must submit a certificate from a RABQSA Approved Training Provider that the required competencies have been demonstrated. RABQSA maintains a Register of RABQSA Accredited Training Providers at (http://www.rabqsa.com). Skill Examination The new RABQSA accredited scheme requires all QMS auditor grades (except Provisional) to undertake a Skill Examination. In other words, RABQSA will assign a Skill Examiner to witness one of the applicant's audits and return the Skill Examination results. This Skill Examination will be conducted for the initial Certification and every four years for the Re-Certification. In addition, every two years from the initial Certification and the Re-Certification, a free RABQSA e-based examination on current knowledge competencies must be successfully completed. Attribute Examination PAAS Master is a simple e-based online examination consisting of 85 psychometric questions, which examine 12 personal attributes. These attributes identify the more effective and efficient auditors. A software matrix-analysis of each answer determines whether the applicant has the potential to demonstrate the required attributes. It is not a 'go/no-go' evaluation. Simply, it will indicate to RABQSA where an applicant may experience difficulty in terms of demonstrating specific attributes and will be considered in relation to the other competencies of skill, knowledge, and qualification. Where the RABQSA may have a concern, the applicant will be required to attend an interview with a RABQSA scheme examiner. The examiner will validate the results and recommend the appropriate professional development. In the most extreme case, RABQSA may decline certification. The PAAS Master online examination is taken as part of the Application (except for Provisional QMS Auditors) and again every four years for the Re-Certification. Education Level The old RAB scheme required a minimum of a secondary education. The new RABQSA accredited scheme requires a "tertiary" education level, defined as post-secondary education, e.g., trade school, associate, bachelor, and/or higher college degree. However, applicants may be considered for certification if they can demonstrate that through their work experience, and/or other means, they have achieved an educational standard that enables the effective conduct and management of QMS audits. Work Experience The old RAB scheme required a minimum of 8 years of work experience with a secondary education, 6 years of work experience with an associate's degree, and 4 years of work experience with a bachelor's degree or higher. The new RABQSA accredited scheme requires only 2 years of work experience in a technical or managerial position with direct quality management responsibilities. Certification Fees The old RAB scheme required a certification and annual fee for Provisional QMS Auditor = $160, QMS Auditor = $210, and QMS Lead Auditor = $220. The new RABQSA accredited scheme has similar certification and annual fees for the new grades: Provisional QMS Auditor = $160, QMS Auditor = $220, Lead QMS Auditor = $240, Principal QMS Auditor = $240, and Business Improvement QMS Auditor = $240. However, the new RABQSA accredited scheme has an increased application fee of $525 (Administration Fee = $100, Skill Examination Fee = $400, and PAAS Master = $25). After the application has been approved, the certification fee is paid (the annual amount shown in the prior paragraph). The applicable Annual Fee is payable each year on the anniversary of the certification. And, a Re-certification Fee is payable every 4th anniversary of the initial certification and re-certification. This Re-certification Fee is $425 (Skill Examination = $400 and PAAS Master = $25), plus the applicable Annual Fee (Provisional QMS Auditor = $160; QMS Auditor = $220; and Lead QMS Auditor, Principal QMS Auditor, and Business Improvement QMS Auditor = $240). Note: The Skill Examiner expense, e.g., travel, accommodations, and incidentals, is NOT included in the $400 Skill Examination Fee. The applicant (for certification) or auditor (for re-certification) will be invoiced for these expenses, which may add hundreds of dollars, depending on the travel location of the Skill Examiner. Audit Logs and CPD Points The audit logs that were maintained for RAB certification and recertification will not be required by the RABQSA accredited scheme. Likewise, evidence of continuing professional development will no longer be needed for the RABQSA accredited scheme. Transition Auditors currently certified by RABQSA seeking to transition to an accredited scheme can do so by completing the Application Form (Accredited Scheme) available on the RABQSA web site. Certified auditors will not be required to re-submit their qualifications (work experience, tertiary education or training) and will be awarded their currently certified scopes in the accredited scheme if deemed competent in the knowledge, skill and personal attribute requirements. If expanding certification scopes upon transition, you will be required to complete the Expansion Application Form and provide the necessary qualifications for the additional scopes. Applications for the unaccredited scheme will be accepted until December 31, 2006. To apply for certification or recertification after this date, you will be required to transition to an accredited scheme. RABQSA is recommending that certified persons transition to the accredited scheme at their next annual fee payment date. RABQSA Web Site For more information on QMS auditor certification, go to this RABQSA page: <http://www.rabqsa.com/per_quality.shtml>.
Classes taught by Larry Whittington are shown in yellow.
ISO
9001:2000 Lead
Auditor (RABQSA Certified) - BSI Management Systems
ISO
9001:2000
Internal Auditor (RABQSA Certified) - BSI
Management Systems
Implementing ISO 9001:2000 Course developed by Larry Whittington
Understanding ISO 9001:2000 Requirements (Atlanta Only - $295) Course developed by Larry Whittington
Quality
System
Documentation (ISO 9001:2000)
The above
public
courses can
be offered on-site at your facility. In addition, we offer these
on-site courses:
© 2000-2005 Whittington & Associates, LLC. All rights reserved. You may copy this e-Newsletter provided you copy it completely, do not change it, and include this copyright notice. |
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