TABLE OF CONTENTS TABLE OF CONTENTS 2 EXECUTIVE SUMMARY 3 INTRODUCTION 4 WHAT ARE THE DIFFERENT TYPES OF ISO? 5 WHY HAVE IT? 7 WHO HAS IT? 8 WHO WANTS IT? WHY? 9 REGISTRATION PROCESS? 10 WHO RUNS IT? 12 WHO IMPLEMENTS IT? 13 WHO MAINTAINS IT? 14 WHAT ARE THE RISKS OF NOT HAVING IT? 15 AUDITING PROCESS? 16 internal audit 16 External Audit 17 INTERVIEW WITH JOYCE IRVING 18 INTERVIEW WITH BILL JEFFREY 19 CONESTOGA COLLEGE 20 CONVULSION 21 SOURCES 22 EXECUTIVE SUMMARY Being ISO certified, what does that mean and what is required by the organization implementing it? What is the process and procedures when registering for ISO certification and what are the advantages of doing this? ISO means International Organization for Standardization. Organizations who decide to be certified have made a predefined choice to improve their quality management if focusing on the 9000 series or if they were focusing on the 14000 series their primary concern would be environmental management. A mandatory requirement to be certified is to go through the registration process, which involves various phases. Mainly these phases are put in place to confirm that the current documented management system will meet the standard requirements and the policies and procedures are being effectively executed.
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To achieve an effective Registration Assessment the company must go through an auditing process where an auditing team will analyze the management system and its records to see if they are established and being maintained effectively. Once the organization has proven its capability to be ISO certified and is registered, they will still have to go through an auditing process every three years to maintain the quality management system in place. So why have it? ISO standards contribute to making the development, manufacturing and supply of products and services more efficient, safer and cleaner. They supply governments with a mechanical base for health, safety and environmental legislation. In addition to aiding the transfer of technology to developing countries, International Standards make life easier for consumers and serve as a safety measure. Furthermore, suppliers and clientele are committing to only dealing with other ISO certified companies to further guarantee the quality management process.
Benefits of being ISO certified can be described as being invaluable. This report will take a look at the benefits from different perspectives in the economy and how these benefits are being noticed by organizations internationally and how this reflects on the growing number of ISO certified companies. Included in the report will be an example of how Conestoga College was granted ISO certification and the problems that were encountered throughout the implementation of the system. Why was it “put on the back burner”? To answer the many questions we had, we needed to talk to individuals who had the hands on experience in dealing with the ISO situation. We then conducted two interviews; one with Joyce? ? ? (- position? ) and the other with Bill Jeffery? ? ? (- position? ).
After gathering the information from the interviews as well as the research that was conducted, our group needed to pinpoint the problems and decide on what recommendations should be made to help fix these problems. The report will take a more in depth look into the problems encountered and the recommended solutions we identified within Conestoga College. INTRODUCTION ISO has become more commonly used throughout organizations internationally in the past few years. Currently, there are 148 countries certified organizations using International Standards.
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Organizations are finding more of a pressure to become registered, as suppliers and clientele only want to deal with ISO certified companies. Furthermore, organizations are seeing the benefits from being ISO certified. Registered companies who are within the ISO family find that they gain better operations, enhanced performance and expanded profitability. There are various types of ISO that are divided into two different main families. The first family is the ISO 9000 series, which is concerned with “Quality Management”, and the second family is the ISO 14000 series, which is concerned with “Environmental Management.” In order to be ISO certified organizations would have to go through a registration process.
The registration process consists of two main stages. The first stage is the initial assessment, which is completed to ensure that the current documented management system that is in place will meet the specified requirements. The second stage is registration assessment; this is done to ensure that the policies and procedures are successfully carried out in the organization. This process involves internal auditing; where the company must provide the auditing team evidence that the system has been fully documented and effectively implemented, past and current records, facility access, and in addition their cooperation. Internal and external auditing is an integral part of maintaining ISO standards.
Through various tasks they will evaluate and analyze the organizations practices and procedures. The internal auditing process involves numerous phases that should be completed in order to organize and conduct a proper internal audit program. External (third party) audits are one of the most significant features of ISO to ensure the consistent quality. There is a clear advantage for an organization to be ISO certified. It not only benefits the company itself but also benefits the customers, governments, trade officials, developing countries, and the planet itself.
What ISO stands for: ISO is derived from the Greek “iso’s”, meaning equal. This is because “International Organization for Standardization” would have different abbreviations in different languages. For example, ISO would actually be ‘IOS’ in English, however in French it would be ‘OIN’ for “Organisation internationale de normalization.” Therefore, with the Greek term, it does not matter what country or language, the short form of the organization’s name is always ISO. ISO has become more commonly used throughout organizations internationally in the past few years. Currently, there are 148 countries certified in International Standards. Organizations are finding more of a pressure to become registered, as suppliers and clientele only want to deal with ISO certified companies.
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Furthermore, organizations are seeing the benefits from being ISO certified. Companies who are ISO certified find that they gain better operations, enhanced performance and expanded profitability. There are various types of ISO that are divided into two different families. The first family is the ISO 9000 series, which is concerned with “Quality Management”, and the second family is the ISO 14000 series that is concerned with “Environmental Management.” WHAT ARE THE DIFFERENT TYPES OF ISO? What is the difference between ISO 9001 / 9002 / 9003/ 14000/01/04/10/11/12? ISO 9001 is the most inclusive and challenging standard in the ISO 9000 series, and is designed throughout the entire product delivery cycle to create quality for its customers. This process involves product design, engineering, manufacturing, purchasing, marketing, sales, product storage, shipping and handling and product servicing. ISO 9002 is the next most demanding standard in the ISO 9000 series, and is designed to make sure that the quality system is in position from the manufacturing process to the service industry.
ISO 9002 does not emphasize on product design, because it is specifically structured for companies who manufacture products that are designed by someone else. ISO 9003 is the least severe standard in the ISO 9000 series. It focuses only on the requirements for detecting and con ISO 14000 is the international series of standards, which provide a company with a structure for organizing and controlling environmental impacts. These principles cover a variety of environmental regulations, which support companies who need to control problems during final inspection and testing of simple products or services to be in compliance with international reference. Furthermore, International positions are based on best practices for achieving environmental and economic gains. However, these standards do not replace Canadian environmental regulations, and they are not enforceable by the government.
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It is very important to keep in mind that ISO 14000 does not replace ISO 9000, because these two standards are complimentary. Both series focus on the International standards for quality management and quality assurance. The next two documents detail the requirements and guidelines against which a company’s Environmental Management Systems is to be judged. ISO 14001 concentrates on the Environmental Management Systems (EMS), which is a specific principle and is used for guidance.
ISO 14004 also focuses on the Environmental Management Systems, but this is a general guideline for principles, systems and supporting techniques. ISO 14010/11/12 are all guidelines for environmental auditing. They have general principles, audit procedures, qualification measures for environmental auditors. These documents are the guidelines that environmental auditors should satisfy. The ISO 9000 series is primarily concerned with ‘Quality Management’. This means that the organization does to fulfill: o The customer’s quality requirements and applicable regulatory requirements, while aiming to enhance customer satisfaction and achieve continual improvement of its performance in pursuit of these objectives.
The ISO 14000 family is primarily concerned with ‘Environmental Management’. This means what the organization does to: o Minimize harmful effects on the environment caused by its activities, and to achieve continual improvement of its environmental performance. WHY HAVE IT? International Standards can make a worldwide decision as to the quality, process and standards of products and / or services. ISO provides a state of industry-wide standardization.
The standards are practical to industrial and business organizations of all types, to governments and other regulatory bodies, to trade officials, to suppliers and customers, and ultimately, to people in general. ISO standards contribute to making the development, manufacturing and supply of products and services more efficient, safer and cleaner. Trade between countries can be easier and faster with the standards in place. They provide governments with a mechanical base for health, safety and environmental legislation. They assist and support transferring technology to developing countries. Furthermore, International Standards make life easier for consumers and serve as a safeguard.
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WHO HAS IT? Currently there are approximately 250, 000 companies registered and certified in the ISO 9000 series. There are 148 countries joining and it is on the basis of one spokesperson per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system. As of January 2004, the 148 countries consisted of: o 97 member bodies 36 correspondent member so 15 subscriber members Member bodies A member body of ISO is the national body ‘most representative of standardization in its country’. Only one such body for each country is accepted for membership of ISO.
Member bodies are entitled to participate and exercise full voting rights on any technical committee and policy committee of ISO. Correspondent members A correspondent member is usually an organization in a country that does not yet have a fully developed national standards activity. Correspondent members do not take an active part in the technical and policy development work, but are entitled to be kept fully informed about the work of interest to them. Subscriber members Subscriber membership has been established for countries with very small economies.
Subscriber members pay reduced membership fees that nevertheless allow them to maintain contact with international standardization. WHO WANTS IT? WHY? There are numerous reasons why a company would like to become ISO certified, however the three main factors are market pressure, internal effectiveness and productivity benefits. Market Pressure Organizations can be persuaded by market pressure to decide to implement and register for ISO. This is because being ISO certified assures consumers that the company has a good Quality Management System. In addition, many businesses gain and maintain suppliers through ISO registration.
Internal effectiveness Having ISO in place has proven over the years to lead companies to better operations, enhanced performance and expanded profitability. Productivity benefits In correspondence with the internal effectiveness reasons, the company will benefit overall in productivity with improved operations, performance and profitability. REGISTRATION PROCESS? There are two main stages to the registration process: Stage 1 – An assessment is completed to confirm that the current documented management system that is in place will meet the requirements of the QMS and / or EMS standards that the company is pursuing. Furthermore, the assessment validates that the system is implemented and is ready for the Stage 2 Registration Assessment.
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Stage 2 – The reason for the Registration Assessment is to assess the customer’s management system to the applicable standards and to ensure that the policies and procedures are effectively executed. In order to achieve an effective Registration Assessment, the company must: o Provide the audit team with sufficient objective evidence for them to conclude that the management system has been fully documented and effectively implemented in accordance with the applicable standard. o Provide the audit team with the appropriate records. In specific, the records will consist of customer complaints, including changes in procedures and work instructions resulting from corrective actions. o Allow the audit team access to the facilities, personnel and records to verify that the management system is being maintained and is established. o Finally, cooperate in the solution of any non-conformance’s.
Surveillance Audits: Surveillance Audits are conducted on both a semi-annual and annual basis. The audits review: o Customer complaints and organization’s response o Customer internal audit review, planning and results o Management review results and actions o Progress made towards continual improvement targets Corrective Actions arising from Assessment or Audit Visits: Corrective Action Requests (CAR) occurs when there is a gap in the implementation of the system. The organization is required to close these gaps using both minor and major corrective actions. Minor corrective actions are not considered critical but are minor lapses in the implementation of the system. Major corrective actions are typically systemic in nature and could essentially affect the system. Corrective actions should be closed in the following time frames: o Minor Corrective Actions: 60 days for closure.
o Major Corrective Actions: 60 days for closure. After being registered: After the registration there are accreditation requirements for the system that have to be assessed a minimum of once every three years. The audits are done at the beginning of the third year and are based on current published requirements of the applicable standard. WHO RUNS IT? General Assembly A meeting of Officers comprises the General Assembly and, at this time they allocate who the chosen member bodies will be. In addition, correspondent members and subscriber members may attend the meeting as observers. This type of General Assembly meeting is held once a year.
The agenda includes: o Actions relating to the ISO annual report ISO multi-year strategic plan with financial implication so Treasurer’s annual financial status report on the Central Secretariat Overall, the President is the Chairman of the General Assembly meeting. Council The Council, consisting of the Officers and eighteen elected member bodies governs the operations of ISO procedures. Furthermore, the Council appoints the Treasurer, the twelve members of the Technical Management Board, and the Chairmen of the policy development committees. It also decides on the annual budget of the Central Secretariat.
The Central Secretariat The Central Secretariat acts as secretaries to: o The General Assembly o The Council The policy development committees and their subsidiary bodies The Technical Management Board and the committee on reference materials (REMCO).
WHO IMPLEMENTS IT? Seven essential steps to successful implementation: Step 1: Gap Analysis This step involves assessing your organization to determine what is in place and the specific areas that will require improvement. Step 2: Getting Started Involves establishing a Quality Management Team, developing a project schedule, and providing management personnel with training on the ISO requirements. Step 3: Documentation Development This step involves developing all of the required documentation for your quality system. Step 4: Databases Involves developing all of the initial databases you will need for your quality system. Step 5: System Implementation This step involves the actual implementation of your quality system as well as providing your workforce with training on the ISO requirements.
Step 6: System Audits Involves training your personnel to perform quality system audits on your newly implemented quality system. Step 7: Achieving Registration This last step involves preparing you and your personnel for the on-site audit and ensuring that your quality system is successfully registered. WHO MAINTAINS IT? o TC 46 is ISO’s Technical Committee (TC) for information and documentation standards. o SC 9 is the TC 46 Subcommittee (SC).
The SC develops and maintains International Standards. These standards are based on the classification and clarification of information resources.
How to maintain ISOThere are four main ways for a company to be in compliance with the ISO standards requirements, these are: 1. Execute the required internal audits. 2. Supply root cause analysis of non-conformance’s. 3.
Assist with the solution for non-conformance’s by Corrective Actions. 4. Give the required records for the next audit. (Pre-assessment, registration, or surveillance audit) Stages of the development of International Standards International Standards are made once there is an agreement between the member bodies.
ISO TCs and SCs prepare the standards by a six-step process: o Stage 1: Proposal stage o Stage 2: Preparatory stage o Stage 3: Committee stage o Stage 4: Enquiry stage o Stage 5: Approval stage o Stage 6: Publication stage Review of International Standards (Confirmation, Revision, Withdrawal) At least once every five years, ISO standards are reviewed by the TCs/SCs who are responsible for the decisions. At this time, the TC/SC decides whether an International Standard should be confirmed, modified or removed. WHAT ARE THE RISKS OF NOT HAVING IT? Since more and more organizations are imposing the ISO requirements on their suppliers those who are not ISO registered will fall behind. There are approximately 250, 000 companies that are registered and certified in the ISO 9000 series.
The international quality management standards and these companies require their suppliers to be ISO certified as well. Companies are realizing the benefits of having an international quality standard with third-party audits and registration requirements. Moreover, trade between countries can be easier and faster with the standards in place. These principles contribute to the development, manufacturing and supply of products and services. It also provides efficiency, safety and clean work environment where quality products are manufactured.
International standards make life easier for customers and serve as safeguards. In general, company’s that are not ISO certified will be left at a disadvantage. Consequently, by accepting the opinion of a competent and independent auditor, both the supplier and the consumer benefit from reduced costs with less disruption in the industry. Another added benefit to become ISO registered is realized when seeking new sales and contracts, many major corporations now strongly favour registered suppliers, and some even refuse to consider approaches from unregistered companies.
AUDITING PROCESS Internal Audit There are seven phases that should be done to help organize an internal audit program: Phase 1- Plan Internal Audito Prepare an internal audit plano Use planning checklist Phase 2- Perform Internal Audito Two kinds of internal audits: standards audit and procedures audi to Standards Audit o Evaluates how well the ISO standard is being applied Study the audit questions by collecting evidence Evidence is collected through interviewing audited personnel, reading documents, reviewing manuals, checking records, examining data, observing activities, and studying working condition so Procedures Audit o Evaluates how effective your are your (1) quality procedures, (2) policies, (3) plans, and (4) instruction o For each of the 4 answer three questions and summarize your evidence and formulate conclusion so Three questions are: Is it documented? Is it being followed? Is it effective? Phase 3- Summarize Audit Results Prepare reports: the compliance status report and the compliance scores report Compliance Status Report: o Summarizes your compliance status using YES and NO total so Compliance Scores Report: o Use these totals to calculate compliance score so Give you a quick way of determining where remedial resources ought to be allocate do Which way your audit report should be emphasize do Scores can be used to measure whether the performance of your quality system is improving over time Phase 4- Evaluate Internal Audito Audit Evaluation Questionnaire ensures that quality system audit was carried out in a fair and reasonable manner Phase 5- Prepare Audit Report Audit Report Checklist and Outline summarizes the evidence and discusses the conclusions drawn o Discusses the recommendations that should be implemented to correct or prevent and to make improvements Phase 6- Review Audit File o Audit Manager or Senior Audit Executive review questions designed to ensure that internal audit is complete and that tasks have been carried out Phase 7- Take Remedial Actions Monitor control and record implementation process Record a nonconformity, describe it, discuss root causes, and list effect so Record remedial actions that should be carried out to correct or prevent the nonconformity o Prepare implementation plan and monitor its implementation, record results achieved and recommend follow up actions External Audit registered ISO business must undergo frequent external audits from third party registrars who are licensed to carry out audits. The registrars audit the quality the system against the quality documents produced by the business. The auditors determine whether you are doing what you say you are doing within your business. To remain registered a company must be re-audited two times per year to ensure that standards are being met. Third party audits are one of the most important features of ISO to ensure the consistent quality. INTERVIEW WITH JOYCE IRVING 1.
Who was involved in the set up and maintenance of ISO? o Steering committee → Management Faculty→ Support Staff Five different schools – Representation of all five Maintenance – Joyce was in charge of: Audits, Procedure, and Problem Solving. Internal audit And KPMG 2. What were the steps taken in the setup of ISO? o Steering Committee: Team approach Departments with steering committee Curriculum review Working with experts 3. What were the original benefits? o To be able to say we are “ISO”o Forced departments to sit down and look at the procedures in steps: 1. Opportunity for improvement 2. Meeting students needs 3.
Being able to reduce time maintenance calls. 4. What were the outcomes you wanted to achieve? o Outcomes – Registration- Organization 5. How were they achieved? Or why were they not achieved? o Achievement – People working together, “teamwork” to get ISO 9001 o Goals not achieved 6. How was the change communicated? o Steering Committee communicated change 3 years from start date – Newsletters to promote that they stay ISO certified o Managers have response – to take to their departments (? ? ? Don’t understand) 7. Did you find that there was any resistance from staff or union? No, Union bought into it.
No resistance – However a few people resisted change: o Tried to get them on board – reassure them we were working with ISO – not the new procedure o No change, just improvement To understand the process – not to point fingers at people. 8. What was the process to maintain ISO? Chair – Edith? ? ? o Created her position to create internal audit so Measurable o Internal audits – 1994 standard Produce 20 elements Once 2000 standard is put into place it will be ISO certified Once a month – 45 people trained to do internal audits- Voluntary basis Audited process – not departments From Registrar’s Office↓ School – Curriculum↓ Student Graduate 9. How did you determine what to measure? o Quality standards → Prior to ISO Measures were established Just continued with them 11.
How did you measure performance? o Measured performance because 2000 standards came in; Did not do transition to it 1994 standard – as long as you followed your standards it was okay Each department did their performance review 12. What steps were taken if performance standards were not met? o Example: Group of academic chairs / Dean Department manager HR Why is it not happening? → Performance review Did investigating → Recommendations: Train Managers Simplify paperwork o Numbers did improve after. o Example 2: Curriculum review Data pads – dates – process not functioning Representation from different schools “Unbundled” data pack Split deadlines o Example 3: Food and beverages in the classrooms Problem – managers / faculty – Leave classroom clean Identify problems Brainstorming Look at procedures Who would implement it→ Make someone in charge→ Follow up -? ? ? ? ? – One year later 13. How do you define quality education? o Primary business is: Review program – updated computers KPI information? ? ? ? Teacher evaluation Now: Trying to come up with a new program for evaluation.
There is no ISO committee anymore. o Personal Q education Environment for students to be successful in their program. To University → help them to do that To get? ? ? → skills 14. What was the cost to establish ISO? o Ball park – Half a million dollars Amount to register documentation Periodic assessment Audits Plus manpower- 25 Committee managers – 2 hours every other week- $117, 000 average wage- Staff time Initial cost → KPMG – $21, 000? ? ? ? Revenue /? ? ? ? Revenue Periodic Assessment 15. How many manpower hours to establish the program? Edith and herself – full time with input from other people↓ 35 hours per week Transition – February 2001↓ January 2004 o 2 – 3 years to be 1994 ISO certified.
25 men (not sure what to do with this info) 2 261300 per year 3 years 16. How many man hours to maintain? o 3900 hours per year 17. How many years? (Salaries Years) 1997 Started working on it↓ Steering committee came together – December 15/99↓ February 2001 established ISO quality 18. Since it was taken out for budget concerns, what are you doing with the extra people hired for ISO? o Herself and Edith: New committee established Meeting since June Been reassigned -? ? ? ? 19. Additional comments: o 1994 Standard based on manufacturing; Design Review Very difficult to figure out how to make it fit in service – Students vs. Producto New 2000 is more a business process Plan Allocate? ? ? Execute Measure More process approach (2000) ISO Strategic plan Translate strategy into action.
o Benefits of us having ISO Put all departments together Improve communication & all departments work together- Importance of planning Weaknesses of ISO: Quality is what happens in an office Implement quality – does not just happen Lack of quality? ? ? Future Plan: o Quality committee – Receive additional trainin go December 2005 – Do we want to register again? Or is this enough? o Put ownership into department so Train → management→ identify trends Example: Temperature in the classroom so If there are 2 students that complain in every classroom about the temperature, then something will be done about it. o No way of collecting data in all schools Erik De lake – Assistant VP of? ? ? ? Task test – 6 years to develop Purpose – To validate programs through business What workforce actually need so Standards for incoming student so Balancing act → academic standards→ wants to fill seats Measure skills – 3 essential skill so Levels needed: (Transferable skills) Measure Foundation Compute Thinking Written? ? ? ? ? ? Working with each other INTERVIEW WITH BILL JEFFREY 1. Who was involved in the set up and maintenance of ISO? o Only in charge of planning up to implementation and some of the initial maintenance. o 2. What were the steps taken in the setup of ISO? o Initial planning – College steering committee Unions Management Support staff ISO impacts everyone – all campuses o Look at standards of ISO Suggest if we can meet the mo Management department heads Representation from all Include some students at the beginning Full 2 day ISO training Educating committee on ISO philosophy Process was good on documentation Process documentation system Setting up ISO is not easy Once in place – maintaining is the big part. Established training sessions – 2 members were families and trained them.
He (Bill Jeffery) came from hospital sector→ used to do documentation and audits – very natural for him. o Educational setting here – auditing department so 25 auditors were trained to look at documentation in different areas of the college. o Left no room in departments to do their job – when they did audits. o Curriculum design and development Heart of ISO is → 9001 – because we design curriculum → 9002/03 – because they don’t design New Program → design curriculum o More emphasis on documenting on what we do and proving it. o Outline → courses → course outcomes 200 – 300 program so ISO system does not relate to finance o Designing product – end product Hours → 12 hours (2 6) of training per 23 auditors Train to educate auditors – afternoons / evening so Hardest part of ISO: Challenge → auditor’s → prove you are doing it right. 1.
Teach them what ISO is 2. Teach them the standards 3. Documentation/Paperwork – procedures 4. Time Proving → “Say what you do, do what you say, prove it then improve it” (is that right? ) 3. What were the original benefits? o #1 benefit → enhancement of documentation # of policies to ensure consistency – trying to achieve o #2 benefit → evaluating ourselves – making sure we audit? ? ? Quality assurance President tried it as is (I’m not sure what it said – guessed) Was a “point” high point – understand term ISO Different system to maintain 3 Steps: Structure Process (auditing) Outcomes (enhance problems) 4.
What were the outcomes you wanted to achieve? o People understand their roles better – adds consistency. o KMI #1 rating – because of quality Other outcome – technology business Having the capability to talk to businesses that have ISO Example: Budd → high ISO – talk with them because they have the same system. ISO – how do you enhance what you do? 5. How were they achieved? Or why were they not achieved? o No, end of process – “Outcomes were absolutely met”o External audits comes and insures it – 2 times per year 6. How was the change communicated? o Steering committee – meetings ? ? ? ? ? ? ? ? ? ? ? ? Newsletters / updates /website Manual memo’s A lot of communication was done so people understand why you are doing it.
Who communicates to faculty? School meetings with faculty We were fortunate – a lot of faculty had extensive training in ISO, therefore, did not need more. All campuses Mail boxes – so students can faster read up on ISO 7. Did you find that there was any resistance from staff or union? o A lot of resistance with any change – some people can be very educated on ISO (our department) o Those who don’t like – Documentation- Structure- Auditing→ will not like ISO change. o 20 – 25 years – will not want change o easy to convince them that it was good Gave them → logic / rational /benefit so Remembering the day of ISO certification.
Celebrated in blue room → People were so happy! – People came out for it. 8. What was the process to maintain ISO? o Auditing Manuals / document so Everyday! Training policies o Quality council (up to 10 members) – got rid of steering committee Day to day maintenance o Non people HR – clerical person On job all the time 2 people on ISO all the time 1. Quality assurance Staff development 2. Clerking Documentation / mapping o Committee council meets: Developed criteria Document well Teach it – appropriately → teaches performance Compliance vs. non compliance o Every two years: A teacher should be evaluated once per 2 year term It was not done ISO – should make sure it is done Set perimeters on how you operate everyday Change documentation to be able to realistically maintain it.
Annual reviews – too much work, therefore, they change it every 2 years. o #1 School – I can guarantee you there is not a program in the school that does not have proper documentation. 9. How did you determine what to measure? 11. How did you measure performance? (jumped to #12) 12.
What steps were taken if performance standards were not met? o Non compliance/ non conformance o HR – teacher evaluation Give back to HR manager – well documented 24 – 48 hours to turn the non conformance’s and state your plan of action Department needs – man? ? system Its their responsibility to deal with problem (non compliance) o Follow up → Re-audit (one month/2 weeks vs. policies yearly teacher evaluations) Minor (signature) vs. Major (policy) → signatures could be missing – small but could be big. o If still not met – bring up above their position Go up ladder – up to president Committee to make system work Management system top down? ? ? ? 13.
How do you define quality education? o Quality – Excellence of what we do Curriculum – best graduate for market Employers come back and expect good grads Example: Paramedics – if they are not trained it could be a life and death situation i. e. medication o Not minimum grades – better then passing How do you measure this? o Assurances → Inside 1. Health Services → periodical exam → 95% or better -we have a problem- Not just 70% to pass but better or better – in theory and out there 2. With our employees: How good do our grads do? We ask them We interact with them / employers /grads Ask graduate so KPI comes in → #1 Do our measures / surveys Nurses Paramedics etc. → Do own questionnaire Course evaluation / teachers should ask you to reflect about the course Ask student about their input ISO across system – we did not do it / say it- New or modified programs would -That was important and audited Curriculum → Rely on faculty→ Course outline→ Learn very well and stats will reflect that→ then they look at stats – quality Set a bar that is achievable 14.
What was the cost to establish ISO? Cost → Blank on this one – video! ? ? ? → Direct and indirect → salary o 2 people put into place – manager / clerk Their salary under $100, 000 o Registrars cost → initial registration → Can’t remember 15/20, 000 o Indirect – hard (to put cost) time and energy of all these people $100, 000 → $150, 000 per year Isn’t that better for colleges? Better marketing Don’t have to work that hard Cost → As long as you have a system – framework→ Cost is irrelevant→ Companies put money into R&D (Bla Bla? ? ? ) Back Burner → we were ISO to old standards→ only gave us 1. 5 – 2 years to meet new ones – not enough time Take your losses o New seems easier – Taken a lot more resources to get new one- We still have quality → its in our mind so One still in quality manager One clerical → placed into continuing education? Doesn’t know? o They did not loose their job so No weaknesses → just challenges Internal auditing Too much structure – ISO Educational institutions – too structure do St. Laura nes → modified it o Who was the driving force → who is we Director Hospital “Talk the lingo” – business to business President → board of governors – he is accountable for strategic decision so Board made up of directors from industry Same way as businesses o Board appointed → by ministry (approved) (new charter? ) ↓ Does not approve proposals anymore 15. How many manpower hours to establish the program? 16. How many man hours to maintain? 17. How many years? (Salaries Years) 19.
Additional comments: 18. Since it was taken out for budget concerns, what are you doing with the extra people hired for ISO? CONESTOGA COLLEGE An external auditing company called KPMG, which is a Quality Registrar Inc. evaluated the colleges overall performance. As a result, the college became fully registered under the ISO 9001 international quality management system on March 10, 2001. Since that date Conestoga College was one of the two Colleges in Ontario that was certified under ISO 9001.
John Tidbits announced this accomplishment for Conestoga College at a reception held in the Doon campus inside the Blue Room. The goal to have ISO 9001 for the college was to establish standards that will benefit business, industry, the community, and students who decided to attend Conestoga. This registration marked another positive step for Conestoga, because ISO would help transform the College into a provincial and national center of excellence. The purpose of having ISO at Conestoga: o Double enrollment so Transform into a polytechnic institute o Offer many high quality degree program so Increase research and development capabilities o Provide quality educational options for students These reasons might have increased student demand to acquire education at Conestoga College. Conestoga’s Quality Policy Statement is: “Conestoga College continuously seeks opportunities for improvement to meet the needs of our students, employees and communities.” Overall, having ISO 9001 at Conestoga College would have signaled students, customers and clients that this academic institution takes pride in its work, and offers outstanding quality programs and services. PROBLEMS AND RECOMENDATIONS Problem #1: The standards chosen to measure did not directly relate to the desired outcome.
o Measured paperwork processes o Measured insignificant processes as opposed to important areas to improve Should have focused on setting standards that affect student so Desired outcome is educated students therefore measurements should relate to this Should have set standards for curriculum o Should have set standards for teaching other than “how often SAT’s are performed. Recommendation #1: Align your standards to relate to your desired outcome o Decide on your desired outcome (Educated students/ quality education) o Figure out factors that affect the outcome o Set standards for these factor so Develop methods to measure these standard so Ensure these are understood by all Audit all of these standards o Follow up and fix any non conformancesImplementation #1: Done by Roy Problem #2: Full support “Top down” and “Bottom up” was not established Complete support from highest level of management to lowest member of staff was not evident o Complete understanding at all levels was not evident o Complete communication at all levels was not evident o Desire to work together in order to improve quality was not evident o “No Blame” environment was not established from the “Top ” Recommendation #2: Inform all levels of the true benefits to a quality control system Involve all levels in decision making process Communicate to all levels the real benefits of ISO (developed from rec. #1) o Ensure all levels feel free to communicate their idea so Ensure all levels have input into changes o Break down walls of communication by eliminating politics Implementation #2: Done by RoyCONCULSIONInternational and local companies have been more frequently using ISO over the past few years. The standardization that can be accomplished through the two series of ISO, 9000 and 14000, is becoming a strong marketing tool for companies, as there is a growing demand for companies to become certified by clientele. Furthermore, organizations can reap from the advantages of becoming ISO registered by gaining better operations, increased performance and consequently more profitability. As a result from joining the ISO family, not only can the company benefit itself but International Standards also benefits the customers, governments, trade officials, developing countries, and the planet in addition.
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