The Hierarchy of Control is safety focused. This article explores how we can adjust it so that it suits quality and environmental management too.
The management system standards currently makes more reference to processes than they do procedures. This is because with modern software which utilises workflows and automated machines often a process can be controlled automatically without relying on people and procedures, but what if you don’t have fancy software controlling your processes. Do you still need procedures or can you use processes?
Someone commented on LinkedIn that the number of ISO 9001 certificates being issued was declining. I thought I would research the trends and determine the facts for ISO 9001, ISO 14001 and ISO 27001 – the results were interesting. The following data was taken from the ISO Organisations own website. Read more…
In addition to the traditional quality, safety and environmental risks which most company’s seem to understand, the latest iteration of the standards now require us to identify opportunities and the risks and these are not limited to those related to the delivery of your products and services, but extend to Read more…
Many of my customers who run a business have specific goals, aims and objectives so why as soon as we start talking about objectives within the management system do business leaders switch off?
There must be some disconnect between the management system and the business when business leaders can’t see why they need to engage with the task of setting management system objectives. These objectives should be the business objectives. What the ISO management system standards are trying to do is get business leaders to engage with the management system objectives and think carefully about setting the business’ direction rather than just setting the next financial target or hoping to record a lower incident or accident rate.
Hone your objective setting skills here. Read article
Since 1992 I’ve been audited to a range of standards including ISO 9001, ISO 14001, AS 4801, OHSAS 18001 and ISO 17025 (sometimes for management systems I developed and sometimes for systems that were thrust upon me). I have conducted factory audits for product marking schemes, certification audits, internal audits and 2nd party audits and over the years I’ve learnt some techniques which I thought may assist you.
I believe there are two alternate approaches to audit management. Both have merit, but the one you choose is dependent on your situation. The ‘lock-down’ approach tends to be adopted where persons are uncomfortable with the audit situation or where the management systems is immature, while the open approach is synonymous with optimising. Read on to find out which approach you should take. Read article
We all really want to work with facts. Hearsay and rumour can be diverting and unhelpful, but if used with caution can provide valuable guidance to improving your system. When should you rely on facts and when can you use rumour and hearsay in your management system? Read article
Supplier Management is an area that we see neglected time and time again. This article explores supplier management as applied to management systems (Quality, Safety or Environmental) and provides basic guidance to make it a natural concept for most companies to adopt. Read article