ISO 9001: 2008 Changes & Revisions (PPT)

Here is a PowerPoint presentation that details the changes to ISO 9001 from the 2000 revision to the 2008 Revision. It includes some implementation advice. Here is the link

http://tinyurl.com/yebsl8y

Process Mapping: Defining Procedures, Interactions, and Improvement

We have been using process mapping techniques for over 10 years now. We use this for internal auditing, lean improvements, management system documentation and improvement, and for general training.

We have been more recently focusing on the process mapping in service industries. Some of these companies are supporting manufacturing and several in completely different business areas.

We are finding that the expertise gained in documenting and improvement of processes in manufacturing has directly applied in the service and support areas.

The goals of process mapping should include:

· Define how work is conducted
· Describe the “Who”, “What”, & “When” of a process
· Describe the interactions between different departments and groups
· Standardize important steps
· More effectively and efficiently train new people
· Pursue higher quality and efficiency
· Identify non-value added steps
· Identify bottlenecks
· Identify opportunities to combine steps
· Identify computerization opportunities

Most processes can be broken down to the following 2 types:

1. External Oriented Process
- Direct association with Customer Satisfaction
- Inputs & output overlap with Customer
- Customer has expectations / requirements to meet
2. Management & Support Processes
- Processes with internal “Customers” and requirements

When developing a process map it is critical to identify the process inputs and outputs. These include manpower, machine, materials, data…These can be used when creating the process flow within a functional area.

The next important part of the process is to document the interactions within the process to other functional areas. Once a process is established (Even when not documented) the interactions is where the issues most commonly occur. A good example is that purchasing may be very good at their process in procuring the correct materials in an agreed upon timeframe, a common issue may be that they are not notified up front when a new project is started.

These processes may also identify multiple approvals required within a project. Upon closer process review it may be determined that these approvals can be combined or some steps eliminated which would speed the process up and eliminate bottlenecks. This is a lean concept known as value stream mapping.

Some quick tips on incorporating value stream mapping concepts in a process map include:

· Record Process as it actually is
· Make a list of steps that could be simplified
· Identify responsibility
· Identify Authority
· Focus on interactions with other departments, customers, suppliers…
· Create a list of items that could be computerized
· Start a “Parking Lot” to store ideas to address later

Process maps are a much better approach to documenting processes than the traditional written procedure. They are much easier for most people to understand and can more quickly convey critical steps and interaction points.

Several Process Mapping sessions recently conducted immediately identified missed communication, non-value added steps and opportunities for improvement. In each case this initiated significant improvements for a return on investment of the time and resources for this project.

AS9100 “C” Revisions

Overall Changes and Important Additions from Revision “B” and ISO 9001.

The focus of the AS9100C requirements added to ISO 9001 is on the Aerospace & Defense Industry needs. An important point is that a company currently registered to ISO 9001 that also has automotive requirements such as APQP, FMEA & PPAP built into their system or with staff that is familiar with these requirements will have an easier time upgrading their current system.
Production Process Verification (Basically the “First Article Inspection” FAI) and Work Transfer processes are AS9100 Specific, but companies experienced in PPAP will find that they are quite prepared to meet these requirements.
The main new requirements in AS9100C focus on: Project Management, Risk Management, and changes to Configuration Management. A company with a strong, documented design and product launch process will find that they meet many of these requirements and will have appropriate process in which to add any additional items required. Companies that do not have formal processes for the above items will find a great amount of benefit in establishing and implementing these processes (Increasing efficiency & quality and reducing risk).

Registration / Certification Note: Most registrars are not expecting to be qualified to register companies to the new revision until late 2009 or early 2010. This gives companies that are currently registered to AS9100B and companies working on implementation time to address the changed requirements.

Goal and Objectives of Changes to AS9100C as defined by IAQG
· Incorporate ISO 9001: 2008 Changes
· Expand the AS9100 scope to include Aviation, Space & Defense (Land and Sea based
systems)
· Increased focus on on-time and on-quality deliveries
· Clarify where documented procedures are required
· Expansion of scope to include:

o Risk Management
o Project Management
o Configuration Management
o Critical Items and special requirements

· There was extensive stakeholder involvement in revision effort to ensure the standard was recognized by many different industry “Customers” and regulatory bodies.

Key Changes to the standard requirements: (AS9100B to AS9100C)

As defined by International Aerospace Quality Group (IAQG), there are:6 additions, 8 revisions, 3 deletions

If you would like to read the rest of the additions, revisions, and deletions, Please click here: http://msgweb.com/AS9100C.html

Services We Offer

With a combined 60 years of experience in quality and process management systems, MSG presents practical solutions to companies that are struggling to obtain their first certification or working to be certified or improve in new areas of business.

Clients rely on MSG to help with international standards that are a prerequisite to selling products and services to large multinational companies or entering foreign markets directly.

MSG clients value the firm’s simple yet thorough approaches to building quality and project management processes that do more than satisfy auditors; MSG programs can help companies achieve first-time quality and reduce waste.

Because MSG has helped hundreds of companies in industries as wide ranging as automotive manufacturing to telecommunications, the firm has a deep toolbox of instructional materials and programs.