1. How has Executive responsibility changed according to ISO 9001:2015?

    December 25, 2015 by BPIR.com Limited

    Originally posted on LinkedIn by Paul Harding

    In the previous 2008 edition of the ISO 9001 Quality management systems requirements standard there was a mandatory requirement for top management of an organization to appoint a management representative to perform certain tasks in establishing and maintaining the Quality Management System. In practice this position varied, depending on the understanding of the requirement by senior executives, from that of an administrative position to one of complete control of the QMS. In other words the Management Representative was either a

    Scribe or a Champion.

    In my experience of interacting with “ISO 9001” certified organizations I have come across many scribes but rarely have I seen a true champion. The revised 2015 standard now calls for more leadership and commitment from top management who must also take accountability for the effectiveness of the QMS. A champion or a number of champions may still be appointed but if the auditors and Certification Bodies are true to the revised requirements in the standard, scribes will no longer be acceptable as a substitute for leadership.

    The new standard also requires that top management ensure that the quality policy and objectives for the QMS are compatible with the context and strategic direction of the organization and are integrated into the organization’s business processes. Furthermore the new standard also requires that top management engage, direct and support persons in order to contribute to the effectiveness of the QMS. In essence this now means top management need to link strategy and operations in their organizations.

    In one of my previous posts on this Pulse site I spoke about “Should executives be auditors?” and the article focused on how executives can effectively address this issue of taking accountability for the performance of the organization. The methodology described was based on the Focus, Alignment, Integration and Review (FAIR) approach. Focused activities in the form of new strategic goals and objectives need to be aligned across various business processes. Once this has taken place the new activities need to be integrated into the existing operations. Finally executive involvement is recommended in order to review the outcomes of the integration process at the various levels and stages of application. This is now what the 2015 new standard requires but will anything change or will it be “ISO 9001” business as usual?

    Change from management responsibility to leadership

    There have now been significant changes in the new ISO 9001:2015 Quality management systems – Requirements standard where the requirement for management responsibility has been replaced for a requirement for leadership. How is this change going to affect the application of the requirements to satisfy conformance to the new ISO 9001:2015 standard?

    If we follow the definition of leadership found in ISO 9000:2015 Quality management systems – Fundamentals and vocabulary, we see that; “Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.” ISO 9000:2015 goes on to give a rationale for this statement. “Creation of unity of purpose and direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.” So what are the possible actions that top management of an organization could take to comply with the leadership requirement found in ISO 9001:2015?

    According to ISO 9000:2015 these actions could include:

    • Communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;
    • Create and sustain shared values, fairness and ethical models for behavior at all levels in the organization;
    • Establish a culture of trust and integrity;
    • Encourage an organization-wide commitment to quality;
    • Ensure that leaders at all levels are positive examples to people in the organization;
    • Provide people with the required resources, training and authority to act with accountability;
    • Inspire, encourage and recognize the contribution of people.

     

    The new standard also requires the integration of the quality management system requirements into the organization’s business processes. The ISO 9000:2015 Quality management systems – fundamentals and vocabulary standard does not give a definition of a “business process” only that of a “process”. However, there is a note under leadership in ISO 9001:2015 that says “business” can be interpreted broadly to mean those activities that are core to the purpose of the organization’s existence. So we must now ask the question: Is ISO 9001:2015 talking about the Management of a Quality System or are we now finally talking about the Quality of a Management System?


  2. How Bad Design Wrecked Steve Harvey’s “Universe”

    by BPIR.com Limited

    Originally posted on LinkedIn by Eric Thomas

    Whether or not you believe the Miss Universe flub by Steve Harvey was hilarious or tragic (twitter certainly believes the former), one thing is for sure, a much better design could’ve saved a lot of heartache.

    View the Card below:

    miss_universe01

    Welcome to the silliest and most sloppily arranged piece of design to hit a multi-million dollar, overproduced, international beauty pageant to date. This is like showing up in flip-flops to the Oscars. And with months in the making, and thousands of hours worth of prep time, how did this part get overlooked?

    Let’s break it down.

    There isn’t any logical order to this. Sizing, placement, and organizing is all over the place. Why is “Miss Universe” all the way to the right, but “Philippines” is centered below it? The actual winner, compositionally speaking, was essentially just cast off to the side. It looks like a footnote. And even though this document was created so that the names could be added later, they could have at least made the letters bigger. Microsoft Word can certainly adjust font sizes.

    Redesigned Card

    I took 20 minutes of my time to try and get this right. First, I’ve updated the brand to match. Just because this is simple and utilitarian doesn’t mean it can’t match the rest of the show. After that, I tackled the hierarchy. Now our “2015 Miss Universe” is now way more obvious. I’ve even managed to leave places to add the winner labels. Also, everything is easier to read and follow. Our elimination card is legible, clean, and focused. By using size and color, we’ve made this document a lot more easy to understand.Maybe every elimination card couldn’t be this neat and pretty. But this is the main one. The Finale. This mistake isn’t Steve Harvey’s fault. The culprit here is, once again, bad design. Hey Steve, I got your back buddy.


  3. Back to the Future…Baldrige Style

    November 8, 2015 by BPIR.com Limited

    BTTF logo

    Originally posted on Blogrige by Harry Hertz

    We have made it to 2015 and there has been much recent news coverage of the 2015 predictions from the Back to the Future 2 movie. And interestingly enough, many of the predictions have come true (or close to it), including the Chicago Cubs almost making it to the world series. So, with tongue in cheek, I decided to take some key words from the Baldrige Excellence Framework and predict what they will encompass 25 years from now, in 2040.

    Analysis: CEOs will upload the content of their brains (including data and information that has been presented to them) to the cloud at night and then download recommended decisions and implementation plans back to their brains before going to work in the morning.

    Stakeholders: Your key stakeholders will include not only customers, workforce members, partners, collaborators, and local and professional communities, but will also include the robots and computers that are making important decisions for your other stakeholders.

    Organizational Structure: The typical organization chart will include where computers sit in the various decision making processes of leadership, management, and governance.

    Action Plans: Creating specific actions to reach longer-term strategic objectives will include traveling to the future to see the outcome of the intended plan and then modifying it based on what you learned. Of course your competitors will be doing this also and modifying their plans!

    Workforce Engagement: A key factor will be how many teleportation locations you provide to let employees teleport to work from their homes around the globe.

    Workforce Empowerment: Allowing workforce members to use their implanted, non-company-controlled, personal computers to make real-time work related decisions.

    Customer Support: A software module that can be downloaded to the customers’ implanted personal computer to address their requirements and desires, without them ever asking.

    Customer Engagement: The success of the downloaded module in meeting your customers’ needs and providing information on the characteristics of the product upgrade/replacement they will want to buy in five years.

    We can all meet in 2040 and see what came true!


  4. South African Quality Institutes latest news

    October 25, 2015 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI052015

    • Business Process Principles, by Peter K Fraser
    • Benchmarking Past, Present and Future, by Dr. Robin Mann
    • ISO9001:2015 Revision Frequently Asked Questions (FAQs)
    • Positive Coping Behaviour Reinforces Employee Productivity, by Dr. Dicky Els and Terrance M. Booysen
    • Quality in Schools, by Dr. Richard Hayward

    Click here to download download this newsletter.

     

     

     

     

     

     

     


  5. Quality-Cost Connect

    September 28, 2015 by BPIR.com Limited

    By Suresh Lulla, Founder & Mentor, Qimpro Consultants Pvt. Ltd.

    Multinational banks are known to invest in excellent infrastructure and executives. The lowest designation for a new campus recruit two decades ago, in India, was nothing less than Vice President. Salaries matched the designation. The self esteem of these freshly recruited students was always at a zenith.

    They were the prize catch for the most popular campus recruiters—multinational banks.

    I was invited by a multinational bank in South Mumbai, the financial capital of India, to experience excellence. An autopsy of sorts. Yes, this branch of the bank had marble flooring, piped music, art that only a successful bank could afford personal computers at every desk, and more. Perfect.

    The head of the branch took me around to meet with several of his executives. I will focus on one 200 square feet section that was partitioned with a three feet high wall. This section seated four executives, in the four corners, facing the partition wall. All four in pin striped suits. Each of the four was very busy working on his dedicated personal computer

    I asked: “What is the activity of this section?”
    Branch head: “They print the monthly statements of account holders.”
    The qualitist in me: “Oh, they manufacture monthly statements.”
    Branch head: ???
    More of the qualitist: “What is the failure rate for these monthly statements?”
    Branch head: “Can’t you see…it’s all computerized!!”
    Yet more of the qualitist: “Oh. I see. Do any customers come back for reconciliation?”
    “Hardly any.”
    “How many?”
    “Perhaps one in 200.”
    “Ah ha. That’s 0.5% failure rate.”
    “So what’s the cost of failure?”
    “Minimal.”
    “Let’s find out”

    The branch head and I invested a half-day finding out what work the four executives actually did. As it turned out, one needed the equivalent of two persons to do 99.5% of the work right the first time and the equivalent of another two to correct 0.5 % failures!

    Potential_gains

    So what is the cost of poor quality (COPQ) of this section? It’s 50% of the budget for that department plus the equivalent of marble flooring, piped music, and art.

    The bank heard the alarm. They commenced their pilot projects by working on COPQ for the auto loan process in South India.

    Lessons Learned:
    – COPQ is alive and well in every service process
    – A low failure rate can disguise a high COPQ
    – COPQ is an opportunity
    – Problems for pilot projects should have high visibility
    – Quality has two arms: product/service features and freedom from deficiencies

    This fable aims to demystify the concept of COPQ and how it affects our balance sheets everyday! The costs associated with poor quality are due to both sporadic and chronic quality problems.

    These costs together are referred to as COPQ. The COPQ in any organisation is approximately 30% of total costs. Consequently, the proposition is: halve your COPQ and double your profit (without capital investment).

    A sporadic problem is a sudden, adverse change in the status quo, which requires remedy through restoring the status quo. Firefighting.

    A chronic problem is a long standing adverse situation, which requires remedy through changing the status quo. Fire prevention.

    The skills required for fire prevention are distinctly different to those required for fire fighting. Likewise, the skills required for solving chronic problems are distinctly different to those required for solving sporadic problems.

    Do managers have the skills to solve chronic problems?