| Home | About Us | History | Resources | Overseas presence | Client Testimonials & Certification Check About System Certification | AMC | Trainings | Steps of Implementation | Contact Us |
Steps of ImplementationImplementation of management systems affects the entire organization right from the start. If pursued with total dedication, it results in 'cultural transition' to an atmosphere of continuous improvement. The process of implementing management system depends on: The 14 essential steps, briefly described below, are to be followed through in order to Step 1: Top Management CommitmentStep 2. Establish Implementation TeamStep 3. Start Management System Awareness ProgramsStep 4. Provide TrainingStep 5. Conduct Initial Status SurveyStep 6. Create a Documented Implementation PlanStep 7. Develop Management System DocumentationStep 8: Document ControlStep 9. ImplementationStep 10. Internal AuditStep 11. Management ReviewStep 12. Pre-assessment AuditStep 13. Certification and RegistrationStep 14: Continual ImprovementStep 1: Top Management CommitmentThe top management (managing director or chief executive) should demonstrate a commitment and a determination to implement a management system in the organization. Without top management commitment, no aspect initiative can succeed. Top management must be convinced that implementation will enable the organization to demonstrate to its customers & other interested parties a visible commitment. It should realize that a management system would improve overall business efficiency by elimination of wasteful duplication of work and documentation. The top management should provide evidence of its commitment to the development and implementation of the management system and continually improve its effectiveness by:
Leading the organization by example, Participating in improvement projects, Creating an environment that encourages the involvement of people. This type of top management commitment may be driven by:
The top management should identify the goals to be achieved through the Management system. Typical goals may be:
Step 2. Establish Implementation TeamManagement System is implemented by people. The first phase of implementation calls for the commitment of top management - the CEO and perhaps a handful of other key people. The next step is to establish implementation team and appoint a Management Representative (MR) as its coordinator to plan and oversee implementation. Its members should include representatives of all functions of the organization - Marketing, Design and development, Planning, Production, quality control, etc. In the context of the standard, the MR is the person within the Organization who acts as interface between organization management and the MANAGEMENT SYSTEMS registrar. His role is, in fact, much broader than that. The MR should also act as the organization's "management system champion," and must be a person with:
The members of the implementation team should also be trained on Management Systems by a professional training organization Step 3. Start Management System Awareness ProgramsManagement System awareness programs should be conducted to communicate to the employees the aim of the management system; the advantage it offers to employees, customers and the organization; how it will work; and their roles and responsibilities within the system. Suppliers of materials and components & other interested parties should also participate in these programs. The awareness program should emphasize the benefits that the organization expects to realize through its management system. The program should also stress the higher levels of participation and self-direction that the management system renders to employees. Such a focus will go far to enlist employee support and commitment. The programs could be run either by the implementation team or by experts hired to talk to different levels of employees. Step 4. Provide TrainingSince the management system affects all the areas and all personnel in the organization, training programs should be structured for different categories of employees - senior managers, middle-level managers, supervisors and workers. The Management System implementation plan should make provision for this training. The training should cover the basic concepts of Management Systems and the standard and their overall impact on the strategic goals of the organization, the changed processes, and the likely work culture implications of the system. In addition, initial training may also be necessary on writing manuals, procedures and work instruction; auditing principles; techniques of laboratory management; calibration; testing procedures, etc. When in-house capacity to carry out such training is not available, it may be necessary to participate in external training courses run by professional training organizations. Alternatively, an external training institution could be invited to conduct in-house training courses Step 5. Conduct Initial Status SurveyManagement System does not require duplication of effort or redundant system. The basic goal is to create a management system that conforms to the standard. This does not preclude incorporating, adapting, and adding onto management programs already in place. So the next step in the implementation process is to compare the organization's existing management system, if there is one -- with the requirements of the international standard. For this purpose, an organization flow chart showing how information actually flows (not what should be done) from order placement by the customer to delivery to this customer should be drawn up. From this over-all flow chart, a flow chart of activities in each department should be prepared. With the aid of the flow charts, a record of existing management system should be established. A significant number of written procedures may already be in place. Unless they are very much out of date, these documents should not be discarded. Rather, they should be incorporated into the new management system. Documents requiring modification or elaboration should be identified and listed. This exercise is some times referred to as " gap analysis''. During these review processes, wide consultation with executives and representatives of various unions and associations within the organization is required to enlist their active cooperation. In the review process, documents should be collected, studied and registered for further use, possibly after they have been revised. Before developing new management system documentation, you need to consider with which requirements or department you should start. The best is to select an area where processes are fairly well organized, running effectively and functioning satisfactorily. The basic approach is to determine and record how a process is currently carried out. We can do this by identifying the people involved and obtaining information from them during individual interviews. Unfortunately, it often happens that different people will give different, contradicting versions of a process. Each one may refer to oral instructions that are not accurate or clear. This is why the facts are often not described correctly the first time around, and have to be revised several times. Once it has been agreed how to describe the current process, this process has to be adapted, supplemented and implemented according to the requirements of the international. This requires organizational arrangements, the drawing up of additional documents and possible removal of existing documentation (e.g. procedures, inspection/test plans, inspection/test instructions) and records (e.g. inspection/test reports, inspection/test certificates). In introducing a management system, the emphasis is on the improvement of the existing processes or the re-organization of processes. In general, the steps to follow are the following:
Step 6. Create a Documented Implementation PlanOnce the organization has obtained a clear picture of how its management system compares with the international standard, all non-conformances must be addressed with a documented implementation plan. Usually, the plan calls for identifying and describing processes to make the organization's management system fully in compliance with the standard. The implementation plan should be thorough and specific, detailing:
These elements should be organized into a detailed chart, to be reviewed and approved. The plan should define the responsibilities of different departments and personnel and set target dates for the completion of activities. Once approved, the Management Representative should control, review and update the plan as the implementation process proceeds. Typical implementation action plan How does it work? What is required? Determine and document the operation/process?? Typical action plan MANAGEMENT SYSTEMS awareness campaign Appoint MR + establish implementation team Initial status survey + planning Develop manual-Level A Write Level B documents Write Level C documents Monitor implementation process First internal audit Clear nonconformities Pre-registration audit training Compliance discrepancies Registration Compliance audit Step 7. Develop Management System DocumentationDocumentation is the most common area of non-conformance among organizations wishing to implement Management Systems. As one company pointed out: "When we started our implementation, we found that documentation was inadequate. Even absent, in some areas. Take calibration. Obviously it's necessary, and obviously we do it, but it wasn't being documented. Another area was inspection and testing. We inspect and test practically every item that leaves here, but our documentation was inadequate". Documentation of the management system should include:
Management System documentation is generally prepared in the three levels indicated in the box that follows. Level A: Apex manual States the scope of the management system, including exclusions and details of their justification; and describes the processes of the management system and their interaction. Generally gives an organization profile; presents the organizational relationships and responsibilities of persons whose work affects and outlines the main procedures. It may also describe organization's policy and objectives. Level B: Management system procedures Describes the activities of individual departments, how the aspects are controlled in each department and the checks that are carried out. Level C: Other documents (forms, reports, work instructions, etc.) Work instructions describe in detail how specific tasks are performed; include drawing standards, methods of tests, customer's specifications, etc. Presents forms to be used for recording observations, etc. In small companies, the above levels of documentation could be presented in one manual; otherwise, separate manuals should be prepared. A list of the documents to be prepared should be drawn up and the responsibility for writing the documents should be assigned to the persons concerned in various functional departments. They should be advised to prepare the drafts within a specific time frame. Step 8: Document ControlOnce the necessary management system documentation has been generated, a documented system must be created to control it. Control is simply a means of managing the creation, approval, distribution, revision, storage, and disposal of the various types of documentation. Document control systems should be as simple and as easy to operate as possible -- sufficient to meet international standard requirements and that is all. Document control should include:
The principle of management systems document control is that employees should have access to the documentation and records needed to fulfill their responsibilities. Step 9. ImplementationIt is good practice to implement the management system being documented as the documentation is developed, although this may be more effective in larger firms. In smaller companies, the management system is often implemented all at once throughout the organization. Where phased implementation takes place, the effectiveness of the system in selected areas can be evaluated. It would be a good idea initially to evaluate areas where the chances of a positive evaluation are high, to maintain the confidence of both management and staff in the merits of implementing the management system. The implementation progress should be monitored to ensure that the management system is effective and conforms to the standard. These activities include internal audit, formal corrective action and management review. Step 10. Internal AuditAs the system is being installed, its effectiveness should be checked by regular internal audits. Internal audits are conducted to verify that the installed management system:
A few staff members should be trained to carry out internal auditing. Use ISO 19011 for guidance in auditing, auditor qualification and programmes Step 11. Management ReviewWhen the installed management system has been operating for three to six months, an internal audit and management review should be conducted and corrective actions implemented. The management reviews are conducted to ensure the continuing suitability, adequacy and effectiveness of the management system. The review should include assessing opportunities for improvement and the need for changes to the management system, including the policy and objectives. The input to management review should include information on:
Management reviews should also address the pitfalls to effective implementation, including lack of CEO commitment, failure to involve everyone in the process, and failure to monitor progress and enforce deadlines. Step 12. Pre-assessment AuditWhen system deficiencies are no longer visible, it is normally time to apply for certification. However, before doing so, a pre-assessment audit should be arranged with an independent and qualified auditor. Sometimes certification bodies provide this service for a nominal charge. The pre-assessment audit would provide a degree of confidence for formally going ahead with an application for certification. Step 13. Certification and RegistrationOnce the management system has been in operation for a few months and has stabilized, a formal application for certification could be made to a selected certification agency. The certification agency first carries out an audit of the documents (referred to as an "adequacy audit"). If the documents conform to the requirements of the international standard, then on-site audit is carried out. If the certification body finds the system to be working satisfactorily, it awards the organization a certificate, generally for a period of three years. During this three-year period, it will carry out periodic surveillance audits to ensure that the system is continuing to operate satisfactorily. Step 14: Continual ImprovementCertification to Management Systems should not be an end. You should continually seek to improve the effectiveness and suitability of the management system through the use of:
ISO 9004:2000 provides a methodology for continual improvement. | ||
 |
||
| Copyright © 2009 Oxygen Technologies. Legal Disclaimer | ||