However, ISO encourages enterprises to combine the two systems. In the past, the vast majority of certifications were in manufacturing. By contrast, the new version is purposely more generic so that it can be applied more universally. The new standard is as applicable to a medical facility or a school as it to a manufacturing facility. With a broader appeal, there is no reason why the number of certifications under the revision should not double.
However, some organizations will find this less of a challenge than others will. Companies that have achieved ISO as a means of improving their business processes will have an edge. Companies that have made only a minimal commitment to ISO , who embraced it as a way to gain a marketing advantage or meet the demands of customers, may feel the new ISO hurts them. Nevertheless, ISO offers considerable advantages for them and their customers. The transition is essentially the same whether a company was registered ISO , or ISO and thus become obsolete.
With publication of the new standard, an organization has a maximum of three years to adopt the standard. In those three years, quality management systems conforming to the or standard will be acceptable. To meet the deadline, it is expected that organizations will start adopting the new requirements during their surveillance audits. Thus, if all goes according to plan, the conversion process should be complete by the beginning of As a rule of thumb, organizations that are in the process of registering to ISO or who want or need to get registered by the end of , can register to the current version.
Still, they should begin modeling their system around ISO in anticipation of the conversion that follows. In general, the implementation process should not be significantly different for the revision than it was for the previous version. Under ISO , businesses will no longer have the option of excluding activities they actually perform. Under the new regime, if you do it, you must include it as part of your ISO system.
By incorporating such factors as customer satisfaction and continual improvement, ISO moves closer to the principles of TQM than its predecessor.
At the same time, it retains the discipline of third party assessment, registration and surveillance that has made ISO so successful. It is an inevitable evolution, which offers substantial benefits to organizations, their customers, and their suppliers. View all posts. Clarion Energy Content Directors. EPA action on coal ash contamination could force plant closures. New Mexico high court upholds deal on coal-fired power plant. Westinghouse could build AP reactors at Czech nuclear site 1.
A plan is simply a method you develop before doing something so you are more likely to have a successful result. The Note refers to a quality plan as a document specifying the processes of the quality management system, as well as, the resources to be applied for a specific product, project, or contract.
According to ISO , quality plans provide a means of relating specific requirements of the process, product, project, or contract to work methods and practices that support product realization. The benefits of establishing a quality plan include:. Increased confidence that requirements will be met 2. Greater assurance that processes are in control 3. Motivation it can give to those involved 4. Insight into opportunities for improvement. Development of a Quality Plan Your organization should identify the need for a quality plan.
For example, a quality plan may be needed for legal or customer reasons, to organize and manage activities, optimize the use of resources, to monitor or assess compliance, or minimize the risk of not meeting requirements. Perform a gap analysis of any observations or findings from the pre-assessment in order to determine who needs to do what to meet the requirements.
Obtain target dates from those employees that will be responsible. Follow up on the assigned items until they are closed. Finally, perform an in-house audit to the new requirements to determine the readiness of your facility. The following list offers some of the common pitfalls, but there are more, and organizations need to consider what additional problems may occur.
Management isn't trained in the new requirements. Personnel undocument the organization's current documentation. Appropriate personnel aren't provided training on new documentation. Adequate resources aren't allocated to implement the transition plan activities. Internal auditors aren't adequately trained in ISO Pertinent information about the transition isn't effectively communicated within the organization.
The organization waits until the last minute. No formal plan is developed. Buyer beware Information about ISO can be found in a variety of places, including magazines, Web sites and training catalogs. But even though the information is plentiful, it's not all necessarily accurate. A recent Web search returned several advertisements for information and training based on previous iterations of the standard, not on the officially released ISO standard. Because there have been changes throughout this standard from each version to the next, it's imperative that organizations confirm that training, tools and information are based on the correct version.
Also, if outside resources are used, ensure that those selected are up-to-date and knowledgeable about the changes. Not doing so could waste a great deal of time and money. Many organizations will be challenged as they begin their own transition process. They will require a committed transition team empowered by top management. Once key personnel have reviewed the ISO standard, organizations should begin the first steps in assembling a team and putting a plan together.
Once this plan is given the green light by top management, organizations should remain focused and make it happen. About the authors Jeanne Ketola and Kathy Roberts conduct transition training, internal audit training and executive overviews for the revised standard. Their transition course is approved by the RAB. For more information about their book, visit www. The authors also have a joint Web site, www. If you have questions or comments about this article, e-mail the authors at jketola qualitydigest.
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