TOP TEN MISTAKES ISO 9001 CONSULTANTS

Published by Christopher Paris on January 29, 2013

This marks the first of a series of “How to Be an Excellent ISO 9001 Consultant” articles; it would equally apply to consultants of other management systems including AS9100, ISO 14001, TS 16949, etc.

Here I present some common mistakes that ISO 9001 consultants make which both hinder their own success,  as well as the success of their clients. In no particular order:

1.) Expect to get rich. ISO 9001 is not, by any measure, a rich man’s game. Dwindling interest, increased  resistance, and poor oversight by its authorities have cut deeply into the market. Would-be consultants  have an unfounded fantasy that if they hang their shingle, clients will come running. That’s not true,  and market forces have driven pricing down so that when a client does appear, they will not be handing you an open checkbook. Padding contracts with long term conditions, unending expenses, and “up-selling”  additional services are the mark of a truly bad consultant who has little understanding of his or her  client’s true needs. Fixed price contracts are the best approach. A good consultant works fast, provides accurate and excellence service, and focuses on earning a living by acquiring multiple clients, not by trying to earn an entire year’s salary on one or two. Even then, you will not pull bank like a Hollywood plastic surgeon. You must enter this business because you want to help companies, people and industry, not because you want to buy a new boat to put inside your other boat.

2.) Doomsaying. Consultants have an unusual tendency to present current-state reality as a Zombie Apocalypse. They also  always seem shocked that a client who has just hired them doesn’t have anything already in place (hint: that’s why they hired a consultant.) A typically over-gloomy remark might sound like. “You  haven’t done anything! This is going to take so much work. You really are far off from where you need to  be!”

This doesn’t do anyone any good, even when it’s 100% true. Consultants need to learn some bedside  manner, and present bad news with tact, calm and even a bit of spin. Consider instead: “We’ve got some challenges,  but nothing I haven’t seen before. We can work this out, we’ll just have to stay focused.” See how I  incorporated myself into the discussion by saying “we”? It’s a team effort, and the client wants to know  they hired you to help them, not merely shout the panicked orders of a captain on a sinking ship.

Clients  want to see calm, experienced confidence. Panicking them only makes you look like a newbie.

3.) Overemphasize “management commitment.” This common claim has its origins in a well-intentioned ISO 9001 requirement (clause 5.1), but has become the crutch for lazy consultants who want to start their  work with an easy escape clause: if things go wrong, they can blame management.

Other than the obvious, this is also bad for two other reasons: first, it sends a message to the client that the consultant lacks the  ability to rally the team, including management, and is offloading that responsibility back to the people  who hired him. Second, it is often interpreted as a subtle jab at the guys paying you; it implies the company hasn’t had any management commitment to date. Even if that’s true —especially if it’s true — the client doesn’t want to hear it.

Finally, it also happens to be nonsense. Management commitment helps, but in many cultures – especially the US – management has to be won over after the fact. A good consultant can lead the ISO 9001 effort even in a environment hostile to ISO 9001, and then win them over later by showing them the results of the program. (Right now a lot of not-so-good consultants are shaking their heads on that point. Managers, meanwhile, are nodding in agreement.) By showing management end results such as reduced scrap, increased productivity, profits, you will get far more “management commitment” than any speech at an opening meeting. These are the things that win over managers, and often times you have to do the work first and get the “commitment” later.

Is that ideal, or even easy? No, but it’s what you are being paid for.

4.) Reliance on friendly auditors. Here I am not talking about outright collusion, where a consultant and  auditor have a side deal that provides financial benefit to them both, outside of the view of the client.  Instead, some consultants find an auditor they like, and promote that auditor from client to client.  Perhaps the auditor is friendly, perhaps he or she “goes easy” on the consultant’s clients, perhaps it’s an old  friend, or previous trainer. None of this serves the client well, and it weakens the consultant’s  abilities over time. When a different auditor enters the mix, all hell breaks loose.

A good consultant should be able to handle any auditor a registrar throws at them, being  skilled enough to implement systems that meet the majority of auditors’ expectations, and being willing  to (gently!) challenge a bad auditor, when they encounter one. (More on that point later.)

5.) Data dump. Few consultants actually have any training on how to be a consultant. As a result, they do now know the best methods for knowledge transfer. They perform a “raw data dump” and regurgitate all their knowledge onto the client, in no particular sequence or, worse yet, following the numbering of the ISO 9001 standard. The client is left struggling to interpret the mess long after the consultant has left. This is why ISO 9001 implementation training courses are so notoriously bad … they rely on this method of knowledge transfer, rather than tailoring it to the particular client.

All information must be transferred in an ordered fashion, optimized to help the client understand why certain things are required, letting them pause to work with it for a while before moving onto the next subject. Despite appearances, this will result in a faster implementation program, because the information is pushed more quickly and absorbed more readily. Less re-training is required later.

To do this, the consultant must develop a true implementation “program” – a blueprint for how the consulting activities will normally progress, through milestones and other activities. This can be a template, but then must be modified for the particular client. It should be updated as the contract progresses, and changed accordingly.

6.) Training the client to be a consultant. Consultants often don’t realize that by teaching clients everything they know (see #5 “Data Dump”), they are not training clients on ISO 9001, but instead training them to become their competition.

Typical scenario: a procedure is required, so the consultant trains the client on how to write a procedure. Perhaps a week later, the consultant returns to review the client’s procedure, only to point out the weaknesses, order some edits, and come back later to check again. It’s agonizingly slow, and would be better served if the consultant just wrote the procedure based on information gleaned from interviews.

This approach teaches the client how to create an ISO 9001 QMS, rather than use one, which is only good if the client wants to become an ISO 9001 consultant. It sounds like a subtle distinction, but there is actually a vast difference. Clients are not tech writers, they are not skilled at writing procedures that address all the requirements, and they don’t need to be. Once again, that’s what they have hired you for.

You are paid to develop and deliver the QMS. The client wants to get busy with using the system, not crafting it. Their input is essential, of course, but the nuts and bolts of building the system are the work of the consultant. Then the client can focus on implementing those procedures and moving forward to improve them.

Consider this: your doctor doesn’t teach you how to do surgery on yourself, but he will help you improve once the surgery is complete.

7.) Reliance on boilerplates and previous client documents. Boilerplate documents provide a limited use, mostly for saving time when writing procedures that are unlikely to differ between clients, such as management review (because the standard is so descriptive in what is required, leaving little room for creativity.) But the bulk of procedures are likely to be very, very different from one client to the next, and the use of boilerplates will either require the consultant to fit the company around the procedure (never good), or to re-write the procedure from scratch anyway.

Consultants will also often use documents they’ve written for other clients, and the risk here is that (again) the previous client’s approach doesn’t work for the new client, or (most embarrassingly)  the previous client’s name will pop up in the document’s text or metadata, revealing the game. Instead  it’s best to only use boilerplate text as a last resort, to obtain data from the client through interviews, and then write procedures based on that, only adding or changing things when a specific requirement is not met.

PS: boilerplate documents that rely on cut-and-pasting of client information rarely pass a registration audit, no matter what the sellers of those documents say. For more, seeSeven Reasons Why ISO 9001 Boilerplates Don’t Work.

8.) Staying within the box. ISO 9001 has devolved into a set of memes, cultivated by lazy registrar auditors and somnambulist consultants. These include such non-requirements as the “training matrix,” “master document list,” “job descriptions,” “process maps” and “document numbers.” None of these are specific requirements, but you’d be hard pressed to find an auditor or consultant who didn’t think at least one of those really was mandated by ISO 9001. As a result, consultants tend to impose these methods on clients, rather than find an alternative “out of the box” approach that might better suit the client.

Consultants must tailor their solutions to the client, and sometimes that means “going nuts” with new ideas. For example, I once wrote a quality manual that utilized single-panel cartoons to present most of the information. Don’t worry about getting registrar buy-in; that can be dealt with later, by communicating clearly with the registrar. During the implementation, focus on what works for the client, and constantly bounce it against the actual language of the standard, not your memory of it. If it meets the intent, the auditor will have to agree to it later.

9.) Representing the registrar over the client. Too many consultants conduct their own work with both eyes on what they think the registrar will accept. This has the effect of the consultant working more for the registrar than for their own client. As I’ve said, registrars must — by accreditation rules — attempt to understand how each client has interpreted and implemented the various requirements. The client will have plenty of opportunity to explain the approach or method to the auditor. An auditor who refuses to accept a given approach without citing specific evidence on how it fails to comply can be challenged. The client must come first.

10.) Needlessly combating the registrar. The industry may suffer from poorly trained auditors, deceptive CB sales reps, unmotivated Accreditation Bodies and inept ISO management, it’s still no excuse to go off half-cocked on an auditor. Auditors will make mistakes — lots of them, if history is any indicator — and these must be addressed in a calm, procedural manner. Accreditation rules require registrars to process appeals and complaints according to set requirements, and consultants should learn these (ISO 17021) and know how to run such concerns through the documented systems. You’ll have a harder time convincing an auditor, or the appeals committee, of the validity of your challenge if you don’t ground it in evidence and facts, and instead rely on full-on freakouts to make your case.

http://www.oxebridge.com/emma/?p=1237

PERDAGANGAN BEBAS ATAU SISTEM EKONOMI EFISIEN

Oleh : Fauzi Aziz

DUA istilah yang dipakai sebagai judul opini ini sengaja diungkapkan ke ruang publik dengan maksud bukan hanya sekadar untuk mencari jawaban atas pertanyaan, apa perbedaan makna di antara keduanya.

Tetapi, lebih dari itu, jika kita diminta memilih di antara kedua istilah tersebut, maka penulis lebih cenderung memilih untuk mengatakan bahwa yang dibutukan oleh negara bangsa di dunia sejatinya adalah “bagaimana membangun sistem ekonomi yang efisien” sebagai instrumen kebijakan untuk mendukung sistem perdagangan dan investasi, baik di tingkat lokal, nasional, regional, dan global, yang misi utamanya menjamin agar aliran barang, modal, teknologi, dan manusia dapat berlangsung efisien.

Perdagangan bebas adalah doktrin ekonomi liberal yang saat ini menjadi mainstream kebijakan di bidang perdagangan dan investasi di tingkat regional dan global. Sistem ekonomi liberal pada hakikatnya adalah doktrin yang bersifat politik yang tunduk pada rezim kapitalisme dan liberalisme. Sebagai doktrin yang bersifat politis tentu tidak bisa “dipaksakan” agar semua negara menjadi penganutnya. Alasannya, karena hampir semua negara di dunia pasti memilki doktrin ekonomi sendiri dan pada umumnya tunduk pada konstitusi negara sebagai negara yang berdaulat.

Jadi perdagangan bebas bukan sebuah keniscayaan, tapi sebuah kepentingan yang “bercokol” di balik sistem kapitalisme dan liberalisme. Perdagangan bebas dipakai sebagai alat untuk mengakses sumber daya ekonomi di seluruh negara di dunia. Ketika dunia dilanda krisis pangan dan energi, isu perdagangan bebas makin kencang gaungnya, seakan menjadi dewa penyelamat.

Secara objektif harus diakui bahwa perdagangan bebas memang bisa berdampak positif, tetapi pada saat yang bersamaan, bisa berdampak negatif bagi perekonomian suatu negara. Namun, jika masih ada cara lain yang bisa menjamin bahwa aliran barang, modal, teknologi, dan manusia tetap dapat berjalan dengan lancar, maka seharusnya isu kebijakannya bukan harus dihela oleh sistem perdagangan bebas, tapi lebih tepat bila isu kebijakannya “bagaimana semua negara di dunia mendapatkan kesempatan yang sama untuk membangun sistem ekonomi nasional yang efisien.

Kerja sama ekonomi yang menjadi isu atau tema utama bukan lagi soal liberalisasi pasar, tetapi bagaimana sistem ekonomi yang efisien dapat tercipta dan sekaligus dapat menjamin kelancaran arus barang, modal, teknologi dan manusia yang dibutuhkan untuk mendukung pelaksanaan kebijakan perdagangan dan investasi.

Efisiensi adalah sesuatu yang universal dan sebuah keniscayaan, sedang perdagangan bebas tidak bisa disebut sebagai sesuatu yang universal dan sebuah keniscayaan, karena dia adalah bagian dari sistem politik ekonomi liberal yang tidak dapat membebaskan diri dari soal kepentingan.

Sistem ekonomi yang efisien pasti akan dapat menjawab persoalan inflasi, permasalahan produksi dan distribusi, sistem logistic, serta persoalan daya saing. Bagi negara-negara yang belum berhasil membangun sistem ekonomi secara efisien, ketika dihadapkan langsung dengan perdagangan bebas, pasti negara yang bersangkutan cenderung menjadi the looser daripada menjadi the winner.

Secara politis, sistem perdagangan bebas lebih cenderung akan melahirkan sentimen politik, karena negara yang dirugikan. Di dalam negerinya pasti akan mendapatkan tekanan politik dari rakyatnya karena menganggur dan jatuh miskin terkena dampak langsung dari pelaksanaan sistem perdagangan bebas. Gejolak politik dapat terjadi kapan saja dan di mana saja akibat praktik perdagangan bebas. Konflik sosial bisa terjadi kapan saja dan di mana saja yang dapat memicu kemarahan dan perlawanan kelompok masyarakat yang kepentingannya merasa dikorbankan dan dirugikan.

Sistem perdagangan bebas telah melahirkan berbagai bentuk disparitas antarkelompok masyarakat, antarwilayah, antarsektor dan antarkelompok pendapatan. Oleh sebab itu,mari kita sebagai bangsa berpikir ulang dan sambil mengajukan sebuah pertanyaan yang mendasar, apakah dalam kehidupan ber-ekonomi kita harus tunduk dan patuh pada rezim perdagangan bebas yang pasti tidak pernah akan bebas dari kepentingan sebagai satu-satunya pilihan, atau kita harus punya sikap sebagai nation state bahwa perdagangan antarbangsa itu penting, namun tidak harus bebas.

Yang penting justru h bagaimana sistem perdagangan antarbangsa itu tetap dapat berlangsung, karena sistem ekonomi di semua negara berhasil mengefisienkan dirinya. Secara objektif, banyak negara di dunia masih mempunyai kendala dalam membangun sistem ekonomi yang efisien, termasuk Indonesia. Menjadi kegalauan ketika Indonesia pada tahun 2015 nanti akan mulai berlaga dalam ajang ASEAN Free Trade.

Kesannya adalah tidak semuanya kita siap, karena menyadari di negeri ini sistem ekonominya masih high cost. Maka, dalam setiap perundingan internasional di fora manapun, Indonesia harus berjuang dan menyampaikan gagasan baru bahwa membangun ekonomi regional dan global pilar utamanya bukan free trade, tetapi to develop efisiency untuk mendukung perdagangan antarbangsa yang tidak terdistorsi dan dapat berpotensi menimbulkan bias politik, social, dan budaya.

Perintah Konstitusi

Sistem perlindungan kegiatan ekonomi di masing-masing negara tetap dimungkinkan, karena perintah konstitusi dalam suatu negara yang berdaulat. Tapi, mengisolasi diri dalam pergaulan antarbangsa di bidang apa pun mustahil dapat dilakukan oleh negara mana pun karena sesama bangsa di dunia “terikat” oleh komitmen untuk melakukan kerja sama saling menguntungkan dan saling memberikan manfaat.

Jadi, kerja sama ekonomi di tingkat regional dan global packing-nya yang ideal sebenarnya bukan dibungkus oleh spirit untuk melakukan perdagangan bebas, tetapi lebih tepat jika bungkusnya bagaimana antarnegara bisa saling kerja sama membangun efisiensi perekonomiannya. Perdagangan dan investasi secara nasional, regional, dan global silakan jalan terus, karena hal tersebut memang sebuah keniscayaan. Aliran barang, modal, teknologi, dan manusia tetap harus berlangsung dengan lancar karena masyarakat, bangsa, dan negara memang membutuhkan untuk melaksanakan pembangunan ekonominya.

Pajak, bea masuk, dan bea keluar, tidak bisa dihapuskan untuk mendukung pelaksanaan perdagangan bebas, karena pajak, bea masuk dan bea keluar adalah salah satu sumber pendapatan negara untuk mendukung pelaksanaan pembangunan dan pada umumnya diatur oleh konstitusi. Penulis cenderung menyatakan bahwa perdagangan bebas adalah sistem politik ekonomi, bukan masalah substansi ekonominya sendiri, karena itu disebut sebagai sistem yang tidak bebas dari kepentingan.

Sementara itu, efisiensi adalah murni sebagai isu ekonomi dan berlaku secara universal. Jika ada negara yang kalah tanding dalam perdagangan antarbangsa penyebabnya pasti karena efisiensi perekonomian nasionalnya menghadapi banyak masalah dan menjadi kewajiban pemerintah, dunia usaha, dan masyarakat untuk memperbaikinya agar daya saing ekonomi di tingkat lokal, nasional, regional, dan global makin tinggi. ***

http://www.tubasmedia.com/berita/perdagangan-bebas-atau-sistem-ekonomi-efisien/

KADIN PROTES PT PELINDO II

Persaingan Usaha


JAKARTA - Pelaku usaha logistik memprotes rencana PT Pelabuhan Indonesia II mendirikan beberapa anak perusahaan yang bergerak di sektor logistik dan kepelabuhanan.


Wakil Ketua Umum Kadin Indonesia Bidang Logistik Carmelita Hartoto mengatakan pendirian beberapa anak usaha yang didukung Kementerian BUMN itu mulai mengancam sektor bisnis swasta di pelabuhan.

"Anak-anak usaha Pelindo II ini bahkan sekarang mematikan pengusaha-pengusaha pergudangan, forwarder, trucking, bongkar muat," katanya belum lama ini.

Dia menjelaskan anak usaha BUMN pelabuhan itu juga diizinkan mengikuti tender di sektor kepelabuhanan dengan nilai di atas Rp 25 milliar. Seharusnya, anak usaha Pelindo II itu hanya diizinkan ikut tender dengan nilai proyek minimal Rp 100 milliar.

Carmelita menyatakan pihaknya akan berupaya melindungi pelaku usaha di sektor pelabuhan agar bisa menjalankan usahanya dengan baik.

Menurutnya, Asosiasi Pengusaha Bongkar Muat Indonesia (APBMI) sudah banyak berkontribusi di sektor pelabuhan.

"Kalau mereka tergeser karena Pelindo II mempunyai banyak anak usaha yang bergerak dibidang yang sama, akan menyakitkan pelaku yang lama," tegasnya.

Sampai saat ini, Pelindo II bekerja sama dengan 11 operator terminal terseleksi di Pelabuhan Tanjung Priok. "Dengan cara mereka bekerja dengan begitu bagusnya, sudah selayaknya mendapat kesempatan berkarya," katanya.

Carmelita mengharapkan anak perusahaan Pelindo II tidak mengganggu iklim berusaha di bidang logistik dan kepelabuhanan.

Namun, dia mengkhawatirkan keberadaan anak usaha itu mengancam keberlangsungan usaha di sektor logistik dan kepelabuhanan.

ANAK USAHA BARU

Direktur Utama PT Pelindo II Richard Joost Lino menyatakan pihaknya pada tahun ini memang akan memiliki 23 anak usaha.

Saat ini, perseroan memiliki 10 anak perusahaan sedangkan hingga akhir 2013 ditargetkan muncul 13 anak usaha lagi di bidang jasa kepelabuhanan dan logistik.

Lino menargetkan pendirian lima anak perusahaan baru bisa dilakukan dalam waktu dekat. Kelima anak usaha itu yakni PT Pusat Studi Maritim dan Logistik Indonesia, PT IPC Terminal Petikemas, PT Jasa Armada Indonesia, PT Terminal Petikemas Indonesia, dan PT Pelabuhan Tanjung Priok.

"Pertimbangan kami mendirikan anak usaha pendukung kegiatan usaha ini adalah agar kemi lebih fokus dan lebih kuat dalam mengoperasikan pelabuhan, serta mampu memberikan solusi kepelabuhanan yang tepat sasaran," tuturnya.

Menurutnya, anak usaha baru itu akan fokus pada bisnis inti yakni untuk layanan bulk, kontainer, logistik, pendukung bisnis di bidang dredging, training, ICT, dan lainnya.

Ketua Umum Asosiasi Logistik dan Forwarder Indonesia (ALFI) Iskandar Zulkarnain menilai anak usaha Pelindo II mulai mengancam usaha swasta.

"Praktek pendirian anak usaha Pelindo ini melanggar Undang-undang Antimonopoli, karena Pelindo akhirnya menguasai bisnis dari hulu ke hilir," katanya.

Dia menyatakan tidak sepakat dengan langkah yang ditempuh PT Pelindo II karena anggota ALFI dan forwarder, pergudangan, perusahaan bongkar muat (PBM) terancam gulung tikar.


Sumber :  Bisnis Indonesia

SELAMAT ULANG TAHUN INTERNUSA!

Hari ini, sebagaimana hari yang sama tahun-tahun yang lalu kita diperdengarkan lagi lagu Mars Internusa. PT Internusa Hasta Buana, “bundo kanduang” yang membesarkan ISKA Group kini telah berusia 22 tahun. Meski perannya telah digantikan PT Iska Niaga Darma sebagai holding, sepak terjangnya di masa lalu menyimpan memori yang tak lekang oleh waktu.

Happy Anniversary Internusa!

+++++++++++++++++++++++++++++++++++

MARS INTERNUSA

Bangun amal usaha

berkarya dengan nyata

bersama Internusa

sarana ibadah kepadaNya …

Bekerja sama, taati peraturan

jujur, tanggung jawab pada mutu

disiplin, tanpa ragu, terus maju

cepat, tepat, penuh perhatian …

Kasih sayang, landasan

dalam kita berkarya,

tunjukkan keadilan

untuk masa depan jaya …

Ayo, ayo, mari maju, mari maju

junjung tinggi kehormatanmu,

Ayo, ayo mari maju, mari maju

junjung tinggi kehormatanmu …

(Capt.Radian)

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TIMELINE ISO 9001:2015 - ROLE OF MANAGEMENT REPRESENTATIVE

GENEVA, SWITZERLAND, 6 MARCH 2013 - As part of its ongoing revision and development process, the International Organisation for Standardisation (ISO) has been preparing for the next major revision to ISO 9001 (the last, minor amendment to the Standard was made in 2008). The ISO Working Group (TC176-SC2-WG24) is currently forecasting final publication in the last quarter of 2015.  Before then, however, there are a number of preparatory stages which have to be carried out.

ISO 9001 REVISION TIMETABLE

The current ISO timeline anticipates that a draft version of the revised Standard (DIS) will be available in Q2 of 2014. Subject to comment and voting on its content, a final draft version (FDIS) could be available during the final quarter of 2014 with publication of the revised version of the Standard approximately a year later. Clearly this timeline may be subject to delay and date slippage.

REVISED CONTENT

At this stage in the revision process, it is uncertain what the precise requirements of the final revised version of ISO 9001 will be. However, it is already known that certain structural changes will be made. 

Following the adoption by ISO of ‘Annex SL’ in 2012, all technical committees developing management system standards have to use the same structure, terms and definitions. Management system standards have already been published using this harmon­ised structure (e.g. ISO 20121:2012, Event Sustainability Management Systems) and ISO 9001 will follow this new format during its revision process.

For this reason, we know that the revised version of ISO 9001 will have ten sections:

1.       Scope

2.       Normative references: Both of these sections will have wording that is specific to the Standard (including its intended outcome)

3.       Terms and definitions: This will reference the common terms and core definitions outlined in Annex SL as well as any which are specific solely to QMS

4.       Context of the organisation: This section will include requirements relating to understanding the organisation implementing the Standard, the needs and expectations of interested parties, the scope of its QMS and the QMS itself.

5.       Leadership: Top management leadership and commitment, the QMS policy, as well as organisational roles, responsibilities and authorities.

6.       Planning: Actions to address risks and opportunities, QMS objectives and plans to achieve them.

7.       Support: Resources needed for the QMS, personnel competence and awareness, communication and documented information.

8.       Operation: Operational planning and control.

9.       Performance evaluation: Monitoring, measurement, analysis and evaluation, internal audit and management review.

10.   Improvement: Non-conformity, corrective action and continual improvement.

Aside from some general wording changes (using the term ‘documented information’ to replace references to ‘documentation’ and ‘records’, for example), the text that Annex SL requires to be used contains no specific requirements for ‘preventive action’. Although it is made clear that this is because one of the principal purposes of any management system as a whole is to act as a tool for preventing non-conformity in the first place, ‘preventive action’ may still yet be included in the final revised version of ISO 9001.

Annex SL includes a specific requirement that organisations determine the risks that need to be addressed to ensure that their management system can achieve its intended outcomes, prevent or reduce undesired effects and achieve continual improvement. Each management system standard can define risk in terms that are relevant to their specific discipline; so the revised version of ISO 9001 may do so in relation to product or service conformity and customer satisfaction.

Clearly at this stage in the revision process  no organisation can be sure of the additional QMS specific content that will be included in the final revised version of ISO 9001. Until the final draft is issued towards the end of 2014, no organisation can realistically make any definite forecast about requirements, detailed plans for internal process or procedural revisions, or for ISO 9001 certificate transition arrangements.

We have seen through several years transformations in ISO 9001 which substantiates the important role of Management Representatives (MRs)  from Managing Procedures to Managing Processes to Managing Results .  ISO 9001 has gone past the 25 years since its inception last 1987 and is here to stay. The concepts of customer, process, management review and continual improvement among others have been stable through many organisations and so is the application of the ISO 9001 standard. Everyone can associate with the requirements that guided organisations in managing the assurance for quality products and services all towards increasing assurance for customer satisfaction and the drive for continual improvement. 

With its silver years of existence and 4 revisions, it has seen through the transformation of the role of management representatives in various organisations and is yet to see some further developments to address the emerging issues that we have today. Through the years, with the observed  revisions of related management system standards and the emerging revision for ISO 9001:2015, we are about to see further challenges for the post of being the management representative, be it a QMR : Quality Management Representative or the increasing role of being the IMR: Integrated Management Representative. A growing question then arises in every practitioner for Management System.

(Q) What do we anticipate for ISO 9001:2015? What is in store for the new QMR?

The technical experts behind the ISO 9000 series of standards have been chartering the change and soliciting data from user communities and reviewing the feedback from the market. With the results of such studies are two key directions: 

The first being intention is that ISO 9001:2008 would be revised with only minor changes, and this had  already been witnessed approximately 5 years ago where the revision was only on terminologies, linkage with relevant standard and provisions for managing competence particularly for auditors as has been supported with the ISO 19001 version 2011. 

Second, ISO 9001:2015 which is its target date of release would result in a more extensive revision, addressing global and technological changes in the marketplace.  There are areas of consideration that will go into the next revision, and they are those that relates to (1) sector - specific standards and to improvements and changes in technology, supply chain management, and globalisation.

(1)    Sector-specifics and related management system standards

Over the years, there’s been a proliferation of sector-specific standards based on ISO 9001. In the last two years, standards have been added relating to food safety - ISO 22000,   road safety management – ISO 39001, and the petroleum industry - ISO 29001. They join the now-mature standards in such areas as medical device - ISO 13485, automotive - ISO/TS 16949, telecommunications - TL 9000, and aerospace - AS9100. These sector-specific standards are mostly founded on ISO 9001 and their sector-specific nature revolves around the addition of requirements that are unique to a particular industry. For example, automotive suppliers, registered to ISO/TS 16949, deal with customer specific requirements and application of core tools. 

The standards field has been further augmented by standards relating to environmental issues - ISO 14001, health and safety - OHSAS 18001, energy management – ISO 50001, sustainable events management – ISO 20121 and competence in laboratory testing and calibration - ISO 17025.  The above related standards are now growing to be not just an effort for environmental integrity and societal accountability but are becoming to be a customer contractual requirement. 

It can be challenging for an organisation complying with such commitments with customers and to develop a QMS that incorporates the requirements of multiple sector-specific standards effectively and efficiently.  Though reality prevails that meeting customer requirement entails that you manage the business risks and related risks that will lead to its disruption. And such is where the auditors’ competence and the integrative function of the management representative are headed in the future of ISO 9001:2015- the ability of your present management system to integrate or link with related management system standards and the accompanying objectives.

Some of the future concepts being addressed are the integration of risk-based thinking. The objective of other management system standards i.e.  ISO 14001 and OHSAS 18001 differ significantly from this quality management system standard but the model being espoused in the ISO 14001 and the OHSAS 18001 as has been summarised in PAS 99 is being looked at as the integrative model for effective reconciliation of management plans, processes and performance results. This is expected to be another significant input in the next major revision of ISO 9001 to formally adopt the wider perspective of planning which incorporates risk-based thinking.

With such, the QMR: Quality Management Representative or the IMR: Integrated Management representative has to consider the completeness of his knowledge regarding the risks prevalent to the business that will affect customer requirements and their satisfaction. Likewise, this necessitates the challenge on the currency and completeness of the Quality Management Principle to manage uncertainties on its objectives and not only its process and system interfaces. An auditor and a management representative thus not only must possess process and systemic approach of thinking but a risk-based approach for the decisions he must make.

(2)    Improvements and changes in technology, environmental factors, information management, supply chain management, and globalisation.

The developments we see in the technology will likewise give rise to enhancements in processes that deals with Knowledge   Management, Technology and changes in Infrastructure and Communications technology, Lifecycle Management including Outsourcing and Offshoring.

Outsourcing has been addressed in the 2008 version as such that refers to those processes needed by the organisation that are performed by an external entity. It is recognised that outsourcing is a growing aspect of many organisations in focusing on its core competencies and managing cost-effectiveness in managing its processes. The outsourcing strategies also lead the way for globalisation and the growing dependence in supply chain management. Challenges in the management of supply chain abound such as managing least-cost and least-distance including the medium and frequency of shipments that challenges the paradigm towards an efficient and optimal way of doing things.

The growing pace of information growth creates a challenge for application systems to manage documentation and the convenience gives rise to certain risks on information security. 

The future of ISO 9001 depends on its ability to retain the generic and universal concepts that make it work among organisations to be workable in managing its most important stakeholder- its customers and its ability to give a framework for managing emerging needs to ensure its continued applicability in our ever-changing world. The thrust for the PDCA cycle might bring further enhancements on the way we improve things utilising principles beyond improvement and on to innovation taking the premise to manage  Performance Effectiveness through Product Conformity and Process Efficiency and the incorporation of Quality Tools and Best Practices.

It is still an anticipated revision but the manner in which such will be addressed will have a long-range effect on the continued viability of ISO 9001 and its value-add to the business. Being an MR then may mean that you manage the emerging concerns abound the industry that your business is in and focus not only on the customer satisfaction but its linkage with the emergence of developments on the global market-place, and such entails managing risks in the business setting. The risks may not be exactly on higher perspectives such as environmental integrity and social accountability just yet but there are risks that go beyond quality that matters to your customers and the top management that you represent.

So as ISO 9001: Quality Management System is here to stay , so does the Management Representative in their role for managing the system along with the risks that goes with it. Way to go FORWARD for all MRs will be to learn Risk-Based Process Management and Auditing and towards Business Risk Management. Risks comes in the picture as creating uncertainties in achieving our objectives, and so we journey from Managing Results and on to the future of Managing Risks and Value Chain in the continuing developments in ISO 9001.

Source of this article: http://www.allanta.be/nl/page/700/timeline-iso-90012015-role-of-management-representatives

Original Source: ISO.org, SGS & Neville Clark

CUSTOMER AWARDS & MOTIVATION TRAINING

Berita Foto

Pada 19 Februari 2013 yang lalu, FPS Indonesia menyelenggarakan kegiatan dengan tajuk sebagaimana tersebut di atas. Acara tersebut merupakan bentuk ekspresi dan ungkapan terima kasih perusahaan khususnya kepada para pelanggan yang telah memberikan support dalam setahun terakhir.

Selain pemberian plakat kepada pelanggan yang termasuk dalam “Top Ten Customer”, pelanggan juga disuguhi sebuah acara menarik dalam bentuk training. Training yang materinya boleh dibilang “baru” ini cukup memberikan kesan tersendiri, terbukti para pelanggan yang hadir tidak beranjak hingga acara selesai.

Training yang oleh instrukturnya diberi tema “Brain Dominance-based Performance Improvement” itu berisi ulasan tentang dominasi kerja otak seseorang yang terdiri dari 5 area otak manusia. Training menjadi semakin menarik manakala tipe dominasi otak tiap peserta diumumkan oleh instruktur, yang sebelumnya para peserta pada saat registrasi telah dilakukan tes sidik jari oleh tim trainer. Dalam pembentukan perilaku, meski pengaruh lingkungan adalah 80%, artinya kita tidak bisa serta-merta mendudukkan / me-reposisi kemestian yang didukung oleh factor dominant itu, para peserta tetap saja terkesan termasuk yang pada 26 Februari 2013 dilakukan secara internal terhadap sejumlah karyawan dari berbagai divisi dan unit bisnis di lingkungan Iska Niaga Darma group itu.

Berikut petikan gambar-gambar pada kedua acara tersebut :

( Jaeroni Setyadhi )

Catatan : 

Penganugerahan plakat diberikan kepada beberapa pelanggan PT FPS Indonesia dan PT FPS Movers yang berkontribusi paling besar selama setahun terakhir.

CUSTOMER AWARDS & MOTIVATION TRAINING

Sesi foto bersama pada acara "Customer Awards & Motivation Training", 19 Februari 2013