 A Quarterly International Service Newsletter |
|
The Moorhill Monitor
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Volume 14 / Issue 1 / Date 1st Quarter 2005 *
In this
Issue:
[Our World in
Perspective]
[Top
Ten Auditor Tips]
[Executive Summary - AS9100B]
[Vote] [The Eight Quality Management Principles of ISO 9001:2000]
Moorhill International Group, Inc.
Fostering International Relations Through Commerce
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Under ISO 9001:2000 |
Under ISO 14001:2004 |
THIS PUTS OUR WORLD INTO A PERSPECTIVE MORE EASILY UNDERSTOOD.
If we could shrink the earth's population to a village of precisely 100 people, with all the existing human ratios remaining the same, it would look something like the following:
There would be:
57 Asians
21 Europeans
14 from the Western Hemisphere, both north and south
8 Africans
52 would be female
48 would be male
70 would be non-white
30 would be white
70 would be non-Christian
30 would be Christian
89 would be heterosexual
11 would be homosexual
6 people would possess 59% of the entire world's wealth and all 6 would be from the United States.
80 would live in substandard housing
70 would be unable to read
50 would suffer from malnutrition
1 would be near death; 1 would be near birth
1 (yes, only 1) would have a college education
1 would own a computer
When one considers our world from such a compressed perspective, the need for acceptance, understanding and education becomes glaringly apparent.
The following is also something to ponder...
If you woke up this morning with more health than
illness...you are more blessed than the million who will not survive this week. If you have never experienced the danger of battle, the loneliness of imprisonment, the agony of torture, or the pangs of starvation...you are ahead of 500 million people in the world.
If you can attend a church meeting without fear of
harassment, arrest, torture, or death...you are more blessed than three billion people in the world.
If you have food in the refrigerator, clothes on your
back, a roof overhead and a place to sleep...If you have money in the bank, in your wallet, and spare change in a dish someplace ... you are among the top 8% of the world's wealthy. If your parents are still alive and still married ...you are very rare, Even in the United States and Canada.
If you can read this message, you just received a double blessing in that someone was thinking of you, and furthermore, you are more blessed than Over two billion people in the world who cannot read at all.
Source: Anonymous, 2005
Question:
What advice do you have for dealing with ISO auditors?
Answer:
Auditors continually ask
themselves, “why aren’t companies better prepared for scheduled audits?”
Companies request an audit and indicate they are ready—yet when the auditor
arrives many companies are not.
While some companies truly may not be ready due either to lack of management commitment or some other reason, most need only follow some common sense guidelines to increase their chances of passing the first time around.
Here are our top ten tips:
1. Give the Auditor a Warm and Fuzzy Feeling. This might sound a little strange. But auditors are human beings just like the rest of us, and the more comfortable they are, the less likely they are to be unnecessarily tough. Once an auditor loses that warm and fuzzy feeling, for whatever reason, he or she may drive a wedge into any small crack in the management system. Having a bad relationship with the auditor only adds more pressure. Do yourself a favor and keep the relationship as friendly and sincere as possible.
2. Hold Your Tongue. Never argue with an auditor. If you disagree with a finding, discuss it away from employees. Don’t embarrass the auditor or yourself in front of coworkers. Ask the auditor to show you the basis for the nonconformance in the standard. Be mindful of the fact that you may always appeal the decision. The registrar can never use the appeal against you. In fact, if the outcome is in your favor, the firm will probably make appropriate changes to its auditor training.
3. Tell the Truth. Never give misleading or defensive answers to an auditor. Never answer an auditor’s question with the answer you “think” he or she wants to hear. Most of all never answer any question you do not know the answer to. All too many times, people will try to answer questions rather than admit to not knowing the answers. The appropriate reply is “I am sorry, but I do not know the answer to that question.” After responding in this manner, it becomes the responsibility of the guide to direct the auditor to the individual who can provide the correct information. If the auditor’s question is not clear, request a clarification. Many times it becomes a simple matter for the auditor to rephrase his or her question.
4. Stick to the Point. When you are asked a question, only respond to that question. Avoid telling a story. Never explain the workings of the entire department if a quick answer will satisfy the auditor. Many times individuals make the mistake of hanging out their company’s dirty laundry or carrying out some form of retaliation against members of another department.
5. Time is Money. Remember to present data or objective evidence to demonstrate compliance. Organize your procedures in such a way that the auditor can complete the audit of any particular area or clause in less than 30 minutes. For example, a simple centralized corrective action system should require no more than 15 to 20 minutes of an auditor’s time. The sooner you show compliance, the sooner the audit is completed. Registrars won’t hesitate to increase the total number of days for an audit. Having things ready and organized will only help.
6. Support Your Actions. For continuous assessments (surveillance) audits after registration, be prepared to show the auditor objective evidence which supports the corrective action taken on any nonconformance found from the previous assessment. This simple task demonstrates that the organization wants to work with the auditor.
7. Pick Knowledgeable Guides. Select a guide with care. Find someone who is knowledgeable about the ISO requirements and how to apply them to your business. This person should also be knowledgeable about the entire management system and familiar with all of the individuals on the audit path to which they are assigned. Make sure the guide is capable of diplomacy and not overbearing. The guide should know when to step in and clarify employee responses without disrupting the flow of the audit.
8. Get the Boss Ready. In addition to having knowledgeable guides, management must (1) be familiar with the management manual and the management system, (2) be familiar with the registrar and the auditors who arrive at the facility to perform the audit, and (3) have done their homework. Management must actively verify that the management system procedures they are responsible for are being followed. Also, they must be sure that any nonconformances found during previous audits (either internal or preliminary assessments) have been addressed and corrected.
9. Avoid Last-Minute Problems. Make sure every department in the organization understands the necessity of being prepared well before the day of the audit. Overburdening the management or the ISO representative prior to the audit could be disastrous.
10. Don’t Skimp on Training. Preparing your organization for the audit is not going to be an easy task. There are a lot of facets to a management program. Training is the key. Explain how the standards are structured and discuss their history. Focus most of the training time on the interdependence of the clauses and how they apply to your organization. Make sure you go over the company policy and provide an explanation as to what the policy actually means. Some organizations provide incentives for employees to remember the policy. Keep in mind that the ISO standard requires that the company policy be understood throughout the organization. Expect auditors to test employees on the company policy. An inability to respond can lead to a major finding. Encourage employees to practice paraphrasing the management policy. Try posting it in an easily accessible location for better results.
Focus training on the audit itself. Inform employees that the purpose of the audit is not about them or their performance, but to look at the company’s management system and procedures. Remember that most employees have experienced an audit (with the exception of internal audits) and most employees might fear an outside auditor.
Explain that they should be honest and cooperative with the auditor. Make clear that individuals will not be punished for nonconformances. Coach employees on what to say and do in the presence of the auditor.
Prepare employees by arranging for a mock audit. Have employees’ role -play the responsibilities of the ISO representative and the auditor. Try to show different auditor approaches and give advice for dealing with each. Consider these possibilities: “The Auditor from Hell,” “The Grandfather Auditor,” and “The Columbo Auditor.” With practice, your employees will know what to expect and a lot of their anxiety will be removed.
Audits do not have to be scary. With proper planning it may not even be necessary to put in 80-hour workweeks prior in the final days before the audit. The management system should work and become a natural extension of the company.
Source: ASQ, 2005
AS9100B, Aerospace Standard Quality Management System, is the aerospace version of ISO 9001:2000. AS9100B contains ISO 9001 in its entirety with the addition of several clarifications or qualifiers and notes to the existing eight sections of ISO 9001. The document was developed by a consortium of aerospace prime contractors operating as a subcommittee (AAQG) under the Aerospace and Defense Division of the American Society for Quality.
Aerospace is significantly more safety and quality sensitive than most other industries. Procurement Quality Assurance at prime contractors believes ISO alone is not sufficient to define supplier quality system requirements.
Primes currently require purchase order adders for ISO 9001 registered suppliers with each prime having their own unique adders. The Federal Aviation Administration (FAA) believes ISO alone is not adequate to meet regulatory requirements and FAA expectations.
FAA has indicated that they will accept AS9100B under defined circumstances including:
The Department of Defense (DOD) accepts ISO 9001, however, DOD expects more than ISO 9001 at primes. The DOD has expectations of advanced quality systems from prime contractors, and many DOD requirements (i.e., configuration management) are added by other required specifications. In addition to contractual requirements, DOD primes have a significant financial exposure with regard to supplier quality.
Boeing (McDonnell Douglas), Lockheed-Martin, Sundstrand,
GEAE, Pratt & Whitney, Honeywell (Allied Signal), and Allison Engine Company
have endorsed the concepts of AS9100B. These seven prime contractors have stated
their intention to pursue the goals and objectives embodied within AS9100B. The
following is taken directly from a position paper developed by the industry
leaders:
"It is anticipated that contractors implementing AS9100B will employ one or
more validation options as a function of purchased commodity, company
philosophy, or customer requirement. The subcommittee believes that, over time,
many contractors will increasingly explore validation options which reduce the
multiplicity of supplier audits by sharing audit results and/or by using
independent contractors to conduct AS9100B surveys and audits."
GEAE, Honeywell, Boeing, Sundstrand, and Allison have all announced plans to
flow down AS9100B in lieu of other requirements.
AS9100B represents a dramatic streamlining of current
aerospace quality standards. From the DOD through the FAA, to each prime
contractor and subcontractor, there is a multiplicity of unique requirements
imposed on the aerospace suppliers creating a huge burden with little added
value. AS9100B represents a significant step towards standardizing and
consolidating the aerospace quality processes.
AS9100B has received unprecedented support from diverse industry groups
including prime contractors, the Federal Aviation Administration (FAA), and the
Aerospace Industries Association (AIA). Suppliers have a rare window of
opportunity to capitalize on this momentum and participate in moving the
aerospace industry toward standardization while adding value and common sense to
an often-overburdened system of specs and standards. By embracing the spirit and
the intent of AS9100B, the supplier base can declare their commitment to a
process that reduces redundancy while adding real value to the manufacturing
process.
Earning Accreditation/Registration to AS9100B will clearly place your
organization on the leading edge of quality initiatives by:
Source: BSI, 2005
4. Your Life May Resemble An Eagles!
Eagles Love to Play with the Wind – They ride thermal updrafts to an altitude of 14,000 feet. The Golden Eagle can reach a speed of 180 miles an hour in a dive. “Those who hope in the Lord will renew their strength. They will soar on wings like eagles; they will run and not grow weary, they will walk and not be faint.” (Isa. 40:31)
Eagles Travel Light - Their bones are hollow and filled with air: The 7,000 feathers on a Bald Eagle weigh only 21 ounces. “…Let us strip off anything that slows us down or holds us back, and especially those sins that wrap themselves so tightly around our feet and trip us up; and let us run with patience the particular race that God has set before us.” (Heb. 12:1 – Living)
Eagles have Keen Eyesight – They see eight times better than human beings. They can spot a mouse in the grass a mile away. "The eye is the lamp of the body. If your eyes are good, your whole body will be full of light. But if your eyes are bad, your whole body will be full of darkness. If then the light within you is darkness, how great is that darkness!” (Matt. 6:22, 23)
Eagles are Focused – Once an eagle has spotted its prey, it does not take its eyes off the creature until it strikes. “…This one thing I do, forgetting those things which are behind, and reaching forth unto those things which are before, I press toward the mark for the prize of the high calling of God in Christ Jesus.” (Phil. 3:13b,14)
Eagles Prefer Peace and Quiet when Raising a Family – They build their nests in high hard-to-reach areas. “Make it your ambition to lead a quiet life...” (I Thess. 4:11a)
Eagles, Male and Female, Work Together Building their Nest or Eyrie – The arduous task takes several weeks to several months. “Two are better than one, because they have a good return for their work: If one falls down, his friend can help him up. But pity the man who falls and has no one to help him up!” (Ecc. 4:9,10)
Eagles Keep Improving their Home – They continue to bring fresh green sprigs through the nesting period. Some think the sprigs are simply for decoration. “Blessed are those whose strength is in you, who have set their hearts on pilgrimage. As they pass through the Valley of Baca, they make it a place of springs; the autumn rains also cover it with pools.” (Psa. 84:5,6)++
Eagles Fiercely Defend their Nesting – They stand up against any animal that might be a threat to their young. "I am the good shepherd. The good shepherd lays down his life for the sheep…Be shepherds of God's flock that is under your care, serving as overseers--not because you must, but because you are willing, as God wants you to be…Jesus said, ‘Simon son of John, do you truly love me?’ He answered, ‘Yes, Lord, you know that I love you.’ Jesus said, ‘Take care of my sheep.’" (Jn. 10:11; 1 Pet 5:2a; Jn. 21:16b)
Eagles Mate for Life – An eagle takes a new mate only if its first mate dies. “…A married woman is bound to her husband as long as he is alive, but if her husband dies, she is released from the law of marriage… Now the overseer must be above reproach, the husband of but one wife…” (Rom. 7:2b; 1 Tim. 3:2a)
Submitted: The Navigators, 2005
5. The Eight Quality Management Principles of ISO 9001:2000!
Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations.
Key Benefits:
· Increased revenues and market shares obtained through flexible and fast responses to market opportunities.
· Improved customer loyalty leading to repeat business and referrals
Principle 2 - Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives.
Key Benefits:
· People will understand and be motivated towards the organization’s goals and objectives
· Activities are evaluated, aligned and implemented in a unified way
· Leading by example thereby enabling continual improvement
Principle 3 - Involvement of People
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit.
Key Benefits:
· Motivated, committed and involved people
· People feel accountable for their own performance
· People eager to participate and contribute to continual improvement
Principle 4 - Process Approach
A desired result is achieved more efficiently when related resources and activities are managed as a process.
Key Benefits:
· Ability to lower costs and shorten cycle times through effective use of resources
· Improved, consistent and predictable results
· Allows improvement opportunities to be focused and prioritized.
Principle 5 — System Approach to Management
Identifying, understanding and managing a system of interrelated processes for a given objective improves the organization’s effectiveness and efficiency.
Key Benefits:
· Alignment of the processes which will best achieve the desired results
· The ability to focus effort on the processes that matter
· Provides confidence to key interested parties of the effectiveness and efficiency of the organization
Principle 6 — Continual Improvement
Continual improvement should be a permanent objective of the organization.
Key Benefits:
· Increased competitive advantage through improved organizational capabilities
· Flexibility to react quickly to opportunities
Principle 7 - Factual approach to decision making
Effective decisions are based on the analysis of data and information
Key Benefits:
· Informed decisions
· An ability to demonstrate the effectiveness of past decisions through reference to factual histories
· Ability to review, challenge and change opinions and decisions.
Principle 8 - Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value
Key Benefits:
· Increased ability to create value for both parties
· Flexibility and speed of agreed joint responses to changing markets
· Optimization of costs and resources.
Source:
ISO, Geneva, CH, 2002
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