How to improve your QMS? 7 Effective Ways to Improve Your ISO Management System ??

As promised, here is our list of 7 ways to help improve the efficiency of your ISO management system. These are are only a short list of a whole bunch of ways that you can help cut waste and reduce the burden of your management system on all in the company. If you can think of any more, we'd love to hear them. Do get in touch :)

?? Get everyone involved. ...

From QHSE Manager to Head of Quality Assurance, we've seen them all. The one we've never seen though, is "God of compliance". Why not? Because no matter what we might think, no one knows it all.

Why is it then then, we expect that of our compliance officers? Its their job isn't it? No its not. It's everyones job. And thats where the issues arise, as when things need to be improved or changed, its always seen as 'just another on of their bright ideas', as opposed to a necessary improvement to make things better.

There is also the danger of Quality personnel going it alone. Don't. Compliance is everyones responsibility and thus whenever we introduce new changes, whether off the back of an audit, in advance of a new regulation being introduced, or at any other time, inform everyone. Explain why its necessary, how it impacts them and why they need to be involved. But do this first.

Get everyones input. Yes we might be head of compliance, but who are really the people going to make the change work, ensure the requirements are adhered to, and work along with the changes. Everyone else! So involve them, get their ideas, and find the most efficient way of changing, that get's everyones buy in.

?? Consolidate Documentation. ...

How often have you seen this diagram? Don't worry, we hate it as much as you do, or at least as much as you should!

What is its purpose? Many organisations use it to describe their documented management system structure. If you're just setting out in your journey. STOP!! Don't even think using it.

Your ISO system should never be designed or focussed around documentation. But rather, documentation around your system. And only if its absolutely necessary.

Too often we've come across ISO systems overloaded by documentation. Why not try this? Pick 5 procedures/work instructions that you think your team should be aware of. Once you've done so, gather your team together and ask them each to write down at least one sentence from each procedure that they know is contained within. Any more than 2 and they all deserve a week off! Whats the reality.

No-one reads procedures. FACT.

We've all had to go through the mandatory induction program where we sit through reams of documents to understand how things work, but after that initial period, its all downhill from there. How do we change this?

Heres a few helpful tips

1 - Map out your processes ensuring you capture only the key steps and decision points. Remember - processes exist with or without documents. Its not what you've got written down. Its how you do what you do.

2 - Next consider what evidence would need to be available to demonstrate everything's been done the way it should have. This is often done by means of the records you keep. The forms that have been filled out or activities signed off. If you don't have what you need, create it. But only include whats absolutely essential.

3 - Ensure the process description covers the key points and expectations of your compliance requirements. ISO standards are vague to a degree for a reason. This enables flexibility in application between companies. Ensure your process description covers the minimum requirements. Focus on the minimum, you can always add to it later on.

4 - Review the process with your team and ensure they understand how it represents what they do. Your team should understand their unique role in the process, and how what they does contributes to the overall outcome. Where they store records or complete forms to verify activities have been done as required, re-iterate the importance of all their inputs.

5 - Have someone independent audit your process. The ultimate test is if someone else can see how your process description not only satisfies the compliance requirement you're aiming to achieve, but also whether it matches activities carried out, and everyone is aware of it.

You may find that in many cases you can reduce lengthy procedures into 1 or 2 page process descriptions. Not only do you reduce your paperwork and paper waste, but you enable better engagement, and awareness within your entire team and business.

?? Measure what matters. ...

Who doesn't like a nice graph? We know we do.! But how much do we really need to measure? The answer...Only what matters!

In an ISO9001 organisation (See clause 4), measures should be put in place for each key process to ensure that these processes can be understood as to how effective they are at delivering results.

Some companies are better at this than others. But still many fall short, where measures stay stagnant. Targets are set at levels that are either consistently achieved month on month with no change, or at a level that identifies we're all failing, everywhere.

On time Delivery is a key measure, as well as Product/Service conformity. This should be done both at the service/product delivery end (to customer), and at the supplied product/service end (supplier performance).

So how do you measure key processes such as Contract review, Design, Repair, etc? Consider the deliverables! Remember OTD and Product/Service conformity are already measured. Try not to repeat them in your processes. However, make them count.

One meaningful measure in each process, is better than 10 measures which look or sound good, but tell you nothing.

• If your biggest design process concern is having to repeat design reviews, because activities aren't captured fully in the first instance, could design review performance be an appropriate measure?
• If on the shop floor, job cards when returned have to go through a review process because information is changed or incorrect, could this be an opportunity to measure contract review accuracy?

But don't go overboard. Don't measure what makes you look good, measure what will make you act and perform better.

?? Make Performance Visible. ...

Everyone one of us, after catching up on instagram of course, does one thing at least 10 times a day if not 100 or more. And thats looking in the mirror. Why?

Because we're conscious of how we appear to others. And we should be. No-one wants to see that bit of broccoli still in your teeth from last nights dinner. Yet despite what the world knows about us, behind that recently trimmed haircut and perfectly angled eye liner, lies the real person you only show to your close friends and relatives.

Thats how we should view our performance. No-one is saying we air our dirty laundry to the world. But we need everyone involved within our business, to know how we're REALLY doing. Warts and all.

Take off the make up, and show them what you really look like. In other words - Get your data in front of those who impact it, and can change it for the better.

A few pointers though before you do it

• Make sure your data is accurate. It has to be believed if its going to be improved. Make sure your data tells the right story. Remove errors in the process that may result in erroneous or skewed data.
• Make sure its understandable. Don't bombard people with data that doesn't mean anything to them. Make it relevant, so they can see the impact they have.
• Commit to keeping it up to date. If you're going to update the metrics weekly - Update them weekly. If you don't care enough to update it, why should they care enough to view it and want to change it?
• Listen to them. If you've done it right, everything that needs to be done to improve the performance your team can now see, is within their power. Get their suggestions and allow them to provide the ways in which they will do things differently to change it.
• Celebrate the wins. No one likes bad news. Performance metrics may require considerable changes and time to really see the needed changes. Don't forget the small things. Remember, no one goes to work planning to do a bad job.

?? Provide E-Training Materials. ...

With almost everyone these days having a mobile phone, and the ever increasing availability of free or very low cost tools such as LOOM, CANVA, there really is no excuse to not using digital media to create training programs.

Does your business conduct largely computer based work? Do you require forms to be filled out for specific activities which if not done correctly lead to compliance issues. If a picture paints 1000 words, then a video can create 1,000,000.

Record everything, and make it easily accessible.

From how to fill out a spreadsheet, to how to set up a specific tool or device before use.

Record it once, and you've got yourself a repeatable and automated training program which your personnel can use at any time, whenever they need it most.

?? Audit where it hurts. ...

A common misconception within the ISO world when companies carry out internal audits, is that having lots of NCRs makes auditors dig deeper and raise concerns. FALSE.

Internal Audits without NCRs and a clean bill of health do!

If you're auditing your system and consistently finding 0 issues, then you're not doing it right. Sorry but its the truth. Something needs to change.

We all have to ensure that we audit our system against the entire ISO standard being applied, but this can be done in many ways to ensure the controls and systems are in place. Process Audits are the most effective way this can be done. But that shouldn't be all we do.

Depending on the product or service we provide, determines the complexity of the processes and activities involved. Audits come in different shapes and sizes and should be used across your business to ensure not just compliance, but that activities and processes are being conducted in the most efficient and effective way possible.

If you're doing procedural audits which are yielding great results with 0 NCRs. audit them less frequently. Maybe once every 2 or even 3 years. You could create a merit system for well performing areas or activities. Include more audits of things like product or service audits. Why not do a deep dive into a clause by clause audit, to really see if you have accurately captured all requirements of a given standard/specification, and aim to gather evidence for each.

Why not try this for a fresh additional approach..

1. Pick an area you know is not performing as effectively as it should.
2. Having nothing more than a pen and paper... start with the first person who kicks off the process.
3. Ask the person to show you what they do, and how they do it. Include as many potential variations to what that involves as possible. (Aim to map out the process in a flow diagram, while also gathering evidence and records of key things such as - documents used or forms filled out. Records kept and locations visited. Include decisions and people spoken to or also involved.)
4. Follow each step through until you feel you've covered the entire process. Now that you Understand what really happens, or should happen, identify 2-3 jobs/orders that have gone through or completed the process and capture all the same evidence.
5. Using the all information you've gathered, you can now conduct a desktop audit to review if all the applicable audit requirements are being met or captured. If you didn't capture enough info or need to clarify anything go back and check it as it comes up.
6. Identify using any applicable procedures, compliance regulations, 2 different types of NCRs - where a failure has occurred against a compliance requirement, and where a failure has occurred against only your internal or company procedures/policies.

Having considered the process as it happens first, and then reviewing the compliance aspects afterward, will allow you to identify many different aspects of your business. You will notice where duplication occurs, where delays happen due to waiting information or decision points, but it will also help you identify the clear differences where a process may meet a compliance requirement, but potentially be working away from a procedure.

Now you're better armed to make improved decisions to reduce activities that add no value while still maintaining compliance.

?? Digitise and Automate. ...

Looking after our planet and the environment year on year is becoming even more necessary. Everyone needs to play their part.

Many companies still use manuals, policies, forms and documents in paper format. Why?

Even where these are available as electronic copies, we still go into companies where they will keep hard copies too. Just as a back up? Why?

With the power of cloud based storage, ease of access, and low cost for almost unlimited amounts of storage, there really is no excuse to not be using digital storage systems.

With the increase reduced availability of skills in the workplace and the ever increasing costs that come with running a business or maintaining compliance systems, automation is key.

Removing decisions needing to be made by humans, also increases efficiency and reduces reliance on single points of failure - ie individuals, or repeat training programs to maintain knowledge.

Lots of companies automate production activities through automatic machinery, or have production related digital systems such as MRPs, or ERPs. How many though still conduct activities on spreadsheets, hard copy forms and other methods of carrying out work outside of the production environment.

Your Compliance commitments may not be considered in the same way as value adding operational activities, however the hidden costs if not kept in check can be frightening. Digitising your compliance activities will allow you to reduce cost, remove bottlenecks and free up resource to focus time and energy where its needed most.

Summary:

We hope you've found our suggestions useful. If you would like to talk to us more about any of the topics covered and how you can improve or digitise your system, why not arrange a free demo or speak to one of our compliance team. We do love a good chat. Get in touch 0330 118 0 712 or select a time and date that suits you in our calendar. We do love a good chat. https://calendly.com/qhub/compliance-q-a