HSE Management systems play an extremely important role in reducing risk, creating a culture that places importance on health and safety and in supporting the continuous improvement of all business processes. A dedicated HSE Management System will ultimately help to avoid incidents in the workplace by identifying steps in the process where risk is a real factor, assigning responsibility for the improvement and communicating the roll out of the new process once agreed.
In order to stay relevant and competitive, organisations have to find ways to improve business performance across the board; one of the best ways of succeeding is with continuous process improvement. Brenda Lopez, Business Process Consultant, National Baldrige Examiner and Certified Green Belt Lean Six Sigma, explains the Baldrige Excellence Framework and how it can be exactly what the business doctor ordered when trying to improve business performance...
This article will attempt to tackle the age old problem of breaking down silos in industry, government, and education and building up quality systems that produce winning scenarios for all involved, using the principles that Deming famously created, by replacing systems of competition within organisations to those of co-operation.
What makes organisations excellent? This is the question posed and answered by the EFQM Excellence Model which is the European standard for Quality. The point of quality is sustained and continuous improvement over time benefiting both the organisation and the customer which is why organisations have increasingly looked to implement quality focused initiatives such as the EFQM Model.
But what is the EFQM Model and why is it a necessary focus of business improvement?
Human beings get bored and look to have a degree of variety in their life. Doing the same thing hour-upon-hour, day-after-day is not conducive to productivity when carrying out repetitive processes.
However, by their nature many business processes are repetitive and because we want to have consistently good outcomes from the processes, variability in the way the processes are carried out is discouraged. However, need this be the case?
Total Quality Management (TQM) is an approach that focuses an organisation's efforts towards continually improving its ability to deliver high quality products and services to its customers.
TQM enjoyed widespread attention during the late 1980s and early 1990s, but since then it has been somewhat overshadowed by the ISO 9000 family as well as Lean and Six Sigma. However, it is worth spending time thinking about, both because its implementation is generally based on the 8 principles of quality management - which were later formalised by the ISO 9000 certification processes - and because TQM describes a management approach to long-term success through customer satisfaction.
'Tis the season to think about quality and more specifically, ISO 9001 requirements. September 2018 is the deadline for the ISO 9001: 2015 transition, so it might be time to find out what's needed when the auditor comes calling.
In order to achieve the 2015 version, you are going to need to know:
- What's different from the old version
- Why the change was made
- What's expected from you and your Quality Management System
This knowledge will go a long way in helping you understand the new ISO 9001 requirements auditors are looking for to award the new version of the standard.
Because it's now less than a year to go to become compliant with the latest ISO 9001 2015 quality standard, we are ramping up our efforts to get you ready.
Today's quality offering (pun intended) is an infographic with 7 'ISO transition tips' and a white paper written by ISO 9001 Standard expert Mark Braham (which you should really download and read now if you haven't already).
We all know when something is poor quality, but agreeing what quality is and more specifically how to implement a quality strategy in your organisation is harder to define than it may look at first glance.
In this article I am going to explore what quality means, how best to achieve it in your organisation and the advantages of quality control.
I was talking with an auditor recently who had visited an organisation which did not hold process quality control as a primary concern, saying they had too many other things to worry about. When asked how much mistakes cost, the answer was ‘not a lot’. The auditor wanted to see if they could get the customer to re-evaluate their position.