More Related Content Similar to ISO 9001:2015 Overview: Revisions & Impact - Part 1 (20) ISO 9001:2015 Overview: Revisions & Impact - Part 14. DQS-ULManagementSystemsSolutions©
Today’s Presentation - ISO9001:2015
4
• Highlight Changes since October 2014
• Review Clause 0 of the Standard. Establish timeline for
three more webinars, each covering various sections of
the Standard
• Overall structure of the Standard
• Provide UL DQS’s transition plan for all registered clients
• Provide UL DQS’s Client Internal Auditor Training/
Certification Plan details.
7. DQS-ULManagementSystemsSolutions©
High Level Structure
1. Scope
2. Normative reference
3. Terms and definitions
4. Context of the organization
5. Leadership
6. Planning
7. Support
8. Operation
9. Performance evaluation
10. Improvement
ISO 9001: Annex A-C – Clarifications, Quality Management Principles, QMS family of standards; some
subclauses mandated as well.
Based on 7 Quality Management Principles
7
8. DQS-ULManagementSystemsSolutions©
8
ISO
9001:2008
ISO/DIS 9001
ISO
9001:2008
ISO/DIS 9001
ISO
9001:2008
ISO/DIS 9001
ISO
9001:2008
ISO/DIS 9001
4 4 5.5.3 7.4 7.2.3 8.2.1 7.5.4 8.5.3
4.1 4.4 5.6 9.3 7.3 8.5 7.5.5 8.5.4
4.2 7.5 5.6.1 9.3.1 7.3.1 8.3, 8.3.1, 8.3.2 7.6 7.1.5
4.2.1 7.5.1 5.6.2 9.3.1 7.3.2 8.3.3 8 9.1
4.2.2 4.3, 7.5.1, 4.4 5.6.3 9.3.2 7.3.3 8.3.5 8.1 9.1.1
4.2.3 7.5.2, 7.5.3 6 7.1 7.3.4 8.3.4 8.2 9.1
4.2.4 7.5.2, 7.5.3 6.1 7.1.1, 7.1.2 7.3.5 8.3.4 8.2.1 9.1.2
5 5 6.2 7.2 7.3.6 8.3.4 8.2.2 9.2
5.1 5.1, 5.1.1 6.2.1 7.2 7.3.7 8.3.6 8.2.3 9.1.1
5.2 5.1.2 6.2.2 7.2 , 7.3 7.4 8.4 8.2.4 8.6
5.3 5.2 6.3 7.1.3 7.4.1 8.4.1,8.4.2 8.3 8.7
5.4 6 6.4 7.1.4 7.4.2 8.4.3 8.4 9.1.3
5.4.1 6.2 7 8 7.4.3 8.6 8.5 10
5.4.2 6, 6.1, 6.3 7.1 8.1 7.5 8.5 8.5.1 10.1, 10.3
5.5 5 7.2 8.2 7.5.1 8.5.1, 8.5.5 8.5.2 10.2
5.5.1 5.3 7.2.1 8.2.2 7.5.2 8.5.1 8.5.3 Clause removed
5.5.2 5.3 7.2.2 8.2.3 7.5.3 8.5.2 see 6.1
ISO9001:2008 vs. ISO/DIS 9001
10. DQS-ULManagementSystemsSolutions©
Notable Changes
10
If a quality manual is currently written to reflect the ISO
9001:2008 standard, does it have to be re-written to
reflect the now 10 instead of 8 sections?
No, assuming that the Quality Manual does not provide any
contradictory information concerning the requirements of
ISO9001:2015. However, the requirements of the two
standards are significantly different. Upgrading the Quality
Manual to comply with the requirements of the new standard
may be a valuable effort to better identify the deficiencies
within the organization and to have them addressed prior to
the upgrade audit. Renumbering of the pages and/or
sections is not essential as the new standard does not
even require that a Quality Manual be maintained.
11. DQS-ULManagementSystemsSolutions©
Notable Changes
11
If a company has a manual based on standard
requirements, won’t they need to update to reflect process
approach?
There is no requirement for a quality manual in the draft for
2015. The new standard also requires that the processes be
identified and that their interaction be defined. The internal
audit process must use the “process approach”. The process
approach requirement has not changed. However, although
the “Process Approach” was noted in the ISO9001:2008
standard, the new standard explicitly requires the use of the
“Process Approach” when implementing the Quality
Management System.
12. DQS-ULManagementSystemsSolutions©
Notable Changes
12
If a company has a manual based on standard
requirements, won’t they need to update to reflect
process approach?
……….. Furthermore, the new standard requires the top
management to demonstrate leadership and commitment by
promoting awareness of the “Process Approach” within the
organization. Since a Quality Manual is no longer required,
the “documented information” required by the standard may
be in any media or format.
14. DQS-ULManagementSystemsSolutions©
Notable Changes
14
You mentioned that a management representative is
not required any more. How about MRM?
Although the requirement for having a management
representative has been removed, the new standard
now allows for multiple individuals to be responsible for
different aspects of the quality management system
(Process owners, instead of just one person for the
entire system). Management is now required to identify
the responsibility and authority of the personnel affecting
quality. Section 9.3 of the Standard clearly defines the
requirements for the Management Review Process. It is
an essential part of the PDCA cycle for performance
evaluation.
21. DQS-ULManagementSystemsSolutions©
Notable Changes
21
- New additions:
- The explicit need to have the QMS use the Process
Approach (implement, maintain and audit the value-
added activities as a process)
- Managing the processes using the Plan-Do-Check-
Act cycle Using Risk-based thinking for
“establishment, implementation, maintenance and
continual improvement” of the quality management
system,
22. DQS-ULManagementSystemsSolutions©
Notable Changes
22
- New additions:
- Understanding the needs of the organization and
expectations of their interested parties and
stakeholders.
- Actions to address Risks and Opportunities. A formal
Risk Based program, such as the one defined in
ISO31000 may be suitable for some organizations,
but not mandated.
24. DQS-ULManagementSystemsSolutions©
Upcoming Webinars
1. Scope
2. Normative reference
3. Terms and definitions
4. Context of the organization
5. Leadership March 25, 2015
6. Planning
7. Support April 29, 2015
8. Operation
9. Performance evaluation May 26, 2015
10. Improvement
ISO 9001: Annex A-C – Clarifications, Quality Management Principles, QMS family of standards.
24
And, one more after FDIS is issued to discuss the changes. .
27. DQS-ULManagementSystemsSolutions©
0.1 – General
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a) its specific objectives
b) the risks associated with its context and
objectives
c) the needs and expectations of its customers and
other relevant interested parties
d) the products and services it provides
e) the complexity of processes it employs and
their interactions
f) the competence of persons within or working on
behalf of the organization
g) its size and organizational structure
Design & Implementation of QMS is influenced by the
context of the organization
Determine the issues and requirements that can impact on the planning of
the Quality Management System.
28. DQS-ULManagementSystemsSolutions©
0.2 - Additional Sections
28
0.2 – The ISO standards for quality management
• ISO9001:2015 Standard (one of the 3 core standards)
• ISO9000 – Fundamentals and vocabulary
• ISO9004 – Managing for the sustained success of an
organization (lead to continual
improvement of the organization)
• - ISO10000 numbered standards
29. DQS-ULManagementSystemsSolutions©
0.2 - ISO 10000 numbered standards
29
0.2 – GUIDELINES
.
ISO10001 Customer Satisfaction
Guidelines
ISO10012 Management of
measurement processes
ISO10002 Customer Satisfaction –
handling complaints
ISO10013 QMS Documentation
ISO10003 Customer Satisfaction –
External Dispute
ISO10014 Realizing financial and
economic benefits
ISO10004 Monitoring and Measuring
Customer Satisfaction
ISO10015 Guidelines for Training
ISO10005 Guidelines for Quality Plans ISO10017 Guidance on Statistical
Techniques
ISO10006 Guidelines for Quality
Management in Projects
ISO10018 Guidance on People
Involvement & Competence
ISO10007 Guidelines for Configuration
Management
ISO10019 Guidelines for the selection
of QMS consultants
ISO10008 Guidelines – Electronic
Commerce
ISO19011 Guidelines for auditing
management systems
30. DQS-ULManagementSystemsSolutions©
0.3 – Process Approach
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“set of interrelated or interacting
activities which transforms inputs
into outputs”
Document: ISO/TC 176/SC 2/N544R3
Guidance on the Concept and Use of the Process Approach
(http://www.iso.org/iso/04_concept_and_use_of_the_pr
ocess_approach_for_management_systems.pdf )
31. DQS-ULManagementSystemsSolutions©
0.3 - Benefits of Process Approach
31
Benefits of the process approach are:
• Integration and alignment of processes to enable achievement of
desired outcomes
• Ability to focus effort on process effectiveness and efficiency.
• Provision of confidence to customers, and other interested
parties, about the consistent performance of the organization.
• Transparency of operations within the organization.
• Lower costs and creation of shorter cycle times, through the
effective use of resources.
• Improved, consistent and predictable results.
• Provision of opportunities for focused and prioritized
improvement initiatives.
• Encouragement of the involvement of people and the clarification
of their responsibilities.
32. DQS-ULManagementSystemsSolutions©
0.3 - Definition of Process
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PROCESSINPUT OUTPUT
• Production Processes (stamping, welding, painting)
• Management Processes (administration, audits, CAR, HR)
• Support Processes (maintenance, warehouse, purchasing)
• Customer Processes (sales, customer satisfaction)
“set of interrelated or interacting
activities which transforms inputs into
outputs”
42. DQS-ULManagementSystemsSolutions©
0.3 - Definition of Process
42
PROCESSINPUT OUTPUT
• Production Processes (stamping, welding, painting)
• Management Processes (administration, audits, CAR, HR)
• Support Processes (maintenance, warehouse, purchasing)
• Customer Processes (sales, customer satisfaction)
“set of interrelated or interacting
activities which transforms inputs into
outputs”
43. DQS-ULManagementSystemsSolutions©
0.3 - Process Approach
43
From Section 0.3:
This International Standard promotes
the adoption of a process approach
when developing, implementing and
improving the effectiveness of a quality
management system, to enhance
customer satisfaction by meeting
customer requirements.
52. DQS-ULManagementSystemsSolutions©
0.5 – “Risk Based Thinking”
52
a) Incorporated in requirements for the
establishment, implementation, maintenance and
continual improvement of the QMS.
b) May Use ISO31000 - but not required.
c) Not all processes represent the same level of risk.
d) Considering Risk “qualitatively” to define the
QMS, processes and activities.
Risk is the effect of uncertainty on
an expected result.
53. DQS-ULManagementSystemsSolutions©
0.5 – “Risk Based Thinking”
53
Document N1222 published by ISO/TC 176/SC2.
Document:ISO/TC176/SC2/N1222
Guidance on the Concept and Use of the Process
Approach
http://isotc.iso.org/livelink/livelink/open/tc176SC2public
Look for presentation on “ISO9001 and Risk” at the end of
section 7. Also, article N1221 in section 1.
54. DQS-ULManagementSystemsSolutions©
0.6 – Compatibility
- ISO/IEC Directives, Part 1, Consolidated ISO
supplement, 2013, Annex SL,
High level structure and common text is public information and can be
found in Annex SL of the www.iso.org/directives
54
Organizations implementing multiple management
systems (e.g. quality, environmental, information
security) can achieve better integration and easier
implementation
55. DQS-ULManagementSystemsSolutions©
High Level Structure
1. Scope
2. Normative reference
3. Terms and definitions
4. Context of the organization
5. Leadership
6. Planning
7. Support
8. Operation
9. Performance evaluation
10. Improvement
ISO 9001: Annex A-C – Clarifications, Quality Management Principles, QMS family of standards; some
subclauses mandated as well.
Based on 7 Quality Management Principles
55
58. DQS-ULManagementSystemsSolutions©
58
An organization may be upgraded to
ISO9001:2015
- as part of its scheduled Recertification
Audit;
- in a planned manner through the
Continuous Assessment process with
additional audit time, or
- through a Special Transition Audit.
Transition Plan
59. DQS-ULManagementSystemsSolutions©
The most cost-effective way is to
upgrade during the normally
scheduled Recertification Audit.
Upgrade audits done as part of the
Continuous Assessment and Special
audits will be carried out for the same
number of days as a recertification
audit (including Stage 1 and Stage 2)
59
2008 to 2015 Transition
60. DQS-ULManagementSystemsSolutions©
60
Topics to be verified during readiness review:
(in addition to verification of fulfillment of changed requirements)
Resonsibilities / actions
Knowledge about the changed requirements
Identification of gaps and action needs
Action plan / responsible persons
Awareness building in the organization
Focus:
Context of the organization, leadership, and planning
2008 to 2015 Transition
61. DQS-ULManagementSystemsSolutions©
61
Is a complete MR and internal audit expected
before certification against ISO 9001:2015?
Yes; Management review and internal audit on the
basis of ISO 9001:2015 have to be completed before
a certificate on ISO 9001:2015 can be issued. Stage
1 (readiness review) can be carried out before
management review and a complete audit but the
need to complete it before stage 2 will be addressed
in the audit report.
2008 to 2015 Transition
62. DQS-ULManagementSystemsSolutions©
2008 to 2015 Transition
62
Stage 1 Stage 2
Newly Implemented
< 3 years
Maintained / Monitored
Effective / Mature
(including Process Approach and
Risk-Based Thinking)
On Site
On Site
On Site On Site
Off Site On Site
71. DQS-ULManagementSystemsSolutions©
2008 to 2015 Transition
Please let your Customer Service
Representative know well in advance
if you are interested in receiving
Internal Auditor Training from
UL DQS
http://ul-dqsusa.com/iso-90012015-training
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2008 to 2015 Transition