understanding context of organisation clause as per iso...
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"Understanding Context of Organisation
Clause as per ISO 9001:2015 and
ISO 14001:2015"
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© 2016 3FOLD Education Centre . All rights reserved . online@3foldtraining.com . www.3foldtraining.com . 800 3FOLD
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Learning Outcomes
QUALITY MANAGEMENT PRINCIPLES BRIEF ON ISO 9001:2015 BRIEF ON ISO 14001:2015 LIFE CYCLE ANALYSIS CONTEXT OF ORGANISATION INTERESTED PARTIES ANALYSIS NEEDS AND EXPECTATION OF INTERESTED PARTIES Q/A
01/09/2016 3 © 2016 3FOLD Education Centre . All rights reserved . online@3foldtraining.com . www.3foldtraining.com . 800 3FOLD
HIGH LEVEL STRUCTURE
THE NEW STANDARD ADOPTS THE HIGH-LEVEL STRUCTURE AND
TERMINOLOGY OF ANNEX SL
(USED FOR THE DEVELOPMENT OF ALL NEW ISO STANDARDS)
HIGH LEVEL STRUCTURE - IDENTICAL CORE TEXT AND COMMON TERMS AND
CORE DEFINITIONS FOR USE IN ALL MANAGEMENT SYSTEM STANDARDS:
PURPOSE - ENHANCE THE CONSISTENCY AND ALIGNMENT OF DIFFERENT
MANAGEMENT SYSTEM STANDARDS
ORGANISATIONS THAT INTEGRATE MULTIPLE STANDARDS (EG QMS, EMS, OHS)
WILL SEE THE MOST BENEFIT
USES SIMPLIFIED LANGUAGE AND WRITING STYLES TO AID UNDERSTANDING
AND CONSISTENT INTERPRETATIONS OF REQUIREMENTS.
WHAT ARE THE CHANGES?
NEW CONCEPTS ARE CONSIDERED - MORE RISK BASED
THINKING
A NEW COMMON ISO FORMAT HAS BEEN DEVELOPED FOR
USE ACROSS ALL MANAGEMENT SYSTEM STANDARDS
A SIGNIFICANT RE-ORDERING OF THE KEY CLAUSES.
COMMON STRUCTURE FOR MSS
INTRODUCTION
1. SCOPE
2. NORMATIVE REFERENCES
3. TERMS AND DEFINITIONS
4. CONTEXT OF THE ORGANISATION
5. LEADERSHIP
6. PLANNING
7. SUPPORT
8. OPERATION
9. PERFORMANCE EVALUATION
10. IMPROVEMENT.
CLAUSE STRUCTURE (4-6)
4. CONTEXT OF THE ORGANISATION
UNDERSTANDING THE ORGANISATION AND ITS CONTEXT
UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES
DETERMINING THE SCOPE OF THE XXX MANAGEMENT SYSTEM
XXX MANAGEMENT SYSTEM
5. LEADERSHIP
LEADERSHIP AND COMMITMENT
POLICY
ORGANISATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES 6. PLANNING
ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES
OBJECTIVES AND PLANS TO ACHIEVE THEM.
CLAUSE STRUCTURE (7-10)
7. SUPPORT ▫ RESOURCES ▫ COMPETENCE ▫ AWARENESS ▫ COMMUNICATION ▫ DOCUMENTED INFORMATION
8. OPERATION ▫ OPERATIONAL PLANNING AND CONTROL
9. PERFORMANCE EVALUATION ▫ MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION ▫ INTERNAL AUDIT ▫ MANAGEMENT REVIEW
10. IMPROVEMENT ▫ NONCONFORMITY AND CORRECTIVE ACTION ▫ CONTINUAL IMPROVEMENT.
CONTEXT OF ORGANISATION
01/09/2016 10 © 2016 3FOLD Education Centre . All rights reserved . online@3foldtraining.com . www.3foldtraining.com . 800 3FOLD
AS PER ISO 9000, THE DEFINITION OF CONTEXT OF THE
ORGANIZATION IS “BUSINESS ENVIRONMENT“, “COMBINATION OF
INTERNAL AND EXTERNAL FACTORS AND CONDITIONS THAT CAN
HAVE AN EFFECT ON AN ORGANIZATION’S APPROACH TO ITS
PRODUCTS, SERVICES AND INVESTMENTS AND INTERESTED
PARTIES“. THE NOTE STATES THAT THIS CONCEPT OF CONTEXT
OF ORGANIZATION IS EQUALLY APPLICABLE TO NOT FOR PROFIT
ORGANIZATION, PUBLIC SERVICE ORGANIZATION AND
GOVERNMENTAL ORGANIZATION. ALSO IN NORMAL LANGUAGE
THIS CONCEPT IS ALSO KNOWN AS BUSINESS
ENVIRONMENT, ORGANIZATIONAL ENVIRONMENT OR
ECOSYSTEM OF AN ORGANIZATION.
LIFE CYCLE ANALYSIS
01/09/2016 11 © 2016 3FOLD Education Centre . All rights reserved . online@3foldtraining.com . www.3foldtraining.com . 800 3FOLD
12
Date:
ISO
/TC
17
6/S
C 2
/ N
12
82
12
The common structure and ISO 9001:2015 additions
4 Context of organization
5 Leadership 6 Planning 7 Support 8 Operation 9 Performance Evaluation
10 Improvement
4.1 Understanding context
4.2 Interested parties
4.3 Scope
4.4 QMS
5.1 Leadership and commitment
6.1 Risks and opportunities
6.2 Planning
7.1 Resources
9.1 Monitoring, measurement, analysis and evaluation
10.1 General
10.3 Continual improvement
7.3 Awareness
7.4 Communication
7.5 Documented information
7.2 Competence 9.2
Internal audit
9.3 Management review
8.1 Operational planning and control
5.2 Policy
5.3 Organizational roles, responsibilities and authorities
10.2 Nonconformity and corrective action
13
Date:
ISO
/TC
17
6/S
C 2
/ N
12
82
13
8 Operation
8.1 Operational planning and control
The common structure and ISO 9001:2015 additions
14
Date:
ISO
/TC
17
6/S
C 2
/ N
12
82
14
Do Check Act Plan 4
Context of organization
5 Leadership
6 Planning
8 Operation
9 Performance and
Evaluation
10 Improvement
4.1 Understanding context
4.2 Interested parties
4.3 Scope
4.4 QMS
5.1 Leadership and
commitment
6.1 Actions to address risks
and opportunities
6.2 Quality objectives and
planning
9.1 Monitoring,
measurement, analysis and evaluation
10.2 Nonconformity and corrective action
10.3 Continual improvement
5.3 Organizational roles, responsibilities and
authorities
9.2 Internal audit
9.3 Management review
8.1 Operational planning
and control
5.2 Policy
6.3 Planning of changes
9.1.2 Customer satisfaction
9.1.3 Analysis and evaluation
See next slide
7 Support
7.1 Resources
7.3 Awareness
7.4 Communication
7.5 Documented information
7.2 Competence
7.1.4 Environment for the
operation of processes
7.1.5 Monitoring and
measuring resources
7.1.2 People
7.1.3 Infrastructure
7.1.6 Organizational knowledge
10.1 General
4 – CONTEXT OF THE ORGANISATION
• THIS IS A NEW CLAUSE AND PROVIDES A KEY INSIGHT
INTO THE ORGANISATION
WHAT CONSTITUTES THE ORGANISATION’S
ENVIRONMENTAL MANAGEMENT SYSTEM.
2004 – No direct equivalent
4 – CONTEXT OF THE ORGANISATION
• 4.1 UNDERSTANDING THE ORGANISATION AND ITS CONTEXT
• 4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED
PARTIES
• 4.3 DETERMINING THE SCOPE OF THE ENVIRONMENTAL MANAGEMENT
SYSTEM
• 4.4 ENVIRONMENTAL MANAGEMENT SYSTEM AND ITS PROCESSES
• DETERMINE EXTERNAL AND INTERNAL ISSUES RELEVANT TO THE EMS
• INCLUDING POSSIBLE ENVIRONMENTAL CONDITIONS.
2004 – No direct equivalent
4 – CONTEXT OF THE ORGANISATION
• 4.1 UNDERSTANDING THE ORGANISATION AND LIST CONTEXT
• 4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED
PARTIES
• 4.3 DETERMINING THE SCOPE OF THE ENVIRONMENTAL MANAGEMENT
SYSTEM
• 4.4 ENVIRONMENTAL MANAGEMENT SYSTEM
• DETERMINE INTERESTED PARTIES RELEVANT TO THE EMS
• DETERMINE THEIR NEEDS AND EXPECTATIONS
• WHICH ONES ARE COMPLIANCE OBLIGATIONS.
2004 – No direct equivalent
4 – CONTEXT OF THE ORGANISATION
• 4.1 UNDERSTANDING THE ORGANISATION AND LIST CONTEXT • 4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED
PARTIES • 4.3 DETERMINING THE SCOPE OF THE ENVIRONMENTAL MANAGEMENT
SYSTEM • 4.4 ENVIRONMENTAL MANAGEMENT SYSTEM
• ESTABLISH SCOPE BY DETERMINING BOUNDARIES AND APPLICABILITY OF THE EMS
• CONSIDER EXTERNAL/INTERNAL ISSUES, COMPLIANCE OBLIGATIONS, FUNCTION AND PHYSICAL BOUNDARIES, ACTIVITIES, PRODUCTS AND SERVICES, ABILITY TO CONTROL
• SCOPE MUST BE DOCUMENTED AND AVAILABLE TO INTERESTED PARTIES.
2004 – clause 4.1
4 – CONTEXT OF THE ORGANISATION
• 4.1 UNDERSTANDING THE ORGANISATION AND LIST CONTEXT • 4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF
INTERESTED PARTIES • 4.3 DETERMINING THE SCOPE OF THE ENVIRONMENTAL
MANAGEMENT SYSTEM • 4.4 ENVIRONMENTAL MANAGEMENT SYSTEM • SAME AS PREVIOUS VERSION BUT INTRODUCES INTERACTIONS
BETWEEN PROCESSES
• EMS MUST INCLUDE EXTERNAL/INTERNAL ISSUES AND COMPLIANCE OBLIGATIONS.
2004 – clause 4.1
INTERESTED PARTIES
ORGANIZATIONS ARE RRQUIRED TO UNDERSTAND THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES. IT IS A MANDATORY REQUIREMENT OF THE MANAGEMENT SYSTEMS STANDARDS
INTERESTED PARTIES
STAKEHOLDERS ARE REFERRED TO
SYNONYMOUSLY AS INTERESTED PARTIES BY
ISO MANAGEMENT SYSTEMS STANDARDS – ISO
9000 STATES THEIR IMPORTANCE CLEARLY:
“ORGANIZATIONS ATTRACT, CAPTURE AND
RETAIN THE SUPPORT OF THE RELEVANT
INTERESTED PARTIES THEY DEPEND UPON
FOR THEIR SUCCESS.”
STEP 1 IDENTIFY RELEVANT
INTERESTED PARTIES.
USE THE EXAMPLES FROM THE ISO
MANAGEMENT SYSTEMS STANDARDS, 6
MARKET MODEL AND CATEGORIZED LIST OF
YOUR INTERESTED PARTIES.
CREATE A TABLE WITH A COLUMN FOR
INTERESTED PARTIES, ADD COLUMNS FOR
NEEDS AND EXPECTATIONS,
POWER/INTEREST AND OBJECTIVES.
STEP 2 DETERMINE THEIR NEEDS AND
EXPECTATIONS.
USE DIFFERENT RESEARCH METHODS AS
NECESSARY TO CONFIRM YOUR
KNOWLEDGE OF EACH GROUP OR
SIGNIFICANT STAKEHOLDER.
SUMMARIZE THE FINDINGS AND ADD
THEM TO THE RELEVANT COLUMN IN
YOUR TABLE OF INTERESTED PARTIES.
STEP 3 RANK THEM IN TERMS OF POWER
AND INTEREST:
CONSIDER THEIR STRENGTH OF INTEREST
AND LEVEL OF INFLUENCE OVER YOUR
DECISIONS AND ACTIONS. PLOT THEM IN
THE POWER/INTEREST MATRIX TO
DETERMINE THEIR RANK.
ADD THE RANK TO THE RELEVANT
COLUMN IN YOUR TABLE OF INTERESTED
PARTIES. .
Keep Satisfied
Manage Closely
Monitor Keep
Informed
POWER V/S INTEREST
POWER : HOW MUCH POWER OR INFLUENCE DO THEY HAVE OVER YOUR DECISIONS AND
ACTIVITIES? THIS COULD BE INTERPRETED AS THEIR SIGNIFICANCE OR RISK.
INTEREST : HOW MUCH INTEREST DO THEY HAVE IN YOUR DECISIONS AND ACTIVITIES? THIS
COULD BE INTERPRETED AS THE STRENGTH OF THEIR RELEVANCE.
POWER
INTEREST
STEP 4 SET OBJECTIVES AND PRIORITIES.
DEFINE WHAT RESULTS ARE NECESSARY TO
DELIVER TO THOSE RELEVANT INTERESTED
PARTIES TO REDUCE THE RISK THAT THEIR
NEEDS AND EXPECTATIONS ARE NOT MET.
SET SMART OBJECTIVES WHEREVER
POSSIBLE AND DOCUMENT THEM IN THE
TABLE OF INTERESTED PARTIES.
INTERESTED PARTY CUSTOMERS
NEEDS AND EXPECTATION QUALITY PRODUCTS
PI RANK KEEP SATISFIED
OBJECTIVES ACHIEVE EXPECTED SALES
PRIORITY HIGH
THE PESTLE ANALYSIS IS THE ANALYSIS OF THE
ENVIRONMENT AS A WHOLE IN WHICH A BUSINESS
OPERATES OR TENDS TO OFFER ITS TRADE.
THESE ARE SYSTEMATIC FACTORS THAT ARE BEYOND
ONES CONTROL.
BUSINESSES NEED STRATEGIES KEEPING THE
RESULTS IN VIEW TO PEACEFULLY COEXIST AND KEEP
ON GAINING REVENUES DESPITE THE CONCURRENT
SITUATION.
PESTLE ANALYSIS
IT IS OF UTMOST IMPORTANCE TO
UNDERSTAND IN DEPTH THE MEANING
OF PESTLE AND HOW EVERY LETTER OF
THE ACRONYM REPRESENTS AN
IMPORTANT ASPECT OF THE
ENVIRONMENT YOUR BUSINESS IS IN.
PESTLE STANDS FOR:
PESTLE ANALYSIS
P FOR POLITICAL
E FOR ECONOMIC
S FOR SOCIAL
T FOR TECHNOLOGICAL
L FOR LEGAL
E FOR ENVIRONMENTAL
PESTLE ANALYSIS
Clarification… If any?
01/09/2016 18 © 2016 3FOLD Education Centre . All rights reserved . online@3foldtraining.com . www.3foldtraining.com . 800 3FOLD
Upcoming Training Programs:-
Workshop on IMS Internal Auditor Date: Feb 10, 2017 Time: 8 AM – 2 PM One Friday
ISO 9001:2015 QMS Lead Auditor Date: Feb 24 – March 24, 2017 Time: 2 PM – 8 PM 5 Fridays
BS OHSAS 18001:2007 Lead Auditor Date: Feb 25 – March 25, 2017 Time: 8 AM – 2 PM 5 Saturdays
Contact: Ashish Anand ashish@3foldtraining.com +971 50 9816618
Please return the feedback form at the reception!
END OF THE SESSION
© 2016 3FOLD Education Centre . All rights reserved . online@3foldtraining.com . www.3foldtraining.com . 800 3FOLD
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