Archive for June, 2017

Feedback Sought for ISO Standards Survey

Monday, June 12th, 2017

The American National Standards Institute (ANSI) is seeking stakeholder feedback to gather information for the future International Organization for Standardization (ISO) survey, focused on service standards and management system standards.

The responses will be considered for a survey that highlights ISO’s strategy for service standardization, which was adopted in February 2016 to accomplish multifaceted results:

  • Increase ISO’s visibility as a developer of International Standards for services;
  • Support ISO members during challenges associated with the development of standards for services;
  • Gain a better understanding of market interests and trends in the services sector.

You can fill out the ANSI survey via This Link by the deadline of Friday, June 30, 2017.

 

Systematic QMS – Strategic Approach

Thursday, June 1st, 2017

 

This Month

 Events
 
AADM Conference June 22, 2017 Scottsdale, AZ  ASU Skysong.  SES is a Sponsor and a Presenter.  See Details Below.

Helpful Links

What We Deliver
  • Operational and Quality Systems
  • Assessments
  • Training
  • Internal Audits
  • Lean Enterprise
  • Six Sigma
  • Kaizen Events 
  • Breakthrough Improvement

Improved Profits and More!

Our newsletters provide information on business management systems and process improvement methods. These systems include ISO 9001 QMS, AS9100 Aviation, Space and Defense, ISO/TS 16949 Automotive, ISO 27001 Information Security, ISO 13485 Medical Devices, ISO 14001 Environmental Management Standard, and others. Subjects include performance improvement methods such as Six Sigma, Lean Enterprise, and other topics of interest to our readers.

Do You have a Subject of Interest for our Newsletter?  Please let us know.

Systematic QMS – Strategic Approach

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In our prior article, April 2017 Relationship Engagement we spoke about Leadership Engagement as the 2nd of 3 management core competencies for creating a Culture of Excellence.

Customer and Workforce Engagement alone is not sufficient, and must be linked to the organization’s Strategy and supported by a systematic approach for operational Quality Management. This article explores a third key driver, the Quality Management System (QMS), as a systematic approach for linking strategy, relationship engagement, and day-to-day operational works systems and work process management for organizational effectiveness.

Leading organizations have learned to be strategy driven, engaging both the Workforce and Customers served by the enterprise, deploying work systems and processes aligned and guided by a leadership-driven Quality Management System.

QMS Systematic Approach for Process Design, Management & Improvement.

Systemic issues that can be the cause of product or service failure are often the result of a lack of a systemic approach for process design, management, and improvement. Too often people get blamed for adverse customer outcomes when it is the process that has not been properly designed to meet the requirements of the customer and other stakeholders.

A well designed organizational-wide Quality Management System supported by real time in-process performance measurement, such as dashboards or scorecards, can proactively serve to control and manage key work systems and processes to reduce customer complaints, achieve the desired results and minimize defects, service errors, rework, as well as improve value, productivity and efficiency.

 

QMS Measurement, Performance Analysis & Management Review.
An effective organizational Quality Management System is supported by a robust Performance Measurement System that includes data and information for tracking daily operations, as well as progress on achieving strategic quality objectives and action plans.

Often over reaction by management to variation in data without a cyclical systematic Performance Analysis and Review Process, can lead organizations to focus on fire-fighting and micromanaging the “problem of the day”. Metrics should reflect performance of customer satisfaction, feedback from interested parties, key work systems, process performance and action plans to address risks and opportunities.

Trending measurement system results over time compared to valid benchmarks or goals help gage the magnitude of the gap to achieve the desired results. Findings from systematic leadership performance reviews can become opportunities for continuous improvement, innovation, intelligent risk taking, and cycles of organizational learning.

 

QMS Knowledge Management.

Over time, a systematic approach for applying “lessons learned” from repeated cycles of continuous improvement can help to build and leverage organizational knowledge. As data is translated into information and used for decision making, organizational learning can be embedded through the transfer of workforce knowledge and utilized in the innovation and strategic planning processes as a strategic advantage and opportunity.

The sharing of internal and competitor best practices can also accelerate organizational learning over time and provide a foundation for breakthrough change and innovation.

 

Linking and Aligning Quality Management with Strategy and Engagement.
A well designed QMS strategically links business work systems and processes to supporting the overall organizational strategy, as well as aligning the workforce through relationship management and engagement.

The most well-conceived strategy and action plans can be ineffective if there is a failure to link to the organization’s performance management system for motivation and incentivizing engagement with the workforce. The importance of quality management as a leadership driver cannot be overemphasized.

The alignment and integration with organizational strategy and relationship engagement can make the difference between a dysfunctional culture and the ability to achieve sustained breakthrough world class performance excellence.

 

Article Series 

In these series of articles, we described the three leadership core competencies and drivers to establish an effective organization and culture of excellence. Strategy, Engagement, and Quality Management were linked through an intentional alignment of organizational goals and objectives connecting senior leaders with the front line workers.

Senior leaders’ actions must establish the organizational discipline necessary to walk the talk and follow these guiding principles, if this approach is to be successful. Processes to support these approaches must become hardwired, so efforts don’t become the “flavor of the month”, but create a true transformational operating system, that will result in proven cost savings and customer satisfaction success.

 

This article was written by Sustaining Edge Solutions Senior Consultant, Dennis Stambaugh. Dennis has over 30 years in senior leadership roles within various business enterprises. Dennis brings extensive knowledge on a systems perspective and the use of leadership systems and quality frameworks to drive effective leadership strategy, relationship engagement, quality management, and continuous process improvement.
For any questions about this article or further information, email Dennis at dstambaugh@sustainingedge.com

 

We can deliver for your company Comprehensive Organizational Assessments of Leadership approaches and systems.  These are available to guide organizations toward improved organizational effectiveness.

 

Click Here to view our Breakthrough Improvement Model for Performance Excellence.  Contact us with any questions.

 

2017 Arizona AADM Conference

 

 

 

 
For members of the aerospace, aviation and defense and manufacturing community, the Arizona Technology Council (AZTC) is offering a major opportunity for you to connect with potential new partners and customers.

 

The Arizona Technology Council, Arizona Commerce Authority, and RevAZ are hosting the Sixth Annual Conference for Arizona’s Aerospace, Aviation, Defense and Manufacturing Community on Thursday, June 22, 2017 at ASU SkySong

 

For defense contractors, the event will be your chance to take the spotlight as you explain your needs with subcontractors. For smaller manufacturers and service providers, you will be able to talk directly with A&D decision-makers to learn how to best meet their requirements. 

 

Sustaining Edge Solutions is a Conference Sponsor and Presenter. 

For more information and registration visit The AZTC Website.  Get out and support the AZ manufacturing base!!  See you there.

ISO 9001:2015 and AS9100D:2016 Training

Are you looking for transition training, or internal auditor training? We also deliver senior management training, either onsite or online. Are you struggling with the new requirements definition, or how to implement them?  SES is here to help you with all your training, documentation, internal auditing, and implementation needs.  Contact us today!

 

The Seven Quality Management Principles
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Understanding the main principles behind the foundation of business standards, can not only work better for your organization, but you can also work on a more successful implementation of the requirements into your business system.

 

There are seven Quality Management Principles upon which the ISO9001:2015 and other standards requirements for Quality Management Systems are based. These are all considered equally important to running a good business management system. They are equally applicable to any product- or service-based organization.

 

CUSTOMER FOCUS
The goal of any company is to provide products or services to customers. A focus on the voice of the customer and their requirements is paramount. This starts with knowing your customers, ensuring there is communication with customers throughout your relationship, and continually measuring the satisfaction of all your customers.

 

LEADERSHIP – IMPORTANCE OF TOP MANAGEMENT
The more involvement of the senior leadership team in the business management system, the better the chance of success, accountability, and the more effective the end results. If top management is responsible for system effectiveness and directly contribute to the tangible benefits of the system, it is much more likely to be used, succeed, and sustain the future.
 
ENGAGEMENT OF PEOPLE
People throughout the organization create value. To ensure this, the business management system must focus on the competence of people to help them become engaged in the processes, and to  work towards meeting the strategic objectives of the organization.
 

 

THE PROCESS APPROACH
By looking at the organization as a system of smaller interrelated processes you can focus your efforts toward more consistent and predictable results on processes and their performance. Looking at the links in the chain can help you understand and control your processes, rather than them controlling you!

 

IMPROVEMENT
Companies that don’t improve / change, will not remain in business. Successful ones work always towards improvement. Goals and objectives need to be planned and SMART (Specific, Measurable, Attainable, Realistic, and Time-bound.) An organizational strategic improvement mindset is required today within the global business environment. 

 

EVIDENCE-BASED DECISION MAKING
Fact-based decision making is more likely to get the results you want. Executing decisions on analysis and evaluation of hard real data rather than an instincts, history, or gut feeling is far more superior and effective. 

 

RELATIONSHIP MANAGEMENT
Because the interaction with your interested parties such as customers, employees, and suppliers can influence the performance of an organization, it is key to manage these relationships. Successful companies see these relationships as solid partnerships, rather than strictly customer/supplier interactions. 

Understanding the principles of an effective quality management system is a vital step for your management team to utilize for product, process, and customer satisfaction attainment. 

 

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In the News
Feedback Sought for ISO Standards Survey  

 

The American National Standards Institute (ANSI) seeks stakeholder feedback to gather information for an International Organization for Standardization (ISO) survey, focused on service standards and management system standards.

The responses will be considered for a survey that highlights ISO’s strategy for service standardization, which was adopted in February 2016 to accomplish multifaceted results:

* Increase ISO’s visibility as a developer of International Standards for services;
* Support ISO members during challenges associated with the development of standards for services;
* Gain a better understanding of market interests and trends in the services sector.

You can fill out the ANSI survey via This Link by the deadline of Friday, June 30, 2017.

 

37 Workplaces that Stand Out From the Rest  

What separates great workplace cultures from the rest? Gallup has studied millions of employees around the world to answer this very question.

Gallup found that regardless of company size, location, culture or industry, the very best organizations all share one undeniable trait: They have an intense and intentional focus on engaging their employees.

That focus means more than administering a survey once or twice a year. While measurement is important and necessary, great workplaces know that engaging employees requires real strategy and commitment. They don’t simply promise a culture of engagement; they deliver on it

Click Here  to read the Gallup study results.

 

New ISO Standard – Organizational Resilience   
Resilience is the key for any business wanting to thrive in an ever-changing world. Climate change, economic crises and consumer trends are just some of the pitfalls that can dramatically affect the way an organization does business and survives. Organizational resilience is a company’s ability to absorb and adapt to that unpredictability, while continuing to deliver on the objectives it is there to achieve.

A new standard, ISO 22316, Security and resilience – Organizational resilience – Principles and attributes, provides a framework to help organizations future-proof their business, detailing key principles, attributes and activities that have been agreed on by experts from all around the world.

For more information, see the ISO Website.

 

Training Courses
 
All courses can be delivered at your company or at our training centers. We do provide training beyond our home state of Arizona. Click on the course title for description, schedule, registration and payment. Group discounts are available. We also provide custom designed training to fit your specific needs. All training is fully documented for your training records and certificates of training are awarded.
 
Don’t see a course or schedule that fits your needs?  Contact us.
 

 Transition Time Becoming Shorter.    

 

  1. COMPLEXITY – Do not underestimate the work involved! The changes are significant and will require an extensive evaluation of your existing system to ascertain the degree of conformity with the new risk based approach and further new requirements.
  2. TIME – Do not underestimate the time involved! The ISO 9001:2015 /AS9100D:2016, IATF, and … transition deadline of September 2018 (actually sooner) is not that far away!
  3. TEAMWORK – Involve the right people now.  This is NOT the Quality Manager’s Job, or can be delegated to another one or ? individuals. Transition activities must be executed at the right time with the correct responsible parties!

If your organization hasn’t started yet, it’s time to get started.

 

Walter Tighe and SES Team

Sustaining Edge Solutions, Inc.
Toll Free 888-572-9642