July 14th, 2015
On July 9th 2015, the ISO/FDIS 9001:2015 was issued in 28 pages, the last stage in the ISO 9001 revision process. This is the last formal draft before final publication scheduled on September 23, 2015. ISO member countries have about 2 months to vote on the latest draft of the standard before the September 9, 2015 deadline.
ISO/FDIS 9001:2015 positions the new version of the standard as an integral part of an organization’s efforts with leadership enhancement for development, and promotes it as a tool for improving an organization’s overall performance. It drives more internal and external stakeholder focus as part of the adoption of a risk-based approach to quality management and emphasizes the importance of adopting a quality management system as a strategic direction for the organization.
In addition to renaming and repositioning some QMS activities, other significant new requirements have been introduced.
Based on our review of the FDIS, and compared to the DIS, changes are relatively minor. The most extensive ones have been to the Introduction and Graphic Figures, which have been simplified, with explanations being moved to an informative Annex. The terms and definitions have now been removed from the standard and added to ISO 9000.
Organizations that are already certified to ISO 9001:2008 will have three years from formal publication of ISO 9001:2015 in September to transfer to the new version of the standard. The transition period will end in September 2018.
If interested, you can purchase the ISO/FDIS 9001:2015 at the ASQ Website. FYI: The ISO 14001:2015 Environmental Management System Standard FDIS has also been released for voting.
June 12th, 2015
The members of the International Automotive Task Force (IATF) are the authors of ISO/TS16949 Automotive Quality Management System. The IATF has announced that they have begun the task of revising the automotive industry’s quality management system (QMS) standard to align with the High Level Structure of FDIS ISO 9001:2015.
The IATF wants a piece of your mind!
The IATF is requesting that each stakeholder organization (whether OEM, supplier of any tier, or CB) provide a single response to this survey. Please complete all parts of Section I and Section II of the survey. In Section III, it is not necessary to provide input on every clause. You are encouraged to provide input on any clause where you have identified opportunities for improvement. For each response in Section III, it is necessary to complete all three columns (restatement of the current requirement, identified issue with the current requirement, and proposal for new wording for the requirement) for the input to be considered in the analysis.
The survey will be open from June 1, 2015 to July 10th, 2015. Only responses received during this period will be included in the analysis. The survey is available at the following link – HERE.
This survey is a very important opportunity to improve the future QMS standard for the automotive industry. The IATF is requesting you promote participation from your company. Your responses to this survey will identify key opportunities for improvement in the ISO/TS16949 requirements and in the ISO/TS audit process to the IATF.
April 13th, 2015
We frequently ask or hear others ask that question. Root cause analysis (RCA) is an old subject and is familiar to many people. If your company is registered to a major global quality standard, you hear it very often and you most likely have contributed to a corrective action using it.
Many who use it are unaware of the concept’s larger context. Asked what root cause means, some typically respond with:
- “It is what is really happening.”
- “It is the one thing that causes everything else.”
- “It’s the light switch. When you flip it, the lights go on.”
These explanations imply there is one specific thing that is the originator of the considered effects, and the origination is absolute, meaning unconditional and inevitable. This absolute origination is usually referred to as the root cause. The challenge to people is to know when and where to stop drilling down through the infinite layers of cause and effect and conclude they have reached a root cause. The clue resides in the typical business mind-set. It’s similar to selecting something that can yield a high return on investment. That is how most businesses make decisions.
One key to unlock the root cause is called the span-of-control or sphere-of-influence principle.
Span of Control
Many people have not thought much about the deeper meaning of root cause and, therefore, are not clear on when and where to stop searching for root causes. The so-called root causes are what people subjectively choose to serve in the role of origination. The task to pursue the root cause is really the task to decide when and where to terminate the chain of causation to generate high ROI.
Sphere of Influence
Similarly, if a cause is outside the sphere of influence (persuasion only), it’s a good indication you can stop drilling because working beyond that generates no returns. That’s not to say you’ll always give up in this case. The focus then must be shifted to expanding the influence boundaries to enclose the cause currently outside of your influence. In our experience, the sphere of influence is frequently the dominating factor in root cause selection.
Many people have not thought much about the deeper meaning of root cause and, therefore, are not clear on when and where to stop searching for root causes. The so-called root causes are what people subjectively choose to serve in the role of origination. The task to pursue the root cause is really the task to decide when and where to terminate the chain of cause and effect to generate a high return on investment.
March 15th, 2015
The number #1 topic of discussion in regards to the future ISO 9001:2015 Standard to be published late this year is the concept of risk‐based thinking. Let’s look at the content of the ISO/TC176/SC2 document of how risk is explained in the introduction of ISO 9001:2015 standard.
ISO 9001:2015 defines risk as the effect of uncertainty on an expected result.
- An effect is a deviation from the expected – positive or negative.
- Risk is about what could happen and what the effect of this happening might be
- Risk also considers how likely it is to take place
The target of a management system is achieve conformity and customer satisfaction. ISO 9001:2015 uses risk‐based thinking to achieve this in the following way:
Clause 4 (Context) the organization is required to determine the risks which may affect this.
Clause 5 (Leadership) top management are required to commit to ensuring Clause 4 is followed.
Clause 6 (Planning) the organization is required to take action to identify risks and opportunities.
Clause 8 (Operation) the organization is required to implement processes to address risks and opportunities.
Clause 9 (Performance evaluation) the organization is required to monitor, measure, analyze and evaluate the risks and opportunities.
Clause 10 (Improvement) the organization is required to improve by responding to changes in risk.
Why use risk‐based thinking?
By considering risk throughout the organization the likelihood of achieving stated objectives is improved, output is more consistent and customers can be confident that they will receive the expected product or service. Risk‐based thinking therefore:
- builds a strong knowledge base
- establishes a proactive culture of improvement
- assures consistency of quality of goods or services
- improves customer confidence and satisfaction
Members of the ISO/TC176 agree that Risk has always been in the ISO 9001 Standard, such as preventive action. “The changes relating to risk, creates requirements for that which was always implicit in ISO 9001.” Do you agree, or disagree with this conclusion? Let us know.