ISO 45001 OH&S Standard

 

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

Do you have a topic of interest for a subject article? Please let us know.

ISO 45001 OH&S Standard
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We have now surpassed the one year mark since the publication of the ISO 45001 Occupational Health and Safety Standard. In 2021 OHSAS 18001, the predecessor will be withdrawn leaving ISO 45001 as the primary global OH&S management system standard.

ISO 45001:2018 is a new International standard which provides a framework, regardless of size, activity and geographical location, to manage and continuously improve Occupational Health and Safety (OH&S) within your organization.  The risk based approach standard introduces the common Annex SL structure compatible with other ISO standard such as ISO 9001, ISO 14001 Environmental, and ISO 27001 Information Security.  Implementing ISO 45001 within these certification standard allows your organization to create an integrated management system (ISM) approach. ISO 45001 is not, and should not be treated as an add-on system.       

Positive benefits of an effective 45001 system include:

Leadership ability to assess OH&S risk and opportunities, monitor and review safety performance and set objectives for continual improvement within the “context” of organizational activities. This may include, for example, worker health promotion campaigns or the monitoring of the OH&S effects of products and services provided;

The standard promotes worker participation when identifying hazards, elimination or reducing risk by implementation of controls integrated with other business process. This approach can improve safety culture, minimize risk and embed best practice resulting in increased productivity;

The standard provides a structure to monitor and review compliance obligations to ensure the organization is legally compliant including products and services.

To get the most of your OH&S System Design:

Develop the management system as a tool to protect workers and business interests and not just to satisfy the standard;
 

Inform interested parties and workers of their objectives when implementing the standard to gain ‘buy in’ and generate a positive safety culture;

 
When designing processes ensure that they are relevant to the environment they are intended to be used. In other words, do not over complicate the system;
 

Implementation of this standard is not a burden on your organization. Risk based thinking with the participation of workers should improve safety culture and productivity.

By adopting a systematic approach including worker participation, the organization can integrate OH&S within its business processes which will contribute to prevention of accidents and long and short term ill health effects. This standard provides a platform to develop a positive safety culture leading to worker well being.

Contact us with questions, including assistance with your ISO 45001 journey. The Year 2021 is approaching, begin planning now for your successful transition process.     

 

Performance Excellence Recognition
 

On February 6, 2019, the R.E. Darling Company, Inc., a Tucson, Arizona-based Sustaining Edge Solutions client was recognized for its Performance Excellence achievement at the 2018 Southwest Alliance for Excellence (SWAE) Sharing of Best Practices and Awards Luncheon at the East Valley Institute for Technology in Mesa, Arizona. 

R.E. Darling Co. is a small business manufacturer of specialty rubber and composite products serving aerospace, defense, and industrial customers. Gary Darling, CEO (second from left with team members) accepted the award on behalf of R.E. Darling Co., Inc. and recognized the 5 Performance Excellence Improvement (PEI) Teams who have been instrumental in guiding the company Performance Excellence efforts.

 

Level 1 Recognition is given by SWAE www.swae.org to organizations in Arizona, Utah and Nevada for development of an organizational profile that describes the organization, its strategic context, competitive environment and performance improvement system. Based on an initial Baldrige-based Excellence Assessment provided by SES, the REDAR 5 PEI Teams are following a multi-year road map journey through the SWAE Steps to Excellence Levels 2, 3, and 4 to become eligible to apply for the Malcolm Baldrige National Quality Award.

 

On-going SES team coaching and “best practice” guidance is being provided by our Senior Management Consultant Dennis Stambaugh, MHA, who has over 15 years of experience with the Baldrige Framework and Criteria for Performance Excellence and currently serves on the Baldrige National Quality Award Board of Examiners. 
 
SES provides Baldrige-based Gap Assessments, Executive Coaching and Breakthrough Performance Methodologies. This includes Performance Excellence Team and Award application facilitation to partner with organizations from all business sectors (manufacturing, healthcare, education, service, and government) to guide their Journey for culture change and sustained operational excellence.
 
Congratulations to our client R.E. Darling Co.!  For further information on performance excellence and our services, Contact Us.

 

Key Process Identification

Many of us are aware that recognized operational and quality system standards have informed us for years that the organization shall determine the sequence and interaction – processes needed for the quality management system, and their application throughout the organization, description of processes, and further interpretation.

This document within the management system is the interaction flowchart (or description of processes). Within the aerospace scheme, these are the processes which will be documented as Process Effectiveness Assessment Report (PEAR) and process indicators need to be in place for each PEAR. 

 
Your key processes can typically be sales, purchasing, production and design, but can vary greatly depending on the organization and the product and service. An external auditor should not tell you that you are wrong about your processes, you as an organization will determine your processes that suit your needs, you can even call them anything you like that’s specific to the business. You don’t need to use the example of Sales; your organization may use terminology such as “getting the business” etc. However, auditors will raise issues should your processes not be clearly defined. Also, there is no requirement you must include the numbers of the applicable standard you are addressing. All your determined processes should interact with each other to deliver the high-level process/scope of the business.
 
4.4.1 (c) Determine and apply the criteria and methods (including monitoring, measurements and related performance indicators) needed to ensure the effective operation and control of these processes; – This is the element that most people overlook “Performance Indicators”. Once you have determined your processes you need to determine the criteria and methods needed to demonstrate that these processes are being operated effectively and that everything is in control as planned.
 
Whatever your key process indicators are insert into your interaction flowchart, or description of processes. Auditors want to see clear identification of a process metric within your key indicators. There are various methods that can be used for monitoring the KPIs identified by an organization.
 

Whatever method you use, it should be fine with the auditor.  There are no rules on how you should present this information, and you chose whatever suits your business.

 

Human-Centered Organization
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Gone are the days when the workplace was built around a fairly straightforward structure, consisting of employer, employee, customer. The winds of technological change may be sweeping away traditional models, but ISO 27501 is helping managers build a more sustainable one for the future.

From the advent of the Internet to what is now known as the Fourth Industrial Revolution, the latest cutting-edge technologies – among them robotics, artificial intelligence (AI), the Internet of Things – are fundamentally changing how we live, work and relate to each other. The issue for business in this new era is not totally about the bottom line, or even just corporate social responsibility, it is also about taking a human-centered approach to the future of work and finding the right tools to ensure that organizations are successful and sustainable.

ISO 27501:2019 The human-centered organization – Guidance for managers, can help organizations to meet these challenges. In this brave new world, organizations will not only have an impact on their customers but also on other stakeholders, including employees, their families and the wider community.

The standard is based on ISO 27500, which explains to executive board members the values and beliefs that make an organization human-centered. The standard’s requirements and recommendations are intended to be applicable to organizations large or small, and in the public or private sector.

It outlines managers’ responsibilities that range from the organizational strategy to the development of procedures and processes that enable a human-centered focus to the implementation of those procedures and processes.  You can purchase this challenging guidance document from the ANSI Store.      

 

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In the News
Sixteen Manufacturing Conferences to Attend in Year 2019.    

Conferences are a great way for you and your team to network with others, find more customers, demo exciting new technologies, learn about topics that interest you, and gain valuable insights from industry experts. Thankfully, there’s no shortage of events happening in 2019!

Visit the Manufacturing Network Website for information on this top conferences.

Quality Training Limited in Healthcare   

Only 33% of healthcare quality professionals said that all staff in their organizations have received training and education.  This is according to an inaugural survey published by the National Association for Healthcare Quality (NAHQ).  The survey also asked respondents the one thing they would do to improve quality at their organizations.  Nearly half, 47% said their healthcare organizations need to align all healthcare professionals.
    
For more from the survey visit the NAHQ 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.
 

Continuous Improvement Challenges identified by the American Productivity & Quality Center survey include:

  • 48% find a need to create a continuous improvement culture;
  • 43% find a need to identify, prioritize and select improvement opportunities;
  • 30% find a need to overcome organizational resistance to change.

Interesting how the survey results found that a continuous improvement culture is a greater need that resistance to change. We think that many organizations still view continuous improvement in a project context, rather than the way we always strive daily to run our business.  The management thinking and language of we need to start a process improvement project, or let’s conduct a black belt project can contribute to this lack of creating a continuous improvement culture.

            
Best regards, 
Walter Tighe and SES Team
Sustaining Edge Solutions, Inc.
Toll Free 888-572-9642
 

 

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