We're going step by step through our ISO 9001 2015 free PDF checklist. We go
clause by clause and talk about what we're looking for in iso 9001 2015 to
help you implement your quality management systems this will be our top
tips as we go through step by step our iso 9001 2015 free PDF checklist. Welcome
to the Best Practice TV stay tuned.
So let's get into this what we've got is
this great free checklist on iso 9001 2015 that you can download
I'm going to go clause by clause through this checklist and talk you through just
some top tips and tricks and ideas of how you can address the requirement or
what to look for in your organization to address what we're talking about so the
first part of the checklist talks about context I'm just going to read the
question then we're gonna have a quick chat about it "have you determined the
external and internal issues that are relevant to your organization's purpose
and the achievement of customer satisfaction and the organization's
strategic direction" so what we're talking about over on the right hand
side of the checklist is what documents or what reference material or what
evidence would you present to prove that you're doing with that I've got three
top things that you could look at the first would be is the business plan now
I do stumble across lots of organizations that say oh we don't need
a business plan and business plans are relevant well I think you might want to
reconsider that opinion so definitely put forward your business plan we can
help you with links to different templates on the internet that are free
for business plans you can do a Google search but a business plan here because
that's talking about your strategic direction the second thing here we would
be probably looking for a big good idea to have is a SWOT analysis looking at
your strengths weaknesses opportunities and threats and that will help you to
address your internal and your external issues and at a very high level here we
could also drop the SWOT analysis and a business plan out into a risk register
so they'd be three things that we'd be looking for that events made specific to
your organization to address that first question the second question "do you have
a way of reviewing and monitoring these on a regular basis" now if you've got a
business plan got a strategic process of strategic
planning and execution in place in your organization I'd be highly recommending
that you run on a quarterly basis and you have a management review meeting or
a review of the business plan and the dashboard of Statistics to how your
company is tracking on a quarterly basis so if you were to have those quarterly
meetings, the strategic reviews and the strategic check-in for your business
then you'd be meeting that requirement the third question here is saying "have
you determined the needs and expectations of interested parties that
are relevant to the quality management system" so here you could be looking at a
stakeholder analysis maybe as a brainstorming exercise on a white border
on some butchers paper looking at all the different stakeholders in your
organization and what they're interested in what they're concerned about what you
can do to make them happy what you can do to make them upset so doing a
stakeholder analysis and then starting to identify any unique requirements that
they've got and again dropping those into that risk register that we talked
about a couple of questions back "has the scope of the quality management system
being determined taking into account internal and external issues interested
parties and products and services" so it is important to understand what is the
scope now a lot of people get sort of they do get caught up and struggle with
this particular requirement but let's just talk about your business plan
you've got a business plan what part of your business or what parts of your
business does your business plan relate to and so if it relates to the whole
business then the scope here is the whole business so when we look at all
aspects of the business and we look at all stakeholders involved in each stage
in each process in each part in each geographical location we can start to do
that analysis and identify all those issues where do we write those issues
down again back in that risk register that we talked about at the beginning of
this process "has your quality management system being established
including the processes needed and their sequence and interaction" now a little
process map that says you know sales and marketing and finance and operations and
human resources for example or warehousing or supply or project
management we've done that on a bunch of our different YouTube videos here you
look at the process flow or the process map and having an understanding of how
each of the parts of your business relate to each other and for
into a logical sequence that's important to establish if that makes sense and
"have the criteria for managing these being established together with
responsibilities methods measurements and related performance indicators
needed to ensure the effective operation and control" now if you go back a couple
YouTube videos here on our Best Practice TV YouTube channel you'll see the
process flow where we looked at each stage we looked at marketing sales
finance operations and then we did the who what when where how and we developed
that into a bit of a responsibilities matrix so it is important for each of
the key processes that somebody is responsible now it could be one person
or many and then each of the tasks that need to take place to keep your
customers happy and deliver your services is outlined and becomes a
responsibility as we move into the next part of the checklist we're talking
about leadership and the first question is "has top management taking
accountability for the effectiveness of the quality management system" now where
we would typically see that happen is in the business plan where we've got
commitments to the responsibilities and we've got the senior executive of the
business committing to implementing the business plan and implementing the
systems and processes required by that so the place to be writing that if you
want to make that statement would be in your business plan and then running that
through your performance management process where your performance manage
everybody in the business including the executives and owners if you're a small
or medium-sized business "have the policy and objectives for the system which are
compatible with the strategic direction of the organization being established
and communicated" now we'll jump to it later on in the checklist but what we
look for here is a dashboard of statistics and then on that dashboard of
statistics we look for some targets some goals some objectives so understanding
what it is that you want to achieve as you've outlined in your strategic plan
or your business plan and having those things captured so the business knows
where's that where it's going here at best practice we've got our dashboard of
statistics that it gets reported every Monday it goes up on the wall in all of
our offices and our team can see how we're tracking from a performance
perspective on thirty key statistics and they also know because we communicate it
to them on those graphs we mark the graph with what our objective what
our goal is where we want to take that those numbers or that particular
statistic "have the objectives been established that relevant department and
individual levels within the business" well of course here Best Practice the
answer that question is yes there are 30 statistics that go across all the
different six teams here at best practice what is your business do, do you
have a dashboard of statistics have you identified the targets and have you
broken those targets those numbers those things that people can manage themselves
in they're part of the business that part of the business's performance that
they are responsible for so you need to have the objectives being established at
relevant Department and individual levels within the business so what
evidence the checklist is asking to you what evidence you're going to show to
prove that you do that" have the requirements for the quality management
system being integrated into the business processes and have management
promoted awareness of the process approach" now back in the first part of
this video we talked about a risk register a risk register is really
important as it identifies the issues or the things that can go wrong the things
that you want to control so what we're saying there is have the requirements
for the system being integrated into business processes now something can go
wrong like you can upset a customer then what are you putting in place to prevent
that and that's what we're implying here so what can you show or what can you
present to prove that you've closed out or addressed that particular question
"have customer requirements and applicable statutory and regulatory
requirements being determined met and communicated within the organization" now
that's quite a big question but what we're looking at in your process flow in
your service provision in your project management in your manufacturing in the
systems and processes and services and with the products that you provide to
your customers what are the codes of practice what are the guidelines the
industry standard the international standards the American standards
Australian standards English standard European standards all the different
standards that are out there what are the specific standards applicable to the
services called products the your organization prepares and presents
and sells ultimately and how does that apply so we're starting to look at
process flow and what are the applications come now you could put that
into your risk register so non-conformance with the standards or
non-compliance with the standards will cause a problem out in the marketplace
for your customers or for some of your stakeholders so it's important to
identify that if it becomes an issue could be also included on your risk
register "have the risks and opportunities that are relevant to the
quality management system being established" now again back in the first
part of this checklist I gave you a really simple approach which was a SWOT
analysis and a risk register that would be the place that you'd start to
identify the risks and opportunities relevant to your system
well the SWOT analysis where we did strengths weaknesses opportunities and
threats now what you're starting to see is that some of those simple things I'm
recommending address a whole bunch of elements of the iso 9001 2015 standard
"has the organization established and communicated the responsibilities and
authorities for the effective operation of the system" and again we talked about
who what when where and how now it might be that you've got one quality manager
we've got one Systems Manager or you divest the responsibilities across the
all the whole organization you you decentralized responsibility now it is
important to be nominating in a job description or responsibility statement
specific responsibilities around all aspects of the management system but
equally all of the processes that need to be implemented to keep customers
happy now in the next part of our iso 9001
2015 checklist we're moving into planning now this is in the true sense
of the term business planning and it is obviously captured in that business plan
that we talked to you know we talked to that point earlier in this presentation
now "have the risks and opportunities that need to be addressed to give
assurance that the quality system can achieve its intended results being
established" we've talked about their risk register we talked about the SWOT
analysis that's the evidence that completed risk register or that that
constantly improving risk register and SWOT analysis that's going to be the
reference and the evidence that you're going to present to prove that you've
addressed that requirement "has the organization planned actions to address
these risks and opportunities and integrated them into system processes"
now this is the first time when we start to talk in more detail about controls
we identify the risks we assess the priorities we talk about controls the
things that we're going to do to prevent those issues coming to fruition so in
that risk register we can start to nominate the controls and then obviously
we can be going through the organization ensuring that we're doing those things
on a regular basis to prevent those risks or threats coming to fruition or
ensuring that we execute on the opportunities that we've got and the
last part here to planning is "is there a defined process for the for the
determining the need for changes to the quality management system and managing
their implementation" now that's starting to unpack what your change management
process is going to be now one lie to you here Best Practice we do struggle
we're growing very very quickly we struggle with our change management
process we make changes because we're very dynamic we're very flexible we're
moving very quickly and what we've got to ensure is that we follow through and
we give staff training that we communicate that we update our policies
and processes and then we give our staff time to practice and learn the new
processes and absorb and digest that information so "is there a process for
the determining the need for changes to the quality management system and
managing their implementations" so start thinking here about well what's your
roll out process or your go live process or your change management process going
to look like and what are the things that you need to tick off and ensure
that when you do make changes in the business that everybody knows about it
and then they gets better down and then it has a beneficial a beneficial impact
on your performance now moving into the next part of the checklist we're talking
about support and we've got a couple of questions here "has the organization
determined and provided the resources needed for the establishment
implementation maintenance and continual improvement of the system including
people environmental and infrastructure requirements" now this is like all the
ingredients have you got all the ingredients to make your amazing
chocolate cake we've got the kitchen we've got the oven we've got the bowls
the cups the plates we've got the ingredients we've got the wet
ingredients and the dry ingredients it's assembling all of those things and a
cook or a chef is really important and that person knows what they're doing so
we need to start to think here about how we determined all of those requirements
do we know what we need and it could be simple methodologies it could be
simple lists of raw materials and green ingredients or instructions and it could
be a combination of all of the job descriptions so it's a it's a generic
statement here but it's getting you to think about have we got everything have
we assembled everything we need to assemble to do the value adding that we
do in our process "if monitoring and measuring is used for evidence of
conformity of products and services to specify requirements has the
organization determined the resources needed to ensure valid reliable
monitoring and measurement results" now if you're using a set of scales in your
kitchen to cook your amazing chocolate cake and and the weight of the
ingredients is really critical how do you know that your scales are correct so
that you get all the ratios right if you're in a factory if you're
manufacturing or doing a service so you've got software how do you know the
readouts the information you've been giving is correct much the same as
driving a motor vehicle the Motor Vehicles got the speedo in front of you
how do you know that speedo is correct you might have changed the tire size or
the wheel size of gears in the gearbox and all those sorts of things can affect
whether your speedo is accurate accurate in your vehicle and in the old days we
used to talk about calibration now don't get hung up on it it's not you know it's
a critical issue but it's not something to be you know an over weighted priority
in the management system but it is important just to know that if you're
relying on data if you're relying on testing and checking and measurement
equipment that it's reading out accurately and let's just keep that
really simple so the next question is "has the organization determined the
knowledge necessary for the operation of its processes and achievement of
Conformity products and services and implemented a lessons learnt process" now
we haven't talked about improvement yet because that's at the latter part of the
standard but how do we know or how how can we tell that we've learned from the
mistakes we make in the past so we can start to look to developing something
like an improvements register or an issues list where we can start to
actually capture and understand and analyze where things went wrong and the
preventive strategy which we put in place to ensure they don't happen again
it's not about fixing the problem if something is broken of course take steps
to fix that problem but how are we going to prevent that happening again in the
future how will we document who will we train
what will we ensure that we do in the future to prevent that happening again
"has the organization ensured that those persons who can affect the performance
of the system are confident on the basis of appropriate education training
experience and take an action to ensure that those persons can acquire the
necessary competence" now hearing this part of the checklist we're talking
about training we're talking about a learning needs analysis where we start
to capture the competency requirements or the learning and knowledge
requirements that we need to have to start our operations and then equally
the ongoing top-up update refresher training that needs to take place and
having that identified then on top of all of that I register to keep a record
of who's got what training to ensure that we constantly maintain people keep
them up to date and if if there is training that expires that that gets
updated and maintained the last thing you want is your pilot of your amazing
aircraft that's taking you on holidays to have not kept his training up to date
and he's not able to fly the plane so if you think about pilots flying aircraft
and all the training that they need and the knowledge and skills and
competencies they need how does that apply that analogy apply in your
organization ok and the last question here is" has the documented information
required by the standard and necessary for the effective implementation
operation of the quality system being established" now this is the part of the
checklist where there's been a big change from the ISO 9001:2008 addition
to the standard to the 2015 edition of the standard you don't need to write all
of the mandatory documents that we used to in the past we used to have six
mandatory procedures and manuals and documented objectives and targets what
we're saying now is when you read the standard and that says document a
process like you know a policy a quality policy for example risks and threats and
opportunities this is the part of the standard where it's just saying just
check off and ensure that you've been through the standard and you've written
down everything you need to write down or you've captured now nothing write it
down it could be recorded in a video much to this style that you're watching
right now or it could be an audio file it could be a poster it could be an
intranet site it doesn't necessarily need to be and I would and I in fact I
would recommend against it being black and white
toner on paper because we have found through thousands of assessments that
people just don't read policies and procedures because they're boring
they don't get what they want quickly and so things like videos and websites
are much more effective way to go forward so as we're moving into the
final parts of our checklist now and specifically we're looking at operations
this is all the doing part of your business this is where you get into
doing the thing that you do and if you've seen Simon Sinek he talks about
you know why what and how this is all over how which is you know the the
cooking of cakes and the running of trucks and the serving of customers and
and all of those critical little processes that you do that are part of
your amazing business and the amazing services you provide your customers so
with that in mind let's get into these questions "is there a defined process for
the provision of products and services that meet requirements defined by the
customer" now you might provide a product or a service and it's just the same
every time and the customer doesn't get a lot of say in the product or the
service but what they do get a say in is the price that they pay and the time
that their product or service gets delivered when does the product or
service get delivered and so it is important to ensure that you actually
are capturing an order from the customer you know and that order is starting to
say we're going to do it for this price on this time or this specification now
if there are subtle little differences between what each customer
requires it is important to be capturing that now your customer might send you a
purchase order and that would be the evidence you would present here or you
might actually present a quote or a fee proposal so that's the evidence that
you'd be presenting for this particular question "when changes are
planned are they carried out in controlled way and actions taken to
mitigate any adverse effects" so this is changes in your process to ensure that
if you've made a commitment to a customer and you're making a change to
your process you can still continuing to do that the service as promised to the
customer what evidence would you present here what process would you present to
prove that you've dealt with that step "are any outsource processes managed and
controlled" now here at Best Practice yes we use contract Assessors we have a few
contract Assessors that do work for us my brother's business family businesses
lots of our customers businesses news
contractors many of the construction companies that we work with all use
contractors and it's important to have it and your outsourced processes your
contractor processes the bricklayer the concrete or the steel fix of a carpenter
the plumber the electrician on the building site that those processes are
controlled because they're not your strength and not your core business that
they're controlled to ensure that your end game your end result is a happy
satisfied compliant customer "is there a defined process for reviewing and
communicating with customers in relation to information relating to products and
services inquiries contracts and order handling" now this is all your
information this is your brochure this is your website this is your Facebook
page your YouTube channel your Instagram it's your online store
it's the specifications tab for the products you sell in your online store
it's the fee proposal the specific you know the building specification this is
the stuff it's about that defining reviewing and communicating with
customers that important information all of your brochures fact sheets all that
sort of stuff so that's the type of stuff here that you would present for
this element of the checklist "is this review conducted prior to the
organization's commitment to supply products and services" do you have a pre
supply commitment now this is typically relevant for businesses that customized
their services for example a construction contract do you do a
contract review before you make the final commitment to buy the service do
we have the staff do we have the resources do we have the cash to cash
flow this project it's that process so a pre commencement or a contract review
process before you do the final sign-off so that you're absolutely confident deep
down in your heart that yes you can provide that service "if you design and
develop products and services are these processes established and implemented in
line with requirements of the standard" now the standard has got some elements
to go through to do design where it talks about if you're customizing now if
you're an architect or an engineer or a specific designer interior designer have
you got a process to go through to check as you go through each of those phases
that your design doesn't drift off track and not provide or not provide
for their customers requirements or the customers brief "do you ensure that
externally provided processes products and services conform to specified
requirements" do you send your supplies a purchase order do you have a
specification for those products on that purchase order or our or a part number
it doesn't need to be a specification it could just simply be a part number so it
could be that simple don't over complicate this process just think about
the simple way to address the requirement
"do you have criteria for evaluation selection and monitoring of performance
and re-evaluation of external providers" now it's not about having a big database
of approved suppliers it's about ensuring that for the particular service
for that particular customer order are you happy with that particular supplier
and it's just about mapping that and ensuring that you keep it relevant it's
not worth the energy the effort or the cost to go and approve and audit all of
your suppliers if you're not going to use them it's more important to ensure
that the supplier that you've engaged the external supplier that you've
engaged to help with this particular customer product or service then it's
about validating and ensuring that they can commit to the promises that they're
making to you now importantly if that supplies working for you a lot then you
can minimize the amount of effort that you put in and you can have longer
periods of time between those evaluations so it's about finding the
economy of scale there but definitely don't bank up a whole bunch of
pre-approved suppliers when you never got you've never got the intention to
use them well there's no immediate order to use them find that happy balance and
then" is the provision of products and services carried out in controlled
conditions" now it's important if I give you an analogy here and a chocolate ice
cream factory and in that chocolate ice cream factory it's important to be cold
so as you make the ice cream it doesn't melt it's important to be clean and
hygienic so that it's safe to consume for your beautiful customers who are
going to have their lovely chocolate ice cream or more importantly all the little
kids they're finishing school and they're going to the ice cream shop on a Friday
afternoon to get an ice cream you don't want to be making all those beautiful
children's sick so you've got control conditions for the manufacturing of your
food you've got control conditions for the concrete bridge that you're building
so that the concrete goes off under controlled conditions and the bridge is
strong and solid and built in accordance with the specification so
have a think about what the control conditions are for the products and
services that you're providing it might need to be safe it might need to be secured
it might need to be in a top-secret environment have a think about all the
control of conditions around your product and service for more questions
to go "do you have effective methods of
ensuring traceability during the operational process" now batch numbers
tracing numbers for manufacturing particularly if you've got issues if
you're manufacturing food or if you're manufacturing parts how do we know if we
need to do a recall particularly with motor vehicles we've got batch numbers
and we've got part numbers and traceability so that if there is an
issue they can be recalled and rectified and that's important for you guys out
there doing manufacturing and those sorts of things or even construction
projects where you know when we're placing concrete in a construction
project all the different places that we put the different truckloads of wet
concrete so we can trace it to the place where it was placed if it had a problem
and the plant reports there's a problem with the concrete we know whereabouts
that the poor quality concrete is in the job "where property belonging to
customers or external providers is used in provision of the product or service
is it controlled effectively" now while we're shooting this video I've dropped
to my car at the mechanic to have some work done now I don't want my car to get
scratched I don't want it to be damaged in any way
is it being looked after so this is the process here where if customers are
giving you their personal belongings or something that you they're going to
you're going to work on for them are you protecting it are you showing you don't
create any damage because that's going to upset the customer in the future and
you want to ensure that you've looked after all this stuff particularly if
you're a tradesman and you're going into someone's house or home to do work
how are you protecting and how you're looking after it and you're leaving it
better than when you found it or the way that it better than the way you found it
"is there a requirement for post-delivery activities associated with products and
services such as warranty maintenance services recycling final disposal and
are these defined and managed" so start thinking about the lifecycle analysis so
we're starting to look at what do we need to do now importantly here in
Australia packaging of IT like all the cameras were using all of the packaging
that goes with all of this IT equipment that we use
here and all of the technology that we use here at Best Practice it's got to be
recyclable there's a thing here in Australia called the National packaging
covenant so there is a requirement for post-delivery activities any packaging
that goes through a consumer needs to be able to be recycled cardboard plastic
foam all of those sorts of things so start thinking about that do you provide
a warranty what do you need to provide do you provide maintenance what do you
need to provide and the last question here under operations is "are there are
any non-conforming processes outputs managed so as to prevent unintended use"
and this is the concept of quarantine if you identify in your process that
something's gone wrong how do we quarantine it how do we ensure that it
doesn't get out into the market that it doesn't become something that's unsafe
for the customer to use how do we quarantine that check it fix it maintain
it do what we need to do to ensure that it's safe meets the customers
requirements before we hand it over so it's got a problem you don't just give
it to the customer that's going to be one of the first things that's going to
upset them so we need to ensure that it's working but it's rectified and
that's what a quality management system is all about now we're getting to the
final part of our PDF checklist here on ISO 9001 2015 and right now we're into
my favorite part which is performance evaluation I love to ask do you have a
clear picture of your organization's performance
do you understand the metrics do you understand the drivers do you understand
the numbers so that you can plan and manage and control improve and
ultimately grow your organization I'm very passionate about organizations and
and you guys out there running and working in and improving organizations
I'm very passionate about keeping it simple
keeping it fun and keeping it growing and keeping it sustainable into the
future and this is the part of the standard that I get really passionate
about because it starts to talk about "has the organization determined what
needs to be monitored and measured what methods of monitoring and measurement
analysis and evaluation need to be put in place to ensure we've got good
quality results" here at Best Practice we've got a dashboard we've been using
for about five years now of 30 statistics that track our performance we
can look at it we can tell we didn't go very well last month or last week and we
can look at what we can refocus in terms of
resources to improve that performance "has it established when the results from
monitoring and measurement shall be analyzed and evaluated" here Best
Practice we do that every Monday in our executive meeting so every Monday we've
established that every Monday we'll look at those results we then meet monthly
and we look at our monthly results and then our executive team meets quarterly
so that's how we've established that and we've documented that in our business
plan at the back of our business plan we've monitoring a measurement we've
established that that's when we will look at our numbers and do our reporting
"have methods of monitoring customer perceptions of the provision of products
and services being established" here Best Practice we've got a customer survey
that we send out after we've been to see a customer what do you do to survey your
customers to check that A) happy B) what you could do to improve whether
they would refer you to one of their friends or family
now that Net Promoter Score if you're running something like Net Promoter
Score that's the place this is the place that you look at that because that's
ultimately what you want to do happy customers that are absolutely stoked
with your service they're going to be the ones that are going to recommend
your product or service to their friends to their family to their network to
their colleagues and there's nothing better than a customer referral so "has
it determined the need or opportunities for improvements with the quality system
and how these we will feed into management reviews" now this is the first
time we've started to talk about management review manager review that's
that quarterly meeting that our executive get together here at Best
Practice so are you meeting with your executive quarterly to reset readjust
check in on your business plan any quality management system that's the
system you use to implement your business plan when are you doing that
executive catch-up that executive summary and looking at the numbers and
making those changes so that's where we feed opportunities for improvement in
tire management reviews prioritize make decisions and say right this is the plan
for the next quarter has the organization established a process for
an internal audit of the system internal audits a great way to identify are we
doing what we said we would do but what did we say we would do what we did
remember back at the beginning of this video we talked about do
in a risk register doing a SWOT analysis identifying policies and processes and
controls to run our organization so we don't upset our customers that they have
a great experience and our customers feel things like love joy and surprise
so when we're talking here about an internal audit process we can look at
critical parts of the business that are most likely to upset our customers and
we can audit those areas to look for opportunities for improvement to look
for better ways to capture the guidelines to capture the instructions
so our team know what to do that's right and it's right every time and "has an
approach to performance management and performance management reviews being
established and implemented" and yes of course here at Best Practice we have our
dashboard and then all of our staff meet with their manager on a six-monthly
basis so we look at the performance of the organization weekly monthly and
quarterly when we look at the performance of our people obviously
managers looking at their team week to week but formal performance reviews with
our staff obviously on a six monthly basis now moving through to the end of
the checklist this is the final part we've got four more questions to go
we're talking about improvement "has the organization determining selected
opportunities for improvement and implemented the necessary actions to
meet customer requirements and enhance customer satisfaction"
now the intention here of your quality management system and the question you
can ask yourself is are our clients are our customers feeling loved joy and
surprise and if they are you're enhancing and improving customer
satisfaction so if you ask this question the beginning of section and start to
document your opportunities for improvement so we're looking for an
improvement register here as your evidence but if you can ask these
questions what is going to improve the customers experience what is going
to improve the level of customer satisfaction what can we do to just blow
our customer away so they will be really excited and it might just be deliver the
service on-time on-budget as further specification you don't necessarily need
to go beyond the call of duty consistency and commitment are great
ways to just establish an enhance customer satisfaction "has the
organization appropriate processes for managing non-conformities and the
related corrective actions" when things go wrong do you have a
process to identify they've gone wrong fix them document it and then start to
look in investigate improvement opportunities "has the organization
decided how it will address the requirement to continually improve the
suitability adequacy and effectiveness of the system" now the quality management
system the system you use the implemented business plan what have you
identified to do to improve this system to simplify the system to simplify your
business what are those opportunities to make it
more efficient to make it more fun to make it simpler and let it grow and then
the last question here is "are any non-conforming processes outputs managed
so as to prevent their unintended use" and this is the quarantine section right
at the very end but it's about identifying things that are wrong
putting them on your improvements register but most importantly not just
sending out the stuff that's broken to customers now it is fun in a cookie
factory to get a bag of broken biscuits obviously because there's still going to
taste the same but what are we doing to improve that process to ensure that
there's less broken cookies in the next batch because we do have a lot of fun
eating with broken cookies with the chocolate chip cookie factory or the
Oreo factory but it is important to be looking at those non-conformance's
and working out if there needs to be quarantined now if the cookies aren't
cooked that's a different story but if they're just broken that may be okay so
start thinking about what's there maybe okay in your process in your business
with your products and services and start thinking about what you can do to
prevent that happening in the future because you're going to save wastage
wastage equals cost cost equals the opposite of profit so we want to be
looking at what we can do to simplify your business improve it so as you get a
copy of this free iso 9001 checklist from the Best Practice web store you can
start to look at and nominate the things that you're going to use or show or
present to demonstrate that you've complied with iso 9001:2015 I hope
you've enjoyed it there's lots more practical examples to the different
parts of iso 9001 on our youtube channel that's really important to hit the
subscribe button there's a checklist on ISO 14001 environmental management
there's a checklist on ISO 45001 the new draft OH&S standard there's a
checklist on the data security standard so have a look around
there's also a bunch of great courses if you want more of this great content on
ISO 9001 check out the iso 9001 essentials course where we take these
deeper into clause by clause of the standards and explain the intent of the
clause what's involved how you can address it and build a simple efficient
quality management system for your business so hit the subscribe button if
you've got any questions if you want a practical example comment below this
video will shoot another video for you we'll tag you in the post and we'll see
you next time right here on Best Practice TV bye for now.