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Case Study 2: - First-time Implementation of ISO 9001 Quality Management System (QMS) and ISO 14001 Environmental Management System (EMS) at an International Plastics organisation.
Project Summary
Carshaw was invited to implement a Q1 quality award programme to incorporate the accomplishment of ISO 9001:2000 and ISO 14001:2004 certification. This involved identifying and training the implementation team in a range of process improvement tools and techniques, plus documenting the two management systems from scratch and implementing an audit programme to ensure compliance with the two standards. Important process improvements were systematically identified and implemented in a structured and disciplined manner using a Process Improvement Team.
Project Aims & Objectives
To develop and implement
- a process-based, documented quality management system (QMS) that would meet the prevailing ISO 9001:2000 standard
- a compliance-based environmental management system (EMS) that would meet the prevailing ISO 14001:2004
- to train the Process Improvement Team members (a cross-functional team) in the principles and practices of process improvement and to apply these to improve selected processes
Process of Delivery
Early survey analysis of the organisation showed a high level of business process failures, plus poor staff satisfaction levels & staff communication, coupled with a low understanding/appreciation of process, quality and environmental matters. The ISO 9001 gap analysis showed some systems were in place and working but that others would need to be created and implemented.
Because of the specific demands of the Q1 award, a Process Improvement Team was selected, appointed and trained in the required tools and techniques in order to implement a Quality Operating System (QOS). Business Processes were identified, mapped and documented to include the key success factors, process measures and procedures. The QMS manual was developed first and structured to reflect these.
An environmental review was conducted to carry out an environmental risk assessment of the organisation's environmental impacts. This formed the basis of the content and structure of the environmental management system.
The Process Improvement Team (PIT) members were all trained as internal auditors using sets of checklists devised specifically for their QMS and EMS systems. They checked the efficacy of the system by carrying out a complete set of audits that identified ongoing improvements. In addition to these, the PIT also generated an appreciable array of separate process improvements based upon the application of process improvement tools.
Two tools that have proved to be particularly useful to the business are the Paynter chart for monthly analysis of credit notes and the register of non-conformities, also analysed monthly to systematically track failures and improvements in the business processes.
Project Outcomes
The PIT agreed its own set of ground rules and applied them throughout its operations and functions. They took ownership of identified process failures.
The process-based QMS system is pro-actively used within the business. During the third-party certification assessment it received high praise from the external assessor.
Certificates were issued for both management systems and were well received throughout the organisation. They became the focus of attention for an article published in the organisation's own newsletter.
Sales order fulfilment failures reduced by about 94% during the period of the project.
Productivity was estimated to have improved by around 15% during this time.
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Carshaw Management & Quality Ltd 4 Hutchinson Close, Rugeley, Staffs WS15 2RG
England
Tel: 0044 (0)1889 584147 - Fax: 0044 (0)1889 585416
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