ISO 9001:2015 PDF CHECKLIST | PDF Guide to ISO 9001 Quality Management Systems Video Lecture | ISO 9001 (Quality Management): Achieve Business Excellence

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.