Monitoring and Measurement ISO 9001 version 2015 training Video Lecture | ISO 9001 (Quality Management): Achieve Business Excellence - Management

hey there welcome back this is the
episode where we're talking about
performance evaluation in the
so 9001 we're talking about
9 and we're going to go through and talk
about monitoring and measurement we're
going to talk about customer
satisfaction analysis and evaluation and
internal audits so it's moving through
the latter part of the standard now it
this is the the second most important
part of the standard in my view so we'll
discuss it in detail okay so bear with
me on this section of the standard we've
got a fair bit to cover but this is the
ultimate you know this is the section of
the standard that actually it's the time
that you take to step back and look at
the performance of your organization
now I joke a lot out there when we're
talking to people and I'm doing keynote
speeches and those sorts of things where
we're talking about well how do we
actually look at this I'd like you to
look into your own world here and talk
about something like a fitness goal you
know you might have set yourself a task
to run a marathon you might have set
your task to get you know eat properly
lose some weight all those sorts of
things that become the daily challenges
of just living life so for an
organization it's got the same problem
you know I'll completely agree with
everybody else out there
best practice is is not immune from
things like increased complexity
increases to documentation records
systems processes bureaucracy all those
sorts of things we're not immune we're a
company as well and so this part of the
standard for me is really really
important because it's the time that you
do the spring clean that's the time that
you can start looking at how you can be
more efficient more effective and
produce more so what I'm going to do in
the next sector of this video we're
going to go through and have a look at
each of these clauses in isolation okay
let's look through section 9 performance
evaluation and i'm going to start with
9.1 monitoring measurement analysis and
evaluation i'm not going to read the
standard to you but what we're going to
talk about is what does it intend and
what's the intent behind what it's
saying so it's essentially what's
happening is the organization shall
determine what needs to be monitored
measured what needs to be analyzed
evaluated when is that going to happen
and when the results for monitoring and
measurement shall be analyzed and
evaluated so there's a little tip here
which is a bit of an industry trend it's
like it's who what when where how and
why now if you want to take some notes
if i'm giving you tips like this don't
forget to pause this video and you can
go back write those notes and don't
to get to share it so let's look at this
so it's who what when where how and why
so what are we going to measure who's
going to measure it when are we going to
measure it when are we going to report
it when are we going to analyze it how's
that going to be done all those sorts of
things so that's a really good tip for
making the plan for the monitoring
measurement analysis and evaluation of
the business and best practice we've got
30 graphs we put them up on the wall in
both offices every Monday and
increasingly we're going to move to an
online sort of a reporting panel but at
the moment we find a great lot of value
to everybody has a chat and looks at the
previous week and how we went and what
we need to do to improve so ultimately
intent of this part of the standard is
that it's a it's the the actual tactical
part of the self evaluation cycle and
that's something that all organizations
when they're implementing best practice
they're improving what they're doing
they're moving forward they're enjoying
some success it's the time to actually
stop now it might be just stopping for a
minute looking at the stats looking at
the report and moving on but more
importantly actually how you're gonna
influence how you're going to change the
organization shall retain appropriate
documented information as evidence of
the results for us at best practice
there's 30 graphs up on the wall
every Monday now it's not about keeping
lots and lots of records a few years and
years and years it's just about saying
in your system this is the time we stop
and look at the results this is this
time we stopped into a bit of a trends
analysis and make fact-based decisions
about where we've got problems where
we'd like to improve and are the changes
that we're making having an effect now
if any of you out there have any
involvement in social media and any of
the platforms available to do the
analytics that's what we're talking
about if you've got a safety management
system that's got an analytics section
if you've got a business management
system that's got a dashboard if you've
got you know an internal business
reporting it's all of the lead
indicators that's a key word all of the
lead indicators of your performance the
number of times things are happening you
know widgets products services numbers
of people man-hours maintenance hours
all those sorts of things form all of
the tactics that you pull into your
system to track
the ultimate objective which is are we
going to deliver on the promise that we
made to the customer now it's the
promise that you make to all of the
customers in the marketplace or a
specific project by project client by
client basis so are we going to make
that promise and are we going to deliver
so when we dig a little bit deeper into
the standard off the back of my last
point we look at clause nine point one
point two where we talk about customer
satisfaction and this part of the
standards intending that the
organization has a look at customers
perceptions of the degree to which their
needs and expectations are fulfilled and
the organization shall determine the
methods for obtaining monitoring and
reviewing this information so how are
you going to engage with your customers
now for a very long time people sent out
customer satisfaction forms now the last
thing I'm going to do if you're on your
customers want to fill out a form like
that's just about the best way to upset
a customer so how are you going to
gently solicit information out of your
clients to actually see whether you know
you know you're meeting they're
promising you're delivering areas is
there anything that you can potentially
do now in the modern world I can
honestly say that there's we all know
about this trend let's sit down have a
cup of coffee or catch up have a cup of
coffee and and talk about you know what
we can do to work more effectively
together and you know what it's okay to
put that in your system if you you know
if you're looking at sales results for
example you're selling chocolate ice
cream in the supermarket you're you're
selling trucks you're selling services
you're selling pipes you're selling you
know you're selling call center support
or customer service support if your
sales drop off that's a good silent
customers aren't happy so don't forget
it doesn't necessarily mean that you
need to go out to your customers you
know that the stand is not specifically
saying ask your customer send them a
form the cost that the standard is
saying the organization shall monitor
customers perceptions of the degree to
which their needs and expectations have
been fulfilled so just really go back to
the standard have a look at it and say
well how does that apply in my business
and take a little bit of time there
there's a bunch of examples that the
standard gives you which I would
disagree with and I'm going to put that
to ice on I'm going to put it to the
community I'm making a lot of noise out
there it says examples
so those example
include customer surveys customer
feedback on delivery of products and
services meetings with customers market
share analysis complements warranty
claims and dealer reports I think that
what's really critical here is that you
know obviously this is 2015 edition of
the standard it's completely neglected
any form of social media outburst now
yes you can say it's implied because you
can see you know you can see those sorts
of things here but what we're going to
start to see is significant trends out
there and we've seen it with a number of
social media platforms where where
businesses or brands just get absolutely
bashed on mass scale and I'm talking
mass scale hundreds and hundreds and
hundreds of thousands of comments so you
know I think the standard the missed the
point in terms of what is real-life
let's talk about reality today which is
2016 and let's talk about that the fact
that these platforms there's a bunch of
these platforms that have been around
for well over ten years now and it's
completely missed the point yes it
hasn't named names but it hasn't
understood that context here so yes you
can look at market share analysis and
when you're talking about market share
analysis how many likes have you got on
your social media page versus your
competitors social media page so you can
start to do that market analysis and you
can understand where maybe where you're
missing the plot and missing the point
if you like so you know let's look at
real life examples you can go through
and follow the daily trends in terms of
the comments the feedback the shares all
those sorts of things that you that
you're getting out in the public
environment that is a very very
transparent marketplace now that's where
you focus okay what we're going to do
now is going to move on to section nine
point one point three analysis and
evaluation and then we'll talk quickly
about internal audits so what the
standards implying here is that the
organization analyze and evaluate data
an appropriate data more specifically
and information arising from monitoring
and measurement what we want to look for
is we want to evaluate conformity of
products and services did that product
or service go the way you planned the
degree of customer satisfaction so look
I think you can you know you can ask
your customer to give you a score out of
five but I think maybe what gets missed
was
you know when you had that final you
know interaction with your customer were
they smiling well they're having fun
they're having an amazing experience so
I think you know if I if I do a bit of a
case study here which is something
recent is let's talk about Facebook now
if you're advertising on Facebook and
you're considering Facebook Ads if your
ads are not very positive uplifting and
creating an amazing experience for your
customer in the Facebook environment
then you're gonna get that ad shut down
Facebook's gonna say that's not what we
want we want people to be interacting on
our platform we want our people to you
know our members to be having an amazing
experience now if you're creating
negativity if there's any sort of
negative thread in your ad and that's
like you know are you feeling more you
know down and out and all those sorts of
things in your ads then they're not
going to get approved so I think what's
really important is the degree from the
cusp that you know the customer
satisfaction perspective is you know
just a really simple thing you can do is
these my customer smiling you know did
they wear well that was absolutely
amazing that was fantastic it's
excellent thank you so much I'm gonna
send all my friends that's the sort of
thing you want to look at definitely
don't send out a form don't send out a
survey monkey
you know don't send out an email don't
send out a text message the thing that
ships me the most is where my car gets
serviced is I get these text messages
and if I don't respond to the text I'm
getting it like the next day the next
day the next day I haven't got time to
like talk to my son after he finishes
school let alone fill out the text for
my mechanic to see if he can do a better
service so you know you you want to be
really really careful that implementing
this process is just you know observing
your customers are they enjoying would
you buy from your organization how would
you feel if you got the service that
your organization delivers that's going
to give you the real insight and that's
the intention here of the standard in
terms of you know what we would like to
see from a best practice perspective
let's just finish off this clause before
we move on to internal audits so
performance and effectiveness of the
quality management system let's just
talk about performance and effectiveness
of the business management system if
you've got out-of-date procedures and
policies let's just delete those and
move on you want to see that the
instructions that you've got to give the
people in your organisation guidance to
do what they need to do you want to make
sure that stuff is relevant on its
current and what we talk about here at
best
is our winning formula is our winning
formula those guidance notes we've got
is that stuff up-to-date we want to also
talk about the effectiveness of actions
taken to address risks and opportunities
did we achieve our goals how do our
projects go are our controls to prevent
you know the hitting the fan are
those things in place and and this is
the time when you're talking about when
are we going to look at the possibility
that the shit's gonna hit the fan when
are we going to look at whether our
projects to improve our business have
been executed we want to look at the
performance of external providers the
new standards talking about providers
but this is your suppliers and this is
the you know the other things that you
bring into the organization before you
do your value add to create your service
so it's really important to be having a
look at you know that integration do you
bring that thing in house because you've
got more control over it or do you
outsource it because you're going to get
a better result always in and out and in
and out I see it all the time in
businesses okay we're going to go out
and we're going to outsource this are
now I bring our back in-house because
it's not working so it's something to
really really think about you know when
you're actually going to look at that
because that's what we're in here it's
like the who what when where how of
analysis and evaluation and the last
point here is gee the need for
improvements to the whole system itself
we're making big improvements here at
best practice and video is definitely
one of the things we're doing rather
than missing the intention of what we
wanted to communicate in the form of
black and white text then lots of people
have heard me bang on about this and I'm
going to say it here again is we spend
too much time worrying about documenting
policies and procedures and putting
black text on what you know here it is
on my screen you know this this whole
black text white thing we waste too much
time trying to put the punctuation in
the right place in the comma when in
fact it can be expertly communicated
face-to-face in this sort of environment
so what we're starting to see out in
marketplace and we're implementing
ourselves is a move to a more of a
recorded speech type environment
pictures eliciting and motion hearing
vocal tone eye contact all those sorts
of things to communicate so what we're
doing here is we're analyzing the need
to do those things
and ultimately this is part of your
system that includes the statistical
analysis and I think that's really
important there's lots of trends out
there to look at you know things like
Six Sigma and all the different
statistical you know and technical you
know terms and techniques I think that's
really really critical because you can
actually start to see things like trends
and you can analyze well is actually
that a trend and you can see the numbers
going up and down you know looking at
performance over time and for a very
very long time I've been telling people
to have the performance over time graph
and in fact that's ultimately what we
did with our logo a bit of shameless
self-promotion here for our iso 9001
certification mark but this is our whole
explanation here is it's a performance
over time graph and you know for very
long time in training courses and some
of you guys out there watching this will
have seen me present where I said go
away and draw 50 graphs 50 graphs to
track your organization's performance
they give you a clearer picture of your
performance and and and this is the part
of the standard that talks about that ok
now let's talk about section 9.2
internal audits the organization shall
conduct internal audits have planned
intervals now ultimately what you're
looking to do is have two objectives or
two goals met here in the first is are
we following our own intention are we
doing what we said we would do and then
the second part is how we following the
intent of the standard now I'm going to
break this up because it's really really
critical with internal audits and I'm a
great advocate of this maybe it's not
the right term maybe we can call them
you know you know business vitality
surveys or cultural vitality surveys or
or process reviews and give it a really
really positive you know give it a
positive title so that people embrace it
but there's a couple of great things
that happen and the firt obviously the
two objectives of the standard is are
you doing what you said you would do so
what's your winning formula are you
following that if you're cooking
chocolate cakes are you following how to
cook the chocolate cake you know you're
using the ingredients that the recipe
says you're following the method that
the recipe says because that was
designed to get this outcome
now disregard the fact that people don't
like that type of chocolate cake anymore
that
what your winning formula said and
that's the outcome but you know what
happens in organizations people say
actually we want to make a few tweaks to
the chocolate cake that they changed the
formula without actually you know
updating the winning formula that's you
know captured in a document or a process
or a video or a recipe so they make the
changes you know through practice and
practice and practice and they know how
to do it standing on their head but what
they actually don't do is update the
guidance that's used so you know I like
to think about cookbooks you see new
additions to really really great you
know best-selling cookbooks you see new
versions new prints new changes to them
as they tweak the recipes so what's
really really important to understand is
that you're going to need to do that too
in your organization you know in the old
days we used to joke about the fact that
you know what if Joe's manager gets hit
by a bus you know who's going to pick up
from there well you know Joe was just
all consumed in actually doing his job
he didn't worry too much about updating
his procedures and he got hit by the bus
and there wasn't anything anyway
so let's just be really realistic about
what this means here is that the
internal audits are take to capture are
you doing what you said you would do and
are you following the intent of the
standard now this is really really
critical this standard I'm a great
believer in is absolutely amazing it's
been around for a very long time in a
whole bunch of versions it's great God
and so I'm setting up a business plan
and actually executing a business plan
all of the tactics to implement to
actually run a successful organization
and I have you know I've got a lot of
faith in it I've seen it used
successfully used thousands and
thousands of times so if you you know
either accidentally or intentionally
don't follow one of the sections of the
standard then how can you guarantee that
you're going to get success and I can
honestly say that the organizations that
we see that we're reviewing that don't
have success they've in most cases
accidentally or can't be bothered to
actually diligently and successfully
implement a clause of the standard so
what the standards saying here in
Section nine point two point one to
you know a2 is that follow the intent of
the standard and ultimately you want to
see in Section B there it's effectively
implemented and maintained so my tip
here
my top tip before I finish this Clause
is have you got a set of instructions
connected to the promises you're making
to your customers that's documented
implemented and maintained and that's
been something that I've been
campaigning for a very very long time so
if you're new to ISO if you're new to
quality management systems you're trying
to understand what to do start with the
concept of a cookbook now what's really
interesting about cookbooks and cooking
TV shows is they often work really well
together you've got somebody delivering
a message that's got you know
charismatic personality you know that
they've got a great picture they've got
a methodology and they've got the
ingredients and if you feel inspired by
that person you look at the picture you
go yes that looks amazing well it's
really yummy and then you can actually
then follow the method using the
ingredients then you're gonna get a
great outcome but it's really really
simple organizations have over
complicated what we've got here in terms
of giving a set of guidance and I'll
cover that in the next video when we're
looking at you know the things that we
can do to guide people but ultimately
here in internal audits it's your
opportunity to step back and say you
know what we can more effectively
communicate this message so people
understand what we need to do okay let's
just quickly talk about assembling the
internal audit program and the analysis
and all that sort of stuff the standards
got some specifics here I'm not sure how
relevant is going to be moving into the
future but the current standard says
that it's a requirement so let's talk
about it you need to have an audit audit
program it's like a roster of who's
gonna who's going to check what out in
the organisation to make sure that
everything is operating particularly if
you've got global reach and you've got
lots of different offices and locations
and factories and facilities around the
world I think you know that you've got
to plan that you've got to establish
this program you've got to put it in
place you need to think about you know
frequencies and methods particularly if
you've got a whole bunch of people you
know running around looking at different
parts of the organization you need to
record a report you need to talk about
the scope and criteria for each of the
assessments or audits that you're going
to take place selecting audits
ducting them making sure their objective
and impartial I think that's really
important the people don't audit their
own work keep it simple and I'll get to
that point we'll come back to that point
because that's the final point in order
to make you want to make sure audits are
reported and that people get to hear you
know the manager is responsible with
different parts of the business get to
hear what can be improved now I want to
make one final point about internal
audits I feel in my observation that the
the most fundamental value that's
delivered to an organization out of this
section of the standard is learning now
when I see internal audit programs
effectively implemented what I see is
that a team of people get really really
anxious and they gonna learn a lot about
the organization and it's often the
auditor now we do see a lot that
internal auditors get trained and they
get a title and that's their business
card in the Job Description they're the
internal Assessor or auditor or Quality
Manager of the business what I see
happen is those people build incredible
wealth of knowledge about the
organization so here's my recommendation
this is my top tip you don't get the
person responsible for your business
management system to do your audits
because they know a bunch of stuff
already you share it around everybody in
the organization should get a go at
having a look at another part of the
organization and understanding how it
works and I guarantee you without a
doubt it'll do two things it'll lift you
culture because people get to understand
more about what happens in another part
of the business and the pains and
frustrations and also it's the best way
to get people in your business to read
what it is that they need to do because
the people went peers are reviewing each
other not you know the quality manager
the internal order went peer reviewing
each other they hold each other
accountable more that they want to have
a friendly interaction and they want to
understand what they need to do you will
get less pushback from the people being
audited from that result so there you go
they're my top tips I reckon it's a
great part of the standard it's got a
boring heading I hope I've made it
exciting we'll see you soon