Transition to the new standards in half the time! How to make it simple. Video Lecture | ISO 9001 (Quality Management): Achieve Business Excellence - Management

hey everybody thanks for joining us here
at the best practice certification
training academy and for and thanks for
joining us for today's webinar on
transitioning we're talking today
specifically about iceland 9001 2015 and
iso 14001 2015 transitioning so there is
a component of this webinar that has
been pre-recorded to prevent technical
difficulties so some of today's webinar
is has been pre-recorded and the live
Q&A at the end will of course be live so
get your questions ready and I'll give
you a shout out to ask for those
questions so we're just going to wait
for one more minute
while our Y viewers come online so just
stay with us and wait for a couple more
viewers so a couple of housekeeping
things while you're waiting and we'll
get started in a couple of minutes is
some this stream is able to be paused so
you can watch it in two places you can
obviously click the button below where
it says watch live on youtube or watch
on youtube if you're in the training
academy if you're already over in
youtube please comment below so we've
got June and back out watching the
webinar live we've got Jack here in the
studio looking after the control panel
and thank you to all those great people
here at the best practice training cadet
Academy for supporting me but if you
have any technical issues with your
stream if it pauses if it freezes just
press pause and it's all our YouTube is
doing us a favor by pre recording it and
so won't be lost so you can't might be
wasted if you need to take a call if you
need to do anything please go right on
ahead and then you can do that so you
can press pause you can come back to it
and of course like all of our webinars
we'll e-mail you the recording so thanks
for joining us and we've got that
recording coming through to you after
we've done the buffering in the editing
at the end of the webinar so take about
an hour two hours we'll send you out
there
so get your questions ready if there's
any specific questions that you want me
to answer I'll stay around after the
webinar on Facebook and answer any
questions via Facebook messenger so you
can go to the best practice
certification Facebook page and Juna
Beck will be monitoring the comments on
the YouTube channel and we'll cover that
all for you so well that's quite
exciting so yeah we'll get into it so
how we going Jack you ready to go
perfect
okay so Jun and Becky you guys are ready
absolutely fantastic okay so my name's
Coby CIMMYT I'm the CEO here at best
practice yes I've got a young fresh face
but so for those of you that haven't met
me before or haven't seen any of our
webinars thanks for joining us the team
here at best practice is a young team
where we're very dynamic and
inspirational and I think what's really
important to communicate as well we've
all got young fresh faces we've gotten
straight into this as part of our
process and part of our careers because
we're very passionate and our our
ultimate purpose here best practice is
to create or inspire customer confidence
and how we go about doing that is we're
looking to create fun efficient
profitable safe environmentally friendly
and sustainable companies that are going
to be around for the future them you
know they're fun to work out really
exciting so that's our passion we're
really passionate about business we're
really passionate about business
improvement that's why we exist so
everything that we do here at best
practice is quite exciting the team are
on board and we love absolutely doing
what we're doing and that's what best
practice is all about we have a lot of
fun every day trying to figure out all
the different ways that we can improve
businesses and help businesses we do it
online we do it face-to-face we've got
our training academy we've got our
YouTube channel I've got a Facebook page
and we've got lots of people running
around doing on-site assessments with
companies as well so it's really really
exciting sometimes we get it right and
that's really really exciting sometimes
we get it wrong and we use that as an
opportunity for improvement and that's
what we like to inspire you guys out
there in the community to help us
believe is you know you help us with
things like these webinars by watching
it gives us
but what's working what what works and
what we can do to improve and also
what's not working so we're always
welcome to suggestions we love you guys
you as part of our family you're part of
a great family of businesses they're
really inspired to improve and really
inspired to improve your customers
experience so in quality systems you
guys inspiring your customers in safety
you guys inspiring your sap your staff
to be safe and your contractors and and
stakeholders to be safe and then
obviously from an environmental
management perspective inspiring your
company to be a good corporate citizen
and then we have other systems like food
safety and data security and lots of
disability systems but it's all about
business improvements what we're altima
very very passionate about and that's
why I get out of bed every morning
that's why I'm excited and why we put
the effort into things like our webinar
today so my name is Cody
thanks for joining me if you haven't
spent any time with our webinars welcome
to the family and if you have seen some
of our webinars or you're a participant
with us here at best-practice welcome
back and thanks for being on board we do
love everybody that participates with
best practice and thanks for being part
of our tribe ok just a little bit about
a little bit about more of some of the
intricate details of best practice as
you can see behind me above my head we
do have a formal system where we
acknowledge the great work that you do
to build a management system whether
it's a quality system a safety system or
an environment system so if you just
look here just behind me up here we've
got our logos and so there's the
different logos for the different
programs that we have and that's you
know those certificates come after we've
been on-site and worked with a client to
give them you know some analysis around
the management system and we see that
all the right path through in place for
those of you that don't spend time or
engage us to spend time with you on-site
we've got all these other great stuff
that's happening over here and that's
for you to engage with us maybe on a
one-to-one basis so maybe your company
is not engaging with us but you want to
engage with us and you love that part of
our family so there's lots of stuff
happening on LinkedIn we've got lots
more planned for LinkedIn so following
the company LinkedIn page so the best
practice certification
LinkedIn page we've got great stuff
happening lots of great articles lots of
great things coming along lots of stuff
happening on Facebook
a little bit of stuff happening on
Twitter just personally I'm still trying
to figure out Twitter and how how it
works and how we can support you using
Twitter so I'd love some advice if
you've had some great experiences with
Twitter and you can give us some
guidance on how we can use it to help
you and how we can because we've got the
resources here to do it and if you like
to it up then maybe if you've got time
I'd love to hear your thoughts so send
me a message or or tweet me and and help
me because we we want to help you and we
want to learn so if you're better at
Twitter than us we'd love some guidance
and coaching but we're doing little bits
and pieces sharing articles retweeting
and reposting so hopefully we're adding
some value for you lots of stuff
happening on Instagram best practice TV
has an Instagram page June is always
thinking about great creative quotes to
keep inspiring you to keep improving so
lots of fun on Instagram it's a good way
to message us here at best practice
sending us a DM on Instagram a great way
to get instant engagement with us
backwards and forwards so if you want to
say hi shout-out send us a joke like our
posts and an equally sheriff so so we
get more followers on Instagram to help
more people very passionate about
helping companies and more companies we
can help around the world that will be
absolutely fantastic
now YouTube if you haven't seen our
YouTube videos then I'd encourage you to
pop a cross onto YouTube search for the
best practice certification or best
practice TV YouTube channel there's now
over 250 videos on the YouTube channel
some of them are obviously not publicly
listed and we can get them to you via
links but there's I think there's now
Jack about 200 public videos so
YouTube's an absolutely fantastic
resource we talk lots and lots and lots
about what's going on here in business
lots of short little tips and tricks we
do two to three videos a week on YouTube
and obviously this we're using youtubers
as the engine-room
other stuff though behind this webinar
to bring this live broadcast to you
today now it's a great way for people to
learn it's not everyone's learning style
some adults and and learners like to
read and equal a lot of people pick up
things from watching it's a great way to
stay in touch with us so you know two to
three minutes of your week or two to
three minutes every couple of days just
to pick up some tips and tricks on
improving your business via a YouTube
channel it's free YouTube's a fantastic
resource so there's a great facility on
YouTube where you can click Subscribe
and you can subscribe to the channel and
then our notifications when we post new
videos will come directly to you you
need a gmail account or a Google account
for that so and again that's free so I
think it's important to sign up for a
free gmail address if you haven't got
one use that as your personal email
address it's a really great way to
engage with us using your gmail account
you know we love and recommend highly
recommend the Google products and
obviously YouTube is a Google product
and it ties nicely with your Gmail
account so get your free gmail email
address jump across onto YouTube hit
subscribe and you'll get all of our
great tips and tricks and videos and you
can share them and delight us though if
you're not a gmail user a Google user no
problems you can still go to youtube and
see those videos but they are fantastic
and it's part of my passion that's part
of that process to help you guys improve
your businesses that's we're going to
talk about today now the last little
image there is obviously snapchat if
you're a snapchat user or starting to do
a little bit of stuff on snapchat so
finding best practice TV on snapchat and
Beck looks after snapchat and does
little snaps and bits and pieces from
time to time not a lot of followers in
that space right now we're growing that
that component and trying to figure out
how we can use snapchat to help some of
the younger generation as they're
thinking about business and employment
and work and those sorts of things and
being positive and motivated and really
engaged so if you've got some younger
users in your business or part of your
organization and they are snapchat users
they may like to engage with us over
snapchat and it's a great little
great little social media platform that
we've been using now down them sorry
jack just go back for me now down the
bottom of the page is my LinkedIn
account so at Kobe cimmyt I'll just move
out of the way there it is they're on
LinkedIn and there's a hashtag keep
improving every day that we used on
LinkedIn but please find me on LinkedIn
and send me a LinkedIn request now if
you can't send a request send me a
message send click the in mail button
send me a message and we'll connect on
LinkedIn it is a great way to
communicate directly with me so if
you've got questions you don't want ask
questions to be in the public forum you
just want to ask me a question and get a
response LinkedIn is a great way to
engage with me send me a LinkedIn
message so you can either click follow
and follow me on LinkedIn or you can
connect with me I love being connected
with lots of people and LinkedIn now I
check LinkedIn every evening and I look
at the messages and respond to the
messages and respond to questions
I love engaging with people and and it's
a really great way so if you've got a
simple question I'm happy to fire back a
simple answer and just know that you're
there and and help you as best I can so
I dedicate about an hour hour and a half
of every day to respond to people there
and it's a great little way to just
connect backwards and forwards so one
got to follow me on LinkedIn and you
like LinkedIn I was absolutely fantastic
so the best practice company pays lots
of articles to help you and then
obviously my page as well okay so enough
about best practice in this session
we're talking about transitioning and it
is important because we're getting to
the really critical end of a transition
period where two News standards ISO 9001
and 14001 so two new versions of those
standards were released in 2015 now it's
now obviously getting towards the we're
coming in we're about to start q2 in the
Australian Financial years so that the
second quarter of the Australian
financial year or that would be qq3 in
the US financial year now when we come
in to 2018 the beginning of 2018 we've
got a very important deadline so we were
given organ
nations that had certification to the
previous versions of these standards
were given three years to transition and
so they were released in 2015 in
September and then the deadline is
September 2018 now there's an important
part of that there's an interpretation
out there in the marketplace but that
transition needs to happen by March so a
couple of people with varying opinions
now the drop dead time for your
transition is exactly three years from
when the standard was released so that's
September 2015 which means the drop dead
time is 2000 September 2018 now if
you've got a previous certification or a
certificate or previous management
system that follows the previous version
of ISO 9001 and 14001 that is certified
so if you've got a management system and
it's not certified you don't have to
change anything so what people have been
getting very stressed about this
transition and what the changes are so
if you're not certified and you're not
externally audited you've just got a
management system in place there's
nothing wrong with the previous versions
of these standards what's happened is
the ISO community and specifically the
two committees that look after these
standards have seen an opportunity to
improve them and change is a constant
and improvement is a constant and we
grow and we learn and we develop every
day and organizations grow and learn and
develop every day so I think it's
important to adopt the principles of the
new standards but I'm not saying that
you have to now one disclaimer here if
you are certified when we get to March
2018 as an organization that certifies
companies and gives you a certificate we
can no longer give you a certificate
after March next year to an old version
of the standard in fact here at best
practice we stopped issuing certificates
to odds that renew certificates to all
versions of the standards about 18
months ago so for 18 months we've only
been issuing certificates for new
clients and new certifications to the
new version of the standard so when you
get to March 2018 it's important to
consider a do you want to retain your
certification and we've
we've had in the last month it's not the
last month it's probably about the last
three months 11 companies that I'm
personally aware of here at best
practice that have elected to no longer
be certified and that's okay I would
encourage that I think it's important
when you're considering your business
plan and your business going forward
that you do think logically
systematically and more importantly
using numbers about your business going
forward and I would congratulate and I
do congratulate those 11 companies for
week drawing their certification theirs
having the external costs as part of
certification and the external efforts
involved in certification being removed
for they're built from the business has
settled down and reduce some of the
burden and I think that's important and
congratulations suppose 11 companies for
you know biting the bullet and
withdrawing their certification we will
still support them if they want to be
supported with that we've still got
three YouTube videos we've still got
these free webinars there are still
training courses that they can do so if
your organization is one that's
considering whether you're going to stay
certified or not have a real good think
about it and if you need to withdraw
your certification and not move to the
new standards then that's absolutely
fine but please and I'll go through the
rest of this webinar please keep
developing and maintaining a business
plan please keep thinking about your
strategy what is your strategy for the
business what is the future of the
business how are you going to grow the
business maintain the business you know
think about sustainability think about
profitability think about your customer
experience I think about safety and
environment those are all important
things if you're closing the door on the
business then that's fine but but I
really do think it's important to stop
once a year and really think
strategically about the organization I
can talk more about that later this
presentation and think about what's
relevant so for those of you that are
going to continue on this certification
because a customer requires it or a
contract or set of regulations require
it let's talk about how we make it
simple and easy to do this transition if
you haven't done so already if you have
done the transition already let's talk
about how you can minimize the effort in
managing your systems into the future
and that's what we hear about so
remembering at best practice we exist to
create fun companies that are profitable
efficient environmentally friendly safe
fun to work at so we're going to talk
about how we minimize that effort so
that going to work is exciting and
improving businesses and seeing the
results of growth is something that you
can celebrate so thanks jack let's move
on ok so one of the things that I've
observed across a whole bunch of
organizations that we work with on a day
to day basis on a personal basis is that
you know there's an expectation that
will communicate everything that's in
the standard and people get a little bit
scared and nervous about the standard
anxious about standard now the reality
is it's a very very small document it's
it's only about 50 pages and you know
the actual part of the standard that
requires you to do things and set up the
structure is 15 or 16 pages there's not
a lot there and if you boil it right
down and turn you've got 10 pages of
content that you need to go through
sorry that's 9001 that I'm talking about
forty thousand one it's a little bit
bigger not too much a little bit more
stuff but not too much it's not an
overwhelming document now I'm you know
the position that I'm that I'm at in my
career I can honestly say that I've read
iso 9001 in its different versions
probably on average over the last 15
years about once every three months now
there's been points in my life where
I've been reading rereading the document
monthly as a working document and I've
you know there's there's you know I've
printed it off and I've scribbled notes
on it and I've printed it off again and
I've highlighted it I printed it off
again and I've you know ripped it apart
and I've you know pages so so I have a
link conic electronic copy of it and
there's a screenshot of it right there
that you can see behind me and and
everybody here best practice uses that
as a working document so don't be scared
to you know it's a print of working copy
of this document and scribble notes on
it and use it as your friend use it as
you go to reference the
cookbook if you like in terms of
improving your organization using the
tools and techniques that are described
in the standard to keep improving the
business and keep going through those
cycles of improvement now where can you
get a copy of the standard if you don't
have it is a org
is the peak body globally that produces
the standards depending on where you are
in the world you may be able to buy a
soft copy or hard copy version of that
standard from your local status provider
but what I know that you can do you can
go to ISO org and you can get from the
source the information now sometimes the
local standards bodies do start to sort
of tangle the information they might
have a commercial reason you know they
might they might sell the standards and
they might sell other services and so
getting really clear information about
what's going on is difficult so I always
recommend goes straight to the top and
that's ISO and and that's where we draw
a lot of our information down from and
and make it user friendly to help you
guys so cut out the middleman go
straight to the top and and support the
international organization of
standardization by buying your documents
from them directly now when we actually
get into the standard and we've got 9000
minor we've got 14,000 one I'm gonna say
this read the standard now if you don't
understand it that's why you can contact
me on LinkedIn if you've got questions
about it what does it mean what does the
clause mean how to apply it how do you
do it I'm happy to help you with those
questions I do that for free you know I
get lots of questions I try to get sort
of 20 or 30 answered every night so it
is something that you can you know you
can reach out to me and you know
obviously you can reach out to us here
at best practice we do have formal
training courses so you can log on to
the best practice certification condo
you website and there's a blue button at
the top which takes you through our
training academy and our shop our online
shop all of our courses are online you
do them in this environment they're
exactly the same as our webinars the
backgrounds a little bit different but
their videos there's some reading
material and I'll help you through
there's some free checklists and free
booklets but there's nothing like going
to the standard and reading it and
separating it and understanding it and
getting insights yourself and my
recommendation from my personal
experience is to just go over it you
know sort of frequently and when I say
frequently it could be every second
month or every third month now is
pulling it out and you know making
yourself a cup of coffee or a cup of tea
or glass of water and just having a skim
through it and maybe making some notes
and you'll get different insights every
time you get back to it so a little bit
of wording there shall should and could
shall is a mandatory requirement so if
you choose to comply with the standard
it is important to implement and execute
on all of the shells now shoulds and
goods their recommendations they're good
ideas they're good things to do but
they're not mandatory so look out for
the shells and sometimes it's good idea
to go through a printed copy the
standard and highlight the word shell
and that'll start to create a bit of a
checklist that you can use to check off
that you've met all of the requirements
now when we talk about iso 9001 this
lets importantly just acknowledge that
it's a framework or 14001 they're both
frameworks so they're both guidelines
for setting up a system to implement
your business plan now I'm going to go
through that for the rest of the webinar
and I'm going to use the business plan
as the context now these standards
require or intend that you take from top
senior leadership your management system
all the way down through the
organization now the best way to
describe that is if if your organization
your organization should and it's it's
best practice to have a business plan to
be thinking two to three years ahead
with the business a five-year business
plan is probably not as relevant now as
it used to be two to three your business
plan ensures that the business is
thinking strategically about the short
and short term things that needs to do
to survive with a long term view in
place and so these standards sit below
your business plan now if you don't have
a business plan and the business is not
clear on its direction and forget about
the standards think about what your
strategy is your goals your objectives
you go to market your market
to ensure your sustainable then use the
standard the context the standard to
deliver so we do see lots of
organizations that try to build
management systems in the absence of a
business plan and then a business plan
gets built and the two things are
disconnected and often the quality
manager environment managers safety
manager systems representative it is
removed from the core strategy and core
strategic direction in the business so
that's a structural problem if you find
that that's your situation and what I'm
saying sounds familiar then have a think
about having that conversation now there
becomes the structural issue whether
businesses can you just get on and build
this management system but these
standards when used properly sit right
dovetail or connect it in with the
bottom of of a business plan thanks jack
let's move on so if we're going to get
into this process I'm going to talk
about what we need to do to transition
now with an existing quality system or
an existing environmental management
system that already makes the
requirements of the standards there's
not a lot that needs to be done
however showing evidence of some change
is important now a good quality business
plan that's that's adjusted and updated
on an annual basis will have something
that is either like or similar to a SWOT
analysis so looking at strengths
weaknesses opportunities and threats now
first and foremost the quality system
will look at it from a customer's lens
so we're looking through the lens from a
customer's experience perspective and
when I'm involved in that process either
assessing that process or participating
in that process I place myself in the
shoes or the role of a customer and I
think about if I was a customer of your
organization or as a customer of this
organization looking around saying what
would my experience be what would my
expectations be what would I like and
not like and if you have three or four
people from the executive team
participating from that perspective you
will start to get a really good sense of
how the orgonite
I can look for some opportunities for
improvement identify those opportunity
improvement and then start building our
plans to execute on those improvements
and implement them so the customer
experience improves now for an
environmental perspective the same
applies strengths weaknesses
opportunities and threats so some of the
environmental opportunities to be a good
corporate citizen some of the weaknesses
and threats with environmental
regulation and increasing environmental
awareness in the broader public
community now the same applies here with
a special note or a disclaimer 14001 has
a unique little requirement to do a
stakeholders analysis
now while 14001 makes it pretty clear
I'd recommend doing that from a
customer's quality perspective a safety
perspective environment perspective so
as we look at strengths and weaknesses
opportunities and threats it is
important to be thinking about all of
your stakeholders your financial
institutions your customers your
regulators government departments
international organizations staff
subcontractors employees customers
end-users everybody that's in that sort
of community network around your
organization and have those in mind now
a practical tip here would be to write a
big list or a big mind map of them up on
a whiteboard and then be sitting in a
forum we can identify strengths
weaknesses opportunities and threats
thinking about all those stakeholders so
really good tip there here best practice
we use lots of butchers paper I'm here
in the studio as butchers paper on the
wall there's whiteboards outside we do
lots of this identification then we pull
it down and put it in through registers
and spreadsheets and I'm going to talk
about how to actually take the SWOT
analysis and actually put that into your
management system so quick summary
before we move on is taking the business
plan building out of SWOT analysis or
something similar that identifies you
know risks and strengths weaknesses
opportunities and threats it's a great
simple tool I'd encourage you to adopt
it it's talked about in the ISO
community so have a think about how we
do that and as we move into the next
slide we'll talk about how we actually
capture it so environment and quality
this would be something that we would be
looking for that's new where we haven't
previously asked for it it's been
expected that it's there but as we look
at transitioning and custom
we would encourage you to be creating
this piece of evidence undertaking this
process and when we come out to do an
assessment to transition you from the
old version of standard to the new for
quality and environment would expect to
see something similar to a SWOT analysis
either we expect to see SWOT analysis
but if you want to choose to do
something different show us something
that has the same intent as a SWOT
analysis and let's look at what we can
maybe how we can maybe present that ok
so in this instance we've just done a
really quick simple example we would
take the things we talked about and
identifying a SWOT analysis now one
disclaimer here it doesn't have to be
perfect management systems are about
continually improving and and we have
the hashtag here best practice on all
our social media which is hashtag keep
improving every day so it is important
that we go through and say okay we've
got a risk register we've done a SWOT
analysis we're going to look to do that
a little bit more frequently sort of
from time to time and keep updating this
register so what's happened here is
we've just used a little table this has
been a little screenshot of an Excel
spreadsheet where we're starting to
identify the issues right over on the
side there in that column which is the
risk description and they were starting
to give them a bit of a ranking and
using a risk based thinking approach so
the new standards the the next subtle
change that's talked about in 14001 and
9001 is risk based thinking now lots of
people getting really confused about
that how to do that when you know
getting it all over complicated this is
micro details bureaucratic now that's
not the case very simply risk based
thinking is about prioritization it's
important to acknowledge that you can
get overwhelmed when you write yourself
a huge to-do list and the organization
has a huge to-do list and it is
important and the standards do
acknowledge that you can't get
everything done so the things that are
really really important that are going
to really upset your customers the
things that are really really important
that are really unsafe the things that
are really really important that I
really
you know environmentally damaging
they're the top risks and we can start
to use risk tools guidance tips and
tricks' with like a you know a
consequence our likelihood and then risk
ranking that's that's here in this table
you know that that's the sort of stuff
that helps you to prioritize it but
what's important is that risk based
thinking is all about priorities and
risk based thinking is about doing a big
chunky ugly stuff first but keeping an
eye half an eye on the things that you
have identified that a low risk just in
case they start to escalate and so
monitoring this risk register yes that's
still low risk is still low risk oh
actually that one's just changed risk
because something new has changed in the
business so it's gone from a low to
medium or medium to a high so risk based
thinking is all about prioritization
it's all about acknowledging that you
can't do everything all over the time
organizations are limited with money and
resources and capital expenditure and so
building out a risk register means that
you can justify spending some money to
fix things that are really important and
not spending money to fix things that
are important and one of the great terms
here in Australia that we use is if an
ain't broke don't fix it if it's not
broken don't fix it but it is important
to anticipate if it's going to break and
that's what we space thinking is all
about prioritization fix it if it's
broken fix it if it if it might break
and it's really critical then let's
maintain them thanks jack so that a risk
register a good way to show us that
you've been through a SWOT analysis it's
a good way to record evidence of that
meeting importantly doing a SWOT
analysis regularly is important and the
risk maintaining and updating that risk
register regularly now what's regularly
this is my personal opinion I think
quarterly so I think
a SWOT analysis that is a little bit
more comprehensive on an annual basis
and just to check in and a touch up and
a tweak and a maintenance of that SWOT
analysis and researchers that on a
quarterly basis so let's talk about with
regards to transitioning what's happened
with the new versions of the standards
they are encouraging us to connect our
management systems more comprehensively
and more succinctly with you know and
I'll talk about that the joining these
two things together with the business
plan and so what I've in this slide here
what we've created is just a business
plan improvement cycle or business
improvement cycle and we've talked about
where a management system sits you know
down the bottom so on the other side of
the slide there you can see management
systems but I'm going to just talk us
through each of these steps as we as we
you know go around and down through that
process so let's start at the top right
at the very top of this slide with
market research and planning now a lot
of the observations that we make here at
best practice is organizations that say
yes to a customer right at the very
first instance and they say yes to a
customer and they keep saying yes to
customers and they evolve into an
organization that is of course its
customer centric but it's driven by what
the customer wants
now Henry Ford is very famous for a
saying which was if I gave the customers
what they want I would have given them a
faster horse now in fact we're talking
about obviously the Ford Motor Car and
Henry Ford you know building the Model T
Ford and producing them in his big
factories and producing motor car being
you know obviously the the instigator of
the innovation of the motor car from
horses to motor cars but he's he's he's
making a really important point where he
says if I gave them what they wanted I
would have given them a faster horse
because customers wanted a faster horse
but look out fast motor cars are now
much obviously supercars obviously much
much faster than horses
so what we're talking about with market
research and analysis is yes of course
on the short-term you know we talked
about the customer always being right
but would but that's because the
customers got the money or the customers
got the you know they're requiring the
service we provide the service the value
add and the customer has the money now
importantly if we think about
organizations like Apple for example
fifteen years ago this mobile phone
device that's an Apple iPhone just
simply didn't exist the smartphone just
simply didn't exist it was an idea but
it didn't exist now I don't believe that
there were a lot of people out there
saying I want fifteen years ago
I want Facebook on my iPhone or I want
app social media apps on my iPhone I
know that 20 years ago my dad said to me
it would be really good if I had my
phone book in my pocket but my phone box
is too big so what we do now have he's
all about contacts are critical contacts
that we can save them into our
smartphone so that was being asked for
but what wasn't being asked for is that
we'd have this pocket computer so market
research and analysis is really
important to be taking two perspectives
one is what do our customers asking for
but it's important that we drive our
business and our organization in the
direction for which it exists rather
than what our customers are asking for
and and then equally we do in the short
term do what our cost you know meet our
customers needs so maybe I could reframe
what I'm saying and saying what are the
future needs of your customer what are
the future desires of your customers but
what are the current needs and wants and
desires of your customer and it's
important to meet the current needs of
your customers while thinking about
future needs so that you can keep
involving and in by innovating the
business in its improvement cycle so I
mean I can go lots more into market
research and setting up and structuring
businesses but that's for maybe another
core
station down the track what the
standards and we're talking about
transitioning are encouraging us to do
is drop that market research and
analysis and customer expectations
customer requirements down into our
business plan from our business plan
down into our SWOT and we've talked
about us what right here we talked about
in a previous slide so we're starting to
analyze that then we set ourselves what
we're talking about right here is our
long term goals and objectives these are
the things we want to achieve now the
important thing about goals and
objectives is there are things that we
don't want to achieve or are not
priorities and if we want to identify
those and put those aside and just keep
monitoring them so here at best practice
we run an issues list an improvement
register which are the things we can't
work on right now but we monitor them so
they came up yes we should do that but
we can't afford to do it now we don't
have enough people money resources time
effort energy to do those things but
we're going to monitor them so let me
come back around to choosing what our
goals our objectives are going to be
we've revisit that list and see still
see if it's important then we look at
assembling our personal resources and
our over the other side their
infrastructure to start to say that's
we're starting to create and assemble
the organization now personal resources
you know you can have your org chart you
can have your job descriptions you can
have your roles you can have policies
procedures that's how we start to
organize people and give them
instructions and then resources offices
factories equipment refrigeration trucks
transport ships containers minds
internet phone services all those things
that infrastructure wise we need for our
organizations for the people to do their
work now this is where we assemble
personal resources infrastructure put
that all together to create the
management system and the management
system is there to give guidance and
advice and if you like stepping stones
across a pond so setting up the stepping
stones across the river or across the
pond for your organization to follow so
they can stay on the right path when
things get message so management systems
are all about assembling the guidance
and advice and structure so that we can
keep the organization running and it can
become an autonomous operation
now once we've got obviously the
resource of the infrastructure and the
management system set up my personal
most favorite topic is the numbers and
the dashboard and my question to you is
do you have a clear picture of your
organization's performance have you got
that clear picture and more importantly
is the data then giving you insights and
importantly and someone said to me
yesterday don't give me data give me
insights now the weakness we see across
the bulk of the organizations that we
work with is they don't have a clear
picture of their organization's
performance they may say to us we have a
clear picture of our profit and our
profit and loss statement and our cash
flow statement and our balance sheet but
they don't have a clear picture of the
lead indicators the lead metrics the
lead statistics that are driving that
for example they can't predict if
they're going to have a high potential
incident safety customer related
contract dispute or environmental issue
that's going to affect their P&L in
their balance sheet so what we talking
about with a management system a quality
management system a safety management
system environment management system
we're talking about preventing
potentially preventing obviously
customer related issues safety issues
and environmental issues but in the
context of an organization that needs
money to operate we're using quality
safety environment management systems to
prevent the impact on the P&L as well as
of course injuries and incidents and and
and quality issues so it's important to
understand that that's you know if you
need the financial justification that
the management systems are there to give
you a good sustainable ability to
predict your profit and loss and also
your balance sheet performance so I
wanted to link those two things together
today because that's the expectation of
best practice in terms of transitioning
we want to see a clearer link of your
management system to your business plan
the major piece of evidence or artefact
that needs to be developed is this
risk-based thinking approach and clearer
goals and objectives and then over on
the other side there of the slide we're
talking about numbers we want to see
clearer dashboards
we want to see clearer numbers and so
we'll go into that in the next slide we
want to see that tied into management
review and then obviously back into
market research so what we're talking
about here is well how often should we
do this my advice to you is quarterly I
would like to see and my guidance and
best practices in this context would be
to management review you know numbers
evaluation on a quarterly basis now that
may already be a system in your
organization for your financial
reporting and performance and I would
encourage you to be integrating your
quality performance your quality numbers
your quality performance their
environmental performance and safety
performance your data security
performance all into that quarterly
reporting process and then your
management system is going to operate to
support your organization so quarterly
management reviews quarterly reporting
on all of the metrics that are
associated with your quality management
system in your Ryan management system
and then that is the cycle of business
planning and Business Improvement as it
relates to management systems your
management systems sit there to be the
good quality management system to
deliver your business plan thanks jack
okay numbers and insights you know and I
talked about my colleague yesterday that
said it's I mean don't give me data give
me incise now if you haven't got a data
you can't get the insights so my
question again is do you have a clear
picture of your organization's
performance it's something I've been
saying now for twenty years is develop
50 performance over time graphs now once
you get to 40 you're going to struggle
to do the final ten and that's okay but
dashboards like this that you see you
know here where is it here behind me and
over here these sorts of dashboards
creating performance over time graphs
and and giving yourself insights into
how your organization's operating I see
it in our sales team our sales team are
all over graphs they look at them every
day but from a quality safety year and
maybe environmental performance
perspective even here at best practice
we're guilty of maybe not looking at it
as closely as we should and getting the
insights that we want so we're not
perfect where we're improving every day
as a growing organized
and a great bunch of motivated
individuals are all working very hard to
improve our company my question to you
is what are you guys doing what how do
you get your insights how do you get
your clear picture of your
organization's performance and and you
know showing you an example like this
starts to give you some rationale but
you know it's about measuring and and
even engaging with these stakeholders
and saying to your stakeholders and
whether it's your regulators your
customers your staff your suppliers your
financial institutions your leadership
team your board what are the pieces of
data that they'd like to see that they
want to see that will enable them to get
insights into how your organization is
performing and that clear picture is
fundamentally critical it's been the
biggest weakness across all of the
organizations we've assessed if I said
it was the most important issue I think
it is is good quality data and then
gaining good quality insights from those
data then enable you to use one of the
quality principles which is fact-based
decision making and getting those
insights will drive your management
review and good quality business
planning processes into the future most
importantly maybe some decisions such as
stop doing things that aren't working
and that's where organizations get
really really complicated there's lots
of people in lots of organizations doing
things that aren't working and no one's
measuring the data and holding people
accountable for let's do more of what
works and less of what doesn't work so
the outcome of this analysis is really
let's stop doing what what doesn't work
so yeah excellent
ok so ultimately just summarizing as we
draw to almost the close of our webinar
today having up time Jack we're um a
couple minutes to go perfect is we've
got the the cycle of business
improvement of it that's embedded in
both ISO 14001 and 9001 these
plan-do-check-act and as we talked about
transitioning and we transitioning as
data and the evidence that we're looking
for
we're looking for evidence and you know
what you need to do and I know I'm being
generic
got any specific examples so now's the
time to start assembling your questions
and we'll answer your questions as we go
through this at the end of this webinar
so please start thinking about what
questions you've got you know if you
want questions about practical tips and
tricks things that you could do to
demonstrate and be part of this
transition now so tell me send those
either on the public forum so comment
below if you're watching on youtube or
send us a facebook message across the
facebook Messenger but we're talking
about plan-do-check-act
so evidence and artifacts to demonstrate
that your planning and your prioritizing
and evidence and artifacts to
demonstrate that or policies and
procedures that you give your people and
your organization and guidance and and
constraints and limits and those sorts
of things to manage and go forward with
the organization do the things that you
said you would do so what are you saying
you're going to do what is what is the
process if you watch one about talking
business episodes on our YouTube channel
where we interviewed a gentleman by the
name of andrew barrett he talked about
business as imagined it's important that
if we're gonna document do we document
business as is or we document business
as imagined if we're documenting
business as imagined it's important to
execute you know it's it's difficult
sorry to execute so be very careful that
you're not documenting business as
imagined that you're capturing business
as we wanted to run and we prepared and
committed to actually running it in that
way and doing those things then when we
get to this checking stage that's that's
down the bottom here we talked about
checking are we doing what we said we
were doing I'll talk more subtly about
internal audits and how we can we can
look at that and then and then on the
final stage they are very proven cycle
acting so plan-do-check-act is the
quality improvement cycle that was
created by Edwards Deming it's part of
the ISO management systems as a great
model the plan-do-check-act
and ensuring that you've got evidence to
demonstrate that you've got that cycle
in place now if you've got a little
cycle of improvement in place you're
most probably meeting the intent
the intent of the standard you might not
have all the evidence but you certainly
made an intent of what the standard is
which is go through this cycle lots and
lots and lots many many times and you
will have no choice but to keep
improving every day thanks Jack want to
go next okay now obviously our
organization has a ton of Assessors
that's what we do here at best practices
we assess against the standards and we
use that as one of the really fun ways
to give you guys guidance and and advice
on the standard the intent of the
standards and you can figure out how
you're going to go forward so the
standards do require internal to
internal audits to be conducted and
that's one of the more formal ways of
checking that you're doing what you said
you'd do and I'll go that I'll go
through these points in a second but one
of the things I've learned over the
years with internal audits is there's an
incredible amount of insights that come
from having your team participate in
this program and what I say participate
get them to do the audence now what we
call them here at best practice is best
practice assessment so if you were to
encourage your team to do a best
practice assessment internally of each
other have a think about the benefits of
that now I have seen incredible insights
an incredible amount of learning and
knowledge transfer and knowledge
retention and absorption and digestion
and improvement come from having the
internal audit program part of
everybody's responsibility
go on speak with your peers and your
colleagues in the organisation and work
together to identify opportunities for
improvement are you doing what you said
you would do would you please show me
are there any opportunities for
improvement and having peer-to-peer
relationships in the organisation builds
a culture build stronger bonds
identifies real-time realistic
opportunities for improvement and gets
people motivated to to support the
organization so you know obviously the
bullet points here on this slide we talk
about staff involvement I've pitched you
on that and you know understand my
opinion different experience create best
improvement strategies that's what we
was talking about we accomplished
business objectives we monitor and
evaluate processes and procedures and we
obviously create a roadmap for
improvement so
thinking about how you can involve
people now we can support you with that
internal order program with our internal
auditing with our online training we've
got a great online training program this
is a veiled sales pitch but there are
some of you out there who get internal
auditor training included free when you
work with best practice so if you're not
currently being assessed by best
practice and you're thinking about it
something that we include for our
customers is free internal auditor
training if you just want some training
you can go across to our training
academy and we've got a great online
course that's self-paced so I would
encourage you to have a look at the shop
it's a great course which we talk in
depth about how to make bought it's
really simple it's a really good simple
tips and tricks and a few things to
practice there so there's some reading
material lots of videos to watch and
when you put you create your own
username and password and purchase the
course and then it's yours to keep you
can go back to it at any time so it's
not like a course in a classroom where
you do it on Monday and Tuesday and then
after Tuesday it's gone you've only got
the knowledge and your memories our
internal audit of course is yours it's
something you purchase and it's there
forever so start having to think about
that have a look at that course and more
importantly it's designed to be shared
in your organization so having you know
numbers of people buy that course in
your organisation to do that training
online and then be participating so
we've seen it as a very passionate about
it supporting organizations and and
getting four or five people to do that
course either purchase the course or its
included with the subscription here best
practice so it's definitely something
that can support you so as part of that
checking exercise and they start
thinking about what they can do to
improve and then they start thinking
about how they're going to execute on
that and holding them you can hold them
accountable for helping to implement the
changes and helping to improve the
organization that's probably one of the
biggest frustrations of a senior
leadership person in any organization is
having your team bring you solutions and
then got you say yes that's a great
solution now go away and execute on that
improve it and so empowering people and
holding people pairing people to go and
execute the improvements themselves and
then holding them accountable to that so
it certainly worked here best practice
bring me down bring me problems bring me
solutions and I'm going to approve for
you to go away and do everything needs
to be done to execute on that so you
know as a starting point getting people
thinking about business improvement
internal audits or internal best
practice assessment a great way to do
that okay Jack what do we go so one of
the final stages that we want to see
improved as part of your transition
process is your management reviews it's
just not acceptable to do a management
review on an annual basis it's just not
realistic if you're doing your
management reviews on an annual basis
you're just doing it because the
standard says so if you want to get the
real benefit of a management review I
would recommend strongly recommend
quarterly so how often are you doing
your management reviews do you sit in
those management reviews or participate
or read those management reviews and
just think this is just a waste of time
if that's the case it's because they're
not frequent enough and we're not
looking clearly at the intent of the
standard and more importantly how or
what could we do to make them more
simple how could what can we delete from
the management review process what could
we remove from the management management
review process so it's more exciting
it's more fun and it's more supportive
of the growth and improvement of your
organization so so as you transition
more often management reviews more often
quarterly is the benchmark oil is the
best practice bimonthly is good but it
starts to become a little bit often
obviously six monthly is not enough if
its annual I'm going to be critical of
you and so it's just a waste of time if
you're gonna do a management reviews
annually you might as well sit at your
desk and just write notes so if you
really want to improve your organization
if you're really really passionate about
the growth of your organization then
support it with a good simple fast
efficient quality manager review process
and ultimately tied in to your quarterly
strategic planning that's what we do
here at best practice it's all bundled
together we run our management review
and our strategic planning with all of
our executives in one here one day every
quarter so we do a two-day annual
conference of the executives here at
best practice and then one day per
quarter
to review our performance so that's a
total of five days of the executives
time per year and we have a facilitator
help us with that process so that's our
management review and in our stats and
our performance here best practice we're
proving that it works so if you can show
me and and come back to me with some
evidence that you're doing it
differently and you're doing it less
often and it's and you're growing faster
than us but maybe I'll sit up and listen
but of the thousands of organizations
we've looked up the ones that do they
management review annually it's just it
just it's just wasted resources and time
and effort so get it in get your
business engaged getting your business
positively inspired to be improving and
then start to celebrate your results and
then everybody will start to see that
actually this is a good thing to do so
what we talked about over here on this
slide just as some of the things that
are involved previous actions and status
external internal issues nonconformist
is corrective actions monitoring
measurement a lot of results customer
satisfaction performance of external
providers adequacy of resources process
performance that's a guidance note of
the things to include in your assessment
but if I said to you every quarter let's
check in and see how we're going with
our business plan are we doing what we
planned have there been any isolated or
extraordinary situations that haven't
helped us to improve and what can we do
to improve that because what we start to
do after that review is we have outputs
so we have you know maybe as and it's
right here a series of projects or
opportunities changes to our systems now
this is changing the way we're executing
or delivering our business plan and then
any resource needs so obviously we
readjust our budget so an output of a
management review we should be
readjusting our budget and if you say
the process where we readjust our budget
is when we do our strategy that's
management review so maybe you're doing
two types manager review maybe you are
doing the strategic planning sessions
plus you're doing this extra annual
management review which questioning the
relevance of your annual management
review stop doing the annual management
review because you're doing a quarterly
strategic assessment and a quarterly
budget adjustment anyway so the true
outcome of a real management review
budgets are being adjusted projects are
being reprioritized
and they were X going way to execute
that's the real management review that's
the intent of the standard you're doing
something else then maybe stop that and
emerge the two things together it's
maybe structurally in the wrong spot in
the organization so the people involved
in management review should for example
be CFO's CEOs the senior management you
know depending on that authority level
so it might be a business unit but it's
that you know it's the person that
manages the budget and approves and
disapproves expenditure and managers
resources and staff and an
infrastructure those sorts of things
those people need to be involved so they
can be part of this improvement cycle so
if people with financial delegations are
left out of management review and we
need to be reconsidering its
effectiveness and are we meeting the
true intent of the standard okay so
thanks Jack what have we got next
okay let's quickly talk about the
training academy if you could put me in
the microwave and shrink me a little bit
there Jack thank you a couple of great
courses are there in our training
academy to support you one is obviously
our internal audits of training right
right over there on the other side which
is a great course I you know I've
already talked about it so like bang on
about it but we've got two courses there
to support you with transitioning so
we've got ISO 9001 transitioning and ISO
14001 transitioning where we go clause
by clause through the things we need to
do you'll improve I personally presented
the 9001 transitioning I think I'm not
sure we'll have to get in and have a
look about but Janet did the 14001 and
Janet's one of our great trainers here
in the best practice training academy so
they're great courses they've got some
good reading material to support you
lots of great videos
absolutely fantastic worth having a look
at but most importantly that internal
audit of course is something that we've
trained tens of thousands of people and
they love it there's some great
testimonials there people having a lot
of fun with it you can comment and ask
questions in the course and we respond
so it sends us a message and we can
respond so you still have the full
support of a whole bunch of technical
people you're not just doing an online
course that's that's pretty recorded
you've got videos to watch you got notes
to read and you can post comments and
ask question
the response that you get our full
support on a real-time basis so my takes
a little while to respond to the
questions because we get lots but we're
there to support you so we'll definitely
respond within 24 hours so great little
online course worth it it's an
investment it's something that you get
to keep and go back to and so on so if
you've got questions now is the time to
start sending in and posting your
questions and we have got a couple of
questions so I'm going to answer those
there's a couple that were emailed in
early before the webinar so I'm going to
cover those but if you've got any more
questions stop messaging in and we'll
start responding so the first question
is why do I have to transition I did
talk about that you don't have to
transition you only have to transition
if you want to retain your certification
so if you've got a reason for being
certified then whether it's an internal
corporate objective or whether it's an
external customer or contractual
requirement you do have to transition
because we can't issue certificates
after March next year - all versions of
the standards so why do you have to
transition it's a new version of the
standard its 2015 and it's and the
previous versions of the standard will
be superseded you know they're already
superseded but we've got to certify
against them so if you're using an old
version of salad that's fine they're
great I talked about that if you want a
retain certification then it's important
that you apply it to be transitioned and
you have that process undertaken before
March 2018 and if you go past September
2018 those certificates will expire so
and that's okay you know I have seen
organizations that you know they've got
a certificate it's a non certificate
lease expired but provided you're still
implementing your management system you
can still say to your customers we
implement our management system in
accordance with this standard but we
just choose to not maintain
certification and that's okay you've got
my full support and I will help you to
argue that point so if you are choosing
to not be certified that's okay and if
you want my support in terms of what you
would
customer you say look we're not going to
maintain certification we are
maintaining our management system
certification is just about the
independent review and evaluation and
and sign-off that we certify you so an
external persons car my and senior
management system is being implemented
and we put it hand on your heart and say
that you're approved so okay so let me
just read out a couple of these
questions do I have to do internal
audits yes there's provision in the
sander that says you have to do internal
audits I'd highly recommend training
your internal auditors and you know we
obviously talked about that in the
course so I'd encourage you to take up
that offer to do that course next
question is what would be the top three
things to focus on okay the top three
things to focus on if you transitioning
is do the risk register do the SWOT
analysis if you if you haven't noticed
Waterhouse's performance not party
management system just what analysis to
risk register and then focus on your
evidence of your management review so
your quarterly management reviews so I
think they would be my top tips while
it's not a new requirement but it's a
requirement that's been enhanced in the
standard is your dashboard of statistics
so if there were four things SWOT
analysis risk register management review
and your your dashboard on your
management review four things if you
could focus on those things that are
refreshing those documents to prepare
yourself for an audit I think you're
going to get a long way through the
audit you know in terms of the new
things that you would do to transition
now I would also ask you one more
question around that is what can you
remove from your management system now I
don't know obviously what's in your
management system but I would encourage
you to take this opportunity with
transitioning to delete bureaucracy
remove things that are just not
necessary they might have been a good
idea
but people get nervous about deleting
stuff but really start think go back to
first principles you know you can
basically run a management system that's
really simple but what can we delete
can we remove please please don't have
too many policies and procedures and
things documented because you got to
maintain them and they waste of time no
one reads them so please take this
opportunity to look at or what can we
delete now if you need to put that in
your risk register then go right ahead
and just say you know we delete this
policy this manual you know you don't
need a quality manual anymore
you can have an intranet website videos
use all the different file formats
multimedia formats as part of your
management system yeah doesn't have to
be like lots of words on paper an
induction might just be a video you know
in dr. madhavan in the induction manual
in the past where people read it but now
it's a video so you know using these
smart phones to record videos and then
save those videos to a to a private
Facebook group that's a management
system I've seen organizations use
private Facebook groups to run their
internal staff training and you can see
the members of the group that have seen
the post that's your training record
that's your training evidence in fact
that's what we do here at best practice
so think creatively about how you can
improve and reduce the effort with
implementing your management system
because it's really affect it's really
what we want to be doing is focusing on
our business plan and efficiently
executing and implementing our business
plan into the future so our organization
can be simple profitable farm
sustainable and safe into the future
okay back in June any more questions
why does it run about quiet
okay um alright what we're going to do
is we're having got any more questions
what we're going to do is I'm going to
monitor the Facebook page now and I will
respond to those questions will text
back to you so if you've got more
questions all this cover more coming in
or will I think we out of time we're out
of time so what I'm going to do is
monitor the Facebook page now for you
and we'll go back and and we will answer
those questions for you so send either
send me a private personal LinkedIn
message find me at Kobey's submit on
LinkedIn you can tweet me if you like
you can take all those opportunities but
you can if you're watching in our
training academy there's a little watch
on YouTube button down the bottom there
you can watch on YouTube you can post
comments or more importantly go to the
best practice certification Facebook
page or directly to our website I didn't
talk about that if you go to best
practice certification com do you have
website then we have a live chat
facility and Rowin sitting there he's
able to answer that you know he grab
your question and we can get answer to
it so whole bunch of technical people
here in the office all the time so it
doesn't have to be right now if you've
got a question but if you need our
support please send in the questions
we'll always have been happy to answer
little simple questions for free it's
part of what our you know delivering on
our passion and if we can just unlock a
little blockage for you and get you
improving every day then that will be
fantastic it's what we here for
so take the opportunity to have a browse
around our training academy shop there's
a bunch of great courses there the
courses aren't just necessarily targeted
that you've got a great induction course
where I present about management systems
and you can use me to tell your staff
your new staff when they start at your
company what having a management system
is all about what best practice is all
about so have a look at our induction
course a whole bunch of great courses
there in the training academy that I'd
encourage you all to take up those
opportunities I will see if we can dig
out a little discount for you guys that
have watched this webinar will email
that out to you so a special discount
that's just for you guys but have a look
at the shop we'll see what we can find
and put into a little bundle for you and
that they're going but thank you for
your support it's the sales that we make
in our training academy that pay for
these great webinars equally there's a
couple of great things happening issue
two of certified and new magazine has
just drops now you can get a copy of
issue two of certified from our training
academy there's $5 it's absolutely
fantastic if you're an existing client
of best practice will be mailing you a
copy it's included with your
subscription but if you want to get a
copy of issue to a certified great
magazine shout out to the marketing team
for putting together a great educational
magazine that's new here at best
practice so it's you can read it online
through the training academy it's $5
great little thing that you can buy
equal if you want to engage with us here
at best practice and you feel that your
company might benefit from our audience
and you've got things we're looking for
sponsors to support an advertise in our
magazine so if you want to reach out to
our customers our clients contact me
personally on linkedin or message
marketing at best practice certification
calm
áyou and lauren and back we'll have a
look at what we've got and we might be
able to collaborate and work together if
you know somebody fantastic who you
think would feature well in our talking
business I'm always looking for
inspiring stories for our talking
business episode so jump across on to
the best practice YouTube channel have a
look at the playlists and there's a
playlist that we've talked in business
and then the great inspiring people that
I'm interviewing and talking where they
got tips and tricks it's all free advice
for you right here at best practice and
it's something that we love doing so
grab a training course on your way out
of the store this afternoon
absolutely fantastic good luck with your
learning journey if you want us to help
you with certification and on-site
audits and you want one of our great
Assessors to come visit you then please
reach out to our sales team and they can
help form up a commercial package for
you to add to help with your
certification and we can come and help
you're on a one-on-one basis so thanks
for joining us here at the best practice
training academy it's been again fun in
certified we've got the four dates for
our upcoming webinars so grab yourself a
copy of certified it's got the schedule
of dates for all of these webinars
coming up over the next what do we got
for months so I'm coming out in issue
two so yes I saw those the draft dates
of that this morning so so if you get
yourself a copy of certified it's got
the TV program
monthly webinars here best practice so
look out for those great content coming
your way it's absolutely fantastic so
hit subscribe on the YouTube channel and
you'll see us all next time on best
practice TV I'm Cody simmer thanks for
joining us it's been great today no
technical issues today Jack which has
been absolute fantastic I'll get to
those questions that are coming through
all that what's the text messages now
from everybody thanks for joining us
I'll see you soon stay safe
bye for now