Common error about qms ( Quality Management Systems ) and other ISO | #BestPracticeTV Video Lecture | ISO 9001 (Quality Management): Achieve Business Excellence

new question was what are some of the
most common misconceptions about quality
management systems safety management
systems environment management systems
Hassim systems data security management
systems so there's the the the ISO if
you like so the iso 9001 zuv the
different types of risk and that is that
they've earned a reputation of being
bureaucratic lots of documents expensive
to implement expensive to maintain but
the reality is that they're not because
they describe quite a logical set of
steps to follow to manage risk but
what's happened is professionals have
joined the industry that have felt that
the best way so executing in an intent
of the standard an implement a system is
to write thousands and thousands of
documents and so the standards
themselves copped the blame for that
there's still a lot of regulators for
the industries out there and businesses
out there they've got regulators there's
still a lot of regulators and industries
that like you to write policies and
procedures to address legal and other
requirements there might be you know all
of the industrial relations requirements
around employing staff or taxation
management those sorts of things in
business but this ISO stand is get the
blame for that not the regulator and so
the misconception is that they're
bureaucratic and they've got lots of
stuff but the true intent of those
standards is the logical steps to manage
risk and I'll give you an example so
what are the things that could go wrong
in this business over the next month we
could have a cashflow crisis so we could
run out of cash and we need obviously
cash is king in cash to run the business
some suppliers send us invoices that you
know for the most part are not related
to a purchase order so we send out
purchase orders but they send in
invoices so we could incur charges that
we hadn't planned for so that's a
financial perspective and I think that's
relevant whether it's it's it's relevant
to everybody because it could be for you
at home so you incur costs in your
personal life that you just didn't plan
for there's two ways to control that you
can control that we've insurance so you
can you can insure for and pay insurance
for some expected things that could
potentially go wrong but you can't
insure obviously for cash flow so then
when we talk about our management our
financial management system we have a
process and a procedure for sending out
our invoices and our accounts to our
customers and
and following up with our customers to
ensure that they pay on time and that's
our process that's our management system
what do we do if we have an emergency
regarding one of our customers not
paying well then we escalate it and so
the management says the management
system or the policy says well when it
gets to this escalated to that and the
flowchart says you know if it's paid
that's fine but if it's not paid then
you escalate it and that's what the
flowchart
the two different flowcharts in terms of
our process says and that's written down
in a couple of documents so that we've
got it to refer back to and use it as a
guideline so that's really risk
management in the sense of financial or
from a safety perspective you know what
are the things that could go wrong how
could people get hurt and what are we
going to do to prevent them getting hurt
not what are we going to write down to
prevent them getting hurt what are we
going to do to prevent them getting hurt
so from a safety perspective that work
if it's a hazardous you know unsafe
environment how are we going to control
it the documents policies and procedures
they get developed a good way to record
how we do it but you don't have to the
standards don't say that you have to
from an analysis perspective to see if
you can be more cost effective more
efficient to keep records of what you do
and sometimes you need evidence of that
but you don't need evidence from the
standards perspective you need evidence
for your regulators so the big
misconception is that you've got two
different right lots of documents and
I'm a huge campaigner for think about
your audience think about your staff now
typically speaking I've observed in all
of my using business that staff and the
members of organizations like this one
don't read the policies and procedures
they just vote so stop putting so much
effort into producing policies and
procedures put more effort into
embedding the knowledge in your people
not putting it in something that they
can read and refer back to
so think about and focus on embedding
the knowledge in your people not
embedding the knowledge in the documents
and having a process to continue to do
that so I would argue that you do less
writing of policies and procedures and
more training I like the master and
apprentice model the executive
leadership in organizations being
mentors and leaders and providers of
knowledge for the up-and-coming members
of the organization to consume that
knowledge
so I think that's you know without
banging on too much that will definitely
be my thoughts around how we you know
how we execute and that's what we're
focusing on here we're focusing on
ensuring that the executives spent good
quality time with the members of their
team and I'm an advocate campaigner of
at all costs avoiding writing too many
policies and procedures because we spent
time developing them no one reads them
and then they go out of state so they
work and they are a complete for the
most part a complete waste of money I
don't dispute the fact that there is a
couple of essential policies that a good
business to have but definitely don't go
on document lots and lots and lots if
you use safety as an example safety risk
control specifically there's a there's a
concept called the hierarchy of control
so it's a risk management philosophy
around can we eliminate the risk and we
engineer the risk and we you know can we
eliminate substitute engineer and and
then obviously have administrative
requirements and then personal
protective equipment so administrative
requirements means policies and
procedures if they're at the bottom of
the hierarchy of control why are they
our first choice in managing and
controlling our organizations it's silly
so have a think about can you substitute
engineer we focus a lot here at best
practice on our systems our software
systems and our CRM systems as our
methods to work so we don't need
policies and procedures because we
follow those systems and those systems
control our working environment and our
workflow and it doesn't work all of the
time and it's not perfect but it's
certainly trying to engineer the process
so that we engineer out that scenario
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