Quality Progress - August 2015 - 54

STANDARDS OUTLOOK BY JOHN E. "JACK" WEST AND CHARLES A. CIANFRANI Systems That Go the Distance Using ISO 9001:2015 to improve your organization's sustainability THE FINAL draft of ISO 9001:2015, the in- * The requirement for understanding and ternational quality management standard, acting on the organization's context incorporate activities into your organiza- (clauses 4 and 6). tion's QMS to ensure compliance with the is in the balloting process and is scheduled * The requirement to use risk-based to be issued this year. Several concepts that provide opportunities to not only requirements of the latest edition of ISO are expected to appear in the final version thinking and associated processes to 9001, but also to consider how your QMS that can help improve organizational consider threats and opportunities can be deployed to ensure your organiza- (clauses 6 and 10). tion will exist in the longer term. sustainability. * The opportunity to reevaluate how Some argue that these concepts are What planning and action plans are inherent with the management systems you understand and embrace quality appropriate and value-adding? Figure 1 concept and, therefore, represent nothing management principles (all clauses). illustrates the process as we see it. * The opportunity to review and update new. Others see requirements that are not your mission and vision (clause 6). only new, but also intimidating. * The opportunity to reconsider how The new version of ISO 9001 offers an Strategic planning An essential element of long-term survival opportunity to reassess the basis on which you address and integrate objectives is planning for the future. The strategic an organization's quality management sys- (clauses 5 and 6). part of planning is often overlooked, tem (QMS) is founded. This column exam- All of these concepts require attention however, because of the emphasis on to planning and deployment of processes ines several of those concepts, including: evaluating current and projected market conditions and forecasting short-term Keeping the quality management system relevant / FIGURE 1 sales trends, revenues and margins. These tactical activities may be needed, but they may only scratch the surface of future market conditions. A logical element of a management system is to ensure that an organization Strategic planning Threats has processes in place to understand the Ideas Opp * Mission * Vision * Strategies ti uni ort will face and to compare current and projected products and processes with that picture of the future. es * External scan * Self-assessment * Internal scan future market and business conditions it Issues * Principles * Innovations ion t ovat n * Inn roveme p * Im rning a * Le it d u A * PA * CA * System development * Process management * Optimization This applies to more than just the organization's products and services. Organi* Action plans * Objectives ce rkfor re wo Prepa hange for c * Alignment * Objectives * People zations also must plan changes to their QMSs to meet future needs. External scans An organization should first consider developing a statement of the envisioned Identify key processes external market impacts over the next several years and the relationship of those conditions to the organization. This is what planners call an external scan of the CAPA = corrective and preventive actions 54 QP * www.qualityprogress.com market conditions and circumstances that http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - August 2015

Up Front
LogOn
Expert Answers
Keeping Current
Mr. Pareto Head
Under Construction
Creative by Design
Coming Together
All the Right Moves
3.4 per Million
Quality in the First Person
Career Corner
Statistics Roundtable
Standards Outlook
QP Toolbox
QP Reviews
One Good Idea
Back to Basics

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