Ultimate Cheat Sheet To ISO 9001

Let’s get started. Today we’re going to talk about how to implement an ISO 9001 quality management system.

So the first thing to do is do your due diligence… your research. Part of doing your research is reading the standards, and working out what management looks like if it’s an ISO 9001 management system or its a quality management system. Do some googling and have a look at the resources out there on the internet, or the Best Practice website- it’s filled with learning resources.

What are you doing? What are you looking for? What are you involved in? Have a look at these considerations, and do some searching- don’t forget to click the images app when you do your google search, and see what quality management look like, and what’s involved with ISO 9001.

What I want you to do is have look at the management review and then I want you to prepare for a strategic planning day with the key people in your team, and want you to figure out who are the key influences that you’re going to get together to start to talk about this management system that you need to implement. What I want you to do I want you to run a half-day session, a half-day planning session, and I want you to be thinking about the management review and the parts of the management review standards, or the parts of the management standard that talk about management review and it’s down at the bottom of the standard and I want you to plan that half-day session, now that half-day session, it’s my recommendation, strong recommendation that you plan to run that on a quarterly basis.

Now, one of the things you’re going to need to do is refine your planning. I want you to look at the management review, and take note of what it’s looking for and what it’s asking you to consider- those are going to be your agenda items for that half-day planning session with your key influences. Implementing a management system in your organisation is going to be the number one thing that you do; the first step. The first step is to run that strategic planning day it can go for half the day, it can go for longer but not shorter, it can go for longer but it needs to be about three and a half hours and I want you to talk about the agenda items which are a part of the management review imports and the management review outputs in each of the ISO standards.

How do we run that session? We prepare. Now the rest of the points that I’m going to cover in these 10 hacks are going to contribute to that discussion so listen up and listen up closely because they are the things that are going to be part of the management review they are going to be part of your preparation for that planning session.

Okay, so running the session. you need to think about what happens after the session before you start the session and I want you to be doing and getting ready to do is to write an action plan, write a list of action, a list of tasks, a list of thing that you need to do as a result of the discussions that take place in that 3 and a half management review or meeting.

Remembering that one of the things you are going to do is write down a date for the next one. Plan the next 4, plan the very first one and then plan the next four on a quarterly basis throughout the year, and I want you to be thinking about that from a management review perspective.

The items we need to talk about improving, in its very simplest form if you just have this discussion about how you can improve the things you need to improve within your organisation. You can write yourself a list, and you can then go and improve those things and then come back and do another meeting and do another list. That’s a management system, that is a quality management system or a business improvement management system in its simplest forms.

So, what we are going to do is make it a little bit more strategic and a little bit more powerful for your organisation as we go and map out the other parts?

One of the items is going to be: to teach your team how to map their processes and look at process mapping. Now I don’t want your team to have more than your individual team or your individual departments in your organisation, just one process map each. It just has a high-level flow of what happens in each of those teams and at the top what the high-level process flow is from marketing to a customer placing an order in sales to finance to production or whatever it might be or value add process, to collecting money to you know post-delivery activities.

It’s very important to get your team to start thinking about mapping out their process, mapping out their procedures and any professional person that should be a part of what they do irrespective of whether they have a quality management system or not.

OK, now it’s time to set up your dashboard of statistics. What are the top 10 things that you want to measure in our organisation?

There’s a couple of things from a quality management system perspective I would highly recommend that you run a net promoter score of the level of your customer’s satisfaction. Then look at lost. Time injury frequency rate from an OH&S perspective, you might look at your carbon footprint environment perspective. I want you to think about what would be the key parameters, the key 10 parameters that you can start to measure, eventually over time you may flesh that out into 30 key statistics, but for now, let’s talk about the key things and a quality management system ultimate modern measure would be net promoter score. Here at Best Practise we use Surveymonkey to help us run net promoter scores and if you purchase the commercial edition of Survey Monkey they give you templates for that stuff.

Setting up your dashboard of statistics is really important when you are starting to think about what might be the 10 big numbers that you might like to record for your organisation: number of leads, number of sales, amount of revenue, number of happy customers, net promoter score, number of safety incidents, carbon footprint those types of things, corporate social responsibility matrix number and data security number.

Now remembering that you are still watching and your still setting up and you haven’t yet run your quarterly session because what we are going to be doing in our quarterly session is we are going to talk about how are we going? How are we tracking as an organisation against those numbers?and then asking the key influencers that come to that meeting, where do you guys wanna go? Do you wanna measure these numbers? Do you want to know these numbers? Do we wanna keep running with these numbers because then we start to build our processes and controls and improvement programs and plans to actually achieve our goals? So we are going to asking questions in that quarterly session what are our goals?what are our objectives? So we are going to be talking about that and stuff.

I’ve got a very specific question to currently ask about that which is: In thinking about the next 12 weeks, what does success look like for you? That’s a very specific question and you’re probably already thinking about how in the next 12 weeks; I would love to achieve a bunch of stuff. But stop thinking about yourself for a minute and think about this very specific question in thinking about the next 12 weeks- what does success look like for you? I want you to be asking when you convene for the next quarterly meeting, this meeting that’s going to be half a day and it’s going to happen in the next few weeks sooner is better than later, get right onto it. It’s going to be your very first management review and that’s going to be the question because it’s really about continual business improvement and business improvement in what’s happening and what we are going on.

Moving on, what we want to start to do is map out who does what and then map out who is responsible for those key numbers. When we map out who does what that starts to identify responsibilities. This will talk to marks question in a minute where marks responsible for. everything, but when we map it out and start talking about who does what and where we do it and then we can actually say to someone well that their number and this concept that everybody has a number and everybody know what their objective/ target / goal is. Then they can start making decisions about well is that what they want to do with their career, they can say: “Yes it is, I really love that”, and then they can just get on with it and if we are really clear about that then people start to figure out how they want to go forward and don’t have to worry about having all these bureaucracy documents for your management system. And I did have a question that came through this morning, from one of the comments on one of our online products, being I really want to reduce the amount of bureaucracy in my organisation, well, a really great way to do that is to be focusing on all the numbers and less on how to do things and let within reason compliance requirements, let people figure out things and give them that autonomy.

The next tip is to report weekly about your numbers, if weekly is sounding like it’s too much then maybe that’s not the right number but we want to start thinking about reporting weekly and that’s something we do here at Best Practice, we look weekly at our numbers but more with the bigger numbers we look at the months and we look at the Best Practise month for the 12 months of the year and that comes off and that feeds into that quarterly meeting.

The last hack here is: when you stumble and when you add things, when you’re stumbling through the discussion and this process, when you’re saying I need to do this, I need to do this write it on your issues list, write it on your action plan, write it on the list of items then you take that list and start your list now need to get ISO 9001, need to get certified. the first thing on your list and then run half-day workshop and then write an action plan, then teach your team processes and set up your dashboard.

The other thing I want you to think about it in the next couple of weeks what could go wrong. Between this meeting and the planning day/ session we are going to have and the next one what could go wrong that’s really getting you to start thinking about risk based thinking and the opportunities and the risks that the standards talk about and then if you’ve got time in that 3-and-a-half-hour session I would highly recommend running a SWOT analysis, looking at your strengths, weaknesses, opportunities and threat. Again, all you’re basically doing is continuing to add stuff to that issues list.

So that’s loosely my hacks. There are a couple of bonus ones in there – more like 13 hacks – in terms of how to get started and implement a management system, we are building out a course we haven’t started recording we are just starting to document because we are building out a more in-depth course for our training academy that you can purchase and that will include some personal time with me to identify and understand how to implement ISO 9001. So we can talk about how to implement our management system, it’s going to compliment stuff we have here, we are building that course this is really the starting point so look out for that in our training store.

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