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The QP project process to improve the management system according to ISO-standards or TQM-models

The success of the project depends mainly on the management’s energy and engagement into the quality program of the project.

The Management Project – step by step

Purpose of the Project
Identify the business processes and ensure that these are based on the ISO 9001 principles and meet other applicable requirements of ISO 9001, ISO 14001 and OHSAS 18001 in order to create a platform for continual improvements.

Basics
• Starts with the commitment from management and involves successively all relevant personnel.

• Develops a clear model easy to modify and improve.

• Bases the model upon applicable standard requirements

• Results in a management system which can be certified by a third party as Bureau Veritas Certification.

Activities

Introduce
Every manager is individually and together introduced to the basic concepts for a management system, especially the concept of the customer process approach.

Plan
An implementation plan is decided containing time schedule and activities.
- A sketch of a main process map is drawn.
- A concept for improvements is described and decided.
- Tool for documentation is considered.
- A certification body is chosen.

Evaluate
The improvement potential is assessed on the basis of customer surveys, important environmental aspects and existing knowledge of needs for improvements.

Describe
Each manager together with the consultant draws and describes the activity for which he is responsible.
- The main process map is created, questioned and decided.
- A slideshow is created that shows how the company’s activities are linked to each other.
- The existing procedures are connected to each activity in the main process.
- Improvements are listed.

Prioritize
Based on the company’s strategy, the customer survey and the identified nonconformities, proposals for improvements are listed in an action plan. Times, priorities and responsibilities are defined.

Implement
Together with each manager an adapted plan for implementation is set up. It should contain elements of the quality policy, the quality objectives, the customer process as a whole, their own process and above all the improvement process.
Necessary training is carried out.

Improve
simultaneously with the process descriptions improvement projects are started and reported regularly according to the procedure for improvements.

Audit
Appointed personnel from different activities of the customer process are trained to audit the implemented management system.
The result is presented and analyzed during a management review in which the consultant participates.
Two days training is envisaged for auditors. The first internal audit is carried out in connection with the training.

Certify/Inform
A certification audit is carried out. Nonconformities are closed. The company receives a certificate. Customers and interested parties are informed.
The consultant acts as a support and may participates partly if necessary (happens normally seldom).

Follow up
The management group and the consultant does meet 6 months after the closure of the project to make a general evaluation of the project and the management system.

Documentation
The documents are created as “long” documents during the project period. Afterwards they can be adapted to decided docu-mentation program or internal webpage. An alternative is to use an electronic process oriented documentation program.

Project Management
The project is lead by a consultant from QP together with a “focal point” from the customer company, reporting to top man-agement.

The project may have a project reference group to follow up project results.

Appointed process owners and managers work actively with process improvements.

Project leader and Process owners examine and approve new documents before publishing.

The project leader is continually informed about important changes in the business activities.

Expected results
- Increased productivity and less misunderstandings and complaints.

- Decreased cost as preventive actions are cheaper than corrective actions.

- Personnel engaged in continual improvements resulting in a comprehensive view on decisions.

- Fewer second-part audits which result in more time for operational work.

- Increased competitiveness as a certified management system often is a customer requirement.

- Confidence among customers and suppliers for the company and its product.

- Increased goodwill.