Lecture Three – International Standards Environmental and Quality Aspects in Design and Manufacturing Module I – Business Excellence and Project Management Gaetano C. D’Emma – Bologna – Oct-Nov 2009 1 of 17 Environmental and Quality Aspects in Design and Manufacturing Module I: Business Excellence and Project Management Gaetano C. D’Emma Lecture Three: International Standards 28 th of October 2009 Generic Management System Management system refers to what the organization does to manage its processes, or activities, so that its products or services meet the objectives it has set itself, such as: ¾ satisfying the customers' quality requirements, ¾ complying with regulations, or ¾ meeting environmental objectives. Generic means that the same standard can be applied to any organization, large or small, whatever its product or service, in any sector of activity, and whether it is a business enterprise, a public administration, or a government department. from www.iso.org
Transcript
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
1 of 17
Environmental and Quality Aspectsin Design and ManufacturingModule I: Business Excellence
and Project Management
Gaetano C. D’Emma
Lecture Three: International Standards
28th of October 2009
Generic Management System
Management system refers to what the organization does to manage its processes, or activities, so that its products or services meet the objectives it has set itself, such as:
satisfying the customers' quality requirements,complying with regulations, ormeeting environmental objectives.
Generic means that the same standard can be applied to any organization, large or small, whatever its product or service, in any sector of activity, and whether it is a business enterprise, a public administration, or a government department.
from www.iso.org
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Management System Standard
Management system standards provide a model to follow in setting up and operating a management system. This model incorporates the features on which experts in the field have reached a consensus as being the international state of the art.
The Plan – Do – Check – Act (PDCA) cycle is the operating principle of ISO's management system standards.
from www.iso.org
PDCA
Lecture Two:Plan – Establish the objectives and processes necessary to deliver results in accordance with the expected output.
Do – Implement the new processes, on a small scale if possible.
Check – Measure the new processes and compare the results against the expected results to ascertain any differences. Act – Analyze the differences to determine their cause.
From ISO:Plan – Establish objectives and make plans (analyze your organization's situation, establish your overall objectives and set your interim targets, and develop plans to achieve them).Do – Implement your plans (do what you planned to).
Check – Measure your results (measure/monitor how far your actual achievements meet your planned objectives).Act – Correct and improve your plans and how you put them into practice (correct and learn from your mistakes to improve your plans in order to achieve better results next time).
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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ISO (I)
ISO is the International Organization for Standardization.
ISO is the world's largest developer and publisher of International Standards.
ISO is a network of the national standards institutes of 162 countries, one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system.
ISO is a non-governmental organization that forms a bridge between the public and private sectors.
ISO (II)
On the one hand, many of its member institutes are part of the governmental structure of their countries, or are mandated by their government.
On the other hand, other members have their roots uniquely in the private sector, having been set up by national partnerships of industry associations.
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Why Standards Matter? (I)
Standards make an enormous and positive contribution to most aspects of our lives.
Standards ensure desirable characteristics of products and services such as quality, environmental friendliness, safety, reliability, efficiency and interchangeability - and at an economical cost.
When products and services meet our expectations, we tend to take this for granted and be unaware of the role of standards. However, when standards are absent, we soon notice.
Why Standards Matter? (II)
We soon care when products turn out to be of poor quality, do not fit, are incompatible with equipment that we already have, are unreliable or dangerous.
When products, systems, machinery and devices work well and safely, it is often because they meet standards.
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Benefits of Standards
In a very small organization, there may be no "system", just "our way of doing things", and "our way" is probably not written down, but all in the head of the manager or owner.
The larger the organization, and the more people involved, the more the likelihood that there are written procedures, instructions, forms or records. These help ensure that everyone is not just "doing his or her own thing", and that the organization goes about its business in an orderly and structured way.
To be really efficient and effective, the organization can manage its way of doing things by systemizing it. This ensures that nothing important is left out and that everyone is clear about who is responsible for doing what, when, how, why and where.
Certification
Certification is not a requirement of any of ISO's management system standards.
“Certification” refers to the issuing of written assurance (the certificate) by an independent external body that it has audited a management system and verified that it conforms to the requirements specified in the standard.
“Registration” means that the auditing body then records the certification in its client register. So, the organization’s management system has been both certified and registered.
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Process Approach
Any activity, or set of activities, that uses resources to transform inputs to outputs can be considered as a process.
Often, the output from one process will directly form the input into the next process.
The systematic identification and management of the process and particularly the interactions between such processes is referred to as the “ process approach ”.
Example
An international company is selling electronics equipments through national companies.
The company owns a business unit “Products”responsible to develop, to produce and to introduce on the market the equipments for sales.
The process map for the international company is shown on the next slide.
Afterwards we concentrate on the business unit “Products”.
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Process Map
Project Run
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Core Process “Idea to Market”
Idea Appraisal - Process Tasks
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Process Description
Cross Function Map
Guideline
YY Version: -1st edition- Filing: YY-Product Ideas to Market Acceptance.doc
Products Responsible Author: NN Doc.No/Vers: 9 0000 01/x Page: 8/20
4. Idea Appraisal
Input Flow Chart Output Description Responsible
The Product Management, Regional Product Marketing and Customer Marketing are permanently collecting ideas for product improvements, product adaptations and new products. These ideas are than documented, mostly by Product Management or Customer Marketing, in the Product Appraisal form.
Product recommendations from: - Product Mgmt. - Customer Mkt. - Development - External Manufac. Teams Possible Sources: - Customer inputs - Workshops - Exhibitions - Support Requests - Quality Complaints - Development - Manufacturing – Company Strategy
Product Appraisal
These documents are part of the “Product Request List” which is managed from the Head Product Management. This Database will be frequently reviewed from the Product Management Team.
HPM
Product Appraisal
Product Appraisal
The Product Management Team monthly reviews the requests for product improvements, product adaptations and new products, based on the Product appraisal document. They will dismiss or approve the request. If dismissed, the Product approval goes back to the Product Request List . If approved, a Project Leader Marketing will be appointed and a Gate Release (GR-0) will be scheduled. The decision will be documented in Product Appraisal form and distributed to the requester and the Regional Management Board for review.
HPM
Project
GR-O Release
The main tasks for Gate Release preparation are: - Defining the Project in general - Motivation for the project - Propose a possible solution - Define a project time schedule. These tasks are documented in the Project GR-0 Release
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Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Process-Based Quality Management System
Standards
In Lecture 4 we will discuss the following standards:Quality Management Systems - ISO 9000 series Environment Management Systems - ISO 14000Guidelines for quality and/or environmental management systems auditing - ISO 19011
Here we briefly discuss some other standards and directives, which are important for engineers.
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Useful Standards and Directives
Occupation Health and Safety Assessment OHSAS 18000
IT Service Management Systems ISO 20000.
IT Information Security Management systems ISO 27001.
The following standards will be discussed in the Module 2 (Prof. M. Rudan):
European directive 2002/95/CE “Restriction of Hazardous Substances” CE RoHS.European directive 2002/96/CE, “Waste Electrical and Electronic Equipment” CE WEEE.General requirements for the competence of testing and calibration laboratories – ISO 17025.
Occupation Health & Safety
OHSAS 18000 is an international occupational health and safety management system specification published by British Standards Institute (BSI).
It comprises two parts:OHSAS 18001 is an assessment specification for Occupational Health and Safety Management Systems.OHSAS 18002 explains the requirements of the specification and shows how to work toward implementation and registration.
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Issues of Occupation Health & Safety
Occupational safety
Health and safety management
Safety measures
Health and safety requirements
Environment (working)
Environmental health
Management
Management operations
Planning
Policy formation
Policy
Risk assessment
Accident prevention
Performance
Conditions of employment
Job specification
Equipment safety
Personnel
Personnel management
Dangerous materials
Industrial, Technical documents
Training
Group communication
Hazards
Quality auditing
Quality management Health and Safety
More on Occupation Health & Safety
OHSAS 18001 has been developed to be compatible with the ISO 9001 Quality and ISO 14001 Environmental management systems standards, in order to facilitate the integration of quality, environmental and occupational health and safety management systems by organizations.
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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IT Service Management
ISO 20000 is the first international standard for Information Technology Service Management.
ISO 20000-1:2005 promotes the adoption of an integrated process approach to effectively deliver managed services to meet the business and customer requirements.
ISO 20000-2:2005 is a 'code of practice', and describes the best practices for service management within the scope of ISO 20000-1.
ISO 20000 was originally developed to reflect best practice guidance contained within the Information Technology Infrastructure Library framework.
IT Service Management is based on PDCA!
from ISO/IEC 20000-1:2005 (E) p. 5
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Information Security Management
ISO 27001:2005 is the international standard for the Information Security Management Systems (ISMS).
ISO 27001:2005 specifies the requirements forestablishing,implementing,operating,monitoring,reviewing,maintaining andimproving a documented ISMS within the context of the organization's overall business risks.
Guideline for the implementation of a ISMS.
Information Security is based on PDCA!
from ISO/IEC 27001-1:2005 (E) p. vi
Lecture Three – International Standards
Environmental and Quality Aspects in Design and ManufacturingModule I – Business Excellence and Project ManagementGaetano C. D’Emma – Bologna – Oct-Nov 2009
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Conclusion of Lecture Three
Generalities on Management System Standards
Example of a Process approach
Overview of the standards:Health & Safety OHSAS 18000IT Service Management ISO 20000IT Information Security ISO 27001
References of Lecture Three
ISO International Standardization Organization, www.iso.org
BSI British Standards, http://www.standardsuk.com/
OHSAS Health & Safety Standard,http://www.ohsas-18001-occupational-health-and-safety.com/
ITIL Information Technology Infrastructure Library, http://www.itil-officialsite.com/home/home.asp
