Independent transition to new
standard version
ISO 9001:2015
Tel.: +7 727 356 45 10
TRAINING OF SPECIALISTS DEMANDED AROUND THE WORLD!
www.cert-academy.org; www.certin.org; www.cert-int.com; www.iso-mnagement.com
Ildar Ineleev CIS countries Director of CERT Group
Head of certification body CERT International (Slovakia)
Leading auditor of IRCA
Leading auditor of Certification International (Great Britain)
Member of CIS editorial board of MANAGEMENT magazine
ISO 9001:2015
COMMUNICATIONS
MANAGEMENT
ISO 9001:2015 ISO 9000:2015, clause 2.2.5.5
Communication shall enhance people’s engagement and increased understanding
of:
the context of the organization;
the needs and expectations of customers and other relevant interested parties;
the quality management system.
ISO 9001:2008
5.5.3 Internal communication
7.2.3 Communication with customers
7.4.2 Procurement-related communication
Section 7.4 Communication
It is necessary to determine communication procedure, including:
what to communicate
when to communicate
with whom to communicate
how to communicate
who will communicate
Internal communication External communication
What matters?
Quality policy (clause 5.2.2)
Responsibility and authority of people (clause 5.3)
Quality objectives (clause 6.2.1)
Organizational knowledge (clause 7.1.6)
Internal audit results (clause 9.2.2)
Information related to all interested parties
Are available communications always effective?
What is ineffective communication?
Internal communication External communication
“Reasonable excuses” of
subordinates:
We were not aware
We learned it too later
We received information but it was not
sufficient
We read the task but we understood
nothing
We didn’t understand the task
We understood everything but we
didn’t understand why it was required
We had no time to get familiarized
with received information
We didn’t think that it was so urgent
We received the task but it was not our
business
“Reasonable arguments” of
managers:
Of course, you are never aware
You should have checked better
…
!!!
INEFFECTIVE
COMMUNICATION
!!!
Effective communications
require
effective decisions
Example:
Problem:
Taking new position, an employee usually does not pay attention to
correspondence addressed to his/her predecessor (for example to Mr. Ivanov). As
a result, this correspondence remains unanswered.
Possible solution:
We set up a rule: correspondence shall be addressed not to a name, but to a
position, i.e. not “to Mr. Ivanov”, but to “Head of Department”.
Example:
Problem:
Sending commercial offer to a client by e-mail, an employee does not confirm its
receipt. As a result, if message was not delivered, we lose time and defeat the
deal.
Possible solution:
To make it obligatory, after having sent a message, to call the client and confirm
the receipt.
And such problems appear almost all the time, and it is necessary to take decision
on each of them.
How to formalize and communicate these decisions?
Example:
How to formalize and communicate these decisions?
Annexure B.
Set of communication-related operating rules
Questions to assess communication effectiveness level
Is it known exactly which information shall be transferred from
one subdivision to another?
Do we know which information is really required by customers,
suppliers and other interested parties from our side and which
information we need from them?
Are precise forms for transfer of the above-mentioned information
defined?
Is there precise periodicity for transfer of the above-mentioned
information?
Are the applied means for transfer of the above-mentioned
information effective?
Are there people responsible for transfer and receipt of the above-
mentioned information assigned?
Questions to evaluate communication effectiveness level
and the main question is:
whether do all kind of meetings, “urgent” tasks,
correspondence handling, negotiations, phone
calls and other available means of communication
disturb current work?
COMMUNICATION
To manage means: Do not
disturb the good people while
they are working
Sergey Petrovich Kapitsa
(1928-2012)
Rule No.1:
Communication shall not disturb work
Communication (clause 7.4) – information transfer
– information exchange
It is necessary to determine communication procedure, including:
what
when
with whom to communicate
how
who
Internal communication External communication
HOW
Standard examples:
daily 3 p.m. short meetings
5 year old information boards
library with old handwritten copies
“familiarize” against signature
internal trainings
internal correspondence
stands
internal newspapers
etc.
negotiations
internet
external trainings
external correspondence
external e-mails
reporting to regulatory authorities
mass media
advertisement
open days
customer feedback book
hot line
etc.
Internal communication External communication
HOW
PROGRESSIVE/NONSTANDARD METHODS OF
COMMUNICATION
- Communication-related instructions/procedures;
- Electronic documents flow (e.g. Letograph);
- Groups in Skype, WhatsApp, Viber, Telegram, etc.;
- Creation the office using “open space” principle where all employees
(including Director) are sitting in one room;
- Standing briefing meetings;
- SUN InterBrue company organize monthly lunches, where they invite all the
employees in turns (by two from each branch and by one from each
department);
etc.
Internal communication External communication
HOW
PROGRESSIVE/NONSTANDARD METHODS OF
COMMUNICATION
Rules for a meeting with the Director
The Director is ready to discuss with you any issue but in order
not to waste precious working time for idle talks:
…
…
…
No visitors are admitted, unless the abovementioned rules
are observed!
Internal communication External communication
Communication-related instructions/procedures
ISO 9001:2015 Effective communication is:
INFORMATION DISTRIBUTION
Useful
Required
Complete
Reliable
Timely
Achievement of strategic objectives of the organization
Independent transition to new
standard version
ISO 9001:2015
Tel.: +7 727 356 45 10
TRAINING OF SPECIALISTS DEMANDED AROUND THE WORLD!
www.cert-academy.org; www.certin.org; www.cert-int.com; www.iso-mnagement.com
