Internal Communication

The cut and paste is…. 5.5.3  Internal communication
Top management ensures that appropriate communication processes are established within the organisation and that communication takes place regarding the effectiveness of the quality management system.

Did you notice the lack of documentation needed. But you do need appropriate processes of communication.  So what are these?  Notice boards, emails, newsletters, tool box meetings, management review meetings, sales meetings, etc.  Do you need to document that you do this stuff?  No.  Should you point to these processes in some fashion to make the auditors life a bit easier?  Well you don’t but you should be aware.  I like to include specific examples in the QMS road map (see previous blogs). 

And there is the second half of this  sentence which directly relates to communicating the effectiveness of the QMS.  I like to include such a statement / minute in the minutes of management review.  Once you do this the first half of the equation is met.  Then you need to decide how appropriately this communicates to the relevant levels of the organisation.  If the minutes are freely available via notice boards, emails, shared drives, then do no more.  If these are secret documents for senior management only, then you need to identify how you are going to communicate this.  Just decide on the mechanism and do it.  Just be sure you include that mechanism in your road map!

previous blogs;
http://johnmasonstuff.blogspot.com/
http://john-mason-stuff.blogspot.com/

Take a look at yourself

My personal stylist only became my personal stylist only after she came to terms with herself.  She realised she could not advise others of what to do or not do with their styling if she wasn’t comfortable with herself, both inward and outward.  She has amazed me with her outlook and point of view because of the self confidence she exudes because of this.
So while I reflected on this truly amazing women, it got me thinking about how we as business people project ourselves.  So here are a few tips from me;

• Stand tall.  Shoulders back and holding yourself up to your full height will give you an air of confidence.
• Make eye contact.  Always look directly into the eyes of the people you are speaking with.
• Sit up straight.  Slouching makes you look disinterested and can give off an unwanted air of laziness.
• Face the person you're talking to.  This shows you are interested and engaged in the conversation.
• Shake hands firmly. Make sure yours is professional and confident.  And if you don’t know how, ask, practice.
• Always smile.  Smiles are contagious and will make others feel positive when you're around.
• Look your best.  You don't have to be model perfect every day, but you should dress appropriately.
• Walk confidently. Not a swagger, just purposeful and direct.

Love you Googie.

previous blogs;
http://johnmasonstuff.blogspot.com
http://john-mason-stuff.blogspot.com/

Certification Findings - Part 2

As we discussed last fortnight, the classifications of findings is very important but it is not as important as to agreeing that a finding has been found. So the first thing you must do whenever a finding is brought to your attention is to see or have quoted what is the objective evidence that is being cited as the finding in the circumstance. If this cannot be explained or shown, then you seek further clarification.

This is the most part of any of the audit processes. You as the auditee must agree that a finding is evident. Once agreed, then accept. The only wriggle room after this is the classification which we covered last blog.  And why am I droning on about this? Well, it is do with the professional relationship and trust you need to foster between yourself and your service provider. All parties need to be clear as to what is being found, what is being classified and what to expect in the exit meeting (next blog).

You as the management representative for your company have the right to ensure all things reported are factual/. Because at the end of the day, the final output is the audit report and in it are the ‘results’, so let’s make them right. More effort and resources are wasted than in all of the certification processes combined when reacting to inaccurate or even worse, incorrect findings. So ensure you are kept in the loop, ensure that they are agreed to and there will then be no surprises in the exit meeting.

previous blogs;
http://johnmasonstuff.blogspot.com
http://john-mason-stuff.blogspot.com/

Responsibility and authority

So much can so wrong with this requirement.  The interpretations or should I say misinterpretations have caused so much grief for the uninitiated.  So let’s cut through the bunk with this paste;
5.5.1 Responsibility and authority
Top management ensures that responsibilities and authorities are defined and communicated within the company.

And that is it.  Nothing more.  How can you do this?  Before you go developing stuff, look at the complexity, expectations, risk exposures and communications of your company.  Is there something you already do that meets this one little sentence?  Does ‘definition’ mean ?documentation.  The short answer is no, but the level of understanding once communicated may require ‘ensure-ance’ via something that is documented.  Policies, responsibilities sections in procedures, published delegated authority lists, job descriptions, training records all could be used either singularly or in combination with each other.

And to what extent?  Here is a real life situation from our very own certified QMS.  We have an organisation chart, job descriptions, procedure sections and training.  Whilst we only have 7 documented procedures, we do have 18 policies (normally only a paragraph, of which others might define as business rules) that map out exactly who is who in the wonderful zoo at quality.com.au.

previous blogs;
http://johnmasonstuff.blogspot.com
http://john-mason-stuff.blogspot.com/

Keep your cards to yourself

Christmas cards?  Birthday Cards?  Playing Cards?  Nope, nope, nope.  Business Cards!  Nothing devalues you more than to have someone or everyone watching you romp through a networking event flipping business cards at all and sundry.  It actual tells others that you actually don’t value them.  You can’t ‘like’ everyone in the room.  You cannot have something of value for everyone in the room.  So don’t try.

Strike up a conversation.  Ask them what they do.  Wait to be asked what before you tell them what you do.  If they do ask, giving them a 30 second overview, no more and make sure you ask a question at the end of it like…’would that be of interest to you or your colleagues?’  Don’t worry if it isn’t.  Then assess if you can contribute to the current mood of the conversation and if not, just excuse yourself and move on.  If they ask for a card, excellent, give them one. 

Just remember, giving out your card is tacit agreement to receiving phone calls, emails and newsletters.  If you do want one of their cards, ask for one and tell them why you want their details.  Perhaps it is to send them info on the conversation, perhaps to organise a time for a coffee and if it is to add them to your database, ask permission if that is OK.  If not, mark the card accordingly and thoughtfully recycle or file.

previous blogs;
http://johnmasonstuff.blogspot.com
http://john-mason-stuff.blogspot.com/

Classification of findings

Each certification service provider is required by JAS-ANZ to classify their findings.  How and by what name is largely up to the provider.  But before I get onto this, “What is a finding?”  A finding (or issue, matter, discrepancy, etc) is any situation that requires consideration or remediation with regard the quality management system.  For example, during an audit it was discovered that there is no documented procedure for internal quality audits.  And we will refer to this during the remainder of the blog.

Make sure you know how a provider classifies a finding and what are the required remedial actions for each before you finalise your decision on a provider.  Whilst most operate within similar constraints, some have some very quirky ‘rules’ and reporting requirements.  And how do you do that?  Ask for their published guidelines / criteria.

So the three broad categories of findings are; 1)nonconformance (or nonconformity, major corrective action, non compliance, etc); 2) corrective action (or improvement request, area of concern , minor corrective action, etc); 3) observation (consideration, opportunity for improvement, comment, etc).

What they represent; 1) nonconformance – lack of mandatory requirement (such as our example above) or an aggregation of findings within the one clause.  2) corrective action, something is in breach of the standard or your own procedures / processes.  Fix them.  3) observation, you may get some benefit from considering an alternate means of managing a situation.

And here is the consequence of each; 1) nonconformance – you will not receive initial certification, you will need to show cause (planned corrective actions) and remedial actions within 3 months to retain certification.  2) corrective action, certification will be granted / continued but you will need to close any remedial action before the next visit (6~12 months).  3) observation, you will need to demonstrate that you have considered the finding and declared an outcome.

Easy.  The best way to combat findings and their classifications is not to get any.  Good luck with that one!  But if your certification is part of a continuous improvement strategy, then rejoice in the findings found, so that you can make your quality management system better.

previous blogs;
http://johnmasonstuff.blogspot.com
http://john-mason-stuff.blogspot.com