Human Resources

Here is the cut and paste from the standard;
6.2 Human resources
6.2.1 General
Personnel performing work affecting product quality are competent on the basis of appropriate education, training, skills and experience.
6.2.2 Competence, awareness and training
The company will; a) determine the necessary competence for personnel performing work affecting product quality, b) provide training or take other actions to satisfy these needs, c) evaluate the effectiveness of the actions taken, d) ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and e) maintain appropriate records of education, training, skills and experience.

On reflection, this stuff is pretty self-evident, especially 6.2.1.  No?  Just break them down into their components and develop something to fit your company organisational and structural parameters.  Don’t invent stuff here.  If you training need identification is adhoc, then let it be.  Don’t invent a performance appraisal system if there is no need or more importantly, no desire.  So, over the next few blogs I will address 6.2.2 in more detail and provide some tips on creating evidence for you qms certifications.

previous blogs;
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Sampling

There is much to write about sampling and they fall into two categories; site sampling, record sampling.  The first is mathematical and defined by the certification body as required by JAS-ANZ.  It can be quite a complex formula concerning site sampling, but if all sites are similar in complexity and operations, then the rule of thumb is head office plus the square root of the number of remaining sites.

Now with sampling of records, it is less defined and primarily left to the auditor to determine risk and subsequent need for objective evidence to be demonstrated.  Just remember, all auditors are charged with the responsibility of finding conformance and doing so based on a level of confidence that is experienced when reviewing any particular aspect or clause.  The more compliant, objective evidence found by or presented to an auditor that quickly gives a confidence of conformance will mean less records will be needed for review.  But on the flip side, any, and I mean any discrepancy to process, procedure, intent as demonstrated by an incorrect record or even worse, the lack of a record, will have your friendly auditor wanting more records in order to make a determination.

Remember, all auditing is based on sampling and all sampling can either give good or bad representation of the system being audited.  Once a lack of conformance is found it cannot, will not be ignored.  The extra digging or increased sampling will help the auditor either mitigate the finding or escalate it.  Simple.

previous blogs;
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Problem Solving

When confronted with problems (issues, annoyances, stuff ups, what evs, etc), either in business or your personal life, here are just a few tips to get you through them.

Back your colleagues.  When others are bearing down on them, don’t jump on the band wagon, stand up for them.

Fix what's broken.  Don't waste time placing blame. Don’t waste time on improving what ain’t broke.  Take care of fixing the problem before dealing with any possible repercussions.

Manage and control your emotions.  Don't let anger or frustration affect your problem resolution.  If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator.  Never, ever take it personally.

Learn when to step in.  Some problems might resolve themselves if you just let them be (see my blog on positive procrastination), but you need to be aware of times where you'll need to step in and take control of a situation.

Take the blame.  If you've made a mistake, fess up.  It'll give you more time to work on fixing the problem instead of talking your way out of taking the rap.  Sometimes take the blame for a problem not yours.  Be careful and frugal with this exception.

Get the facts first. Before you pass judgment on a situation, make sure you have the whole story.  Listen and refrain from questioning anyone's integrity without first ensuring that you've gathered all the data.

Rise above the crisis.  Learn to separate yourself from the problem and rise above the fray. You'll be able to think more clearly and make a better decision on how to rectify the issue.

Don't ignore problems. A small problem can easily snowball and become something much more difficult to fix.  That elephant in the room, IS in the room.  Deal with it.

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

Resources

There is a whole clause within the standard for resources.  So let’s start with the first sub clause;

6.1 Provision of resources.  The organisation shall determine and provide the resources needed; a) to implement and maintain the quality management system and continually improve its effectiveness, and b) to enhance customer satisfaction by meeting customer requirements.

I don’t know why this couldn’t be lumped under some general category of sub clause but it is not.  Therefore you need to address it and audit it.  But, if you have the intent of your quality management system correct, this being continual improvement and customer satisfaction, then the very fabric of your system can validate this sub clause.  And if it does, simple reference within your quality management system cross reference to table will suffice with such examples as management review and quality policy, just to name a few.  If not?  Then back to the drawing board.
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