BUILDING A CULTURE OF QUALITY AT PTI.pptx

quality management concepts and requirements

1. UNDERSTANDING ISO 9001:2015 CERTIFICATION & PREPARING FOR AUDIT SUCCESS   Building a Culture of Quality at Petroleum Training Institute Effurun : Dr Justin B Nickaf

2. Objectives Overview of ISO & ISO 9001:2015 key changes and requirements. Overview of risk –based thinking Practical steps for audit preparation (documentation, processes, internal audits). Addressing challenges and myths. Collaborative strategies for sustaining quality. After Certification, What next Tips to ensure continual Improvement Benefits of ISO 9001 2015 certification to PTI

3. W ha t is I S O 9001? 6 IS O 9 01 is t he w o r ld ’ s m o s t popu lar an d m o s t c o mm on ly u s e d s t andar d f o r Q u a l i t y M anage m en t S y s t e m s ( Q M S ) I n t e r n a t ion a l c o n s e n s us on g o od m a n a g e m e n t p r a ct i c e Prescribes set of requirements related to a quality management system Conformity can be assessed internally as well as by external parties World’s first certifiable QMS standard Fo c u s e s o n m ee t ing c u s t o m e r r equ i re m en t s an d o t he r in t ere s t e d par t ies Generic : C o v er s an y o r gan i z a t ion – w ha t e v e r t h e s i ze , in du s t r y o r c u l t ur e large or small, whatever its product or service, An I n t ern a t i onal S t and a r d publ i sh ed by ISO

4. A bou t I S O N o n - g ov e r n m e n t al o r g a ni z a t ion ( N GO) e st a b l i s h e d in 194 7 , ba s e d in G e ne v a , S w i t z e r la n d H as a m e m b e r s hip of 1 7 3 na t i o n a l s t a n d a rds in s t i t utes f r om c o u ntries in all r e g io n s of t he w o r ld 4

5. IT tools Standards development procedures Consensus building Dissemination 171 national members 98% of world GDP 97% of world population 839 active TCs 3 954 technical bodies 2 506 w ork groups experts 7 879 technical meetings Central Secretariat in Geneva 187 FTE staff Collection o over f25151 ISO Standards as at Jan 2024 25451 standards produced in 2024 The ISO System Average of 43 TC ‘s each working day somewhere in the world

6. A bou t I S O 5 D e v e lo p e d v a r io u s s t anda r d s f o r a ll d i m en s io n s o f s u s t a in a b le de v e lo p m en t : e c ono m i c , en v i ron m en t a l a n d s o c ie t a l E xa m p l es : I S O 900 1 – Q ua li ty M anage m en t S yst e m s ( Q M S ) I S O 1 4001 – E nv i r on m ent a l M anage m ent S yst e m s ( E M S ) I S O 2 7001 – I n f o r m at i on S ecu r i ty M anage m ent S yst e m s ( I S M S ) ISO 21001 -An international standard that helps educational organizations improve learner satisfaction I S O 3 1000 – R i sk M anage m ent ( P r i nc i p l e s and G u i de l in e s) Standards Organisation of Nigeria is the sole r ep r e s en t a t i v e of Nigeria t o I S O

7. Qua li ty Manag em e nt Sy s t em “ a s y s t em t o di r ect and c o n t r ol an o r g ani z a tion with r espe c t t o quality!!!” That is what ISO 9001 does! Wh a t is Q uality Mana g eme n t Sy st em…. a collection of : P r oc e sses P oli c ies Ob je c ti v es

8. History of ISO 9001 evolution! W h y W a s I S O 900 1 R e v i s ed ? 9 A d a pt t o a c hang ing w o r ld E nhan c e a n organ i z a t io n ’ s ab ili t y t o s a t i s f y c u s t o m er s M a in t a in re le v an c e , p r o v ide inte gr a t e d app r oa c h t o organ i z a t io n a l m anage m en t , an d in t egra t e w i t h o t he r m anage m en t s y s t e m s R ef l e c t n e e d s of a ll u s e r g r oup s an d in c r ea s in g ly c o m p lex opera t ing en v ir o n m en t s S e t a c on s i s t en t f ounda t ion f o r t h e ne x t 1 y ea r s

9. Why the 2015 revision? The revision of ISO 9001 to the 2015 edition was primarily driven by the need to adapt the standard to evolving business environments , including the emergence of new technologies , increased complexity in global markets, and a growing emphasis on customer focus , leading to a requirement for a more flexible and risk-based approach to quality management systems (QMS) that could better address contemporary challenges faced by organizations. 

10. Key changes in ISO 9001:2015: Risk-based approach: The standard places a much greater emphasis on identifying and managing potential risks throughout the organization's processes, compared to the previous focus on preventive actions alone.  High-Level Structure (HLS): The new version follows a standardized structure used across other ISO management system standards, making it easier to integrate with other systems.  Leadership commitment: The standard explicitly requires strong leadership involvement in the quality management system, with a greater focus on top management accountability.  Context of the organization: Organizations are now required to consider their internal and external context when developing their quality management system.  Process approach: The standard continues to emphasize a process-oriented approach to managing the organization, but with a stronger focus on improvement through risk management.  Terminology changes: New terms like "risk-based thinking" and "context of the organization" are introduced.  Flexible Documentation:   Less prescriptive, more outcome-focused.

11. Th e High l evel s t r u ct u r e o f MSS S c o pe N or m a t i v e re f e r e n c e T er m s a n d d e fi n i t io ns C o n t e xt o f t he o r g a ni s a t io n L e a de r s h i p P l a n n i ng S upp or t O p e r a t io n P er f or m a nc e e v a l u a t io n I m p r o v e m e n t

12. What is risk-based thinking? Risk-based thinking in ISO 9001:2015 is a proactive approach to identifying, assessing, and addressing risks and opportunities within a quality management system (QMS). It ensures that organizations anticipate potential problems and take preventive actions rather than reacting to issues after they occur.

13. Key Aspects of Risk-Based Thinking in ISO 9001:2015 Embedded in the QMS – Risk-based thinking is integrated into all processes, from planning to operations and continual improvement. Preventive Approach – Unlike previous versions of ISO 9001, which had a separate clause for preventive action, ISO 9001:2015 embeds risk-based thinking throughout the standard to prevent issues before they arise. Proportional to Risk – The level of risk assessment and management should be appropriate to the potential impact on quality and business objectives. Opportunities Consideration – It not only addresses risks but also explores opportunities for improvement and business growth. No Mandatory Risk Management Process – Organizations are free to choose the methods and tools for risk assessment (e.g., FMEA, SWOT analysis, risk matrices) that best suit their needs.

14. Where Risk-Based Thinking is Applied in ISO 9001:2015? Clause 4.1: Understanding internal and external issues Clause 4.2: Understanding needs and expectations of interested parties Clause 5.1.1: Leadership commitment to risk-based thinking Clause 6.1: Actions to address risks and opportunities Clause 8: Operational planning and control, including risk management in processes Clause 9.1.3: Analysis and evaluation of risk-related data Clause 10: Continual improvement based on risk assessment

15. Comparison between Traditional & Risk based approaches to management systems Traditional Approach: Risk-Based Approach: Process: Process: Standardized checklist Identify and prioritize risks Uniform assessment across all areas Assess likelihood and impact of potential threats Reactive response to issues Proactive mitigation strategies Focus: Focus: Compliance with procedures Understanding risk drivers Identifying potential problems Analyzing potential consequences Following set rules Tailoring responses to specific risks Decision Making: Decision Making: Based on predefined criteria Based on risk assessment analysis Limited analysis of risk factors Prioritizing high-risk areas "One-size-fits-all" approach Adapting strategies to changing circumstances Outcome: Outcome: May miss high-risk areas Targeted resource allocation Inefficient allocation of resources Improved risk management Potential for overlooking critical issues More effective mitigation actions

16. Key Differences between traditional and Risk –based thinking: Focus on Risk: While a traditional approach primarily focuses on following set procedures, a risk-based approach prioritizes actively identifying and managing potential risks.  Dynamic Analysis: Risk-based approaches continuously assess and reassess risks based on changing conditions, whereas traditional approaches may be more static.  Resource Allocation: A risk-based approach allows for more efficient allocation of resources by focusing on high-risk areas. 

17. Benefits of Risk-Based Thinking to PTI Proactive Risk Management in Training Design Enables PTI to anticipate and address potential safety and operational risks in its training programs, ensuring graduates are prepared for real-world challenges in high-risk petroleum environments. Regulatory and Industry Compliance Strengthens adherence to stringent petroleum industry regulations (e.g., OSHA, API standards), reducing legal liabilities and enhancing institutional credibility. Enhanced Operational Efficiency Identifies process inefficiencies in course delivery or resource allocation, allowing PTI to streamline operations and reduce waste (e.g., outdated training materials, redundant processes). Improved Safety Culture Fosters a proactive mindset among staff and trainees, embedding risk awareness into daily operations and reducing incidents during hands-on training exercises. Increased Stakeholder Confidence Builds trust with industry partners and employers by demonstrating PTI’s commitment to addressing sector-specific risks, improving graduate employability and institutional reputation. Cost Savings and Resource Optimization Mitigates financial risks (e.g., equipment failure, training accidents) and directs resources toward high-impact areas, such as advanced simulation technologies or instructor upskilling.

18. P DC A an d I S O 900 1 C l au s e St r u c t u r e A C T P L A N DO CH E C K 9 . P e rf o r m a n c e E v a l u a t i o n 4 . C ont ex t of th e O r g a n i z a t i o n 5 . L ea d e r s h i p 6. P l a nn i n g 7 . S upport 8 . O p e r a t i on s 10 . I m p r o v e m e n t . I n t r o du c t i o n S c o pe N o r m a t i v e R e f e r e n ce s 3. T e r m s & D e f i n i t i o ns

19. AUDIT TIPS T he importance of top management commitment and employee awareness is foremost Since it's a training institute, ensuring that all staff understand the quality policy and objectives. I suggest training sessions and quizzes to test knowledge. Risk management is key in ISO 9001:2015. The institute should identify risks related to course relevance, trainer competency, equipment availability, student satisfaction. Opportunities could be expanding courses or improving online training platforms. In the pre-certification phase, a mock audit would help. Also, ensuring all records are up-to-date and easily accessible. On the audit day, having guides to accompany auditors and answer questions promptly. Post-audit, addressing non-conformities quickly and updating the QMS accordingly. Continual improvement through regular reviews and feedback loops with students and stakeholders

20. R e cipient decodes & interprets Co m mu n ic a tions Proce s s S e nder encodes Mes s a g e Feedback A p proa c h to the A u dit be aware Audit is a

21. Bar r ie r s to e f f e c t ive communica t ion P h y si c al Inte ll e c t ual Ps y cho l o g ic al Have a positive mind set A p proa c h to the A u dit : Remove as much as possible barriers that will hinder communication

22. ISO 9001:2015 emphasizes "documented information" to ensure consistency, compliance, and continuous improvement.

23. Action Steps in getting ready for certification audit Review Existing Documentation Map current documents (e.g., policies, SOPs) against ISO 9001:2015 requirements. Ensure the  Quality Manual  includes: Scope of the QMS. Interaction of processes (e.g., course design → delivery → evaluation). Addresses applicable requirements Commitment to continual improvement.

24. Fill Gaps Develop missing documents (e.g., a  Risk and Opportunity Register  for training programs). Update records (e.g., trainer qualifications, student feedback, calibration of equipment used in practical sessions). Organize Documentation Digitally as much as possible Use a document control system (e.g., SharePoint, Google Workspace) to manage approvals, revisions, and access. Label documents clearly (e.g., “PTI-Course-Design-Procedure-Rev2”).

25. Process Implementation Focus on  process effectiveness  and alignment with ISO 9001:2015’s Plan-Do-Check-Act (PDCA) cycle. Key Processes for a Training Institute Ensure Course Development Defines inputs (e.g., industry needs, regulatory requirements) and outputs (e.g., approved curriculum). Include stakeholder consultation (e.g., petroleum industry partners).

26. Training Delivery Standardize lesson plans, practical assessments, and safety protocols for labs/workshops. Track attendance, trainer performance, and equipment usage. Student Feedback & Evaluation Implement a system to collect and analyze feedback (e.g., surveys, focus groups). Use feedback to improve course content and delivery (Clause 9.1.2).

27. Further Action Steps In Mapping Processes Create flowcharts for critical processes (e.g., “Student Enrollment Process”). Example: Input : Student application →  Process : Verification of prerequisites →  Output : Enrollment confirmation. Train Employees Conduct ISO 9001 awareness workshops for staff. Role-specific training (e.g., trainers on updated curricula, admins on record-keeping).

28. Monitor Implementation of Controls Use checklists for critical tasks (e.g., “Lab Safety Inspection Checklist”). Monitor KPIs: Course completion rates. Percentage of graduates employed in the petroleum sector within 6–12 months. Enrollment Growth Rate Student satisfaction scores. Instructor-to-Student Ratio Timeliness of corrective actions.

29. Ensure Risk Management includes Identify risks (e.g., outdated course content, trainer shortages). Mitigation actions (e.g., partnerships with industry for updated content). Ensure Internal Audits Internal audits validate compliance and readiness for the certification audit. Action Steps for each audit ensure: Audit Schedule Plan audits covering all departments (e.g., Academic, Admin, Labs) and ISO clauses. Prioritize high-risk areas (e.g., student assessment processes, lab safety).

30. Use Audit Checklist (PTI-Specific) e,g Clause 8.3 (Design & Development) : Are course materials reviewed annually for relevance to the petroleum industry? Clause 7.2 (Competence) : Are trainers certified and records up-to-date? Clause 9.1.3 (Analysis & Evaluation) : Is student feedback analyzed for trends? Conduct Mock Audits Simulate the certification audit: Ask auditors to request records (e.g., “Show me the corrective action for the low satisfaction score in Q3 2024”). Test employee knowledge (e.g., “What is the quality policy?”).

31. Address Non-Conformities (NCs) Example NC:  No documented process for updating course content based on industry changes . Corrective Action : Develop a procedure for annual curriculum review with industry experts. Pre-Certification Audit Actions Gap Analysis Use findings from internal audits to fix last-minute gaps (e.g., missing calibration records for lab equipment).

32. Management Review Hold a meeting to: Review QMS performance (e.g., student outcomes, audit results). Allocate resources for urgent actions. Ensure all review inputs are considered in n compliance with 9.2,2 Ensure review outputs are in compliance with 9.3

33. Employee Readiness Brief all staff on audit expectations: Answer questions honestly (e.g., “How do you handle student complaints?”). Know where documents are stored. Listen more and speak as less as possible answering question directly Workspace Organization Ensure labs, classrooms, and offices are tidy (5S methodology). Display the Quality Policy and Objectives prominently

34. During the Certification Audit Assign Guides : Designate staff to accompany auditors (e.g., Academic Dean for course-related queries). Be Transparent : Provide evidence promptly; if a record is missing, admit it and explain corrective plans. Document Findings : Take notes on auditor feedback for post-audit improvements.

35. Post-Audit Follow-Up Address NCs Root cause analysis for any non-conformities. Submit corrective action plans within the deadline. Continual Improvement Update the QMS based on audit insights (e.g., automate feedback analysis). Schedule regular management reviews.

36. Key Success Factors Top Management Commitment : Ensure leadership actively reviews QMS performance. Student-Centric Approach : Align processes with learner needs and industry requirements. Evidence-Based Compliance : Maintain organized, accessible records. By following this guide, PTI can demonstrate robust compliance with ISO 9001:2015, enhance training quality, and build trust with stakeholders in the petroleum sector

37. Quali t y P olicy…. P a r t of Q u ality Manual Publish e d on I n t r an et and prominent locations Ex p r ess e s T op Mana g e m e n t ’ s c ommit m e n t t o w a r ds qu a lity All e m pl o y e e s MU S T unde r s t and and apply the qu a lity poli c y

38. Common myths and reality in implementing ISO 9001 & how to overcome them Myth:  “ISO is only for manufacturing.” Reality:  Adaptable to services/education. Challenge:  Lack of leadership buy-in. Solution:  Regular leadership training.   Myth:  “Once certified, no further effort needed.” Reality:  Requires continual improvement. Overcoming Documentation Hurdles Problem:  Overly complex manuals. Fix:  Simplify, use visuals, digitize records.

39. Lack of Leadership Commitment Challenge: Management may not fully support the QMS implementation, seeing it as a compliance burden rather than a value-adding process. Solution: Educate leadership on the benefits (improved efficiency, customer satisfaction, and competitive advantage). Align QMS goals with business objectives to gain buy-in. Assign a management representative to drive implementation.   Resistance to Change Challenge: Employees may resist new processes, fearing increased workload or job insecurity. Solution: Communicate the purpose and benefits of ISO 9001 early. Involve employees in decision-making and process improvements. Conduct training to reduce fear and increase engagement.

40. Poor Documentation Management Challenge: Keeping track of policies, procedures, and records can be overwhelming, leading to inefficiencies. Solution: Use document control software or a structured filing system. Define a clear document control procedure (who updates, reviews, and approves documents). Train staff on proper document handling and retention. Misunderstanding Risk-Based Thinking Challenge: Organizations struggle to integrate risk-based thinking into their processes. Solution: Use simple risk assessment tools (SWOT analysis, risk matrices, FMEA). Identify risks and opportunities during planning and operational processes. Regularly review and update risk management strategies.

41. Ineffective Internal Audits Challenge: Audits may be seen as a formality rather than a tool for improvement. Solution: Train auditors to focus on process effectiveness, not just compliance . Use audit findings to drive corrective actions and continuous improvement . Encourage open feedback and learning from audits.   Lack of Employee Training & Awareness Challenge: Employees may not understand their role in maintaining the QMS. Solution: Conduct regular training tailored to job roles. Use visual aids, workshops, and interactive sessions to reinforce learning. Implement an employee feedback mechanism for continuous improvement.  

42. Focus on Certification Instead of Improvement Challenge: Some organizations see ISO 9001 as just a certificate rather than a framework for quality improvement. Solution: Shift the focus from certification to business improvement and customer satisfaction . Use ISO 9001 as a tool for continuous improvement rather than a one-time achievement. Set measurable quality objectives to track progress.   Difficulty in Measuring Performance Challenge: Organizations may struggle to define relevant Key Performance Indicators (KPIs) . Solution: Establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives. Use customer feedback, defect rates, process efficiency, and audit results as performance indicators. Regularly review and update KPIs based on business needs.

43. Compliance with Legal & Regulatory Requirements Challenge: Organizations may find it difficult to keep up with changing laws and regulations. Solution: Assign a compliance officer or team to monitor regulations. Subscribe to industry updates and regulatory newsletters . Maintain a legal compliance register and update it regularly. Sustaining the QMS After Certification Challenge: Once certification is achieved, some organizations become complacent and fail to maintain the system. Solution: Schedule regular management reviews and audits. Continuously seek process improvements based on audit findings and customer feedback. Keep employees engaged through ongoing training and incentives .

44. CARROTS & STICKS APPROACH Carrots (Incentives) Professional Development Opportunities - Sponsor certifications (e.g., ISO 9001 Lead Auditor training) or workshops for compliant staff. Recognition and Rewards - Publicly recognize departments/individuals in meetings, newsletters, or an "ISO Champion of the Month" award. Resource Allocation - Allocate budgets for departments excelling in audits to improve facilities or purchase tools. . Cultural Engagement - Involve staff in designing ISO processes (e.g., forming a Quality Improvement Committee with representatives from all departments). Student Feedback Incentives - Reward departments with high student satisfaction scores linked to ISO-aligned processes (e.g., efficient course delivery). Sticks (Consequences) Accountability Measures - Link ISO compliance to annual performance reviews; non-compliance affects bonuses/promotions. . Mandatory Corrective Actions - Require non-compliant staff/departments to undergo remedial training or mentoring. Escalation Protocols - Issue formal warnings for repeated non-compliance, escalating to disciplinary action if unresolved. . Leadership Accountability - Hold managers responsible for their team’s compliance, impacting their KPIs.

45. What is collaborative management system Collaborative Management System (CMS) in PTI (Petroleum Training Institute) refers to an integrated approach where different departments, stakeholders, and industry partners work together to achieve operational excellence, training effectiveness, and compliance with industry standards. It ensures seamless coordination, shared decision-making, and optimized resource utilization within PTI's training and operational frameworks.

46. Collaborative Quality Management Knowledge Sharing & Capacity Building Encourages cross-functional collaboration among departments. Organizes workshops, seminars, and joint research initiatives with industry stakeholders. Stakeholder Engagement & Industry Collaboration Involves oil and gas industry players, regulatory agencies, government bodies, and academia to shape training programs. Encourages partnerships with organizations like NNPC, DPR, PTDF, and IOCs (International Oil Companies) . Strategies: Cross-functional teams for process improvement. Monthly QMS review meetings. Integrate quality goals into staff KPIs. Deploy PDCA Cycle (Plan-Do-Check-Act).

47. Organizations Before Certification Certification Point Minimum Requirement System and/ Quality Improvement Time Organizations After Certification A B C = TARGET The Great Challenge after Certification

48. Create and maintain an awareness of quality Encourage participation as a means of inspiring action Recognize and reward achievements Provide evidence of management leadership on quality Create enabling environment for self development and empowerment Five steps for changing to a quality culture

49. Continuous improvement ideas

50. Continuous improvement ideas

51. Continuous improvement ideas

52. BENEFITS OF ISO 9001 2015 CERTIFICATION TO PTI Enhanced Reputation and Credibility Positions PTI as a globally recognized institution committed to quality education, attracting students, industry partners, and international collaborations. Boosts trust among stakeholders, including students, parents, and petroleum industry employers, by demonstrating adherence to rigorous standards. Operational Efficiency Streamlines administrative and academic processes, reducing redundancies and improving resource management (e.g., course delivery, admissions, facility maintenance). Ensures consistency in training programs, aligning them with evolving petroleum industry needs. Continuous Improvement Culture Embeds a framework for ongoing evaluation and enhancement of curricula, teaching methods, and infrastructure, ensuring relevance to industry advancements. Encourages feedback loops from students and industry stakeholders to drive improvements

53. Risk Management Proactively identifies and mitigates risks, such as technological disruptions or shifts in industry demands, ensuring resilience and adaptability. Strengthens contingency planning for operational challenges (e.g., safety protocols, equipment maintenance). Global Recognition and Partnerships Facilitates collaborations with international universities, research centers, and petroleum corporations that prioritize ISO-certified institutions. Attracts international students and faculty, enhancing diversity and global perspectives. Competitive Advantage Differentiates PTI from other regional institutes, making it a preferred choice for students and industry partnerships. Enhances marketing leverage by showcasing certification in promotional materials.

54. Stakeholder Confidence Assures regulatory bodies, accreditors, and funding agencies of PTI’s commitment to quality, potentially easing accreditation processes. Builds employer confidence in graduates’ skills, improving job placement rates. Funding and Grant Opportunities Increases eligibility for grants, donations, and partnerships with organizations that prioritize ISO-certified institutions for funding or research projects. Employee Engagement Clarifies roles and responsibilities, fostering accountability and job satisfaction among staff and faculty. Promotes a culture of collaboration and innovation through structured training and development.

55. Alignment with Industry Standards Ensures training programs meet the petroleum sector’s expectations, producing job-ready graduates with skills aligned to ISO-compliant workplaces. Strengthens partnerships with oil and gas companies that value certified quality systems. Conclusion ISO 9001:2015 certification equips PTI Effurun with a robust framework to deliver high-quality, industry-relevant education while enhancing its global standing and operational resilience. This alignment with international standards not only benefits institutional processes but also solidifies its role as a key contributor to the petroleum sector’s workforce development

56. Any Questions?

57. & WELCOME TO THE QUALITY WORLD ISO 9001 PTI Thanks

58. Thank You “Quality is everyone’s responsibility.”