ISO 9000 & ISO 14000: pptx..............

ISO 9000 & ISO14000: Overview, Benefits, Elements, steps for registration

1. ISO 9000 AND ISO 14000 Miss. Gayatri K. Bahatkar Assistant Professor

2. What is ISO: ISO is a name used for the International Organization for Standardization ISO. It is derived from the GREEK Word ' isos " that means "equal". ISO is the World's largest developer of standards. It was formed in 1947 in Geneva Switzerland. It is a federation of national standard bodies of 164 countries.

3. ISO 9000 Series of standards, developed and published by the International Organization for Standardization (ISO) Define, as establish and maintain an effective quality assurance system for manufacturing and service industries. ISO are set of standards addressing quality management system requirements (QMS) & ISO 14000 Addresses Environmental management system requirements (EMS)

4. ISO 9000 series ISO 9000: Explains fundamental quality concepts and provides guidelines for the selection and application of each standard. ISO 9001: Model for quality assurance in design, development, production, installation and servicing. ISO 9002: Model for quality assurance in the production and installation of manufacturing systems.  ISO 9003: Quality assurance in final inspection and testing. ISO 9004: Guidelines for the applications of standards in quality management and quality systems.

5. OBJECTIVES: To Facilitate International Trade Of Goods and Services To obtain competitiveness by obtaining required quality in a cost effective way. Promoting a Total Quality Control System (TQC) Provide confidence to costumers

6. Benefits of ISO 9000 Increases marketability Reduced operational expenses Better management control Increased customer satisfaction Improved internal communication Reduction of product-liability risks. Improved health, safety and reduction of waste

7. Limitation of the ISO 9000 Cost  ISO Certification Process  Employee Buy-in Competitive Disadvantage

8. ISO 9000 series Quality Management Principles It based on seven quality management principles QMP-1-Customer focus QMP 2 – Leadership QMP 3 – Engagement of people QMP 4 – Process approach QMP 5 – Improvement QMP 6 – Evidence-based decision making QMP 7-Relationship management

9. Principle 1 – customer focus Organization depends upon their costumer and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectation Principle 2- Leadership Leaders established unity of purposed and direction of the organization. They should create and maintain the internal environment better

10. Principle 3 – Engagement of people  People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit.  Principle 4 – Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process.  Principle 5 – Improvement Improvement of the organization’s overall performance should be a permanent objective of the organization

11. Principle 6 – Evidence-based decision making Effective decisions are based on the analysis of data and information. Principle 7- Relationship management An organization and its external providers (suppliers, contractors, service providers) are interdependent and a mutually beneficial relationship enhances the ability of both to create value. 

12. Steps in ISO 9000 Registration process New standard is proposed is relevant technical committee Working group of experts start discussion to prepare a working draft 1 st working draft shared with technical committee & with ISO If proposal is accepted If consensus is reached within the TC

13. Draft shared with all ISO national members, who are asked to comment Final draft sent to all ISO members ISO international standards If standards is approved by member vote If consequences is rechecked

14. ISO 9001 Process based approach ISO 9001 standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. Management of the processes and the system as a whole can be achieved using the PDCA cycle with an overall focus on risk-based thinking aimed at taking advantage of opportunities and preventing undesirable results. The PDCA cycle can be briefly described as follows: Plan: Establish the objectives of the system and its processes, and the resources needed to deliver results in accordance with customers' requirements and the organization's policies, and identify and address risks and opportunities. Do: Implement what was planned. Check: Monitor and (where applicable) measure processes and the resulting products and services against policies, objectives, requirements and planned activities, and report the results. Act: Take actions to improve performance, as necessary.

15. Act on anything that went wrong to avoid errors of the same nature in future Plan what you are doing

16. STEPS FOR ISO REGISTRATION PROCESS 1. Finding and selecting an ISO registrar: An accredited registrar is an organization accredited by a recognized accrediting body for its competence to audit and issue certification confirming that an organization meets the requirements of a standard (ISO 9001 or ISO 14001). Registrars must be accredited in a particular industrial sector for them to be able to certify a company in that sector. 2. Creating an application/contract: The applicant and the registrar should agree on a contract. This contract usually defines rights and obligations of both parties and Includes liability issues, confidentiality, and access rights.

17. 3. Quality Documents Review: The ISO auditor reviews all the quality manuals and documents related to various policies and procedures being followed in the organization. A review of existing work will help the ISO auditor to identify the possible gaps against the requirements stipulated in the ISO standards. 4. Making an Action Plan: After the ISO auditor communicates the existing gaps in the organization, an action plan is prepared by the organization to eliminate these gaps. The list of the required tasks to be performed is prepared to bring the desired changes in the organization. The training of the employees is required to work efficiently while adapting to new procedures. It is also necessary to make all the employees aware of the ISO standards in terms of work efficiency and quality standards.

18. 5 . Performing internal audits: The organization needs to audit each process internally before they come in to do the certification audit. This will give a chance to make sure that the processes are doing as per plan, and if not, corrective action can be taken to fix problems. 6. Initial Certification Audit: The initial certification audit is divided into two categories- Stage 1 and Stage 2. Stage 1: The ISO auditor will audit the changes made in the organization as per the suggestions. They will then try to identify the possible non-conformities in the systems and procedures to the desired quality management system. They will divide these non-conformities into minor and major non-conformities. The applicant must carefully assess all these non-conformities and get it aligned as per the desired quality standards through modification in the techniques and processes used by the organization.

19. Stage 2: After all the required changes are done in the organization, the ISO auditor does the final auditing. The auditor will check whether all the non-conformities have been eliminated or not as per ISO quality standards. If the ISO auditor is satisfied, he will prepare the final ISO audit report and forward it to the registrar. 7. Completing the ISO Certification: After all non-conformities are addressed and all the findings are put in the ISO audit report, the registrar will grant the ISO certification the organization. 8. Surveillance Audits: Surveillance audit is basically conducted to ensure that ISO quality standards are being maintained by the organization. It is conducted from time to time (usually once in three years).

20. Risk based thinking Risk is inherent in all aspects of a quality management system. There are risks in all systems, processes, and functions. Risk-based thinking ensures these risks are identified, considered, and controlled throughout the design and use of quality management system. Risk-based thinking approach includes the following steps: (a) Identifying and understanding the risks (b) Planning the actions to address the risks (c) Implementing the plan (d) Checking the effectiveness of the action (e) Continuous improvement that is learning from experience

21. ISO 14000 Environmental management Help organizations to work within healthy environment Help to meet the challenge of climate change Develop 570 international standards An integral part of EMAS

22. Standards under ISO 14000 series   ISO 14001-Set criteria for EMS ISO 14010-Standards about auditing ISO14020-Standards about environmental labeling ISO 14030- Standards on environmental performance evaluation ISO 14040-Standards on environmental life cycle assessment

23. Objectives of an Environmental Management System The purpose of this International Standard is to provide organizations with a framework To protect the environment and respond to changing environmental conditions in balance with socio-economic needs. It specifies requirements that enable an organization to achieve the intended outcomes it sets for its environmental management system. A systematic approach to environmental management can contribute to sustainability Development by. Protecting the environment by preventing or mitigating adverse environmental impacts Mitigating the potential adverse effect of environmental conditions on the organization Assisting the organization in the fulfillment of compliance obligations Enhancing environmental performance

24. Controlling or influencing the way the organization’s products and services are designed Manufactured, distributed, consumed and disposed of by using a life cycle perspective That can prevent environmental impacts from being unintentionally shifted elsewhere Within the life cycle; Achieving financial and operational benefits that can result from implementing environmentally sound alternatives that strengthen the organization’s market position: Communicating environmental information to relevant interested parties.

25. Benefits of ISO 14001 Higher conformance with legislative and regulatory requirements by adopting the ISO standard. Reduction in waste, consumption of resources, and operating costs. Quantify, monitor and control the impact of operations on the environment, now and in the future. As an internationally recognized standard, businesses operating in multiple locations across the globe can leverage their conformance to ISO 14001, eliminating the need for multiple registrations or certifications. Positive impact on a company’s asset value. To improved public perceptions of the business, placing them in a better position to operate in the international marketplace. Increase business’s access to new customers and business partners. Potentially reduce public liability insurance costs for organization. It can serve to reduce trade barriers between registered businesses.

26. Essential Elements of ISO 14001 The principle elements, stated in the ISO 14004 standard are highlighted below. 1.Environmental Policy An organization should define its environmental policy and ensure commitment to its EMS across all organizational units. This is accomplished by developing an environmental policy that is specific enough to form the basis for concrete actions. This policy then becomes the framework for environmental planning and should be both communicated within the organization and made available to the public. Commitment and support for the policy must be provided from the highest levels of the organization to be effective. 2.Employee Involvement The first key element for having a successful EMS is to achieve full participation of all employees, from top management to shop-floor workers. If people are not involved, every goal and target will require a lot more time and effort to be reached. The whole organization is responsible for the implementation, maintenance and improvement of the EMS. Training of the employee for the implementation of EMS is also an essential step.

27. 3. Plan-Do-Check-Act (PDCA) model Plan: Establish environmental objectives and processes necessary to deliver results in accordance with the organization’s environmental policy. The initial review or the gap analysis of the processes and products is recommended in order to identify all elements of the operation that may interact with the environment called as environmental aspects. Environmental aspects can include both direct, such as those used during manufacturing and indirect, such as raw materials. This initial review assists the organization in establishing their environmental objectives, goals and targets, which should ideally be measurable; helps with the development of control and management procedures and processes and serves to highlight any relevant legal requirements, which can then be built into the policy .

28. Do: Implement the processes as planned. During this stage, the organization identifies the resources required and works out those members of the organization responsible for the EMS implementation. This includes establishing procedures and processes, although only one documented procedure is specified related to operational control. Other procedures are required to foster better management control over elements such as documentation control, emergency preparedness and response, and the education of employees, to ensure they can competently implement the necessary processes and record results.

29. Check: During the check stage, performance is monitored and periodically measured to ensure that the organization’s environmental targets and objectives are being met. In addition, internal audits are conducted at planned intervals to ascertain whether the EMS meets the user’s expectations and whether the processes and procedures are being adequately maintained and monitored. Act: take action to improve the performance of EMS based on results After the checking stage, a management review is conducted to ensure that the objectives of the EMS are being met, the extent to which they are being met, that communications are being appropriately managed and to evaluate changing circumstances, such as legal requirements, in order to make recommendations for further improvement of the system. These recommendations are incorporated through continual improvement, plans are renewed or new plans are made, and the EMS moves forward .

30. 4. Continual Improvement Process Continuous improvement process in ISO 14001 has three dimensions: (a) Expansion: More and more business areas get covered by the implemented EMS. ( b) Enrichment: More and more activities, products, processes, emissions, resources etc get managed by the implemented EMS. (c) Upgrading: An improvement of the structural and organizational framework of the EMS, as well as an accumulation of know-how in dealing with business-related environmental issues.

31. Difference between ISO 9000 and 14000 ISO 9000 is an international standard for the development of quality management systems that any organization can adopt . ISO 14000 is an international standard for environmental management systems that any organization can also adopt potentially

32. Advantages Creates a more efficient, effective operation Increases customer satisfaction and retention Reduces audits Enhances marketing I mproves employee motivation, awareness, and morale . Promotes international trade Increases profit Reduces waste and increases productivity

33. Common tool for standardization Enables to meet the requirements of an internationally uniform quality system . Motivates the employees and develops pride in them for achieving excellence.