Process-mapping a Management System for ISO 9001:2008


Course objectives

  1. To provide training in the principles of management systems;
  2. To provide training in the principles, concepts and requirements of the ISO 9000 series of standards;
  3. To provide training which fulfills the training needs for individuals and organizations wishing to understand how to process-map and implement ISO 9001:2008 in a business-friendly, structured manner;
  4. To provide delegates with a brief overview into the planning, performing, reporting and follow-up of process-based auditing;
  5. To ensure that individual questions receive the most thorough attention possible within the time constraints of the syllabus.
  6. To ensure that delegates understand the purpose of a management system in helping an organization to operate with increased effectiveness, consistency and customer satisfaction, with the capability to continually improve the effectiveness of the system.

Day 1
Chapter 1 - What is a Quality System? Making the Management of Quality Visible The principles of management systems and their purpose in making the operations of an organization 'visible' to employees, management, customers and stakeholders.
Chapter 2 - Phase One: Creating executive management commitment and support and appointing the Project Manager. Top management play a key role in making a quality management system effective and meaningful. Gaining the commitment and support of top management is essential for the system to be effective.
Chapter 3 - Phase Two: Creating the Implementation Team A quality management system affects every part of an organization. The implementation process must be a team effort supported by every aspect of the business.
Chapter 4 - A comprehensive interpretative document which reviews the quality management principles contained within ISO 9000:2000, the process approach and analyses the purpose and intent of ISO 9001:2008. This chapter is used as a guidance document throughout the course.
Chapter 5 - Phase Three: The Macro Process Flow Chart, Gap Analysis and the Implementation Plan Analysis of the system starts with the high-level process flow from customer enquiry to customer fulfillment. This high-level activity is then broken down into functional processes and their interactions investigated and discussed. The Gap Analysis is an essential starting point for documenting the QMS. The process is described and reviewed. Implementation needs to be managed as a Project, and a simple method for identifying key milestones, establishing timelines and tracking progress is analysed.
Day 2
Chapter 6 - Phase Four: Identifying the need for Documentation ISO 9001:2008 mandates relatively little documentation. Identifying where additional support is required without overburdening the organization with a massive bureaucratic paper-chase is essential if the quality management system is to be effective.
Chapter 7 - Quality Systems Documentation. Details and explains the types of documentation and what is required to implement the system. A simple and effective approach to creating documentation is discussed.
Chapter 8 - Phase 5: Developing the System Infrastructure and Key Improvement Processes. The new standard places a great deal of emphasis on the ability of a quality management system to generate continual improvement activity. For this to happen there has to be a solid infrastructure and improvement processes in place. These activities include product and process monitoring, internal audit and corrective and preventive action activities.
Chapter 9 - ISO 9000:2000 The Structure of the Standard, Accreditation and Certification An overview of the formal structures of accredited third party certification and the importance of ensuring that a certification/registration body has the necessary scope for the business under review and is properly accredited.

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