Press1454: Jun 2016 | ISO 9001:2015 Requirements Met By impi! Solutions

Title: Jun 2016 | ISO 9001:2015 Requirements Met By impi! Solutions

Impi! founder Pierre Bienvenüe shares his analysis of ISO 9001:2015 requirements based on lessons learned working with one of his clients since July 2015 under the guidance of one of the contributors to the new version of the standard. He uses the impi! model to document mappings from sub-clauses of the impi! solution model to ISO 9001:2015 requirements, and from ISO clauses and sub-clauses to solution capabilities.

Pierre writes: "Since July 2015, I've had the privilege to contribute to the ISO 9001:2015 implementation at one of my clients (my official guinea pig!) under the guidance of one of the contributors to the new version of the standard. impi! has proven itself to be a solid and flexible platform to work through the implementation and manage the required documentation. As a result, the current impi! solutions are supportive of the new standard."

"All impi! solutions are built on TeamPage on a wiki space and are standard documents. Every solution starts with a Policy (the why) and a Standard Operating Procedure (the how). The SOP is the hub that links all the other documents (the spokes). The templates used for these documents are the same that the client can use for their own controlled documentation in their own wiki space called “Knowledge Central”. Two outputs of every improvement projects are a) an operational improvement and b) documentation in Knowledge Central. The project templates used to run improvement projects comprise standard articles that will naturally become elements of the BOP (e.g. SIPOC, business process maps). When the project leader reaches the Control or Adjust part of the project, large chunks of the documentation would have been written. Using the capability of TeamPage simplifies the linking and tagging of documents. The organisation steadily builds its very own Wikipedia, and it’s ISO 9001 compliant. The risk of deadwood documentation is reduced: team members create their own documentation, hyperlinking contextualises the documentation and tagging and search capability ease retrieval of information."

"Of course we apply this model to definition and development of our own impi! solutions! I'm happy to share my mapping of imp! Solution clauses to ISO 9001:2015 requirements - and the inverse mapping from ISO 9001:2015 to imp! solution clauses. This is a living document that guides definition and development of TeamPage solutions developed by impi! and Traction Software."

Pierre Bienvenüe is founder of impi Business Improvement Solutions Pty, a South African business improvement firm and Traction® TeamPage solution partner since 2012. See Introducing impi! for contact information and background. See Quality Management, Signature Requirements for more about Traction® Software's Quality Management option. Please contact us for Quality Option details.

Solutions application ⇒ ISO 9001:2015 reference

Sub-clause	Solution	Application by the solution
4. Context of the Organisation
4.1 Understanding the organization and its context	Managing Long Range Planning	Analysis of external factors (STEEP) Identification of beneficial/harmful and internal/external factors (SWOT) Performing risk assessments of key processes at functional levels
4.2 Understanding the needs and expectations of interested parties	Managing Long Range Planning	Mapping of key processes at functional levels using a SIPOC model that names the affecting (Suppliers) and affected parties (Customer)
4.4 Quality management system and its processes	Managing Long Range Planning	Map of the organisation process model Map of key process model at functional level
4.4 Quality management system and its processes	Management of Improvement Projects	A structure is established to manage the implementation of improvement opportunities Improvement projects are process centred and include risk assessment and change management
5. Leadership
5.1 Leadership and commitment	Managing Long Range Planning	Leadership establishes and manages the process of Long Range Planning (LRP) The LRP process is an enabler for: engagement and communication; process, risk and improvement based thinking; establishing clear policy direction and responsibilities.
5.2 Policy	Managing Long Range Planning	The LRP process enables the adjustment and communication of the quality policy Vision, mission and values are adjusted for the organisation
5.3 Organisational roles, responsibilities and authorities	Managing Long Range Planning	Adjustment of the organigram and the MBU structure Heads of department are responsible for the roll out the MBU structure (including KPI management) as well as the management of IPs
6. Planning
6.1 Actions to address risks and opportunities	Managing Long Range Planning	List of IOs is updated
6.2 Quality objectives and planning to achieve them	Managing Long Range Planning	Breakthrough Objectives and annual objectives are decided for BU 4 Annual objectives are decided for BU 3
6.2 Quality objectives and planning to achieve them	Establish and Run Mini Business Units	Roll out of Key Performance Indicator (KPI) usually following on the management review
6.2 Quality objectives and planning to achieve them	Management of Improvement Projects	IOs are triggered with the view of improving measurable outputs that are aligned with the organisation's breakthrough objectives. Improvement measures are reported in the project reviews of IPs Changes to processes are managed through IPs. Responsibilities and Resources are identified during the project and deployed. Change management forms part of the IP
7. Support
7.1.6 Documentation. Organisational knowledge	Management of Improvement Projects	Knowledge Central is a moderated space configured to organise and retrieve internal and external knowledge.
7.3 Awareness	Establish and Run Mini Business Units	The change management and communication is planned to ensure the organisation's employees are communicated the structural and strategic changes, the Vision, Mission, Value Statement, breakthrough and annual objectives.
7.3 Awareness	Management of Improvement Projects	Alignment of KPIs and their regular review ensures that every person in the organisation understand the value of their contribution to the effectiveness of the quality management system Standard meetings are regular forums where non-conformance and improvement are managed in the relevant MBUs.
7.4 Communication	Managing Long Range Planning	The change management and communication is planned to ensure the organisation's employees are communicated the structural and strategic changes, the vision, mission, values, breakthrough and annual objectives.
7.5.2 Documentation. Creating and updating	Management of Improvement Projects	An IP is only completed when the relevant personnel is deemed competent and standard documentation is published in Knowledge Central
9. Performance Evaluation
9.3 Management review	Managing Long Range Planning	The management review is integrated in the LRP process
10. Improvement
10.1 General	Establish and Run Mini Business Units	Every MBU is responsible to manage corrective (problem solving) and improvement activities
10.1 General	Management of Improvement Projects	The management system for improvement projects is established to improve the quality management system focussing on process changes using lean-six sigma concepts and methods IOs are managed, prioritised and converted into IPs
10.3 Continual improvement	Managing Long Range Planning	Improvement Opportunities (IOs) and Improvement Projects (IPs) are identified during the various milestones of the LRP process. They are then prioritised and responsibilities are allocated
10.3 Continual improvement	Management of Improvement Projects	Operational, systemic and strategic improvement projects are managed through the IP system.

ISO 9001:2015 reference ⇒ solutions application

ISO Clause	Sub-clause	Application by the solution
Goal Alignment - Managing Long Range Planning
Context of the Organisation	4.1 Understanding the organization and its context	Analysis of external factors (STEEP) Identification of beneficial/harmful and internal/external factors (SWOT) Performing risk assessments of key processes at functional levels
Context of the Organisation	4.2 Understanding the needs and expectations of interested parties	Mapping of key processes at functional levels using a SIPOC model that names the affecting (Suppliers) and affected parties (Customer)
Context of the Organisation	4.4 Quality management system and its processes	Map of the organisation process model Map of key process model at functional level
Leadership	5.1 Leadership and commitment	Leadership establishes and manages the process of long range planning. The LRP process is an enabler for: engagement and communication; process, risk and improvement based thinking; establishing clear policy direction and responsibilities.
Leadership	5.2 Policy	The LRP process enables the adjustment and communication of the quality policy Vision, mission and values are adjusted for the organisation
Leadership	5.3 Organisational roles, responsibilities and authorities	Adjustment of the organigram and the MBU structure Heads of department are responsible for the roll out the MBU structure (including KPI management) as well as the management of IPs
Planning	6.1 Actions to address risks and opportunities	List of IOs is updated
Planning	6.2 Quality objectives and planning to achieve them	Breakthrough and annual objectives are decided for BU 4 Annual objectives are decided for BU 3
Support	7.3 Awareness	The change management and communication is planned to ensure the organisation's employees are communicated the structural and strategic changes, the vision, Mission mission, values, breakthrough and annual objectives.
Support	7.4 Communication	The change management and communication is planned to ensure the organisation's employees are communicated the structural and strategic changes, the vision, mission, values, breakthrough and annual objectives.
Performance Evaluation	9.3 Management review	The management review is integrated in the LRP process
Improvement	10.3 Continual improvement	Improvement Opportunities (IOs) and Improvement Projects (IPs) are identified during the various milestones of the LRP process. They are then prioritised and responsibilities are allocated
Goal Alignment - Establish and Run Mini Business Units: SOP
Planning	6.2 Quality objectives and planning to achieve them	Roll out of Key Performance Indicators (KPIs) usually following on the management review
Support	7.3 Awareness	Alignment of KPIs and their regular review ensures that every person in the organisation understand the value of their contribution to the effectiveness of the quality management system Standard meetings are regular forums where non-conformance and improvement are managed in the relevant MBUs.
Improvement	10.1 General	Every MBU is responsible to manage corrective (problem solving) and improvement activities
Management of Improvement Projects
Context of the Organisation	4.4 Quality management system and its processes	A structure is established to manage the implementation of improvement opportunities Improvement projects are process centred and include risk assessment and change management
Planning	6.2 Quality objectives and planning to achieve them	IOs are triggered with the view of improving measurable outputs that are aligned with the organisation's breakthrough objectives. Improvement measures are reported in the project reviews of IPs Changes to processes are managed through IPs. Responsibilities and Resources are identified during the project and deployed. Change management forms part of the IP
Support	7.1.6 Documentation. Organisational knowledge	Knowledge Central is a moderated space configured to organise and retrieve internal and external knowledge.
Support	7.5.2 Documentation. Creating and updating	An IP is only completed when the relevant personnel is deemed competent and standard documentation is published in Knowledge Central
Improvement	10.1 General	The management system for improvement projects is established to improve the quality management system focussing on process changes using lean-six sigma concepts and methods IOs are managed, prioritised and converted into IPs
Improvement	10.3 Continual improvement	Operational, systemic and strategic improvement projects are managed through the IP system.

Introducing impi! - Pierre Bienvenüe - Concepts impi! uses to build business management systems. Convergence of Quality Assurance and Continuous Improvement.

Dec 2015 | Quality Management, Signature Requirements - The TeamPage Quality Management module adds Feedback, Non-Conformance, and Corrective Action forms and dashboards to TeamPage's standard support for authoring, delivery, and tracking of quality and compliance documentation

TeamPage Solutions: Quality Management - Author, version, and share quality procedures using TeamPage

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referenced by (8)

Blog3349: impi! and TeamPage Reduce Administration of Document Control Press1683: Mar 2019 | TeamPage release focuses on Performance, Quality Management, and Interactive Tables Press1621: Aug 2018 | TeamPage ISO 9001:2015 Solution adds integrated Risk and Improvement Project Management Press1549: Nov 2017 | TeamPage 6.2 Major Release Blog3206: Why, How and What of the impi Standard Meeting Plug-in for TeamPage Press1509: Dec 2016 | Business Process Improvement with impi!, Plug-in extensions, TeamPage improvements Blog3172: impi! What's in the name? What's in the logo?Blog3023: Introducing impi! - Pierre Bienvenüe

references (2)

Blog3023: Introducing impi! - Pierre Bienvenüe Press1388: Dec 2015 | Quality Management, Signature Requirements

Article: Press1454 (permalink)
Categories: :Public:release, :Press:impi
Date: June 1, 2016; 1:08:11 PM Eastern Standard Time

Author Name: Greg Lloyd
Author ID: grl

Solutions application ⇒ ISO 9001:2015 reference

ISO 9001:2015 reference ⇒ solutions application

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