Thursday, December 12, 2013

Preparing to audit your boss in PAS- 55

As mentioned in the latest internal audit course of PAS-55 AMS , it is so difficult to audit your own boss / top management team while the competent level in AM is different. Let's provide you the research as below for your better preparation if you are really to conduct audit to your own boss !

The IAM Exchange editorial team has recently conducted research with asset management leaders to discover the key trends that will impact their role in 2014, and discover what projects and solutions they are putting in place to overcome their top challenges.

To download the complimentary eBook, click http://bit.ly/1gvH6Iw
Alternatively request your copy by emailing exchangeinfo@iqpc.com
           
This industry eBook will allow you to:

• Hear from asset management leaders at United Utilities, E.ON, Scottish Water, The Highways Agency, CEZ and more
• Explore the latest trends and developments in data management, risk management, ISO 55000 and strategic asset investment

Cheers.



An effective internal auditing strategy

Setting up your Internal Audit Program

An effective audit program is a key element of your Food Safety Management System. The program does not need to be complex. Keep it simple and organized, and you will have a successful program. Here are some basic steps to setting up an effective internal audit program:
  1. Identify an Audit Coordinator Having one person responsible for coordinating audits helps to keep the audit process focused, and make sure audits are taking place as planned. The audit coordinator becomes the "go to" person for questions or issues with the internal audit program.This person is responsible for:
    • Identifying the internal auditors for your facility and making sure they are trained.
    • Preparing the audit schedule Assigning auditors to each audit on the schedule.
    • Being a resource for auditors as they plan and prepare for the audits.
    • Gathering and maintaining completed audit documentation.
    • Reporting to management or the food safety team leader on how the audit process is working.
  2. Train your audit team Be sure to train enough auditors to make sure that audits will be done on time, and in a manner that is not rushed or performed under time constraints that affect the quality of the audit. Remember that you will need to pull these auditors from their regular work areas.

    Training enough auditors gives you flexibility in scheduling. You must be able to choose someone that is not responsible for the area being audited, and drawing from a pool of auditors will also allow you to avoid pulling someone from a department that happens to be your busiest at the moment.

    Training options:
    There are classroom trainings available, offered by certification bodies and other companies. These are usually 1 to 2 days long, cover the requirements of the standard, basic steps and requirements for auditing, and a few questions to mimic audit scenarios.

    Online training has become very popular because of the convenience and consistency of the training. With today's learning programs, online training can offer a more interactive approach than classroom training can provide. Our online training program provides an entire set of documents and records from "Mandy's Vanilla" for the student to audit.

    Because of online learning technologies the student is able to perform each step of the audit, from planning the audit and preparing checklist to asking questions of the Mandy's Vanilla employees, and all with feedback provided all along the way. This scenario is too complex to present in a classroom of participants, but with the online session the student can experience their first internal audit through this interactive experience and feel prepared and confident for their audits at your facility.

    Training packages allow you to train your entire audit team. (See our package of 5 or more) Each auditor can work though the training at their own pace, ensuring that each will have a thorough understanding of the material. A final test measures the effectiveness of the training. Once the final test is successfully completed, the student can access their training certificate.
  3. Prepare audit documentation Create your internal audit procedure and forms. The procedure will describe your process in detail, including responsibilities and the forms will help auditors plan, conduct and report the audits. Make the documentation accessible to the auditors, or have the audit coordinator prepare a packet for each audit as they assign them. (See our Audit Tools Package) Forms should include:
    • Audit plan template
    • Audit matrix
    • Audit Report template
    • Audit checklist form
    • Audit schedule template
  4. Organize audit records You will be pulling out internal audit records for follow up activities as well as to show to third party auditors as they audit your facility. Make sure that you have established a method of maintaining all of the records (checklists and notes included).

    Maintain them in a manner that protects them from loss or damage, and that makes it easy to locate. Prepare your schedule Schedule your audits throughout the year. The most effective audit schedules are those that spread audits evenly throughout the year so there is not a resource crunch that occurs and causes delays in the audit schedule.

    Remember that performing audits on time as scheduled is one way that your certification auditor can see that you are providing the resources needed for an effective system.
  5. Begin your internal audits Make sure that your process includes follow up on any corrective actions. You must verify that the actions taken to correct nonconformances has been effective. Keep records of the verification.
  6. Need my coaching in auditing : yeungberry@gmail.com

Source : Vinca, LLC




Monday, November 25, 2013

Risk Assessment Workshop - Maintenance

Further useful readings :-

1) Flood Risk & Drainage Impact - Supplementary Guidance

2) ISO 55000 documents now in Final Draft International Standard (FDIS) status: likely publication date February 2014.


What is ISO 55000?
The ISO 55000 series will comprise three standards:
ISO 55000 provides an overview of the subject of asset management and the standard terms and definitions to be used.
ISO 55001 is the requirements specification for an integrated, effective management system for assets. 

ISO 55000, 55001, 55002


The ISO 55000 family is the first set of International Standards for Asset Management, and is emerging from the success of the BSI/IAM Publicly Available Specification PAS 55.  The ISO 55000 standards comprises:
    • ISO 55000 will specify the overview, concepts and terminology in Asset Management.
    • ISO 55001 will define the requirements for a "management system" for Asset Management.
    • ISO 55002 provides interpretation and implemention guidance for such a management system.


PAS 55:2008 provides a 28-point requirements specification for optimized asset management and was the base document used for developing ISO 55000 family of standards.   Implementing a robust management system for assets takes time, as it often includes process integration challenges, competency development and elements of culture change, so PAS 55 assessment, training and roadmap development may be seen as a valuable route to preparing for ISO 55000.







***
QUANTIFIED COST/RISK OPTIMIZATION OF PLANNED MAINTENANCE




Examples of Consequences of Failure


[edit]Leakage from water channels[edit]
Example of FMECAi applied to passive assets
[edit]Example where asset failure only impacts on a small number of customers
Hydroelectric schemes use channels for water transfer purposes, irrigation schemes use them almost exclusively for water distribution, and many water supply systems use them for water diversion or transfer activities.
The decision criteria for their maintenance and renewal are very often dependent on the relative economic benefit that can be derived.
Where the supply of water produces income and the resource is restricted, then passing through the greatest volume would result in substantial benefit. This benefit will vary from season to season and we need to be careful that we do not use the high demand scenario inappropriately in the economic evaluation, for the restoration of canal efficiency or the elimination of water loss. Evaluations of these benefits should consider the probability distribution of this occurring, based on long-term average hydrology calculations.
In most cases this will effect the justifiable long term maintenance on the channels (be they lined or unlined), maintenance such as passing automatic cleaning equipment down concrete lined channels to clean the walls of growth and surface roughness to improve the overall hydraulic efficiency.
However, the key issue for many channels is the possibility of total failure and the overall consequences of this to the organization.
This aspect is best dealt with in risk management terms, however it too needs to be based on the actual probability of failure and the other criteria that will impact on the degree of damage.
Dartmouth Dam, Victoria, Australia
During the final commission testing of the Dartmouth Power Station, an emergency shutdown procedure resulted in water rising in the surge chamber tower and discharging to atmosphere. In doing so the resulting water flow lifted two large beams on vertical axle (pivots) that were used for the installation and removal of the isolation valve drive shafts.
These large steel members then fell to the base of the surcharge chamber where they were carried by the water flow down to the main turbine, where one member passed through the inlet screens and vanes to wedge and stop the main turbine that was operating at full power. The resulting hydraulic pressures and dynamic forces virtually destroyed this brand new installation.
Failure to assess the consequences of one of these beams being accidentally displaced had enormous financial consequences ($40 million). Fortunately, there was no loss in life or severe injury.
In other similar facilities screen bars have been dislodged or have fallen off with decay. It is important that FMECAi analysis is done to ensure all possible failure modes are assessed and dealt with appropriately.
Dungowan Dam, Tamworth, New South Wales, Australia
As part of a regular dam safety audit, the department of water resources determined that a dam had some structure deficiencies and, using the latest rainfall and runoff calculations, the dam would be overtopped in a possible maximum flood (PMF) situation.
Taking into account the consequences of such a failure, the Authority assessed the cost benefit to carry out the works necessary to reduce this probability to acceptable levels.
The cost was considered too high to be borne by the number of users that benefited from this facility. The consequences of failure were not all that great providing the few people living in the flood plain were protected.
The decision was made to install an automatic telemetry system that would give adequate warning of the likelihood of the dam being overtopped and this would activate alarms in all dwellings located in the flood path. This was deemed to be a satisfactory response to the problem and it dealt with the issue of "user pays" and the cost effectiveness quite appropriately.
What the authority did not fully understand was the mental anguish and stress that this alarm system placed on the people concerned whenever there was a reasonable rainfall. The knowledge of this level of stress and the problems it was causing became known to the community as a whole. Although only a small number of ratepayers were affected by the failure, the entire community eventually agreed to meet the higher costs by rectifying the problems associated with the dam and thereby eliminating the need for the telemetry warning system.
Similar examples can be given for drainage and sewer overflows and even for water main bursts. In each case only a small percentage of the population is affected by the overall failures and it is important that we appreciate the fact that although it may not affect all customers, the organization as a whole has an obligation to lessen the effect on those who are most likely to suffer from probable failures.

Thursday, November 14, 2013

Learning from IMS auditor training

Summary of additional information for class :-


1) Closed-loop Quality and the Customer-Centric Organization
for a discussion on how EQMS, closed-loop quality strategies, and harmonized quality processes for NC/CAPA, Audit Management, Complaint Management, and more can help companies respond to the demands of becoming a customer-centric organization.

Process Control Loop with Data Feedback Routes
http://elsmar.com/Process_Loop.html


On line training :

Learn more about Closed-loop Quality and the Customer-Centric Organization



Source : IQS, Inc.


2) Process Improvement (Fishbone or Cause and Effects) Animation

http://elsmar.com/Fishbone_Diagram.html


3) Quality Management System (QMS) Audits - Including Internal Auditing


http://elsmar.com/Audit/


4) Timeline of updating ISO system standards 

ENVIRONMENTAL MANAGEMENT SYSTEM STANDARD ISO 14001: 201X
  • October 2013 to January 2014: ISO/CD[i] 14001.2 for 3 month ballot
  • February 2014: ISO/CD 14001.2 comments circulated to TC 207/SC1 Working Group 5
  • 1st July to 31st August 2014: ISO 14001 DIS[ii] process begins at ISO
  • 1st September to 1st December 2014: DIS 3-month ballot period
  • March/April 2015: FDIS[iii] ballot
  • May/June 2015: Publication 
QUALITY MANAGEMENT SYSTEM STANDARD ISO 9001: 201X
  • March 2014 Draft DIS sent to ISO
  • April to August 2014 DIS ballot period
  • September 2014 DIS ballot results analysed
  • March 2015 FDIS sent to ISO
  • July to August 2015 FDIS ballot period
  • September 2015 publication of standard 
HEALTH & SAFETY MANAGEMENT SYSTEM STANDARD ISO 45001: 201X (formerly OHSAS 18001)
An outline project plan has been produced for the document based on a 3 year development period which will aim for the first CD to be published by May 2014the DIS to be published in Feb 2015the FDIS to be published March 2016 and publication of the full standard in Sept-Oct 2016, these dates are very provisional at this time and are very dependent upon the work being completed on each of the phases in accordance with the plan.
Further information about the ISO Standard Revisions – to include blogs and round table discussions – will appear on www.lrqa.com.  Alternatively, please email enquiries@lrqa.com.

5) ISO Store for ISO standard purchased 
Preview and follow ISO 9001:2008 on our Online Browsing Platform


6) Use of software to support you to write your own WI :




8) Introduction of MSc in Environmental Science and Technology in CityU and Student visit to HKSTP Laboratories

http://qualityalchemist.blogspot.hk/2013/11/introduction-of-msc-in-environmental.html



Wednesday, October 23, 2013

Good reading : Build the Right Team Behaviors

Even though most management systems focus on individual performance, it’s critical to reward and recognize your team collectively. As a team manager, support the right group behaviors by: 
  • Encouraging collaboration. Talk about your people as a team, not as a set of individuals. Instead of talking about individuals’ contributions, praise the common behaviors that contribute to the team’s overall success.
  • Evaluating team performance. 
Every six months or so, take a close look at the group’s progress. Don’t mention individuals in this appraisal but focus on what the team has done—and can do—together.
  • Using rewards. If you are able, tie a portion of your organization’s discretionary compensation to team performance. If you don’t control the purse strings, try recognizing your team’s hard work in a public way—through a departmental email or even displaying their picture in a common space—or giving them exposure to senior leaders.


Adapted from “How to Reward Your Stellar Team,” by Amy Gallo.

Friday, September 20, 2013

Learning from Supplier auditor training

Summary of additional information for class :-

Just complete the supplier auditor training with VDA 6.3 approach being exercised.

The followings are some further useful information quoted from VDA6.3 and this training session for self-learning purpose and reflection.

I would like to recommend the below useful link for further study, and coaching approach may be the final tool for making the supplier management process in more effective manner.

1) Personal Development Conversation 360 : http://www.pdc360.com/


2) Articles on Coaching :-

http://www.coachingandtraining.org/articles/category/%E5%9F%BA%E6%9C%AC%E6%A6%82%E5%BF%B5/

3) TYPES OF QUALITY ASSESSMENTS – GREG HUTCHINS





======================================================================

Keys for Professionalism of Auditor


Build Creditability 建立可信性
-Why Supplier Audit ?
-Why LEGO ?
-Why YOU ?
Interview Process 面談步驟
-Ice Breaking
-Self introduction
-Audit presentation / questioning technique / concerns management
-Fact Finding
-Wrap Up and Fix follow-up arrangement
Audit Reporting & Meeting 報告及會議
After Audit service 審核後的服務



The audit process :

Check process approach being listed in VDA 6.3 standard tool book 




PREPARE CHECKLIST(S) for interview session

- using Turtle format 
- See VDA 6.3 standard book : Six Basic questions for auditing each process


PREPARING ON-SITE ACTIVITIES :

AUDIT TEAM WORK ASSIGNMENT

- Assign work by team leader,     Such assignments should consider: – Independence and competence of auditors – Effective use of resources – Roles & responsibilities of auditors , auditors in-training & technical experts

Select the processes for on-site audit exercise

- Conduct / Follow the Process Analysis : Turtle 


KNOWING YOUR SUPPLIERS :


1) What’s Stopping Your suppliers From Achieving Quality Excellence? 


1.1. People and Leadership
Quality is largely dependent on culture and leadership
2. Business Processes
Standardization – apply EQMS
3. Technology
Close the loop on quality issue - a common platform
4. Key Performance Indicators
Difficult to measure


2) Benefits of Supplier Audit  



Satisfies Buyers’ Requirement & Expectations

Improved Inter-Office Communications

Repeat Business

Higher Economic Returns

Improved Image

Marketing Edge

Recognized Quality


Improved Company Performance

Controlled Processes

Reduced Wastage of Materials

Reduced Production Cost

Corrective Action

Preventive Measures

Reduced Risks

Consistency In Specifications

Improved Quality

On-Time Completion


Sharing with the audited client (Supplier)







4Ps  for Remember in your learning process


PLATFORM : The ”Process Forum” ,etc.
PROFESSIONALISM
PRACTICE
PARTICIPATION



Follow-up assessment :-

Interactive assessment for Global Supply Management
http://iac.aberdeen.com/ABGIAC/GSMA/sponsor.aspx


試試看你的判斷力

http://www.brl.ntt.co.jp/people/hara/fly.swf

Lower Resistance by Listening

Wednesday, July 10, 2013

如何突破企業發展的瓶頸

公司快速發展, 很易變得欠平衡, 不健全, 大部分中小企都恃住經驗豐富
, 很少作出總結并建設好自己的管理模式, 要慢慢進入大企業狀態及格局, 企業的原來價值觀不可變, 發展的過程方法和方式卻可千變萬化, 重點是管理系統先上檔次, 慢慢進入大企業格局, 成功掌握市場脈搏.

為何要管理系統 ?
簡單而言, 正是做到從人治到法治, 從批准到標準, 從猜測到制度, 從個人喜好到團隊, 以至"從語言到文字,  這些, 不正是ISO9001 基本原則要求 ?

July 10, 2013  Berry Yeung