ISO Standards provide a framework to help businesses manage various aspects of their activities. Whether that’s quality, risk, environmental or Information Security management, they provide invaluable guidance to establish an effective Management System. However, for those who are new to ISO Standards, the Standards themselves can seem rather intimidating to interpret. Back in 2015, the Annex SL format was introduced to provide a common high-level structure for Management Systems. With 10 clauses now common in most widely adopted ISO Standards, it can still be a bit difficult to understand exactly how these all work together. Today Ian Battersby will explain how ISO Standard clauses work in tandem to create a cohesive cycle, from context of the organisation through to Improvement. You’ll learn · What is the high-level structure? · What are ISO Standards structured this way? · How do ISO Standard clauses interconnect? · How does this apply to Quality Management? Resources · Isologyhub In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian will be discussing the interconnectedness of clauses, which basically just means explaining the key links between the clauses and how that applies to your management system. [02:40] High level structure – 10 years ago, Annex SL was introduced to create a common framework for ISO Standards. Today, Ian will focus on ISO 9001 as that really is the grandfather of all Management System Standards. ISO 9001 includes elements which are applied to most commonly adopted ISO Standards, and sets the scene in terms of how the clauses link together. [03:20] Why are ISO Standards structured this way? – On their surface, ISO Standards can seem very repetitive in the way that they’re written, but there is a good reason for that. There are all based around the Plan-Do-Check-Act cycle. [04:10] What is the Plan Do Check Act cycle? – This is a simple process that all Management System Standards adhere to. So you start with a ‘Plan’ to establish objectives, the resources which you need to deliver results, you identify risks and opportunities. From that point you fulfil the ‘Do’ part through Implementation and using the Management System. From there you ‘Check’ so you monitor against the policies, objectives and any other requirements. Basically monitor against what you said you'd do and then you ‘Act’ if you find anything that needs to change, you make that change and you improve as an organisation and you improve that management system. [05:00] A logical path – Management System Standards are designed in such a way that they flow from one clause to the other. One cannot exist without the other. [05:20] How does Clause 4 Context of the Organisation link with Clause 6 Planning? – As clause 4 Context of the Organisation states: ‘external and internal issues relevant to your purpose and strategic direction… …and that affect your ability to achieve intended results’ The scope of your management system depends entirely on this. The world in which you operate - what you buy, the people you employ, what you make, who you sell to, the laws you follow… Clause 4 also requires us to identify all interested parties (which we’ll address later!). With careful planning, you can align documentation you develop for one clause with other clauses. Clause 4 doesn’t tell us how we should work out our context, but it provides some very good clues · NOTE 1 Issues can include positive and negative factors · NOTE 2 Understand the external context by considering issues arising from legal, technological, competitive, market, cultural, social and economic environments So they’re not saying how to do it, but they’ve said what you can consider This sounds a lot like a traditional SWOT/PESTLE analysis… If we skip to Clause 6, Planning, the first thing we must do when we plan is to identify actions to address risks and opps A SWOT will mean you’ve covered these elements, consider the following = · Weakness = Risk · Threat = Risk · Opportunity = Opportunity We can similarly view the PESTLE in the same light. So you can see that with careful planning, as mentioned you can align documentation for one clause with other clauses. [10:00] How does Clause 6 link with Clause 7 & 8? – Skipping from Clause 6.1 If you’ve identified what might go wrong (aka - risk), you need to plan to ensure it doesn’t happen again. That may involve a single improvement action, which is linked to clause 10 (funnily enough, Improvement) It may be that you need something bigger, involving many steps, over a period of time, say an objective ...
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