The word “risk” is repeated in 43 places throughout the ISO9001: 2015. Risk is defined as “effect of uncertainty on objectives” where “effect = deviation from the expected”, and “uncertainty = the state of deficiency of information”. Risk management is considered one of the most challenging requirements of ISO 9001.
All business activities involve some kind and some degree of risk, and all organizations manage risk by anticipating and addressing identified challenges. Larger organizations are usually better equipped and structured to deal with risk. Smaller organizations, although more exposed to the negative aspects of risks often can address risk-related concerns more effectively taking an advantage from their simplicity and flexibility. The auditors are expected to interpret objectively the risk management-related requirements, while the consultants tend to exaggerate their complexity, but often recommend off-shelf, generic solutions.
Based on over 30 years of professional experience Arc’s presentation will review the risk management-related requirements defined in ISO 9001: 2015, discuss the most common risk factors, and present examples of practical solutions which ensure that risk is identified and addressed effectively, and in compliance with regulatory and contractual requirements. The presentation will be followed by the the 15-min Q&A session.
In their book, The Discipline of Market Leaders (1997), authors Treacy and Wiersma conclude that companies must choose and achieve – market leadership – in one of three competitive strategies and perform strongly in the other two; operational excellence, customer intimacy and product leadership. For the past 4 years’ Alpha technologies has been on a journey to strengthen its foundations in product leadership and operational excellence with a 2017-2020 drive towards customer intimacy and providing the “Ultimate Customer Experience “. We will discuss Alphas operational excellence journey across Quality, Manufacturing, Supply Chain and Logistics and how continual improvement and innovation have been a cornerstone of our approach. From this vantage point we will uncover the next steps to developing a close and seamless handshake between Alpha and our customers wants and needs.
Launched by the Organizational Excellence Technical Committee (QMD, ASQ) on March 31, 2015, the ‘1st global assessment on the current state of organizational excellence’ is intended to provide data on the extent to which the principles and best management practices of high performing organizations are characteristic of organizations accordingly to size, industry sector and country. The aggregate findings are intended to provide a snapshot on the current state of organizational excellence around the world and a summary of strengths and opportunities for improvement.
So far, organizations from 29 countries and 21 industry sectors have participated in the research. This presentation will provide an overview of the preliminary aggregate results for Canadian organizations and a comparison to their global counterparts.
To participate in the assessment, leaders or quality managers may take the:
· Teaser Assessment (5 minutes, provides complementary feedback report) on the culture of excellence in your organization here http://www.qlbs.com/QimonoVBA/assessment/OrgExFrameworkTeaser OR
· Full Assessment (15 – 30 minutes, provides opportunity to benchmark with others) on the culture of excellence and deployment of best management practices in your organization here http://www.qlbs.com/QimonoVBA/Assessment/OrgExFramework
Attend this presentation to learn about how this research project will unite the excellence community on a common project and encourage organizations to pursue excellence and benchmark their performance with others!
It is not necessary to change. Survival is optional” – this quote from Lean thinking commonly attributed to Edward Deming is particularly pertinent to our today’s reality, when changes in our environment are happening at the most rapid pace than ever before. The change is driven by technological advances, innovative practices, new competition, growing customer expectations, the globalization and the new face of the modern workforce. Influenced both by external and internal forces the way companies do business is not the same –and the ability to survive through the crises is definitely not enough on its own in the modern marketplace.
In the 21st century business environment the roles of Quality Profession and Leadership have to adapt in order to be able to effectively lead organizations to success through change and innovation. The international family of Standards for Quality Management Systems ISO: 9000 itself has gone through a significant revision to more closely align QMS with the Strategic decision-making process.
How to go beyond the traditionally accepted methods by building on top of the existing success while empowering people to use innovative tools and strategies to stay abreast of what is coming? This presentation will discuss the emerging role of the Quality professional as a Strategic visionary who is enabling organizations to stay ahead of the game by dismantling unnecessary hierarchies, proactively focusing on what will truly matter tomorrow and to achieve their goals through innovation and breakthrough partnerships. How will we move from fighting the fires of the past choices to building the foundations of new and progressive organizations of the future? How will we continue to add sustainable value in the ever changing environments? What Legacy will we leave?
There is a lot of work ahead of us – but the future of the Quality Profession is bright, and it is with us.
Over a 22-year career in healthcare and a recent move to a Biotechnology company, I have experienced multiple continuous improvement activities that have progressed exceptionally well and those that have provided the greatest opportunities for learning and personal growth. In this presentation, I’d like to share many of the lessons that I have learned over my career as an evolution in the life of a quality professional.