One important part of developing communication skills is the art of convincing. If you are good at convincing others, half of your work is done. There is a saying that failure to convince is a failure to communicate effectively.
We have known civilians’ human rights are abused in the central part of Africa. Unfortunately, armed conflict continued in Democratic Republic of Congo (DRC). The war crimes happening in the eastern of DRC have caused untold restlessness in other countries.
In approaching a problem, all of us have choice!
Let’s face it, with stiff market competition companies are struggling to make ends meet. Some companies beat the odds & emerged stronger, by looking into & understand their internal operational factors in order to decide its most effective way for productivity improvement. Now if your company ever faced with the symptoms below;
The 4 types of hazards leading to food borne illness would include biological, chemical, physical and radiological. The term hazard indicates a potential to cause harm. Examples of physical hazard would include glass, sharp pieces of metal, bones, wood, hard plastic shards or ceramics or stones. These objects could cut or damage the mouth, throat, intestine and gums. Some of these items could also become choking hazard to young children and babies. Foreign material or body refer to physical hazards.
The growing magnitude of destruction due to natural calamities and manmade disasters (i.e. terror attacks) puts a question on emergency preparedness and response globally. While climate change and an unstable political environment can be the main culprit of the many casualties of natural disasters and terror attacks, the lack of emergency preparedness and slowness of responses can also be factors that spell a huge difference in saving lives. Emergency preparedness and response should go beyond the distribution of relief good to affected areas and victims. Ensuring a systematic and strategic drive to restore the necessary functions and order in the day to day operations also plays a critical role in the smooth implementation of emergency management.
There are many different ways to do risk assessment. BS EN 31010:2010 provides numerous risk assessment techniques. The popular question will be “Which risk assessment technique is best suited for an organization?”. Instead of immersing with all the techniques, perhaps it will be best to recognize that the purpose of risk assessment is to provide evidence-based information and capturing the essence of the risk and manage it. The easy way to do risk management is through visual.
Have you had times thinking how our dynamic body communicate?
Food Safety System Certification 22000 (FSSC 22000) is the certification scheme for Food Safety Management Systems. Initially, it was based on ISO 22000, the global food safety management system standard and ISO/TS 22002-1 (formerly PAS 220), a standard developed to address prerequisite program requirements for food product and ingredient manufacturers. The scope of FSSC 22000 has been extended to include prerequisite program requirements for food safety in packaging through PAS 223 - Prerequisite programmes and design requirements for food safety in the manufacture and provision of food packaging. Now with the released of PAS 222 - Prerequisite programmes for food safety in the manufacture of food and feed for animals, the scope of FSSC 22000 will be extended further.
The FSSC 22000 certification scheme is supported by the European Food and Drink Association (CIAA) and the American Groceries Manufacturing Association (GMA).
FSSC 22000 is fully recognised by the Global Food Safety Initiative (GFSI) and Accreditation Bodies around the world.
The inclusion of ISO 22000 requirements in the FSSC 22000 makes it align with other generic management systems such as the ISO 9001 and ISO 14001, this enables an organisation to build an integrated management system covering all aspects relevant for an organisation and its clients.
Every organisation is on their toes in their effort to achieve their business goals. In the uncertainty of the times, it is important to integrate Risk Management in the way we manage our businesses. We must realize that risk is the effect of uncertainties on our objectives and we need a structure for managing such risks..... if we must ensure the sustainability of achieving our goals.
An organisation consists of a group of people and a set of processes running. Every now and then problems will surface within the organisation; be it a long running product or service non-conformance (producing sets of defects or rejects), process variations, customer complaints and so on. There are many problem solving tools & techniques exist in this world that the business can undertake; Six Sigma, Lean, Root Cause Analysis, 7 QC Tools, 8 Discipline Problem Solving Approach, just to name a few. Many of these techniques have been integrated to become an integral part of Quality Management System like ISO 9001.
There are some commonalities exhibited in many of these problem solving techniques. Two of them are ‘problem identification’ and ‘formation of a team’ stage – which are essential to successfully address the problem(s). It doesn’t matter which stage comes first, as long as it undergoes both stage, it suffice.
Often, inspection is needed as one of the quality control technique in industry. While 100% inspection is the most straight forward and commonly used technique, it comes with a lot of undesirable impacts, such as high cost and time consuming that makes it impractical in most cases. Furthermore, it does not guarantee 100% compliance to the requirements. Therefore, it raises the needs for sampling plans that economically provide us with a reasonable amount of protection to ensure good quality.
Continual improvement tools can be applied in various industries depending on their respective organisational needs. These tools are not only geared towards providing breakthrough improvements in an organisational process and operation but also a sustainable “Greener” growth. Tools on cost management can help organisations optimise their resources respectively while not compromising quality. Such efficiency in utilisation of resources can aid organisations in gaining competitive advantage; in line with this, cost management tools can be partnered with output management and problem solving techniques which would ensure long term business survival and sustainability.
T is for Total Quality
Competition is stiff, and as manufacturing companies expand and diversify their operations, the need for overall quality in output and operations management becomes more evident. Quality for manufacturing companies may be defined as the combination of a well executed method to deliver results and a collective involvement of individuals/group geared towards the improvement of machine availability, performance and output. So the question now is how can quality and operational excellence be achieved in a very competitive playing field?
Quest for answers gave birth to what is now known as TOTAL PRODUCTIVE MAINTENANCE (TPM). Its pillar based approach does not only help organisations adhere to a “World-Class Operations Management” (WCOM) through efficient practices, but also help management realise total quality.
Value Analysis is one of the common denominator and an integrator of Lean and Six Sigma and towards Design and Innovation…. Much has been said to identify the differences between Lean and Six Sigma where Lean focuses on Speed while Six Sigma focuses on Variation both attempting to influence the reduction of waste.
In the context of starting a lean or six sigma project, it all begins with the voice of the business (VOB), the voice of the customer (VOC) or the voice of the process (VOP) depending on the level of your improvement initiative to either influence the business or quality or process control parameters.
Understanding the context of value leads us to detail such as a ratio of benefit to cost thereby influencing the ability to increase customer satisfaction thus revenue and the ability to reduce waste thus cost. Improving both benefit and cost is then a trigger to influence both productivity and efficiency leading ultimately to business value.
What is bizSAFE?
The bizSAFE is a five-step programme to assist companies build up their workplace safety and health (WSH) capabilities in order to achieve improvements in safety and health standards at the workplace. This programme is initiated by the Workplace Safety and Health Council to guide companies through a journey to ensure companies reduce risks at source.
The bizSAFE programme begins from top management demonstrating their commitment towards WSH, to attain risk management capabilities and implementing a WSH Management System.
Embracing the programme will allow companies to gain recognition and benefits of having a comprehensive WSH system in place.
The automotive industry Quality Management System (QMS) consists of ISO/TS 16949 standard and the related customer-specific requirements (CSR).
• The 3rd edition is the latest version and it was published on the 15th of June 2009. It has been
technically updated to align with ISO 9001:2008 Standard. The previous revision was based on ISO
• Customer-Specific Requirement (CSR) is the additional requirement imposed by the OEM. These
requirements will form part of the audit criteria during the certification & internal audits.
ISO/TS 16949:2008 was developed by IATF (International Automotive Task Force) members and approved by ISO (International Organization for Standardization) for publication. It is an industry specific Quality Management System (QMS) caters for automotive industries with the following objectives:
a) Promote continue improvement
b) Emphasis defect prevention, and
c) Continual waste and variation reduction.
In business, risks abound at all angles at any given time. The risk of a customer dissatisfaction, the risks of penalties and closure arising to that of non compliance to prevailing rules and regulations, the risks of attritions, cyber-attacks, fraud, and repudiation, the reputational risk for any smear campaign that can be done against the company image and its personalities.
Successful organisations are facing increasing competitive pressures to develop new supply networks, often global and highly interdependent. Supply chain risk is high for these organisations management as they can’t afford to have any security stoppages or losses that would affect their customers.
Training Within Industry (TWI) was widely used during World War 1 for shipbuilding and during World War 2 to enable the production of reliable quality military supplies in the United States. The TWI programme was introduced by the US government to assist manufacturers in transforming a workforce which had little or no industrial knowledge, skills and experience, to becoming the powerhouse behind the war effort. The principles of TWI were adopted by Japanese manufacturers in the post-WW2 era and within 20 years, the Japanese had surpassed well-established industrialised nations.
In many organisations, whenever there are issues raised by customer, prompt containment actions and corrective actions follows. In typical operations, the issues are raised through different channels. Some are channeled as warranty claims, others as product returns, or most common through customer audits and complaints. Many successful organisations thrive on solving the customer-originated problems raised. Some are even proud of the fact that they could resolve most cases in record time. However, we need to realise that, this cycle of action after action is still very much reactive in nature. We are still being driven, instead of driving and in control!
Most modern management system standards such as ISO 9001:2008, and the other industry-specific derivatives for automotive (ISO/TS16949), medical devices (ISO13485), aerospace (AS9100) , telecommunications (TL9000), prescribe the application of preventive action as a mechanism for continual improvement. The questions we often get are – how to we do it? We do we start from?
International Workshop Agreement, IWA-2, is part of the quality management systems, a guide for the application of ISO 9001:2008 specifically for educational organisations.. IWA-2 provides guidance to educational organizations in order to :
- implement effective quality management system based on ISO 9001
- conduct continuous improvement of education services
The introduction of IWA-2, is not intended for organisations go for conformity or certification, but to allow both internal and external parties, to assess the organisation’s ability to meet customer satisfaction, its regulatory and sustainable success.
As ISO (International Organization for Standardization) always points out to practice continual improvement, emerging new standards are on queue. Even if we are certified on several international standards, we will always have options to expand our perspectives in meeting not just customer, but also specific company requirements and operational activities as well. As ISO 9004 have well pointed the path, here’s to the emerging drive for the sustainable organisational success (SOS). Hence, Just as there are standards for organisational quality ( ISO 9000 ), environment (ISO 14000), information technology service management ( ISO 20000), information security ( ISO 27000), here are emerging standards among others that may provide the answers to our operational concerns....
We provide you with the news and insights on the emerging standards, In this list are ISO 14064, ISO 21500, ISO 28000, ISO 29001, ISO 30301, ISO 31000, and ISO 50001, as a short list of the new standards in the pipeline of our sustainability journey that were created, or being drafted, to make the implementation of our processes easier, more effective and efficient:
To succeed and sustain a competitive advantage in a world where business gets tougher, organisations need to increase the rate of innovation. The theory of Inventive Problem Solving (TRIZ) is an approach that can increase a person’s ability to generate creative solutions and help almost every organisation to develop innovative capabilities. This article shows how TRIZ Is applied to help generate creative solutions to tackle a sample problem.
“5S? We have been implementing 5S for years!” - a common respond by most when asked if they have heard of 5S. An explanation of 5S often comes in the way of “Oh, we get our people to organise and tidy up their workplace every day – keeps the place clean, you know!” A good practise, nonetheless, a mere shadow of what a true 5S system is about.
Evolving Quality Management System into a Framework of Operational Excellence
The ever changing global economy coupled with fierce competition and growing sophistication of customer needs warrants a sustained breakthrough performance in key areas of business. While the ISO family of Quality Management System provides the necessary ingredients leading to the success of an organisation, it doesn’t provide the means and the how’s to achieve the company’s vision for sustained breakthrough performance.
Theory of Contraints (TOC) is a philosophy attributed to the pioneering work of Dr. Eli Goldratt in 1986. In the 1980s, while Asia was focusing on setting up factories and product quality improvements, the West embraced TOC which linked system improvements to the bottom line.
A key premise in this theory is that the rate of revenue generation is limited by at least 1 constraining process or bottleneck. Hence, to increase overall throughput or revenue generation, we must treat the bottleneck.
What is a constraint or bottleneck? It can be the market (eg not big enough), a policy constraint (eg must sell all products at all cost even those with thin or negligible profit margin), or an internal resource constraint (eg lack of competency, insufficient capacity).
Release 5.0 of the TL 9000 Requirements Handbook will be effective from November 15, 2009. One year transition is allowed from November 15, 2009 to November 14, 2010, for which both Release 4.0 Requirements Handbook and Release 5.0 are valid. All audits conducted on or after November 15, 2010 would have to be to the Release 5.0 Requirements.
Understanding the Linkage of Quality Best Practice Models and How to bring it towards Enterprise-wide Deployment
Being on today’s Wall Street where we are now the successors of time-tested quality models such as Six Sigma from Motorola and Lean from Toyota creates an irony of clarity and confusion; more like ebony and ivory, or yin and yang. The delight is manifested on the thought that holistic approaches are already available to respond to business’ strategic needs across varying concerns, local or cross-functional. However, the ebony side may not be disregarded. Where there is variety of best practices to use comes the complexity of where to begin or what to choose. Is it a battle between Lean and Six Sigma? Is there a proper timing towards their deployment? How can they be linked towards other rising models such as TRIZ1 and DFSS2? Building EXCELLENCE should start somewhere.
Where do we take off?
Operations Excellence models should be realized as a subset and not a sole basis for organizational undertakings. It is not a magic wand. Hence, it is imperative to build inter-linkage of all these models in realizing the intended change to the bottom line. First and foremost would be to identify a company’s strategic objectives as evidenced by results of developed KPI’s3, KRA’s4, or objectives that are aligned with the Quality Policy. Straight and simple: KNOW WHERE YOU PLAN TO GO. If the intention is to seek for cost-control initiatives then it is best to eliminate Lean’s identified wastes or, if the plan is to pioneer the creation of innovative products then TRIZ should be pursued. Operations Excellence models should complement each other. However, these initiatives should not be confined on achieving monetary benefits alone. Following the concept of Balanced Scorecard from Kaplan and Norton, financial goals should be coupled with objectives that will drive them: Customer Concern, Internal Process Optimization and even, Human Relations. Simply put, Operations Excellence responds to ‘voices’ coming from the Customer, the Process and the People. Now, the basis for approving an initiative is not constrained on the estimated tangible benefit it can create, but rather, on the impact it can build in sustaining the business in continuum.
Lean Sigma is the KEY to the High Performance & Successful Organisation. Businesses gauge success by a multitude of matrices – revenue, income, profit, customer satisfaction, market share, return on equity, return on assets, return on investments, and many more. Ultimately, true success is attaining and sustaining BUSINESS RESULTS over time, with the fact that the customers’ and share holders’ expectations are ever increasing.
Due to the constraint of resources in every organisation, the challenge lies in determining the vital few results to focus on and the critical metrics that best monitor performance. The Fortune 500 list serves as another metric of success. Of the top 100 companies, 70 have been in the top 100 for five or more years. Interestingly, 63% of these 70 companies acknowledge implementing Six Sigma to some degree.
“Lean Transformation” and “Six Sigma Breakthrough Improvement” are complementary in nature and, if effectively integrated, represent a long-term business improvement initiative that can produce unprecedented results. While Lean focuses on eliminating non-value added steps and activities in a process, Six Sigma focuses on reducing variation from the remaining value-added steps. Applying Lean ensure that we are working on the right thing with shorter lead time and applying Six Sigma ensures that we are doing the right things right, every time as we do them. Lean defines and establishes the value flow as pulled by the customer, and Six Sigma makes the value flow more consistent.
These two methodologies interact and reinforce one another, such that percentage gains in Return on Investment Capital (ROIC%) are much faster if Lean and Six Sigma are implemented together. Therefore, we can say that Lean Sigma is a business improvement strategy that maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital.
Lean Sigma implemented effectively via the Neville Clarke’s approach is a dynamic, synergistic force that will result in process improvement that will contribute significantly to the organization bottom-line. Furthermore, the Lean Sigma business process improvement strategies bring a host of valuable tools to the workplace, which, if executed effectively with leadership support and commitment, can make a huge difference in the way companies work.
Lean-Sigma has moved beyond a concept toward a mandatory methodology. Organisations who implemented Lean-Sigma have very high process capability, very few variations, customer oriented and free from waste throughout its supply chain.
History of Lean-Sigma concept goes a long way back to the QS-9000 era and later on ISO/TS 16949 (both are quality management system standards for automotive industry). This can be seen on the goal of ISO/TS 16949, namely:
To develop a fundamental Quality System that provides for:
- continual improvement
- emphasis on defect prevention
- reduction of variation and waste in the supply chain