Business

Quality Management and ISO 9001 2015 – The Roadmap 2016-2018

The new version of ISO 9001 – 2015 applicable in 2018 presents a major opportunity to build within companies, an integrated performance management system by creating substantial linkages between two devices that historically speaking very little. Indeed, corporate risk management, on the one hand, falls within the sphere of regulatory, whose maturity must be demonstrated as part of the Sarbanes-Oxley Act in the United States, or of the 8th European Directive on statutory audit in the European Union.

The ARM Reference Methodology (Associated in Risk Management)

It identifies four main chronological steps:

  1. Identification and risk analysis via the implementation of a risk map updated at least once a year;
  2. Gross risk scoring to determine the risks of treatment priorities in this area three schools exist (impact * frequency, impact * frequency * ability to bring under control the risk, * frequency impact * appetites for risk governance and the command line);
  3. Turning control unacceptable risks via crisis management tools, security investments, voluntary self-financing and risk transfer between other through international insurance programs;
  4. Net risk rating that is to say, estimating the reduction in the level of risk exposure post implementation techniques deployed in step 2, measured by key risk indicators or loss dashboards.

The Quality Management System

The quality management system, reports, meanwhile, the normative sphere and is very in tune with the business opportunities. He thinks in terms of transverse process, document and process any anomaly that could impact the customer relationship.ISO 9001 created the process driver concept, transverse mode of management rather difficult to reconcile with functional organization.

The new version of ISO 9001 2015 is the perfect opportunity to give a new QMS (Quality Management System).

It provides for more substantial changes: Align process with the strategic objectives via the methodology of balanced scorecards; Strengths, weaknesses, opportunities and constraints created by the process owners; Conducting a risk mapping process by, overcoming the risks of dissatisfaction and customers by integrating all operational risk and opportunity that might impact the business.

Its implementation requires the development of a retro schedule 2018-2015 integrating animation workshops below: Production of the scorecard / balanced scorecards with process drivers and governance of the company, checking the process owners have the good action variables to influence their processes related to the evolution of the business plan; Reconciliation risk mapping group of literary communicated in chapter risk factors of the reference document with the risk mapping process to be conducted by Meta (looping a top-down approach and bottom up); Production dashboards built by integrating process, in addition to key performance indicators, a set of key risk indicators to monitor the taking over of the risks that could impact the business.

This development is in line with the implementation of an integrated performance management process supported by the owners in order to make the company more agile, responsive and simplify the monitoring of activities.The competitiveness of our companies actually depend on our ability to manage proactively and transverse, the various contributors and business activities, with a view to creating value for both shareholders as the client.

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