Finally an Opportunity for Management to Take Back Control of ISO 9001 - The Impact of ISO 9001:2015 on Leadership
Colin Gray, President, Cavendish Scott Inc., Denver, CO, USA
Keywords: Leadership, Management, Responsibility
Changes to ISO 9001:2015 are sometimes subtle, sometimes blunt. If history repeats itself then there is a danger going forward that Interpretations are likely to be for convenience. While there are other pure requirements that have more impact across the organization and that can be mis-interpreted to be applied simply as written, the biggest impact on ISO 9001:2008 organizations is, without question, the application of leadership responsibilities. It is necessary to review the history behind how ISO was (and may continue to be) interpreted, applied and audited to see some of the origins in the changes. It becomes apparent how the new and changed requirements provide solutions – and it is the solutions that are important – more important than the requirements themselves, and none is more important than the greater involvement of leadership. Management have often been on the periphery of their ISO system. Directed by ISO representatives and supported, coached and substituted through audits, their involvement clouded behind pressure for certification.
Finally management are back in the driving seat, with wide range of clearly stated responsibilities. With the exit of the formal Management Representative role management get the reigns back to lead their organization in the truest sense of the word. It is now their vision that counts. Their purpose, direction and objectives that take precedence and cause success in the organization. Management no longer need to follow ISO – they lead their organization to success and ISO can follow them. And yet there will always be an emphasis on requirements. Certification auditors are going to be challenged in how they interpret these new requirements and it remains to be seen whether they have the experience, knowledge and expertise to be able to audit them and to challenge senior executives in their thinking. Auditors often just stick to the requirements. And so in the context of Top Management solutions, the leadership responsibilities have to be converted to activities, events and actions that leave evidence. Evidence of leadership and commitment.
The focus must be on the solutions for Management success, but enough evidence needs to be there. This presentation will carefully examine the leadership responsibilities and explain them in solution terms. It will be meaningful to management looking to take back their QMS, to those who want to understand the role they now have and the freedom it means. It will also cover the approach needed by Management Reps who may still be charged with solving the requirements for responsibilities.