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Roderick A. Munro

Senior Lead Management Systems Auditor, LRQA, Houston, TX, USA

Roderick A. Munro has been a full-time management systems auditor for over eight years and currently conducts audits to ISO 9001, ISO 14001, ISO 45001, ISO 50001 and GMP. He brings extensive depth and breadth of experience working domestically and internationally as a Coach/ Facilitator/ Instructor/ Consultant/ Mentor; Systems Evaluator; Safety & Health, Environmental, Quality (SHEQ) Advisor; Project Manager; and Human Performance Technologist with high performing organizations. His primary focus is on the strategic deployment and execution of organizational SHEQ & Energy Mgt Continual Improvement methodologies incorporating simplification and risk-based thinking aspects with an emphasis on the application of Performance Improvement.

Rod is a Fellow Chartered Quality Institute {England}, IRCA QMS Lead Auditor, and an American Society for Quality (ASQ) – Fellow, CMQ/OE, CQE, CQA. Rod’s most recent publications are the 3rd Edition of the ASQ Certified Six Sigma Green Belt Handbook and the ASQ CSSGB Study Guide.


Integrating Management System Standards for Effectiveness

Tips and tricks to creating a more effective ISO Integrated Management System (IMS) for the management system standards (MSS) . Since the release of the ISO Annex SL (ISO/TBM), companies have had the opportunity to integrate their management systems to lean their processes. In the past five or so years, going from over 600 documented procedures and work instructions to around 100 is common among many of the clients that I have observed.

We can now combine similar processes to ensure both standard conformance and regulatory compliance. This commonization has also allowed for processes to be standardized across organizations thereby reducing the duplications that were common in years past. One example that was observed at one large plant was that they had four part time document coordinators for four departments: Quality, IT, Safety and Environmental. However, the Document Control procedure for all four groups was almost verbatim. Once this was pointed out to the President and two VP’s, they were able to combine the four into one procedure and change one of the administrators to full time document coordination releasing the other three to perform more value-added work. Integrating your business into one operating system should be common sense; however, the way many organizations have developed over years of operations and the old silo mentality taught in our business schools, things are usually not as simple as they could be. Look at the typical success planning for the management team. Instead of the old traditional Management Representative position always falling to the quality manager, maybe rotate that responsibility to all of the top manager’s direct reports to ensure that all mangers more fully understand the business.

Or how about how we train high potential personnel by having them work in various departments over 20 years to learn the organization system. How about making them, and even middle managers, internal auditors of the Management System and exposing them in a relatively short time to the entire company! While conducting over 700 management system audits in the past nine years, it has been noted repeatedly that many top managers lack a good feel of where their management team really is in their understanding of the company’s processes. Yes, they know basically how things work, but would not be able to step into the role of plant manager slot on short notice if needed. Thus, integrating the MSS’s in your organization also includes integrating the business operations to continually look for improvement opportunities to improve the bottom line of the business. This presentation will look at some advanced techniques for taking your integration to more effective levels.


Going Beyond Risk to Apply Risk-Based Thinking in IMS Standards

Ever since the ISO 9001 was first published, the terns “as need” (now “as suitable”) and “as necessary” (now “as appropriate”) have been included in the standard; however, no method to quantify such statements have not ben available until recently. After the release of the 2015 ISO 9001 and ISO 14001, a webinar was delivered from one of the USA TAG 176 members where he stated that the committee intended the use of these phrased to be risk-based thinking!

Another important point is that in the ISO 9001, the work “risk” does not appear in clauses seven or eight; however, in these same two clauses, one of the suitable or appropriate statements occurs eighteen times. Applying risk-based thinking is a major component to integrating your various management systems and to understand the overall processes that are in place. Risk-based thinking goes beyond the word “risk” that is found in all of the Management System Standards (MSS) and appears only nine times in the ISO 9001. It also includes the phrases “as necessary” and “as suitable” in the 9001 and all of the other ISO MSS.

A matrix of which clauses contain these key words will be presented for your use in analyzing your own system. Recognizing risks in the process can be achieved with a number of different tools and companies are using Failure Mode and Effects Analysis (FMEA); Strengths, Weaknesses, Opportunities, Threats (SWOT), PESTLE, and other methodologies. Engaging all personnel in your organization can greatly enhances you identification of risks and this can even include the Safety Manager listening to personnel on the floor of near misses from the past which is a common failure in some systems. One plant manager who had been with the organization for a relatively short time makes it a point to ask the old timers the question “Where will the next safety accident occur”. Then he goes and checks out the area and works hard to ensure that the issue cannot occur again. Two other common aspects of the integrated systems are around CPR for Internal Auditors (Conformance/Compliance, Process Approach, Risk) and to utilized risk-based thinking Auditing. These areas and more will be reviewed to show what organizations are doing to improve the bottom line at their plant sites.


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(*) based on previous conference attendance

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