european conference on training strategies
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European Conference on Training Strategies. Kieran Cox -NSAI Education & Promotion-. National Standards Authority of Ireland. NSAI is a government agency Has existed in various forms since the 1940s Established through the NSAI Act, 1996 - PowerPoint PPT PresentationTRANSCRIPT
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European Conference on Training Strategies
Kieran Cox
-NSAI Education & Promotion-
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National Standards Authority of Ireland
NSAI is a government agencyNSAI is a government agency• Has existed in various forms since the 1940sHas existed in various forms since the 1940s• Established through the NSAI Act, 1996Established through the NSAI Act, 1996• Involved in the development and promotion of Involved in the development and promotion of
Standards and StandardisationStandards and Standardisation
NSAI acts on behalf of the Minister forNSAI acts on behalf of the Minister forEnterprise, Jobs & InnovationEnterprise, Jobs & Innovation
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A brief overview of 2 Management Systems focusing on quality, what they require of your
organisation, how to implement them and how to apply their requirements to your organisation
• ISO 9001 – Quality Management Systems
• ISO 29990 – Learning Services for non-formal education and training- Basic Requirements for Service Providers
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What is a ‘Management System’?• There are many different types of management system standards ISO 9001 - Quality ISO 29990 - Learning Services ISO 14001 - Environmental ISO 13485 - Medical Devices OHSAS 18001 – Health and Safety
• Indicate best Practice in the structure of an organisation
• Provide structure for an organisation
• Normally Management System Standards are general in nature, that is, they tell you what you should do, but not how to do it. e.g. you shall conduct internal audits, you shall train your staff, you shall identify and control processes, you shall keep records etc.
They have common clauses and are written in a way that allows them to be adopted together i.e. as integrated management systems, this avoids duplication of activities and processes.
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Quality - A very brief history!! Quality Control – (Reactive - Back door checking) quality checking processes were carried out at the final stages of the
production processes or just prior to dispatch to the customer. Any problems were found then so that the customer did not receive bad product. Finding problems at this stage did nothing to prevent bad quality product being manufactured and having to be reworked or scrapped with all the associated costs being occurred or occasionally poor quality product being released to the customer.
Quality Assurance – (Proactive/Reactive - Proving processes & equipment)
All about controlling the production environment - making sure processing equipment was operating at its most efficient and putting in place checking activities at different stages of the production processes, not just at the end. This prevented some of the problems experienced with product quality during manufacture. However, more was needed to maximise product quality during manufacture and also to address quality in the service sector.
Quality Management – (Proactive - ‘Managing’ everything) quality management systems are now focused on the ‘quality of
management’ within an organisation. This is achieved by identifying ‘Processes’ within the organisation and planning them in a way that leads to quality products and services being delivered.
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How can an organisation benefit from a management system?
• The biggest benefit to any existing organisation putting in a MANAGEMENT system is that they are required to
a) take a step back, analyse the processes that actually do exist, decide what should* exist, then
b) do a gap analysis to show what is missing or where improvements can be made.
*’Should’ exist as required by 1) the Standard in question, i.e. ISO 9001, ISO 29990 etc.2) legal requirements3) industry requirements/codes of practice4) the companies own needs and the needs of the product, service or
customer
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ISO 9001:2008
Clause 0.2 of ISO 9001:2008 promotes the adoption of ‘A Process Approach’ when
“developing, implementing and improving the effectiveness of a quality management
system”
3 words to note from the above:1) Management - (quality management system)2) Effectiveness - (of the quality management system)3) Process – (use ‘the process approach’ to achieve an
effective management system)
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What is a process?
ActivityInput Output
ISO 9001 requires an organisation to;
“determine the processes needed” (clause 4.1 (a))
“determine the sequence and interaction of these processes” (clause 4.1 (b))
and provide “a description of the interaction between the processes” (clause 4.2.2. (c))
ISO 29990 requires an organisation to;
“draw up a business plan which shall include a strategy and business objectives, as well as a description of management
structures, key processes and the LSP’s quality policy” (clause 4.2)
to ensure “the learning process takes into account the needs of any interested party” (clause 3.1.3 (a))
To ensure the “learning content and process takes into account learning outcomes” (clause 3.1.3 (d))
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Process Characteristics
Every process is: Defined - in terms of input, activity, output Documented - using Procedures, work instructions, specifications,
samples etc. Linked - to other processes, whether internal or external Monitored – goals, objectives, Key Performance Indicators for
effectiveness and efficiency Recorded – in order to allow for monitoring, measurement and
analyses to be carried out and to satisfy legal or other requirements, records are needed.
Owned – Responsibility and authority defined (Staff, Team leaders, Managers etc.)
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Within a process, an ‘Activity’ can, and usually does have, several inputs and outputs specified, and can interact with many other activities, to ensure effectiveness of the quality management system.
Activity ‘1’
AA
B
C
F
G
H
Activity ‘2’
D E
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Activity #1
New application
file opened
New Client
Application
Activity # 2
New Application file - Copy A
(Prior Learning/qualifications assessment)
Activity # 4
Master File Copy
(Case assessment dept)..
Activity # 3
New Application file - Copy B
(Client Interview/assessment).
Activity # 6
Client
Acceptance
Dept.
Activity # 5
Client
Rejection
Dept.
ISO 9001 clause 7.2.1, 6.2.2, 6.3, 6.4, 8.2.3, 4.2.4
ISO 29990 clause 3.1.1, 4.6.1, 3.3.2, 3.3.3, 3.4, 4.1
ISO 9001 Clauses:
7.2.1 Determination of requirements
6.2.2 Competence, Awareness, Training
6.3 Infrastructure
6.4 Work Environment
8.2.3 Monitoring and Measurement of Processes
4.2.4 Control of Records
7.2.3 Customer Communication
8.5.2 Customer Complaints
ISO 29990 Clauses:
3.1.1 Determining Learning Needs
4.6.1 Competencies of the LSP’s staff and associates
3.3.2 Ensuring Availability and accessibility of Learning Resources
3.3.3 The Learning Environment
3.4 Monitoring the Delivery of the Learning Services
4.1 Management of the LSP (Records)
4.7 Communication Management
4.10 Feedback from interested parties
ISO 9001 clause 7.2.1, 4.2.4
ISO 29990 clause 3.1.1, 4.1
ISO 9001 clause 7.2.3, 8.5.2
ISO 29990 clause 4.7, 4.10
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Summary
The remainder needs to be identified by checklist
Define the organisation by its processes
Define the sequence and interaction of each process
Map each individual process in terms of input, activity
and output
Identify the appropriate areas of the standard on each map
section
Compliance with 80 to 90 % of the standards can be covered in this way
