Newsletter No23

Election of IQNet’s new Board of Directors (BoD)

By Carla Pinto, Vice-President of IQNet

From 2nd to 8th of June, the 25th IQNet The two Non-Executive Directors also
General Assembly took place in Saint elected are René Wasmer (SQS) and
Petersburg, Russia hosted by our Toru Mikami (JQA).
partner Russian Register.
Therefore IQNet has now an extended
There the IQNet Partners, representing Board of Directors constituted by seven
premier certification bodies worldwide, Directors with full voting rights.
elected the new Board of Directors of
Additionally, and in order to guarantee
IQNet for the next two years mandate.
the geographic representation of all
Partners, three Advisors of the BoD were
Michael Drechsel (DQS) was re-elected
appointed, Zhang Wei (CQM), Gustavo
as IQNet President. Pontoriero (IRAM) and Aykut Kirbas (TSE).

The four Vice Presidents, also The new BoD of IQNet, is honoured
responsible for Standing Committees, are to represent the most extensive and
Eli Cohen-Kagan (SII), Alex Stoichitoiu (SRAC), reputable network of certification bodies
Carla Pinto (APCER), Alister Dalrymple (AFNOR). worldwide.

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Newsletter No23
New Managing Director of IQNet - Extended experience working in
By Carla Pinto, Vice-President of IQNet conformity evaluation value chain at
an international level

• Previous position: General Director

After a thorough selection process, Carlos Pedro de Castro Fernandes Alves
of AENOR office in Portugal
where IQNet received some
outstanding applications for the • Portuguese, born 1968-05-03, married
vacant position of Managing Director, Finally, the IQNet Board of Directors
the IQNet BoD is delighted to inform • Chemical Engineer, advance studies would like to express its gratitude Pedro Alves
that Pedro Alves was selected to fill on quality management and MBA to Tony Di Palma, IQNet’s Managing New Managing Director
in this very relevant position for the Director for the past seven years, for
network. • Over 21 years of work experience on his commitment and achievements
technical and managerial positions: for IQNet and wish him personal and
Pedro Alves is involved with IQNet professional success in his future
for the last 15 years in several - Scientific investigation (Porto university), endeavours.
projects and has a lot of experience in the Consultancy Coopers & Lybrand)
certification industry and an excellent and certification/conformity evaluation
understanding of the operational and (17+ years, at APCER and AENOR)
management requirements for running
a successful organization. - More than 15 years of experience
working with IQNet
The new Managing Director will start
his activities in Berne in the 1st of - Quality, innovation and social
October 2013 and we wish him responsibility management sytems
very success in his new assignment. qualified auditor and trainer
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Newsletter No23
Rob Steele, ISO Secretary General • IQNet to consider what further increase profitability and to improve
Guest Speaker at IQNet Board of Directors Meeting 19 March 2013 mechanisms might be available to their image and performance in
By IQNet identify and qualify customer’s environmental and societal
needs for standards in existing and sustainability
IQNet and its partners are significant As IQNet is very much interested in new subject areas • ISO and IQNet work to identify the
stakeholders in the conformity close relations to ISO, R. Steele, ISO opportunities and
assessment business and participate Secretary General has been invited as risks of a global
frequently in many ISO meetings a guest speaker to the IQNet Board of database of certificates
globally. Directors (BoD) meeting in Bern. R. Steele issued by accredited
explained in a very interesting way the certification organizations
role of conformity for management systems
assessment bodies in standards developed
the future e.g. the by ISO
arbiter of quality,
ISO and IQNet share
evolution of quality,
common interests and
sustainability and
have opportunities to
quality.
build further their close
An intensive IQNet Board of Directors Meeting – Bern March 2013
discussion took place relationship and will enhance their con-
and opportunities • IQNet and ISO to work together tinuous close contact.
for common ground to consider how the value of good
between IQNet and standards that are properly
ISO have been implemented can assist industry
R. Steele, Secretary General of ISO M. Drechsel, IQNet President stated: to increase sales, decrease costs and

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Newsletter No23
IAF after 20 Years
By Randy Dougherty, IAF Chair and President
January 28, 1993. This was the date
of the meeting that resulted in the
formation of IAF. This was the
beginning. This was the founding of
IAF. This was the birth of IAF.
Participants and observers at that first international trade.”
meeting represented organizations that
we know of now as ANSI, RvA, UKAS, The key concepts identified in that one
JAS-ANZ, SCC, ANAB and JAB.
A communiqué of that first meeting is
accessible on the member’s side of the
IAF website.
. Consider all of the concepts embodied
in one paragraph of that communiqué:
“The concensus…was to cooperate…
with organizations who operate similar
accreditation programs in
9 exchanging information and
procedures in meetings to be known as
the International Accreditation Forum.
The meetings are intended to contribute
to mutual understanding and to build
confidence in the operation of such
accreditation programs in the interest of
paragraph are what IAF was and still is,
about:
• Consensus
• Cooperation
• Confidence
• Equivalence of conformity assessment
• Equivalence of accreditation
• Certification in one country being
accepted in another country
• In the interest of international trade
Some other key dates are as follow: assessment, association members at IAF
enjoy voting privileges and positions on
January 1998 -- AF Bylaws formally adopted.
the IAF Board and IAF Executive Committee
January 22, 1998 -- the first MLA for QMS. thereby being able to influence IAF policy.
September 27, 1998 -- IAF was legally
Several years ago IAF from the User
incorporated in the State of Delaware
Advisory Committee (UAC) to obtain
in the US.
more specific input from the end users of
November 2000 -- IAF Charter was accredited conformity assessment such
adopted and published. as government/regulators, industry
purchasers and conformity assessment
November 2000 -- The new structure of
scheme owners.
IAF, as exists today, was announced and
implemented. This was also the first joint The intent is to obtain information from
general assembly with ILAC. users that helps us to keep accredited
November 11, 2003 -- IAF Code of Conduct conformity assessment relevant and of
value.
October 9, 2004 -- MLA for EMS and Product
The UAC was been so successful
IAF has evolved from six accreditation that another evolutionary change
bodies at that first meeting in 1993 to is the formation of the Conformity
62 accreditation bodies, 18 association Assessment Body Advisory Committee.
members, and 4 regional cooperations, Chaired by Roger Bennett, the
with two new regional cooperations in Board member elected by all CAB
development. While primarily an association association members, chairs
of accreditation bodies for conformity the CABAC. 10
Newsletter No23
The IQNet is a valued association We are also informing them about the IAF and ILAC, and the IAF CABAC,
member of IAF and a member of CABAC. use of the IAF MLA and ILAC MRA marks. are meeting in Seoul, Korea 16-25 October.

We hope to persuade WTO members I hope to see you there.

Again, the intent is to obtain information
and government bodies that they can
from accredited conformity assessment have confidence in accredited conformity
bodies, such as the certification body assessment results bearing the IAF or ILAC
members of the IQNet, to allow IAF to mark, along with the marks of the AB and
improve and change as needed to provide CAB.
value.
We hope that they will recognize these
conformity assessment results and accept
In cooperation and partnership with
the products and services without the
the International Laboratory Accreditation need for any additional conformity assess-
Randy Dougherty
Cooperation (ILAC), we are reaching out ment. IAF
to the World Trade Organization and Chair and President
government bodies to gain greater The future is up to all of us, the AB,
visibility and greater recognition of the CAB and User members of IAF and the
value of accredited conformity assessment. members of our partner organization ILAC.
We need to continually improve our
We are striving to inform them about competence and our capability to counter
accreditation by bodies that are the competitive-commercial threats to
signatories of the IAF MLA and ILAC MRA. impartiality.

11 12
Newsletter No23
Quality, social responsibility, social networks:
customer relationship 2.0
By AFNOR
As a key process in consumer loyalty
building, customer relationship has
accomplished a genuine qualitative
leap over the last ten years, with the
help of demanding frameworks. And
as the sector takes on the digital
revolution, quality approaches adapt
to new challenges.
To tweet or not to tweet?
That is the question. Internet and
social networks nowadays constitute
the heart of the new issues that an up-
until-now phone-dominated world,
has to address. “Customer relationship
really turned a corner when it became
multi-channel, explains Arnaud Félix,
key accounts manager for AFNOR
Certification. The consumer now
13 disposes of a whole battery of
Medias: in addition to telephone, mail
and email, the various Internet supports
enable him to self-manage, and face-to-
face contact in stores tends to multiply.
So when clients call their customer
service, they already have a high level of
expertise and expect advisors to be able
to assist them from the beginning to
the end while delivering a true “bonus”.
In other words, a revolution is
underway for customer relationship, an
activity that covers “customer service”
(information, assistance, follow up,
complaints), a “commercial” function
(canvassing, sale, analysis, survey) and
“support” functions (technical support,
hotline), whatever the sector or the size
of the company may be. It represents
thousands of jobs in many countries.
Supporting mutations and the development of their employees’
developing competence competencies, while guaranteeing
their customer a certain level of service,
Deeply aware of the strategic from the reliability of the answer to its
importance of a high quality Customer swiftness and its traceability, analyses
Relationship, organisations now rely on Arnaud Félix. The framework has
several frameworks in order to add value become a marketing tool as well as a
to their services. The sector’s players prerequisite to enter the market.” Today,
initiated standardisation work under 34 companies hold a NF Service CRC
the aegis of the AFRC as early as 2000. A certificate, i.e. 185 call centres and 75 000
French standard, focusing on the quality jobs. Enthusiasm should only increase
of customer relationship call centres with the release of a revised version
was published in 2003. In 2004, AFNOR in 2012, which integrates the new
Certification launched the NF Services expectations of customers as well as the
“Centre de relation client” (Customer face-to-face and multi-channel aspects.
Relationship Centre) certification, aimed Also born in 2004 following the AFRC’s
at internal call-centres, principals and impulse, the Label de Responsabilité
CRM outsourcers. In 2009, the European Sociale (Social Responsibility Label – LRS)
standard NF EN 15838 “customer focuses on the societal side of things.
contact centres” was released and the “In the customer relationship, advisors
NF Service certification was reviewed constitute the heart of the reactor!,
in its wake. “With its organisational, Arnaud Félix insists. Being attentive
HR and performance sections, NF to employees’ well-being boils down
Service CRC enables companies to to improving client service.
improve their management, to ensure In this regard, LRS completes 14
Newsletter No23
NF Service CRC based on ISO 26000.”
In 2012, AFNOR Certification took over
the management and marketing of
the label, which already convinced
around forty enterprises. ISO 9001
also occupies an important place in
the approaches likely to improve the
quality of customer relationship. Finally,
willing companies can henceforth have
their sales and marketing persons’
competence certified.
A strategic differentiation factor
SFR, a major Telecom Operator, recently
opted for NF Service CRC. Their goal?
Harmonising practices and language
for all the customer advisors – whether
inbound or outbound - in charge
of customer relationship after the
Neuf/SFR merger. “Our customer
relationship is operated by both
company employees and outsourced
partners, explains Françoise
Stoll, Head of Quality for the
15
customer department. With 180 000
phone calls a day and 130 000 letters a
month to process, homogenising our
vocabulary and our practices stood as
a real issue. The certification approach
helped improve the quality of phone
calls and structure the management of
indicators related to the contact quality
on every site and call centre. The project,
implemented in less than a year, created
a positive impetus and overwhelmingly
rallied every participant.”
As for La Poste , it has been implementing
a modernisation policy of its customer
relationship since 2008. Among other
actions, the Group has created a multi-
channel consumer service in 2009,
designed to propose a unique and easy
access to every single one of its services.
This transverse project regroups the
3631 hotline, a dedicated space on
the web portal laposte.fr, a free postal
address, as well as Twitter and Facebook
accounts. “The Group also devoted a
great deal of attention to coaching
while implementing this operation,
and service advisors received up to
15 weeks of training, specifies Xavier
Quérat-Hément, Head of Quality
for the Group. The teams defined
attitudes conducive to differentiation
by themselves in the framework
of the “Spirit of Service” project.”
Awarded with a Palm of the Customer
Relationship in the innovation category
in 2009, La Poste’s consumer service
holds a NF Service CRC certificate
since 2011 regarding its “Mail” division.
“Customer relationship constitutes a
strategic differentiation and sustainable
performance factor”, continues Xavier
Quérat-Hément. As leverage to provide
recognition for employees and to gain
customer confidence, certification
approaches are in this regard at the very
heart of La Poste’s ambitions. A service
commitment approach thus supports
the modernisation of the customer
relationship. “Since 2009, 20 000 counter
clerks have received a “winning service”
training and, mid-2012, 1200 post offices
were certified “Service Commitment” by
AFNOR Certification while 1 300 have
been converted into “Customer Service
Spaces”, he concludes.
Today, La Poste is involved in the
extension of the scope of the NF
Service CRC framework and in the
standardisation projects for online -
consumer advice and service excellence.
And, as the rest of the sector, the Group
will watch out for the beginning of
the standardisation process for an ISO
standard set to tackle every aspect and
channel of customer relationship. It is
set for release in 2016.
Click here to read the complete article in French.
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Newsletter No23
Simply Beef – a Chain of Custody Certification
By APCER
Today’s food industry needs to look
beyond only food safety issues, to
topics such as sustainability and
chain of custody (including Origin
Control of some products), which are
important topics in current times.
Today’s food industry needs to look
beyond only food safety issues, to
topics such as sustainability and chain of
custody (including Origin Control of
some products), which are important
topics in current times.
Taking these factors and the recent
“horse-meat” scandals in Europe into
account, APCER has developed a
tailor-made methodology to increase
consumer confidence in the origin of
their beef products.
17
Requirements for the chain of custody it can be adapted to other products
audits are based on management systems and to different supply chains. This
and traceability issues (including certification allows companies to set a
The methodology was defined in mass balances), and can be combined “Simply Beef” Chain of custody certification
order for it to be adapted to a range of with other Food Safety audits such as brand for their products.
different meat products and involves
GlobalGap, ISO22000 or GFSI standards.
the following phases:
Andreia Magalhães
• Analyze the specifications of the Although this methodology was Agro&Food
company/client’s supply chain developed primarily for beef products Business Manager
from animal to the consumer;
• Adapt the requirements and
check-lists to all the steps of the
company/client’s supply chain;
• Audit all the steps of the supply
chain and sample the final products
for laboratory tests.
In the developed methodology there
are clearly defined audit frequencies
and durations for each one of the
supply chain steps, as well as for the
final product sampling.
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Newsletter No23
Daltile México certified according to SA8000
(Social Accountability)
By DQS
First certification audit under IQNet
accreditation by DQS UL México
Daltile México, an internationally
renowned manufacturer of ceramic
tiles, has been a loyal customer of
DQS México since 1996, with great
success stories along the way.
The company operates an integrated
and certified management system
according to ISO 9001, ISO 14001
and OHSAS 18001 in all their companies
and divisions. In order to provide a vision
for the future, they are always aiming
for improvements in the quality of
their product, their environmental
responsibility, and the security for
all their employees. In addition, they
know that certifications to certain
standards will help to increase the
company value, as well.
19
the direction of growth, marking the that share this feeling of turning a
path for many other organizations challenge into a great success.
For this and other good reasons,
Daltile recently decided to undergo
assessment to SA8000 by DQS UL México.
The actual certification then takes
place by IQNet Ltd., the accredited
certification body, on behalf of
which DQS UL offers assessments to
SA8000 worldwide.
Considering the magnitude of the
audits, the amount of preparation and
planning on the part of both Daltile
and DQS UL México, this kind of
certification project has to be
founded on trust in each other and a
Norma Escobar (Legal & Technical Expert),
good working relationship of work. Jürgen Schoeneck (Co Auditor),
DQS UL México is very proud to serve a Aik Loong (Lead Auditor),
Carlos Rivera (Co Auditor),
company that has an instinct for
Javier Viezca (Quality Manager Daltile México),
innovation, and is always aiming in Tania Trujillo (Legal & Tecnical Expert).
20
Newsletter No23
The 16-day audit took place in December
2012, and included one weekend
and several night shifts to cover all the
requirements and to interview enough
people according to the SA8000
requirements.
21
The audit team from different offices
and countries was a colorful and
complex mix of ideas and cultures that
were perfectly harmonized in such a
way that nobody would have thought
this was their first time working
together. Starting with the Lead Auditor
from Malaysia, the team included We are proud for doing what we do
two co-auditors from El Salvador and best: provide services with meaningful
Germany, and two legal & technical added value.
experts from México.
Tania Trujillo
The harmony and communication DQS - UL México
within the team, and their positive Technical Director
mood and cooperative spirit provided
the customer with a good impression
of the DQS UL group offices.
On the part of Daltile, the amount of
employee involvement was very
high, which helped the company
achieve a standard that sets an
example for other companies as well
as for their community.
DQS–UL de México is one of a few
certification bodies in México to
provide this service, and to have
a competent audit team that can
deliver a complete perspective of the
SA8000 standard with a point of view
from around the world.
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Newsletter No23
Getting to a brand in a well-aimed and simple manner 1. Leading on the basis of your clear 2. Managing effectively
by using quality management strategy (MbO - Managing by Objectives)
Thanks to the Plan-Do-Check-Act
By QA approach, which also is called PDCA
Top Management is responsible for the
Brands successfully brave crises - this 6 Insufficient skills and capabilities vision, policy and objectives. Cycle and is required in strategic and
could be read again quite recently operational terms, effectiveness and
(MillwardBrown Optimor). However, And what does branding have to do It is not only the direction that is efficiency of what you are doing is not
a brand is no product of coincidence. with quality management? established but also the framework and only fostered on the top level but also
guardrails for everyday life and work. on the other levels.
Many fail, above all if the processes It is exactly these factors that can be
do not fulfil the value proposition. managed proactively, in a well-aimed It also is a matter of documenting Furthermore, ISO 9001 demands a
What reasons are guaranteed to lead manner and systematically. them, making them accessible to the periodic management review with the
to failure? aim to scrutinize and assess what has
Instructions for being successful can employees, actively imparting them
and ensuring that they are actually been implemented.
also be found in the Quality Management
What obstacles for developing a understood. In this respect, the
Standard ISO 9001. This process will be fed by results of the
brand will occur again and again? communication process is of utmost
measurement of process performance
Experts for brands state six factors: The relevant guidelines can be importance. This process will help to
and relevant lessons learned, customer
deepened and sharpened even more systematically do something about
feedback and complaints, internal and
1 The fact that understanding of the by Total Quality Management Tools, the fact that understanding of the
strategy is missing and correspondingly external audits, the previous review,
strategy is missing; such as those provided by the EFQM
align the way the employees think implementation of preventive and
2 Inefficient Top Management Team; Business Excellence Model.
and act to the strategic goals. corrective action, etc.
3 Lack of systematic processes;
4 Insufficient internal communication; How can what the International As Quality Austria sees integrated Thus the management review will
5 Missing coordination of the functional Management Standard ISO 9001 says management systems, this is top-down become a very effective steering tool
areas; be summarized? integration. for an organization.
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Newsletter No23
This means that the first reasons of Here it becomes obvious how the As Quality Austria sees integrated 4. Enter an active dialogue
failure that are guaranteed have been processes are interlinked and influence management systems, it is a question Communication is leadership. Com-
turned around. one another. of integrating the requirements and munication helps to give a sense and
Side step: According to the earlier It also is within the organization that their interactions and interrelations. purpose to what you do every day.
productiveness studies made by the following motto should apply: Repetitive communication will set new
Alois Czipin, insufficient planning, “The next process is your customer”. In this respect, it should be emphasized
impulses again and again so that tension
communication and controlling are that the process map always needs and concentration can be maintained.
important causes for losses of The result is the company specific to be scrutinized and developed ISO 9001 also requires a communication
productiveness within the companies. process map, which will thus become further and must not be chiselled process. The strategy, objectives and
the organization’s backbone. in stone so that it can continue to live targets and corporate policy should be
3. Design your processes Even more so: The process approach up to the changed basic conditions. no business secret of management.
The process approach is the heart of the will become the integration platform
Even more so: Processes need to be Training and measures for raising
Management Standard ISO 9001. Based for additional requirements relating awareness are required by ISO 9001.
improved continually.
on the customer needs, it is necessary to to such areas as industry standards It is necessary to clarify what information
identify, document, measurably design (e.g. ISO/TS 16949, ISO 13485, TL 9000 This also is required by ISO 9001. the next operating step precisely needs
and monitor the key processes for the (Telecom Leadership), ISO 22000, IRIS (In-
Side step: It is with a good reason to enable troublefree continuation.
operational value added chain, quasi the ternational Railway Industry Standard),
that KSV 1870 (“Kreditschutzverband” It always is required to make
correct sequence of operations. social responsibility (CSR (Corporate
- “Association for Credit Protection”), target-performance comparisons and
Interfaces to processes that have been Social Responsibility), ONR 192500), en- align the actual state to the desired
vironmental protection (ISO 14001, ISO points out in its analysis of causes
outsourced but are relevant for value state by, e.g., measuring customer
creation will also have to be modelled. 50001) or OH&S (occupational health for insolvency that the fact that
satisfaction or considering complaints
Moreover, it is required to record and assess and safety) (OHSAS 18001 (Occupational the processes are not improved is (number, type, causes). This will help
interactions and interrelations Health and Safety Assessment Series), one of the causes for the bankruptcies to find out whether you are on
to possible support processes. in Austria.
25 SCC (Safety Certificate Contractors)). the right way. 26
Newsletter No23
Thus we have also already successfully
overcome the 4th obstacle. Some
other requirements placed by ISO 9001
actively support this process: control
of documentation and records,
assessment of action implemented in
CIP projects (continual improvement
process) and preventive and corrective
action. Internal and external audits
also are important and very
instructive communication platforms
for scrutinizing the organization
(system), the processes and fulfilment
of the value proposition for products
and services systematically and
constructively.
5. Foster interplay
This will also help you to overcome
the 5th obstacle “Missing coordination
of the functional areas”. For it is clear
modelling of the processes, above all the
key processes in interaction to the
support processes, incl. the documented
procedures and work instructions, that is
to achieve this coordination,
27 in particular.
Different audit methods, such as but rather that of measurement and
process focused audits, change focused assessment. It is not only in ISO 9001
audits or function focused audits, are that these requirements (training,
very effective tools for detecting the raising awareness, role profiles)
“sand in the works”. are described fundamentally. Other
Or let us use still another image: blind standards and regulations, such as ISO
interplay like at the “ Tiki-Taka” of FC 19011, ISO 17025 (auditing), ISO 29990
Barcelona. (organizations providing further training)
demand management of competencies. Axel Dick
6. Develop competencies In this respect, finding out what Quality Austria
contribution can be made to quality Executive Vice President Marketing
Even today many companies lament
about the lack of skilled workers. management and implementing the E-Mail: axel.dick@qualityaustria.com
The only constant is change: new relevant actions particularly devolves on
business models, new markets, new HR (Human Resources). It is a question
of the skills and capabilities necessary
technologies, new products, … In this
light, qualification will soon be obsolete. today and, above all, tomorrow.
Therefore, it is of utmost importance to The key to success is quality management.
define relevant competencies so that new ISO 9001 gives systematic instructions
situations can be mastered successfully to success if the requirements are met
while focusing on problem resolution specifically to the respective companies
on different levels and in technical, with esprit, endurance and consistency.
methodological, personal and social
Quality management is organizational
terms. development. Quality management
However, the challenge is not that fosters the power of the brand - quasi
of generating profiles of competence automatically. Be successful with quality 28
Newsletter No23
Determine the audit duration it is not just a matter of counting Additionally there are difficulties for inputs documents as: the requirements
heads for a certification body. founding solid and technical basis for of ISO/IEC 17021, ISO/TS 22003,
By German Lombana Co-convenor of ISO/CASCO WG 37 ICONTEC determining audit duration based on ISO/IEC 27006, IAF mandatory documents
the effective number of persons, as the and ISO 19011, among others.
One of the key processes of system certification bodies evidences only factor.
a certification body management that the audit duration depends on As users of the standard, in addition
Given this reality and relying on
system is the review of the client´s several factors, including to management system certification
standardization as an activity that
application, and in this process those established in ISO IEC 17021 bodies may be mentioned scheme
the determination of the audit and others factors, and they can provides by consensus solutions owners, clients of the certification
duration, in order to offer also be different possibilities of to a problem, the ISO´´s committee on body, accreditation bodies and
reliable results in the verification methodology or process that meet the Conformity Assessment (ISO/CASCO) regulatory authorities.
of conformity and effectiveness of fundamental purpose of “plan and created the WG 37, starting the
management system. year 2012 with the purpose of
accomplish a complete and effective developing a technical specification It is expected that the ISO/IEC TS
By the other hand the requirements audit of the client’s management with guidelines for determining the 17023 will be published in the third
of ISO/IEC 17021 specifies that the system”. audit duration ,this future standard quarter of 2013 and is stage is Draft of
certification body shall establish Technical Specification (DTS).
The facts evidence that the use of was designated as ISO/IEC TS 17023,
procedures to determine the time
“effective number of persons”, as the working group has of representatives The identified key factors for
needed to plan and conduct a complete from national standards bodies
and effective audit to client´s the only parameter determining the which the future ISO/IEC TS 17023
members of ISO/CASCO, with experts
management system. This standard audit duration, can lead to insufficient provides guidelines including:
from big customers require to their
sets out the factors to be considered time in companies with low number of suppliers the management system,
• Relevant management system standard
in the methodology for determining people involved in the scope of accreditation bodies, certification
the audit duration, but does not certification or excessive time in cases bodies and associations as IQNet. and other normative documents
specify methods or details of the of companies with a high number • Size and location (s) of the organization
procedure. The experience of of people who performrepetitive and For the development of future • Complexity of the organization and its
accreditated management simple activities. ISO/IEC TS 17023 were included as management system
29 30
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• Technological and regulatory context 17021 related to the determination of Significance of Management System for organizations´
• Activities included in the scope of the audit duration and additional criteria sustainability
management system established by the accreditation bodies. By Juan Cristobal Becerra Díaz. ICONTEC
• Maturity and effectiveness of the
management system Every organization is exposed include, besides compliance of
• The risks associated with the products, to high risk levels coming from product andservice specifications,
processes or activities of the organization the environment and from the fulfillment of requirements concerning
• Culture decisions made by the top and environmental responsibility and
• Integrated management systems medium management. It is possible implementation of a healthy and safe
• The composition of the audit team to take advantage of these risks, environment for employees.
since they can increase company´s
The proposed methodology consists Organization and interested parties:
profits if suitably controlled; they can
in selecting from among the above German Lombana Contractor/ Provider, Employees, Client,
key factors as starting point for ICONTEC help to avoid unnecessary costs and
expenses. Otherwise, profitability, Industrialists, Government, Shareholders,
determining the audit duration and Co-convenor of ISO/CASCO WG 37
competitiveness, and also business Certifying Bodies, Community,
defined the degree of importance
sustainability and continuity will be Environmental Authority.
of these key factors selected
and once established the metodol- affected.
Also, international and national standards
ogy in the procedures to implement, Many expectations and formal are increasingly demanding, financial
validate and review the effectiveness of requirements concerning nation- sector is making demands about
the methodology. al economy have been set out by management systems, aiming at
The guidelines established in the organizations directly or indirectly reducing risks for business continuity,
future ISO/IEC TS 17023 can serve as interested in its performance, clients and community and NGOs are
input for future revisions of the among them. They increasingly are more bringing pressures on the companies´
requirements of ISO/IEC demanding and their requirements performance.
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Newsletter No23
Regardless its sector, every organization
is found in a risk scenario related to
quality, environment, occupational health
and safety. It has made companies to
implement administrative tools which
help to materialize the strategic and
operational components in their
permanent search for sustainability and
growth; to that end, they have implemented
management models based on international
standards such as ISO 9001 for quality.
The implementation of these mod-
els provides advantages which are
significantly higher than just being able
to show a certificate. As to an
organization´s sustainability and growth,
the basic equation has to be in mind:
profit is equal to income minus expenses.
No organization will be willing to achieve
negative outcomes.
Can management systems help to im-
prove outcomes?
33
How the implementation of management materials, measurement, machinery • Uncontrolled use of materials
systems could increase sales? and work methods. • Wastes from design
• Inadequate operational practices
The proposal set out by a management What does happen in an organization • Excessive use of raw materials and
system is to provide satisfaction to the when any of the following situations occur? supplies
customers. If our client gets satisfaction, • A product rejected by the client • Wastes and reworks due to non
would he/she probably come back? • Returns leading to reworks skilled personnel
If your client gets satisfaction, can we • Reworks due to operation failures • Excessive payments in compensatory
ensure that he/she will speak well of • Costs of recalling goods at customer rates
your organization? Experience shows facilities
• Payment of penalties due to non
that it is true that a satisfied customer is • Loss of goodwill
fulfillment of legal environment,
loyal to the company and brings new • Client´s health or safety is affected
safety or health issues
clients. However, a client dissatisfied will • Losses due to start up times
• Costs of work accidents
not come back, and will speak about • Losses due to inappropriate decisions
• Overtime costs
his/her bad experience to other • Losses related to lack of information
people, this way reducing the possibility • Losses due to materials damage or • Absenteeism costs
of them to become clients. obsolescence • Possible labor lawsuits among others.
• Losses due to defective products, • Do you find any other?
Could the system help to reduce costs caused by an inadequate mainte
and expenses? nance of machinery Where to find risk of wasting?
• Corrective maintenance due to lack • Work Force:
To be able to operate, any organization of planning Non competent / indecisive
shall use resources. These resources • Uncontrolled use of water personnel, Demotivated personnel,
are related to labor, environment, • Uncontrolled use of energy Untrained personnel
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Newsletter No23
• Materials: • ISO9001: Through a well implemented system Real benefits offered by a
Buy more, A bad purchase, Buy less Satisfy client needs/Risk of dissatisfaction, the following is achieved: management system:
• Machinery: loss of market / complaints… • Work Force: • A tool for achieving competitiveness
Dangerous wastes / scrap, non • OHSAS 18001: competent / decisive personnel, and sustainability
maintenance, Downtime motivated personnel, trained personnel, • A methodology for internal
Health and safe environment: Lawsuits,
• Environment: healthy and safe personnel. organization
sick/injured personnel
Deteriorated product, • Materials: • Improve client satisfaction
• ISO14001:
Penalties / Fines, Resource waste Good quality and adequate purchase, • Improve organization´s goodwill
• METHOD: Prevention of pollution, Risk of penalties, • Improve Social Responsibility through
safe materials, less waste.
Absence, inadequate, fines, loss of goodwill provision of a healthy and safe
• Machinery:
Uncalibrated equipment, Unknow environment
Implementation of Management Systems Suitable PEM, Proper waste management,
• Improve Social Responsibility
LACK OF CONTROL = WASTES requirements include the need to Suitable maintenance.
through prevention of pollution and
have competent personnel, acquisition,
In brief, the money that could be used • Environment: environmental impact management
in reinvestments, technological im- storage and use of materials which Prevention of pollution, Sustainable
• Risk control
provement, life quality improvement of
are environmentally friendly and development, Optimal use of resources.
employees and shareholders is being safe for employees, infrastructure • Method: Consequently, organizations’ profits
wasted. suitable maintenance, work methods Internal standardization, calibrated are increased.
standardization, setting up environmental equipment, Documentary Control,
conditions favorable to environment Control of records
Can management systems help to con-
and products, use of suitable measurement Social Responsibility:
trol wastes?
tools, every and all of them aimed With Customers, With Collaborators,
at reducing risks, thanks to the rational With Environment, With Community
use of resources. And Adequate Risk Control.
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