Welcome to August, 2016 edition of Carnival of Quality Management Articles and Blogs.
We have already taken up the following topics for the familiarization of different elements of new version of ISO 9001-
For the present episode we will look at Change Management, in general, then move over to what ISO 9001: 2015 has to state on the subject, ending the present discussion with how two other major management system standards also look at the subject.
Before we closely look at the subject of change in the ISO management system standards, let us quickly recapitulate a broader view of the subject and look at some randomly selected picks from the vast literature available on the subject on the internet.
Adaptive HVM Ltd.’s Change Management process has 5 key phases
Torben Rick’s blog on his website Meliorate, we find a full section dealing with is posts on change management. We have picked up four among these ones here:
Top 20+ awesome quotes on change management: Here are a couple of representative ones:
The key to change …… is to let go of fear – Rosanne Cash
People don’t resist change. They resist being changed! – Peter Senge
Top 12 reasons why people resist change. Again a pick at some:
Misunderstanding about the need for change/when the reason for the change is unclear
Fear of the unknown
Top 12 change management comic strips has quite a representative messages delivered through the medium of cartoon strips —
Organizations don’t change. People do – or they don’t
Change Management Iceberg
The change management iceberg suggested by Wilfried Kruger emphasizes that manager mainly consider the hard issues for change i.e. cost, quality and time. These issues represent only the tip of iceberg i.e. only about 10% of the total issues.
Most of the issues – soft issues – are below the surface.
Change affects 4 types of people in the organization:
- Promoters – People those who support the change
- Potential promoters – People who may support change when fully convinced
- Opponents – People against change
- Hidden opponents – People who appear to support change but secretly are against it.
Therefore attitudes – perceptions and beliefs, and behavior – power and politics, need to be managed.
There is additional related material too:
We also have picked up a few videos as well:
Overcoming Resistance to Change – Isn’t It Obvious? – The World with Theory of Constraints
Management of Change vs Change Management – Life Cycle Engineering
How to Lead Change Management – DeAnne Aguirre, senior partner with Strategy&Buisness
Change Management vs. Change Leadership — What’s the Difference? – Dr. John Kotter
Kotter’s 8-Step Organizational Change Model – Steven Thomsen
How to Conduct a Management of Change (MOC) – Baker Hughes
We now move over to a closer look at how ISO Management System Standards address the subject:
5 Practices for Managing Change When ISO 9001:2015 Arrives – Terrance Holbrook, Senior Product Manager, MasterControl – While there is no single one-size-fits-all change management methodology, there are established practices that can be adopted and customized to better manage change and cultivate opportunity.
- Accept the change
- Communicate change
- Engage employees
- Provide adequate training
- Introduce change gradually
ISO 9001:2015 Addressing Change : Once the organization has identified its context and interested parties and then identified the processes that support this linkage, addressing changes becomes an increasingly important component of continued success.
How change management is addressed in ISO 9001 2015 Standard? – Any change – may be it is in process, manpower, machinery, instruments, technology, raw materials, suppliers, customer requirements, legal requirements etc.…. shall be go through a defined change management process.
Change Management and ISO 9001:2015 – Raghu Malayanuru has described in details clauses of ISO 9001:2015 that focus on change management. For the purpose of maintaining brevity of our episode, we have listed out the clauses here:
- Clause 4.4.1( g);
- Clause 5.3 (e);
- Clause 6.3
- Clause 184.108.40.206
- Clause 8.1;
- Clause 8.2.1 (b);
- Clause 8.2.4
- Clause 8.3.6;
- Clause 8.5.6;
- Clause 9.2.2 (a)
- Clause 9.3.2 (b)
- Clause 10
- Clause 10.2.1(f)
The essence is captured here:
ISO’s Technical Committee no.176, Sub-committee no.2 (ISO/TC 176/SC 2) has also published an explanatory paper – How Change is addressed within ISO 9001:2015
How to manage changes in an ISMS according to ISO 27001 A.12.1.2 – Antonio Segovia states that the requirement exists, but there are no particular instructions on how to implement the control (i.e., Change procedure is not a mandatory document), so in this article he suggests one of the ways to manage changes.
What is “Management of Change?” – Thea Dunmire explains requirements related to management of change were added in section 4.3.1 of OHSAS 18001: 2007…In addition, reference to Management of Change was also included in section 4.4.6.
These new requirements cover four important concepts:
- Identification of the hazards associated with “change”
- Assessment of the risks associated with “change”
- Consideration of OH&S hazards and risks prior to the introduction of the “change”
- Implementation of the controls needed to address the hazards and risks associated with the “change”
For purposes of management of change within an OH&S management system, the changes that need to be addressed include:
- Organizational changes (e.g. personnel or staffing changes)
- Activity changes (e.g. changes to processes, equipment, infrastructure, software)
- Material changes (e.g. new chemicals, packaging)
- Changes to the OH&S management system (e.g. procedures)
Ineffective management of change is one of the major contributing factors in many of the incident investigations conducted by the U.S. Chemical Safety and Hazard Investigation Board (CSB). To check it out, go to the CSB web site at http://www.csb.gov and enter “management of change” as your search term at the link “Search this Site.”
Change Management in ISO 14001:2015 – Ivana Strgacic states that unlike the changes in ISO 9001:2015, there is no “Planning of Changes” section. So where can we find change management in the new standard?
The change all starts with the environmental aspects,
“When determining environmental aspects, the organization shall take into account: a) change, including planned or new developments, and new or modified activities, products and services;”
Once we identify the changed aspects, then there is a cascading or domino effect on the rest of the environmental management system.
While maintaining processes, it needs to underlined that some of the triggers that will result in a change to a process are:
- changes to aspects,
- changes to compliance obligations,
- changes to controls.
Management review (element 9.3) requires the specific inputs of change into the process. Specifically changes in:
- external and internal issues that are relevant to the environmental management system,
- the needs and expectations of interested parties, including compliance obligations,
- its significant environmental aspects,
- risks and opportunities.
The resulting output includes decisions related to any need for changes to the environmental management system systems, including resources. Without managing change, the EMS cannot remain effective. Change, through maintenance and continual improvement of the management systems, are the core tenets of the Plan-Do-Check-Act model.
We rest our discussions on the today’s topic here.
For the September, 2016 episode, we will take Organizational Knowledge in the new versions of these management standards.
We will now turn to our regular sections:
Among several update posts by ASQ CEO, Bill Troy in his ASQ’s Influential Voice we have picked up two ‘author interviews’ for our current episode:
- In Author Interview: The ISO 9001:2015 Implementation Handbook, Milt Dentch, author of The ISO 9001:2015 Implementation Handbook, clarifies some changes from the 2008 revision, explains his take on risk-based thinking, and shares what he envisions future revisions of the standard to include.
- In Author Interview: Making Change in Complex Organizations, George Strodtbeck, Vice President with the consulting firm SBTI, where he is responsible for strategic account management and providing expert change management advice, shares his thoughts on what it takes for organizations to handle change successfully in his book Making Change in Complex Organizations,.
It should be interesting to revisit one of the HBR classics, by Francesca Gino and Bradley Staats on the subject: Why Organizations don’t learn?
We now watch two of the latest ASQ TV episodes that deal with ISO 9001: 2015:
- Change Management – Change management experts discuss key steps to consider when approaching employees with change and helping them through the process. Learn about the carrot-and-stick technique—which can be used to motivate employees—and a tool that can make meetings more efficient and keep change management plans on track.
Read Sunil Kaushik’s Quality Progress article regarding the carrot-and-stick method as well as additional motivational strategies.
Watch the full interview and read the Quality Progress article about the Joint Commission’s improvement initiatives.
- Explaining Annex SL and Top Management’s New Roles – Annex SL is considered the common language and text that new ISO standards are being built around. John DiMaria, senior product manager at BSI Americas, discusses how this affects ISO 9001:2015, as well as the standard’s new roles for top management with regard to responsibility, objectives and compliance.
Here are two more which also are very interesting points of view in understanding the present scenario:
- Quality in India – This episode takes a look at quality in India, from the perspectives of leaders at the Quality Council of India (QCI) and the National Accreditation Board for Education and Training.
- The State of Quality in India in 2015 – What’s the state of quality in India in 2015? Dr. Himanshu Trivedi, chair of ASQ’s local member community in Ahmedabad, India, reflects.
In Jim L. Smith’s Jim’s Gems for the month of May, 2016, we have –
Key management support, or lack of support, manifests itself in many ways. One way is that mid-lower level management won’t get on board so initiatives encounter all sorts of hurdles; therefore, results don’t generally live up to expectations. .. Additionally less support for quality initiatives usually results in underfunding and cuts in resources. So what do you do.. (Please read on the article)..
I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………
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