Welcome to March 2024edition of the XIIth volume ofCarnival of Quality Management Articles and Blogs.
The theme for the XIIth volume of our Carnival of Quality Management Articles and Blogs is The Defining Trends of Quality Management – Raising The Bar.
For the present episode, we will take up managing the enterprise risks in the changing environment.
With the implementation of ISO 9001:2015, risks and opportunities have become the cornerstone of ISO standards. These standards define risk as “the effect of uncertainty on objectives, whether positive or negative.” This definition shifts the understanding of risk away from the possibility of a negative outcome and toward the uncertainty itself.
The world today is in the throes of permacrisis – a world in permanent crisis, grappling with profound, persistent, ongoing challenges.[1]
In the present-day world, the uncertainty comes not only from the changes but the rate at which these changes happen. The firms able to effectively deliver change will thrive and are more likely to emerge stronger from these changes. Effective change boils down to directing energy and aligning efforts toward three key elements:[2]
The strategy and thinking (The Head)
The people and behaviors (The Heart)
The underlying infrastructure (The Guts)
The types of risks are normally classified as:
Of these risks, financial, economic and technological risks are the domains of specialists in the respective field. So, we will not include these in the discussions here. We ill take up the other three types – strategic, compliance and operational risks for brief discussion in the next episodes.
And, of course, the one related to climate change risks, too.
Resilience – When disruptions are ever present, organizations need the ability to respond to and recover from unforeseen challenges to get back to thriving. This resilience has become a key organizational attribute—and a skillset in its own right.
Risk management and compliance can do more than mitigate threats and safeguard a company’s operations and reputation—it can create value.
4.1 – Add the following sentence at the end of the subclause:
“The organization shall determine whether climate change is a relevant issue.”
4.2 – Add the following note at the end of the subclause:
“NOTE 2 Relevant interested parties can have requirements related to climate change.”
It appears that ISO has also released several free publications talking about how ISO is working with worldwide stakeholders to address climate change. Some of the free downloads include:
I look forward to your views / comments / inputs to further enrich the theme of The Defining Trends of Quality Management – Raising The Bar.
Note: The images or video clips depicted here above are through courtesy of respective websites who have the copyrights for the respective images /videos.
July, 2016 : ‘Leadership’ in the Other ISO Management Standards
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.
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:
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.
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:
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 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.
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…………
Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.
Adaptive HVM Ltd.’s 
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)..
The world is too small? or Is it? 