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TOP MANAGEMENT - QUALITY MANAGERSTECHNICAL GUIDE
ISO 9001:2015
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IN ISO14001:2015
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TOP MANAGEMENT - ENVIRONMENTAL MANAGER
TECHNICAL GUIDE
ISO 14001:2015
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CONTEXT
OF THE
ORGANIZATION
Leadershipand
commitment
Needs &expectationsof interested
parties
Planning ofchanges
Scopeof the QMS
Introductoryclauses
Basic clauses,common to allmanagement
systems standards
Documentedinformation
Managementreview
Continuousinprovement
Quality policy
Resources
Competence
Awareness Internal audit
CommunicationRoles,
responsibilities& authorities
PLANNING
PLAN
IMPROVEMENT
OPERATIONPERFORMANCE
EVALUATION
SUPPORT
LEADERSHIP
4
SCOPEClause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
1
NORMATIVE REFERENCES2
TERMS AND DEFINITIONS3
CONTEXT OF THE ORGANIZATION4
PERFORMANCE EVALUATION9
LEADERSHIP5
Clause OPERATION8
IMPROVEMENT10
PLANNING6
Clause SUPPORT7
5
6 8 9 10
7
DO CHECK ACT
Qualityobjectives& planning
Actionsto addressrisks and
opportunities
Operationalplanning& control
Non conformity& corrective
actions
Monitoring,measurement
analysis& eval.
Production& serviceprovision
Release ofproducts
& services
Determinationof requirements
for prod.& services
Design & devel.of products
& services
Control ofexternally
proc.prod. &services
Non conformingprocesses
prod.& services
Understandingthe
organizationand its context
QMS & itsprocesses
WHAT ARE THE MAIN CHANGESIN ISO 9001?
ISO 9001:2015 TOP MANAGEMENT - QUALITY MANAGERSTECHNICAL GUIDE
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A WIDE RANGE OFSPECIALIZED TRAINING
AWARNESSSEMINARS ANDWORKSHOPS
INTERNALAUDITOR
TRAINING
REVISED 2015STANDARDSTRAINING
RISKMANAGEMENTTRAINING
TO FIND OUT MORE ABOUT TRAINING AVAILABILITY AND TIMES,PLEASE CONTACT YOUR LOCAL BUREAU VERITAS PARTNER
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INTENDED
RESULTS
INTERNAL ISSUES
CULTURE
TECHNOLOGICAL
ECONOMIC
MARKET
COMPETITIVE
CULTURAL
LEGAL
SOCIAL
VALUES
KNOWLEDGE PERFORMANCE
EXTERNAL ISSUES
BUSINESS ENVIRONMENT
ISO 9001:2015 TOP MANAGEMENT - QUALITY MANAGERSTECHNICAL GUIDE
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I I I
CONTEXT OF THE ORGANIZATION4
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ISO 9001:2015 TOP MANAGEMENT - QUALITY MANAGERSTECHNICAL GUIDE
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I
I I I
LEADERSHIP5
I
I
I
I
I INEW DESCRIPTION
OF RESPONSABILITIES
TOP MANAGEMENTINVOLVED IN:
clarification of missionandvision
consideration of changesand trends
relationships, perceptions andvalues of stakeholders
strategic priorities andavailability of appropriateresources
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HOW CAN BUREAU VERITAS SUPPORTYOU IN YOUR TRANSITION?
E-LEARNING
COURSESNOW AVAILABLE!
Get trained to the transitionat your own pace and withoutengaging in travel expenses.
AVAILABLEINDIFFERENTLANGUAGES
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WHAT ARE YOUR BENEFITSOF THE TRANSITION?
Better and timely
decisions basedon relevant andpertinent information
The QMS will beclosely aligned with
the Core BusinessProcesses tofacilitate an effective
implementation
Anticipationof future and current
needs from yourstakeholders will lead
to an early identification
of businessopportunities
Less emphasison documents
Simplifiedlanguageand text
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PLANNING FOR THE QMS6
I
I I I
SUPPORT7
I
I
IICOULD INCLUDEAVOIDANCE, MITIGATION,
ELIMINATION ORACCEPTANCE
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EXPORTING
TRACKING & TRACING
TRACKING & TRACING
BUSINESS RULES & STANDARDS
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I I I
PERFORMANCE EVALUATION9
OPERATION8
EMPHASIS ONPLANNING
I
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I
I
I INEW
REQUIREMENTS
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WHAT IMPACT TO EXPECTON YOUR MANAGEMENT SYSTEM?
WHAT IS THE TRANSITION PROCESS?
During the 3-year-transition period, the organization decides when it transitions.An organization can still be recertified to the old standard during this period.
Current certificates remain valid until the end of the transition period.
GET THE NEW CERTIFICATION ISO: 2015
STARTING DATETO PREPARE TRANSITION
2NDQUARTER 2015
DEAD-LINE TO MOVE TOISO 2015 CERTIFICATE
3RDQUARTER 2018
THE TRANSITION
PROCESS TAKES
6 TO 18 MONTHS
TRAIN YOUR CORE TEAM(QUALITY MANAGERS,INTERNAL AUDITORS, CEO)
ADAPT YOUR MANAGEMENTPROCESSES TO MAKE
THEM COMPLIANT
INTEGRATE PARTS OF OTHERMANAGEMENT SYSTEMS &UPDATE DOCUMENTATION
MONITOR THE NEWPROCESSES, PRODUCE& ANALYSE NEW KPIS.
ACT ACCORDINGLY
CHANGES ARE MORE SIGNIFICANT THANFOR THE PREVIOUS REVISIONTHE IMPACT OF THE CHANGES DEPENDS ON:
The Management System current maturity The organization strategic decision to integratemore the different Management Systems
LOWIMPACT MEDIUMIMPACT
MEDIUMIMPACT
HIGHIMPACT