Embrace the Changes: Quality & Environmental Management Systems

by Larry W. Sheppard, ISO 14001-2015 EMS & ISO 9001-2015 QMS Consultant

Companies currently certified to ISO 14001-2004 and ISO 9001-2008 must be re-certified to the revised standards by September 15th 2018 or risk the possibility of losing their certification.  The new standards did not add any new requirements; however, some of the existing requirements in the 2015 versions have significant changes. Transition for ISO 14001-2004 and ISO 9001-2008 certified companies should be easy to implement since they have an EMS/QMS base that meets most of the requirements of the 2015 version.

This is where the Alber Enterprise Center of The Ohio State University can assist your company during the transition to the new standards. We would be glad to meet with your management staff and present the new requirements in detail.

 Main changes in ISO 14001:2015 EMS

The new requirement is to understand the organization’s context has been incorporated to identify opportunities for the benefit of both the organization and the environment. Particular focus is on issues or changing circumstances related to the needs and expectations of interested parties (including regulatory requirements) and local, regional or global environmental conditions that can affect, or be affected by, the organization. Once identified as a priority, actions to mitigate adverse risk or exploit beneficial opportunities are integrated in the operational planning of the EMS.

 To ensure the success of the system, a new clause has been added that assigns specific responsibilities for those in leadership roles to promote environmental management within the organization.

The expectation on organizations has been expanded to commit to proactive initiatives to protect the environment from harm and degradation, consistent with the context of the organization. The revised text does not define ‘protect the environment’ but it notes that it can include prevention of pollution, sustainable resource use, climate change mitigation and adaptation, protection of biodiversity and ecosystems, etc. i.e. environmental performance.

There is a shift in emphasis with regard to continual improvement, from improving the management system to improving environmental performance to be consistent with the organization’s policy commitments.  In addition to the current requirement to manage environmental aspects associated with procured goods and service, organizations will need to extend its control and influence to the environmental impacts associated with product design and development to address each stage of the life cycle, i.e. acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

Main Changes in ISO 9001-2015 QMS

Major Differences in Terminology between ISO 9001- 2008 & ISO 9001-2015

 

ISO 9001-2008 ISO 9001-2015
Products Products and service
Exclusions Not used

(See Clause A.5 for clarification of applicability)

Management Representative Not used (Similar responsibilities and authorities are assigned but no requirement for a single management represented)
Documentation, quality manual, documented records Documented information
Work environment Environment for the operation of processes
Monitoring and measuring equipment Monitoring and measuring resources
Purchased product Externally provided product and services
Supplier External provider

 Documented Information has replaced the ISO 9001-2008 version need for the quality manuals and some procedures to define the documented QMS. Documented Information includes instructions, records of process performances, external provider’s performance, internal audits and management reviews etc.

As part of the continual improvement process risk base thinking was added to the revised standard. The concept of risk has always been implicit in ISO 9001 as preventive action. The 2015 revision makes it more explicit and builds it into the total QMS.

New Year, New Opportunities

Happy New Year to all of our clients, followers, readers, and colleagues!  We sincerely hope that 2018 brings you joy, prosperity, and renewed energy.  As we turn the page on this new calendar year, the Alber Enterprise Center is turning the page with resolve. We are resolved to:

  • Demonstrate our belief that employees are the heart and soul of an organization;
  • Be the catalyst for change, innovation, and progress; positively impacting individuals, organizations, and communities;
  • Demonstrate that integrity, honesty, and excellence are at the heart of our work;
  • Hold ourselves personally accountable to one another and to our clients;
  • Develop and maintain long-term relationships that allow us to build solid partnerships leading to enhanced productivity, empowered leadership, and creative problem-solving.

What sort of challenges are you facing in 2018, and how might you and your organization resolve to overcome those challenges?  We would love to support you in your resolutions, as together we can make an impact on whatever barriers exist.  Let’s jump into the New Year with purpose!

“Approach the New Year with resolve to find the opportunities hidden in each new day.” – Michael Josephson

A Need for Access to Education for Military Spouses

Did you know that military spouses suffer from unemployment at a staggering rate of 12%? According to Blue Star Families, up to 43% of military spouses are not in the labor force. Given the nature of their ever-so mobile lifestyle, it’s difficult to manage a steady full-time job when you might have to move across the country next month. This lack of control over their physical location effects their ability to find a job they enjoy doing while feeling valued. They are also subject to underemployment which is a very real challenge that is less frequently discussed. Military spouses are more likely than civilian spouses to find themselves in a job that is below their education level and with lower pay.

Our vision at the Alber Enterprise Center is to stimulate positive change for maintainable economic growth in individuals, organizations and communities. We are proactively trying to make a difference for these spouses by offering 100% online national certification preparation courses that can be paid with the My Career Advancement Account (MyCAA) through the Department of Defense. The MyCAA scholarship will offer a one-time scholarship, up to $4,000 over a two-year period, for eligible active-duty military spouses to continue their education.

Once the spouse finishes the online course, they will be given the opportunity to practice their newly learned skills in an in-person externship, mentored by professionals in that field. We will work with the spouse to find an organization near where they’re currently living for them to complete the externship. The cost of the course, which can be paid in full by the MyCAA scholarship, will provide them everything they need to complete the course. This includes course materials, the externship, and the cost to sit for the national certification exam in their field.

Follow this link to read more about our MyCAA courses. https://osu.edu2.com/t-mycaa.aspx

Source: “Social Cost Analysis of the Unemployment and Underemployment of Military Spouses”, Sorenson Impact Center & David Eccles School of Business, University of Utah, 2016

Using the SIPOC Model to Break the Silo Culture

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Managers often see large and complex organizations from a functional or vertical view.  This works in some cases where individuals are close to subject matter experts.  In this environment subordinate managers tend to perceive other functions as enemies rather than partners.

This silo structure prevents interdepartmental issues from being resolved.

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Each department has its goals and there is often competition for limited resources.  The result is sub-optimization of the organization – one department being able to meet its goals at the expense of the organization.

The traditional approach shows a silo structure where separate and autonomous groups are unconnected and each department’s manager becomes the customer.  Activities take place but value to the end customer may be compromised.

If the organization is small, then the traditional vertical organization may be sufficient to get things done and still meet the requirements of the customer.

 

The traditional mindset is- if each piece is managed then the needs of the end customer are met.  This is erroneous.

The silo structure often gives rise to a silo culture, one that does not encourage collaboration, but instead perpetuates the “blame game” and “finger-pointing”.  There are several structures within the organization that supports this behavior.  In some cases, there are functional metrics which conflict with the overall direction of the company, in other cases the reward and recognition system supports the silo culture.

The SIPOC template moves organizations away from this and provides the steps to create a customer focused organization.

What is SIPOC

The acronym means – Supplier, Input, Process, Output, Customer

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In the SIPOC model, it is necessary to have a feedback system – feedback between the customer and the process, and between the process and the supplier.  The feedback loop ensures that the process is sustained and the organization does not revert to the old ways of doing things.

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Value of SIPOC

  • Promotes cross-functional collaboration – teams are able to work together to see the big picture
  • Improves knowledge on what happens outside of the department
  • Provides measurement not only on activities within a department but how they add value to the customer
  • A big tool for motivation -as employees begin to see the “big picture” and understand the role they play
  • In Lean Six Sigma the SIPOC model is vital for:
  • Promotes and helps sustain a process focus
  • Provides a foundation for process mapping and process management

Although organizations may be designed by specialties, the SIPOC model is useful to change how work gets done, and ensure that the needs of the external customers are met.  The tool provides the template for changing the culture of the organization from one that is confrontational to one that works across functional boundaries.  When this is allowed to happen, teams can identify and remove waste – activities that are non-value added in terms of meeting customer requirements.

The bottom-line is that the SIPOC model and Lean Six Sigma have the ability to change the thinking of individuals in the organization.  For more information, contact us or call 740-725-6325.

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma.  Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

Alber Enterprise Center recognizes outstanding businesses

from far left: Rev. Kenneth Daniel (United Church Homes), from center: Scot McLemore (Honda of America Manufacturing, Inc.), Dave Rasor (Triumph Thermal Systems, Inc.), Mike Patrick (National Lime & Stone Company), in the back (left): Mike Giangiordano (Triumph Thermal Systems) and (right) Dan Sensel (Triumph Thermal Systems)

Ohio businesses who were recognized for outstanding achievement and excellence are (front row from left): Rev. Kenneth Daniel (President & CEO, United Church Homes), Scot McLemore (Technical Development Manager, Honda of America Manufacturing), Dave Rasor (Operations and Lean Champion, Triumph Thermal Systems), Mike Patrick (Manager of Maintenance, National Lime & Stone Company), Mike Giangiordano (President, Triumph Thermal Systems) and Dan Sensel (Director of Engineering, Triumph Thermal Systems)

Six Ohio organizations were recently recognized for outstanding milestones in business by The Ohio State University’s Alber Enterprise Center.

Those receiving awards included: Ohio Presbyterian Retirement Services, United Church Homes, GrafTech International, LTD, Triumph Thermal Systems, Inc., National Lime & Stone Company, and Honda of America Manufacturing, Inc.

“We are honored to recognize the outstanding achievements each of these organizations has made in visioning the future of their particular industries,” explains Myra Wilson, Program Director, Alber Enterprise Center. “They are on the leading edge of leadership development, continuous improvement and innovative culture — three initiatives that form the focus of our mission.”

Each organization has collaborated with the Alber Enterprise Center to address organizational challenges and/or receive executive training tailored to their company needs.

Ohio Presbyterian Retirement Services, Columbus, received the Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services. Ohio Presbyterian Retirement Services and their various staff members have actively attended meetings and their vast amount of expertise have molded and encouraged the work of the Long Term Support Services & Health Care Consortium (LTSS & HCC). Their input is advantageous in aiding the group to shape the vision and future of long-term care services.

President and CEO for United Church Homes, Marion, Rev. Kenneth Daniel accepted the Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services. Rev. Daniel’s guidance and direction led the Center to embark on the beginning stages of the long term support services path. His insights and industry knowledge was instrumental in developing a survey and gathering information that helped shape and guide the work of the Long Term Support Services & Health Care Consortium (LTSS & HCC). These continued efforts are helping AEC and the consortium take an in depth look at healthcare issues and develop solutions that will be impactful for years to come.

GrafTech International, LTD, Lakewood, received the Outstanding Achievement and Excellence Award for Continual Commitment to Human Capital Investment. Over a 3-year period, GrafTech have trained personnel through Structured On-the-Job Training (SOJT) and developed employee portfolios that capture work experience, education, certifications and training. As of June 30, 2014, AEC has issued 223 certificates to GrafTech employees for either Task and or Job Mastery. They also are projecting 120 more Job/Task Mastery certificates that will be issued by June 30, 2015.

from left: Frank Gibson, Myra Wilson, Mike Giangiordano, from right: Dave Rasor, Dan Sensel, and John Hohn (Hardin County Chamber Business Alliance)

(from left) Frank Gibson, Program Manager, and Myra Wilson, Program Director of Alber Enterprise Center presented one of the outstanding client awards to Hardin County’s Triumph Thermal Systems.  Accepting the certificate were Mike Giangiordano, President; Dave Rasor, Operations and Lean Champion; and Dan Sensel, Director of Engineering.  John Hohn, Director of Economic Development for Hardin County Chamber Business Alliance, congratulated the Triumph team.

President of Triumph Thermal Systems, Inc., Forest, Mike Giangiordano accepted the Outstanding Achievement and Excellence Award for Investment in Lean Six Sigma with Positive Impact on Business. Triumph Thermal Systems took an innovative approach to improving quality, efficiency and effectiveness by implementing Lean Six Sigma (LLS) follow up training to continue the initial training previously provided to their yellow belts, green belts and black belts. This past year they invested in training twelve employees in various levels of Lean Six Sigma process improvement. This training continued to enable teams to identify and implement the process, especially to increase higher product quality in two key production areas.

Manager of Maintenance for National Lime & Stone Company, Findlay, Mike Patrick accepted Outstanding Achievement and Excellence Award for Investment in Learning Resulting in Positive Impact on Business. For over ten years, National trained personnel through classroom, hands-on or eLearning. They covered a plethora of topics including customer service, hydraulics, welding, Microsoft office software, issue analysis, customer service and electrical safety. With approximately 40 locations throughout Ohio, National has experienced significant business growth over the years.

Technical Development Manager for Honda of America Manufacturing, Inc. Marysville, Scot McLemore accepted the Outstanding Achievement and Excellence Award for Positive Impact on Business from The BRIDGE: Issue Management Process. Honda’s successful utilization of AEC’s The BRIDGE: Issue Management Process laid the foundation in crafting a plan for feeding qualified workers into the employment pipeline for HAM (Honda of America Manufacturing, Inc.) and HNA (Honda North America) and helped stimulate positive change for maintainable economic growth.

Client Advisory CouncilThe concluding event for AEC’s Client Advisory Council half-day meeting was the Awards Luncheon. The meeting objective for clients was to provide feedback on AEC’s past services, input on how the Center can support the business priorities of other companies, offer suggestions about new services AEC could provide and ideas for strategic direction.

 The Alber Enterprise Center applies the resources of The Ohio State University, OSU Extension, along with a team of organization development consultants to enable Ohio businesses to positively impact economic growth.   For more information, call 740-725-6325 or visit alber.osu.edu.

Workplace Violence: The D.A.R.T. Program (De-Escalation And Response Techniques)

Workplace Violence

Photo Credit: D.A.R.T. Program

Workplace violence can happen anywhere at any time.  It can involve a single victim, such as the apartment manager stabbed to death in Cleveland, Ohio in July 2010, or multiple victims as in the shooting at Sandy Hook Elementary School when Adam Lanza (gunman) shot and killed 20 children and 6 adults in December 2012.

Nationally, non-fatal acts of violence in the workplace are numerous.  In 2013, approximately 572,000 non-fatal violent crimes (rape/sexual assault, robbery, and aggravated and simple assault) occurred against workers, according to data from the National Crime Victimization Survey.

Kyle E. Weygandt MS, LSP, MSA, Jus the F.A.C.T.S. Educator/Facilitator, and AEC Safety Partner.

Kyle E. Weygandt MS, LSP, MSA, Just the F.A.C.T.S. Educator/Facilitator, and AEC Safety Partner.

News media accounts of shootings, assaults, and other acts of violence at the workplace have heightened awareness of this problem.  Workers in some industries, such as health care or retail establishments, are more likely than others to experience violence on the job.  For that reason, Ohio has laws that require workplace violence prevention programs in health care settings, psychiatric hospitals and late night retail establishments, like convenience stores. If we’re to be proactive against this type of risk, every business should consider establishing a workplace violence prevention plan.

What Can We Do?

Such a plan does not have to be complicated, time consuming or expensive. Ask yourself, “What kind of workplace violence could happen at my work?” Then use this guide and the tips included to plan ways to reduce the possibility of violence at work.

  • A (JHA) “Job Hazard Analysis” must be performed by a competent  person to ensure that the plan is appropriate for the location.
  • D.A.R.T. Training (De-Escalation and Response Training) to educate all employees about workplace violence.
  • A procedure for reporting workplace violence.
  • Ways of preventing or diffusing volatile situations or aggressive behavior.
  • Communication Skills Training.
  • Mediation and conflict resolution.
  • Stress management.
  • Employee relations training.
  • Building & Employee Security procedures.
  • Personal security measures & “Active Shooter Training.”
  • Employee Assistance Programs (EAP) – which includes counseling for mental health, drug & alcohol issues, and protection for domestic violence victims.

It is not enough to just have an Anti-Violence policy on the wall and an employee manual on the shelf that allegedly addresses the problem.  A well-defined program starts with a firm policy statement from the company clearly stipulating how it promotes its safe work environment.  This statement is backed up by a commitment from senior management and provides detail about:

  • The prohibition of violence, threats, harassment, intimidation, and other disruptive behavior.
  • An affirmation that ALL incidents will be investigated.
  • The importance of employee involvement and does not minimize their importance in reporting.
  • Adding “Active Shooter Drills” into your “Emergency Action Plan.”
  • Evaluation and planning with your local Police Department.

Training is the Key.

Violence prevention awareness needs to be an integral part of new employee orientation as well as giving refresher classes on an annual basis to all employees of the company.  However, concentrated training should be given to the managers and first line supervisors.  These people are the eyes and ears of every organization.  They see every person within their area of responsibility every single day and are more likely than anyone else to observe a potentially violent situation in its earliest stages.

For more information about the D.A.R.T. Program and/or to have an “Active Shooter Drill” provided at your location, contact us at 740-725-6325.

Kyle E. Weygandt is a licensed safety professional, educator, active police officer and an AEC Safety Partner.  Kyle’s expertise has impacted employers to apply proactive concepts in their work environment which results in greater workplace relationships.

 

 

 

 

Alber Enterprise Center’s New Year’s Resolutions

Goodbye 2014 and hello 2015!  While 2014 rapidly comes to an end, our Center welcomes 2015 with open arms.  Our team is looking forward to all of the wonderful opportunities ahead of us, and we can’t wait to continue the journey of success with you.  Let’s celebrate our accomplishments, overcome our setbacks, and be innovative in all our endeavors.  As we kick off the new year on a quest for impact and innovation, each of our staff members stated what our New Year’s Resolutions were.

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HAPPY NEW YEAR AND RING IN 2015 WITH STYLE!

We would love to hear your New Year’s Resolutions as well.  Please share them with us below.

Season’s Greetings From Alber Enterprise Center

Holiday Staff Photo 2014 FINAL

HAPPY HOLIDAYS!

‘Tis the season to be thankful for all our blessings and milestones!  Upon reflection, 2014 was a fruitful year for our Center.  Thank you for counting on us to be your rescue team in the midst of your challenges and providing you with customized solutions for your organization.  As your trusted source for continuous improvement, leadership development and innovative culture, we were thrilled to assist you in the growth of your business, goals and expectations.  You are the main reason why we love what we do.  At the end of the day, Our Center thrives on maintaining lifelong partnerships with our clientele, customers, educational partners, and vendors.

O-H-I-O Holiday Photo 2014 FINAL

On behalf of our Center, we wish you Peace, Love, and Joy throughout this holiday season and a glorious Happy New Year!