World Quality Day-2023 & Deep Drive in Theme, “Quality: Realising Your Competitive Potential”

World Quality Day is celebrated on November 9th each year. This day is dedicated to promoting and celebrating the importance of quality in all aspects of life, including business, industry, and everyday activities. It serves as an opportunity to raise awareness about the role of quality management in ensuring products and services meet high standards and customer expectations.

Organizations and individuals around the world use this day to highlight the significance of quality management practices, share best practices, and engage in discussions about quality improvement. Quality professionals, quality assurance teams, and organizations often take this occasion to host events, workshops, seminars, and conferences to educate others about the importance of quality in their work and daily lives.

The theme and specific activities for World Quality Day may vary from year to year, but the overarching goal is to emphasize the value of quality and how it contributes to overall well-being and success.

 

World quality day theme, Quality: realising your competitive potential

The theme for World Quality Day, “Quality: Realizing Your Competitive Potential,” underscores the critical role that quality plays in helping organizations and individuals achieve and maintain a competitive edge. Quality management is not just about meeting minimum standards or ensuring compliance; it’s about striving for excellence, continuous improvement, and innovation to stand out in a competitive market.

This theme encourages organizations to recognize that investing in quality can lead to various benefits, such as increased customer satisfaction, improved efficiency, reduced costs, and enhanced reputation. By realizing the competitive potential of quality, businesses can position themselves as leaders in their industries and create a sustainable advantage.

“Realizing your competitive potential” is a concept that emphasizes the importance of identifying and leveraging your strengths and capabilities to gain a competitive advantage in your personal or professional life.

Here are some key points to consider when striving for competitive potential:

Self-awareness: Start by assessing your strengths, weaknesses, skills, and interests. Understanding yourself is crucial for identifying areas where you can excel and compete effectively.

Goal setting: Set clear and achievable goals that align with your strengths and interests. These goals should challenge you and motivate you to continuously improve.

Continuous learning: Invest in your personal and professional development. Stay updated with the latest industry trends, acquire new skills, and expand your knowledge base.

Networking: Build a strong network of contacts and relationships within your industry or field. Networking can open up opportunities, provide valuable insights, and help you learn from others who have realized their competitive potential.

Adaptability: Be open to change and willing to adapt to evolving circumstances. The ability to adjust to new challenges and opportunities is a key aspect of competitiveness.

Innovation: Seek out innovative solutions and approaches to problems. Innovation can set you apart from the competition and lead to breakthroughs in your field.

Resilience: Stay persistent and resilient in the face of setbacks and obstacles. It’s common to encounter challenges on the path to realizing your potential, but your ability to bounce back and keep moving forward is crucial.

Time management: Efficiently allocate your time and resources to tasks and activities that contribute to your competitive advantage. Avoid distractions and focus on your priorities.

Personal branding: Develop a strong personal brand that reflects your strengths and values. A well-defined personal brand can help you stand out and attract opportunities.

Seek feedback: Solicit feedback from mentors, peers, and colleagues. Constructive feedback can help you identify areas for improvement and refine your competitive strategy.

Measure and track progress: Regularly assess your progress toward your goals and adjust your strategies as needed. Data-driven insights can help you make informed decisions.

Persistence and determination: Realizing your competitive potential often requires time and effort. Stay committed to your goals and perseveres through challenges.

Remember that realizing your competitive potential is a continuous journey. It’s about maximizing your abilities and leveraging them to achieve success in your chosen field or pursuit. Keep learning, growing, and adapting to stay competitive in a constantly changing world.

Cyber security: Revisions of clause 6.1.2.3 Contingency Plans As per IATF 16949:2016 —Sanctioned Interpretations

Cyber security is important in these modern days as our entire daily life base on the internet and data which include every part of life including society, Industries and different type of organizations.

For any changes in the standard Sanctioned Interpretations are applicable.

All the changes through revision as per IATF 16949:2016 —Sanctioned Interpretations are welcome, important and shall be made part of organization Automotive Management System in line with SIs and to be maintained as per mentioned effective date.

Till effective from June 2022, there are total 25 Sanctioned Interpretations from October 2017.

Whereas this is interesting to see Sanctioned Interpretations regarding Cyber Security in clause 6.1.2.3 Contingency Plans as compare to first mentioned in standard and then revision through Sanctioned Interpretations SI 3 and SI17 then again SI3 was revised and the revised content are shown here in BOLD FONTS.

THE CLAUSE 6.1.2.3 CONTINGENCY PLANS –  As per IATF 16949 1^st edition which was published on October 2016 and was effective from 1 January 2017.

“The organization shall:

a) identify and evaluate internal and external risks to all manufacturing processes and infrastructure equipment essential to maintain production output and to ensure that customer requirements are met;

b) define contingency plans according to risk and impact to the customer;

c) prepare contingency plans for continuity of supply in the event of any of the following: key equipment failures (also see Section 8.5.6.1.1); interruption from externally provided products, processes, and services; recurring natural disasters; fire; utility interruptions; labour shortages; or infrastructure disruptions;

d) include, as a supplement to the contingency plans, a notification process to the customer and other interested parties for the extent and duration of any situation impacting customer operations;

e) periodically test the contingency plans for effectiveness (e.g., simulations, as appropriate);

f) conduct contingency plan reviews (at a minimum annually) using a multidisciplinary team including top management, and update as required;

g) document the contingency plans and retain documented information describing any revision(s), including the person(s) who authorized the change(s).

THE CLAUSE 6.1.2.3 CONTINGENCY PLANS – As per Sanctioned Interpretations SI 3(Revised)

 “The organization shall:

a) identify and evaluate internal and external risks to all manufacturing processes and infrastructure equipment essential to maintain production output and to ensure that customer requirements are met;

b) define contingency plans according to risk and impact to the customer;

c) prepare contingency plans for continuity of supply in the event of any of the following, but not limited to: key equipment failures (also see Section 8.5.6.1.1); interruption from externally provided products, processes, and services; recurring natural disasters; fire, pandemics; utility interruptions; cyber-attacks on information technology systems; labour shortages; or infrastructure disruptions;

d) include, as a supplement to the contingency plans, a notification process to the customer and other interested parties for the extent and duration of any situation impacting customer operations;

e) periodically test the contingency plans for effectiveness (e.g., simulations, as appropriate);For cybersecurity testing may include a simulation of a cyber-attack, regular monitoring for specific threats, identification of dependencies and prioritization of vulnerabilities. The testing is appropriate to the risk of associated customer disruption;

Note: cybersecurity testing may be managed internally by the organization or subcontracted as appropriate.

f) conduct contingency plan reviews (at a minimum annually) using a multidisciplinary team including top management, and update as required;

g) document the contingency plans and retain documented information describing any revision(s), including the person(s) who authorized the change(s).

h) include in contingency plans the development and implementation of appropriate employee training and awareness”

THE CLAUSE 6.1.2.3 CONTINGENCY PLANS – As per Sanctioned Interpretations SI 17

SI 17 was issued in October 2019, effective from January 2020 and again combines with SI3 revised and reissued July 2021, effective November 2021.

Learning from Impact of COVID-19 Pandemic and Redefining the ISO 9001:2015 & IATF 16949:2016

Corona virus drastically impact on the society and on industries/ organization, and industries/ organization closed because of lockdown, as a measure to contain the corona virus.   

Lockdown also result in non-availability of raw material and spares for machinery use in the organization that are going to restart the business.

There is another issue of migration of workers from one location to other, this also effect on shortfall of manpower to re-start the business.

As industries are going to restart the business, it is time to review and implement the new SOP base on Lesson learn from COVID 19 situation and also to follow the statutory and regulatory requirement.

In India, QCI, Quality Council of India launched Workplace Assessment for Safety and Hygiene (“WASH”) scheme to help the organization to assess the preparedness before and during start of operations.

In ISO 9001:2015 and IATF 16949: 2016 the clause those are required to be review and redesign the quality management system (if required) in view of Corona Virus Disease COVID 19 pandemic, is furnished here with, clause wise, as below:

Clause 4.1 Context of organization – ISO9001:2015 & IATF16949:2016

Internal and external issues related to quality management system and strategic direction of organization in view of Corona Virus Disease COVID 19 required to review for redefining the quality management system including the objectives which gives impact on intended results.

Clause 6.1.2.3 Contingency Plan – IATF16949:2016

Required to update the Contingency Plan by identifying and evaluating internal and external risk from Corona Virus Disease COVID 19 to all manufacturing processes to ensure customer requirement are met.

Clause 6.2 Quality objectives and planning to achieve them – ISO 9001:2015 & IATF16949:2016

Planning on how to achieve quality objectives and changes if any to be carried out in planned manner in view of Corona Virus Disease COVID 19.

Clause 7.2 Competency – ISO 9001:2015 & IATF16949:2016

Competency has been taken up, in view of migration of employee of organization, absenteeism because of Corona Virus Disease and new employee joining in the organization. This does not affect the performance and effectiveness of the quality management system and if so then take action to acquire the necessary competence of person/employee.

Clause 8.4 Control of externally provided processes, products and services– ISO 9001:2015 & IATF16949:2016

Organization can study the extent of impact and re-evaluate the external providers to provide processes, products and services as case may be.

Clause 8.4.1.2 Supplier Selection Process – IATF16949:2016

Supplier Selection Process to be evaluated carefully to check closure of any supplier’s facilities, financial stability, adequate available resources e.g. people, logistic process, customer services, etc.

Clause 8.5.1 Control of production and service provision – ISO 9001:2015 & IATF16949:2016

It is required to evaluate the suitable infrastructure and environment for the operation of processes in the organization e.g. like sanitization, hygiene, isolation area, added facility of disinfection, new SOPs etc. to contain corona virus and to focus on objectives.

Clause 8.5.1.2 Standardized work – IATF16949:2016

Review the standardized work document and requirements for addition of new safety rules to be implemented, because of Corona Virus Disease COVID 19(see last paragraph of this article).

Clause 8.5.1.4 Verification after shut down- IATF16949:2016

This is to be considered for start-up after stoppage of organization activities because of Corona Virus Disease COVID 19 and required to implement necessary action to ensure product compliance.

Clause 9.2.2 Audit programme – ISO 9001:2015 & IATF16949:2016

In many of the organization internal audit, surveillance audit and certification audit could not be taken up and this has required to be rescheduled. For this, organization has to redefine the audit activities like changes in audit plan, audit planning, responsibility etc.as the case may be.

             Above is in general review of clauses of ISO 9001:2015 & IATF16949:2016 in view of Corona Virus Disease COVID 19 pandemic and its effects. The organization has to review on the basis of size of organization, competency of people(s) and effect of not reviewing of quality management system on objectives and intended results.

Risk Register

It is advisable to maintain the risk register on risk for covid19 and action taken for its mitigation.

By the way,

To combat with COVID19, one of the best examples from India is use of Aarogya Setu App, a mobile base digital platform.

Author called this Aarogya Setu App as risk intelligence. In India, this Aarogya Setu App can be made part of SOP, for standardized work or as a risk management tool.

INSIGHT of CLAUSE 7.3.2 of IATF 16949:2016

The CLAUSE 7.3.2 of IATF 16949:2016 is pertains to Employee motivation and empowerment and comes under main clause 7.3 Awareness. This 7.3.1 is supplemental regarding awareness about importance of employee’s activities not only in achieving, maintaining and improving quality but also customer requirement and risk involved for customer with non-conforming product.

But, only awareness among the employee will not help in achieving the quality objective, whose ultimate aim is to meet customer requirement.

To achieve the quality objective of each process or the function in the organization requires the involvement of the employee. This involvement of the employee in achieving quality objective, promotion of quality and technological awareness can only come through the motivation and empowerment. So is the clause 7.3.2.

THE CLAUSE 7.3.2

The organization shall maintain a documented process(es) to motivate employees to achieve quality objectives, to make continual improvements, and to create an environment that promotes innovation. The process shall include the promotion of quality and technological awareness throughout the whole organization.

CAUTION:

1. This is mandatory Procedure
2. Documented process to be maintained

PPURPOSE OF CLAUSE

1. Employees to achieve quality objectives,
2. To make continual improvements, and
3. To create an environment that promotes innovation

Here, important thing to understand is what QUALITY OBJECTIVE is

Regarding the QUALITY OBJECTIVE, it is mentioned in clause 6.2.2.1, Quality objective and planning to achieve them – Supplemental

“Top Management shall ensure that quality objectives to meet customer requirements are defined, established and maintained for relevant functions, processes and levels throughout the Organization.”

So, quality objective shall meet customer requirement and also established for each process and functions in the organization.

HOW TO FULLFILL REQUIREMENT OF CLAUSE?

1. The requirement of the clause fulfil by process of employee motivation and empowerment

WHAT IS MOTIVATION AND EMPOWERMENT?

Motivation: It is psychological phenomena for the human being/ individuals and basic is, fulfilment of once desire and needs.

The word Motivation made from word “motive” and motive is “a reason for doing something”.

Empowerment: is authority or power given to someone to do something.

So, the question is how to fulfil the desire and need of the individual or employee of the organization.

Motivation cannot only be fulfilled by satisfying the need of individual by remuneration, as remuneration is given to all the employees of the organization but motivation level is different and may not focused on achievement of quality objective as there is more focus on day to day activities such as maintenance and operations.

Following are the example from where employee can be motivated through fulfilling their desire, need and works towards the fulfillment of the quality objective, continual improvements, and promotes innovation.

1. AWARD are always a source of motivation and can be  given to  people / employees/ managers / contributors who made significant contribution to the promotion of quality management principles, energy management principles, customer satisfaction, concepts, techniques, maintenance practices  and other practices, leading to the improvement in the performance of the businesses.
2. TEAM WORK: Team work can be demonstrates through participation of team in various competitions, conclaves, conventions on subject related to their profession and bags recognition. May be on organization level, National or International level.
3. INDIVIDUAL PARTICIPATION: Organization shall encourage and send their employee for various technical presentation, competitions, conclaves, conventions.
4. Appreciation by the top management for good work done in organization in the form of remuneration, prizes and awards.
5. Improvement carried out by team, individuals in process, product which benefits to customer and organization shall be awarded
6. Appreciate through certificate and awards to the employee for their creativity in work place management, 5S, Kaizen, TPM etc. The example of creativity is making “best from waste” artefacts.
7. Celebrating the birthday of employee, as everyone likes to celebrate their birthday, will be an initiative towards the motivation of employee.
8. Organization of games and sports events on organizational level for the employees is also one of the best ways to motivate the employees.

The most important part is to work on documentation of the one or all above activity, update it from time to time and maintained the same.

This can also be demonstration with help of story board.

In this clause 7.3.2 there is second line,

“The process shall include the promotion of quality and technological awareness throughout the whole organization”.

How to promote QUALiTY?

There are various ways and means to promote quality in organization; some of the examples are,

1. Celebration of World Quality Day ( For details read my previous article)
2. Celebration of World Standard Day

This opportunity can be used for felicitation and award distribution to employee for their achievements.

• Team / individual participation in Kaizen Conclave, 5S, Poka Yoke Conclaves, Quality Control Circles conventions ate national and international level.
• Organization of quality related convention at plant / industries level for employees.
• Holding seminar, workshop and conference for professionals to meet and share their knowledge and experience.

Secondly, regarding technological awareness,

This can be address through organizing and/or participating in various training programmes related to technological advancement in the world, this can include training on ,

1. Industries related advancement in state of art technology.
2.  Industries 4.0
3. Internet of things (IOT)
4. Artificial Intelligence(AI)
5. Cyber security
6. Digitization
7. Software

Above are some of the examples to demonstrate clause 7.3.2, readers who want to implement, shall add things as per their respective industries requirement.

#ENERGY4.0: Energy Management Standard, ISO 50001:2018

ISO 50001:2018: Energy Management Systems – “Requirements with Guidance for Use” is an International Energy management system, first published in 2011 and this ISO50001:2018 is a new edition.

The new edition is as per High Level Structure and aligned with ISO management systems such as ISO 14000, Environmental Management system  and ISO 9001, Quality Management System, this helps in integration with other management systems.

The author have opinion that , this new edition of ISO 50001:2018 is to be considered as ENERGY 4.0 in lined with Industry 4.0, IOT and AI. The reason behind to use term ENERGY 4.0 is that, this Energy management System, ISO 50001:2018 answer to the requirement of fourth industrial revolution, as there is more emphasis on Greenhouse Gases, Climate Control, Carbon Footprint and this could be achieve through Sustainable Energy Management (SEM) by use of renewable Energy by using solar energy, reduce emission of greenhouse gases and low carbon manufacturing.

Let us understand EnMS with its Time line, Key Changes, major differences and its structure.

The Time Line

1. August 21, 2018 — Current revision published
2. August 19, 2021 — The certificates issued to the old standard, ISO50001:2011 will expire.
3. February 19, 2020 — Audits to the old standard can only be conducted until

IMPORTANT NOTE: There is a three-year transition period to switch to ISO 50001:2018 for organizations currently using ISO 50001:2011.

Key Changes

The key changes can be classified as:

1. Alignment of ISO 50001:2018 with High Level Structure and
2. Changes Pertaining to Energy management

1. Alignment of ISO 50001:2018 with High Level Structure

1. Understanding the organization and its context (4.1) 
2. Systematic determination of the needs and expectations of interested parties (4.2)
3. Strengthened emphasis on leadership and top management commitment 
4. Risk and opportunity management  
5. Competence (7.2) 
6. Extended requirements related to communications (7.4) 
7. Operational planning and control (8.1)
8. Monitoring, measurement, analysis and evaluation of energy performance and the EnMS (9.1) 
9. Management review (9.3) 

2. Changes Pertaining to Energy management

1. The Scope (4.3)
2. Energy review (6.3)
3. Energy performance indicators (6.4)
4. Energy baseline (6.5)
5. Planning for collection of energy data (6.6)  

The Major differences in ISO 50001:2011 and ISO 50001:2018

1. Terms like Documents & Records, Energy Manager, are replaced by Documented Information, Energy management team respectively.
2. Term Preventive action, is not part of ISO 50001:2018.
3. More emphases given on Leadership, Opportunity and Risk in ISO 50001:2018, whereas these are not part of ISO 50001:2011.

Structure of ISO 50001:2018

The structure of ISO 50001:2018 follows the high level structure, which is applicable to all new and revised ISO management system standards like ISO 9001, ISO 14000 and others.

1. Scope
2. Normative References
3. Terms and Definitions
4. Context of the Organization
5. Leadership
6. Planning
7. Support
8. Operation
9. Performance Evaluation
10. Improvement

Lastly, in bigger perspective, implementation of latest edition of Energy management System, ISO 50001:2018 will be a way forward to emphasis on Paris Agreement.

The exact commitment of the Paris agreement is,

“Holding the increase in the global average temperature to well below 2 ⁰ c above pre-industrial levels and to pursue efforts to limit the temperature increase to 1.5 ⁰ c above pre-industrial levels, recognizing that this would significantly reduce the risks and impacts of climate change”.

My Experience at National Convention on Quality Concepts, NCQC 2018 at Gwalior

[This post is a “FEATURED POST ON INDIBLOGGER” on dated 29.01.2019]

It has been a great opportunity to attend the remarkable National Convention of Quality Concepts organized by Quality Circle Forum of India (QCFI).

Convention at a glance:

1. When NCQC2018 organized : 21^st to 24^th Dec 2018
2. City at which NCQC2018 organized : Gwalior , Madhya Pradesh , India
3. Place of NCQC 2018 : ABV-IIITM , Gwalior

The theme of this convention is “Igniting Minds for Innovation through Quality Concepts”.

About ABV-IIITM, Gwalior:

Indian Institute of Information Technology and Management (IIITM) in Gwalior, Madhya Pradesh is an autonomous institute set by government of India, Ministry of Human Resource Development (MHRD) in 1997. It is an effort by MHRD towards creating professionals in areas of management and information technology from the same institute. This institute was created for facilitating higher education, research and consultancy in areas of information technology (IT) and business management. Initially started as IIITM, this institute was prefixed with ABV in 2002 to honour the then Prime Minister Atal Bihari Vajpayee. https://www.iiitm.ac.in/index.php/en/about-iiitm/history

The point to mention first is, ABV- IIITM having a very pleasant atmosphere, all the occasion, programs, and celebration is well organized and can be put it as,

“Place for everything and everything in its place”.

ABOUT THE EVENT:

NCQC-2018 is an annual event organized by QCFI with active involvement of QCFI Gwalior Chapter.

NCQC-2018 starts with march past by the active involvement of school children and convention completed with valedictory ceremony with superb play on Late Shri. Atal Bihari Vajpaee will be long lasting memory with daily evening programme.

Case study presentation on Quality concepts, QC, Kaizen, 5S and LQC are part of convention with competition on essay writing, poster poem and slogan organized.

Also, skit competition organized and well-staged by the participant enthusiastically.

All the award ceremony was take place under the patronage of distinguish guest.

The chief guest of the function was Mr. TP Singh (General Manager- North-west railway – Jaipur).

THE ENCOURAGING NUMBERS OF NCQC-2018:

ABOUT CASE STUDY PRESENTATION:

Total 1967 teams from different organization from pan India presented the case study at different 80 halls. All the team presented case study in well descent manner by following the 12 steps of problem solving methodology with use of quality tools such as Milestone / Gantt chart, PDCA, Flow Diagram, Brainstorming Graphs, Cause & Effect Diagram, Pareto Chart etc.

With case study presentation participant explain the work done with the help of model, which was made perfectly as per what achievement carried out in actual ate respective plant / department. Such model helps to get the first hand idea of what improvement done and how it work in actual.

The most important benefit of making model with case study presentation is, same practice / modification can be applied at in other organization, which is nothing but lesson learnt and horizontal deployment.

THE LARGE GATHERING AT NCQC – 2018

Address by Mr. DK Srivastava, Executive Director,QCFI and Mr.Satish Kalokhe , President , QCFI

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QCFI Nagpur Chapter received awards.

Mr.BN Saxsena, Ex BHEL, and Founder member of QCFI.

Had a very knowledgeable interaction with Mr. B. N. Saxsena on quality circle concepts and other allied concepts

It is to be noted and underline here that, such convention helps to promote Quality concepts. Encourage the employee of organization for their involvement in journey of improvement and marching towards the leadership through the excellence performance.