QUALITY MANAGEMENT – Employee welfare in Quality organization • ISO 9001:2015 • Competences • Knowledge • Skills • Organizing work • Change management • Teamwork ISO 9001: 2015 Standard ISO 9001:2015 addresses the need to determine and manage the knowledge maintained by the organization, to ensure the operation of its processes and that it can achieve conformity of products and services. Requirements regarding organizational knowledge are introduced for the purpose of: a) safeguarding the organization from loss of knowledge, e.g. – through staff turnover; – failure to capture and share information; b) encouraging the organization to acquire knowledge, e.g. – learning from experience; – mentoring; – benchmarking ISO 9001 7.1 RESOURCES The organization shall determine and provide the resources needed for the establishment, implementation, maintenance and continual improvement of the quality management system. The organization shall consider: a) The capabilities of, and constraints on, existing internal resources; b) What needs to be obtained from external providers The organization shall determine and provide the persons necessary for the effective implementation of its quality management system and for the operation and control of its processes. ISO 9001
7.1.6 ORGANIZATIONAL KNOWLEDGE The organization shall determine the knowledge necessary for the operation of its processes and to achieve conformity of products and services. This knowledge shall be maintained and be made available to the extent necessary. When addressing changing needs and trends, the organization shall consider its current knowledge and determine how to acquire or access any necessary additional knowledge and required updates. NOTE 1 Organizational knowledge is knowledge specific to the organization; it is generally gained by experience. It is information that is used and shared to achieve the organization’s objectives. NOTE 2 Organizational knowledge can be based on: a) internal sources (e.g. intellectual property; knowledge gained from experience; lessons learned from failures and successful projects; capturing and sharing undocumented knowledge and experience; the results of improvements in processes, products and services); b) external sources (e.g. standards; academia; conferences; gathering knowledge from customers or external ISO 9001 7.2 COMPETENCE The organization shall: a) determine the necessary competence of person(s) doing work under its control that affects the performance and effectiveness of the quality management system; b) ensure that these persons are competent on the basis of appropriate education, training, or experience; c) where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken; d) retain appropriate documented information as evidence of competence. NOTE Applicable actions can include, for example, the provision of training to, the mentoring of, or the reassignment of currently employed persons; or the hiring or contracting of competent persons. COMPETENCES, KNOWLEDGE High performance work systems are enhanced by • well-designed suggestion systems • empowerment • training and education • team work • compensation and recognition and attention to safety, health and welfare of employees. To align HR plans with business plans, it is necessary to make strategic choices in • planning • staffing • appraising • compensating • training • development Designing high-performance work teams involves • work design • job design • job-enlargement • job rotation • job enrichment COMPETENCES, KNOWLEDGE Employees have to know and understand organization’s quality policy • Training of all processes and methods • Understanding what is the meaning of each employee’s work • Ability to take responsibility and risks in a controlled way! • Courage to face new challenges • Learning from mistakes -> Process and method improvement COMPETENCES, KNOWLEDGE Human Resource Management (HRM) is part of strategic planning in succesful organizations! Processes, goals/objectives and KPI’s • Employee selection process • Knowledge, qualifications, competences • Training, coaching • Training plans • Job rotation, promotion • Recognition and rewarding • Motivation • Employee satisfaction • Health and safety issues COMPETENCES, KNOWLEDGE ORGANIZING WORK More independent employees ü Flexibility ü Low level organization (less byrocracy) ü Courage to take responsibility Empowerment ü Enough knowledge and skills to make decisions independently motivates and creates positive atmosphere ü Controlled risk taking, surveillance as needed Responsibility ü Responsibility and authority ü Goal setting and right measurement system Communication ü More and more communication, never too much ü Right sequence, when the information is needed Change management ü Changes happen all the time ü Different competences, skills, know how, several occupations, innovative, initiative employees who are willing to continuous learning! COMPETENCES, KNOWLEDGE RESISTANCE AND ACCEPTANCE OF CHANGE Denial Resistance Exploration Commitment Time Productivity Denial: Life as normal Resistance: Emotions & Confusion Exploration: Creativity, learning, experimentation Commitment: Planning & Execution CHANGE MANAGEMENT What is the definition of change? How do we see change? Why do we need changes? Why do we need change management? SUPPORTING EMPLOYEES A human being needs balance in his/her life Need for controlling – When you feel you are not controlling anymore, people will react different ways – How to support and get back the feeling for controlling? Recognize employees, these people are making the changes – Note that everyone is unique! Clearly communicate the reasons for change, this is essential COMMUNICATION Announcement INFORMATION Anxiety Feeling threatened Activity Curiosity Feeling threatened will turn into active curiosity by informing properly. ”Normal situtation when facing changes” Change management TEAMWORK Succesful teams for quality improvement: 1. Clarity in team goals 2. An improvement plan 3. Clearly defined roles 4. Clear communication 5. Beneficial team behaviours 6. Well-defined decision procedures 7. Balanced participation 8. Established ground rules 9. Awareness of group process and 10. Use of the scientific approach. SOURCES Bhat, K. S. (2010). Total quality management: Text and cases (Rev. ed.). Mumbai [India]: Himalaya Pub. House. Kiran, D. R. (2017). Total quality management: Key concepts and case studies. India: BS Publications https://www.sfs.fi/julkaisut_ja_palvelut/tuotteet_valokeilassa Lecklin, Olli. Laatu Yrityksen Menestystekijänä. 5. uud. p. Helsinki: Talentum, 2006
04 – Employee welfare in Quality organization • ISO 9001:2015 • Competences • Knowledge • Skills • Organizing work • Change management • Teamwork ISO 9001: 2015 Standard ISO 9001:2015 addresses the need to determine and manage the knowledge maintained by the organization, to ensure the operation of its processes and that it can achieve conformity of products and services. Requirements regarding organizational knowledge are introduced for the purpose of: a) safeguarding the organization from loss of knowledge, e.g. – through staff turnover; – failure to capture and share information; b) encouraging the organization to acquire knowledge, e.g. – learning from experience; – mentoring; – benchmarking ISO 9001 7.1 RESOURCES The organization shall determine and provide the resources needed for the establishment, implementation, maintenance and continual improvement of the quality management system. The organization shall consider: a) The capabilities of, and constraints on, existing internal resources; b) What needs to be obtained from external providers The organization shall determine and provide the persons necessary for the effective implementation of its quality management system and for the operation and control of its processes. ISO 9001 7.1.6 ORGANIZATIONAL KNOWLEDGE The organization shall determine the knowledge necessary for the operation of its processes and to achieve conformity of products and services. This knowledge shall be maintained and be made available to the extent necessary. When addressing changing needs and trends, the organization shall consider its current knowledge and determine how to acquire or access any necessary additional knowledge and required updates. NOTE 1 Organizational knowledge is knowledge specific to the organization; it is generally gained by experience. It is information that is used and shared to achieve the organization’s objectives. NOTE 2 Organizational knowledge can be based on: a) internal sources (e.g. intellectual property; knowledge gained from experience; lessons learned from failures and successful projects; capturing and sharing undocumented knowledge and experience; the results of improvements in processes, products and services); b) external sources (e.g. standards; academia; conferences; gathering knowledge from customers or external ISO 9001 7.2 COMPETENCE The organization shall: a) determine the necessary competence of person(s) doing work under its control that affects the performance and effectiveness of the quality management system; b) ensure that these persons are competent on the basis of appropriate education, training, or experience; c) where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken; d) retain appropriate documented information as evidence of competence. NOTE Applicable actions can include, for example, the provision of training to, the mentoring of, or the reassignment of currently employed persons; or the hiring or contracting of competent persons. COMPETENCES, KNOWLEDGE High performance work systems are enhanced by • well-designed suggestion systems • empowerment • training and education • team work • compensation and recognition and attention to safety, health and welfare of employees. To align HR plans with business plans, it is necessary to make strategic choices in • planning • staffing • appraising • compensating • training • development Designing high-performance work teams involves • work design • job design • job-enlargement • job rotation • job enrichment COMPETENCES, KNOWLEDGE Employees have to know and understand organization’s quality policy • Training of all processes and methods • Understanding what is the meaning of each employee’s work • Ability to take responsibility and risks in a controlled way! • Courage to face new challenges • Learning from mistakes -> Process and method improvement COMPETENCES, KNOWLEDGE Human Resource Management (HRM) is part of strategic planning in succesful organizations! Processes, goals/objectives and KPI’s • Employee selection process • Knowledge, qualifications, competences • Training, coaching • Training plans • Job rotation, promotion • Recognition and rewarding • Motivation • Employee satisfaction • Health and safety issues COMPETENCES, KNOWLEDGE ORGANIZING WORK More independent employees ü Flexibility ü Low level organization (less byrocracy) ü Courage to take responsibility Empowerment ü Enough knowledge and skills to make decisions independently motivates and creates positive atmosphere ü Controlled risk taking, surveillance as needed Responsibility ü Responsibility and authority ü Goal setting and right measurement system Communication ü More and more communication, never too much ü Right sequence, when the information is needed Change management ü Changes happen all the time ü Different competences, skills, know how, several occupations, innovative, initiative employees who are willing to continuous learning! COMPETENCES, KNOWLEDGE RESISTANCE AND ACCEPTANCE OF CHANGE Denial Resistance Exploration Commitment Time Productivity Denial: Life as normal Resistance: Emotions & Confusion Exploration: Creativity, learning, experimentation Commitment: Planning & Execution CHANGE MANAGEMENT What is the definition of change? How do we see change? Why do we need changes? Why do we need change management? SUPPORTING EMPLOYEES A human being needs balance in his/her life Need for controlling – When you feel you are not controlling anymore, people will react different ways – How to support and get back the feeling for controlling? Recognize employees, these people are making the changes – Note that everyone is unique! Clearly communicate the reasons for change, this is essential COMMUNICATION Announcement INFORMATION Anxiety Feeling threatened Activity Curiosity Feeling threatened will turn into active curiosity by informing properly. ”Normal situtation when facing changes” Change management TEAMWORK Succesful teams for quality improvement: 1. Clarity in team goals 2. An improvement plan 3. Clearly defined roles 4. Clear communication 5. Beneficial team behaviours 6. Well-defined decision procedures 7. Balanced participation 8. Established ground rules 9. Awareness of group process and 10. Use of the scientific approach. SOURCES Bhat, K. S. (2010). Total quality management: Text and cases (Rev. ed.). Mumbai [India]: Himalaya Pub. House. Kiran, D. R. (2017). Total quality management: Key concepts and case studies. India: BS Publications https://www.sfs.fi/julkaisut_ja_palvelut/tuotteet_valokeilassa Lecklin, Olli. Laatu Yrityksen Menestystekijänä. 5. uud. p. Helsinki: Talentum, 2006
04 – Employee welfare in Quality organization • ISO 9001:2015 • Competences • Knowledge • Skills • Organizing work • Change management • Teamwork ISO 9001: 2015 Standard ISO 9001:2015 addresses the need to determine and manage the knowledge maintained by the organization, to ensure the operation of its processes and that it can achieve conformity of products and services. Requirements regarding organizational knowledge are introduced for the purpose of: a) safeguarding the organization from loss of knowledge, e.g. – through staff turnover; – failure to capture and share information; b) encouraging the organization to acquire knowledge, e.g. – learning from experience; – mentoring; – benchmarking ISO 9001 7.1 RESOURCES The organization shall determine and provide the resources needed for the establishment, implementation, maintenance and continual improvement of the quality management system. The organization shall consider: a) The capabilities of, and constraints on, existing internal resources; b) What needs to be obtained from external providers The organization shall determine and provide the persons necessary for the effective implementation of its quality management system and for the operation and control of its processes. ISO 9001 7.1.6 ORGANIZATIONAL KNOWLEDGE The organization shall determine the knowledge necessary for the operation of its processes and to achieve conformity of products and services. This knowledge shall be maintained and be made available to the extent necessary. When addressing changing needs and trends, the organization shall consider its current knowledge and determine how to acquire or access any necessary additional knowledge and required updates. NOTE 1 Organizational knowledge is knowledge specific to the organization; it is generally gained by experience. It is information that is used and shared to achieve the organization’s objectives. NOTE 2 Organizational knowledge can be based on: a) internal sources (e.g. intellectual property; knowledge gained from experience; lessons learned from failures and successful projects; capturing and sharing undocumented knowledge and experience; the results of improvements in processes, products and services); b) external sources (e.g. standards; academia; conferences; gathering knowledge from customers or external ISO 9001 7.2 COMPETENCE The organization shall: a) determine the necessary competence of person(s) doing work under its control that affects the performance and effectiveness of the quality management system; b) ensure that these persons are competent on the basis of appropriate education, training, or experience; c) where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken; d) retain appropriate documented information as evidence of competence. NOTE Applicable actions can include, for example, the provision of training to, the mentoring of, or the reassignment of currently employed persons; or the hiring or contracting of competent persons. COMPETENCES, KNOWLEDGE High performance work systems are enhanced by • well-designed suggestion systems • empowerment • training and education • team work • compensation and recognition and attention to safety, health and welfare of employees. To align HR plans with business plans, it is necessary to make strategic choices in • planning • staffing • appraising • compensating • training • development Designing high-performance work teams involves • work design • job design • job-enlargement • job rotation • job enrichment COMPETENCES, KNOWLEDGE Employees have to know and understand organization’s quality policy • Training of all processes and methods • Understanding what is the meaning of each employee’s work • Ability to take responsibility and risks in a controlled way! • Courage to face new challenges • Learning from mistakes -> Process and method improvement COMPETENCES, KNOWLEDGE Human Resource Management (HRM) is part of strategic planning in succesful organizations! Processes, goals/objectives and KPI’s • Employee selection process • Knowledge, qualifications, competences • Training, coaching • Training plans • Job rotation, promotion • Recognition and rewarding • Motivation • Employee satisfaction • Health and safety issues COMPETENCES, KNOWLEDGE ORGANIZING WORK More independent employees ü Flexibility ü Low level organization (less byrocracy) ü Courage to take responsibility Empowerment ü Enough knowledge and skills to make decisions independently motivates and creates positive atmosphere ü Controlled risk taking, surveillance as needed Responsibility ü Responsibility and authority ü Goal setting and right measurement system Communication ü More and more communication, never too much ü Right sequence, when the information is needed Change management ü Changes happen all the time ü Different competences, skills, know how, several occupations, innovative, initiative employees who are willing to continuous learning! COMPETENCES, KNOWLEDGE RESISTANCE AND ACCEPTANCE OF CHANGE Denial Resistance Exploration Commitment Time Productivity Denial: Life as normal Resistance: Emotions & Confusion Exploration: Creativity, learning, experimentation Commitment: Planning & Execution CHANGE MANAGEMENT What is the definition of change? How do we see change? Why do we need changes? Why do we need change management? SUPPORTING EMPLOYEES A human being needs balance in his/her life Need for controlling – When you feel you are not controlling anymore, people will react different ways – How to support and get back the feeling for controlling? Recognize employees, these people are making the changes – Note that everyone is unique! Clearly communicate the reasons for change, this is essential COMMUNICATION Announcement INFORMATION Anxiety Feeling threatened Activity Curiosity Feeling threatened will turn into active curiosity by informing properly. ”Normal situtation when facing changes” Change management TEAMWORK Succesful teams for quality improvement: 1. Clarity in team goals 2. An improvement plan 3. Clearly defined roles 4. Clear communication 5. Beneficial team behaviours 6. Well-defined decision procedures 7. Balanced participation 8. Established ground rules 9. Awareness of group process and 10. Use of the scientific approach. SOURCES Bhat, K. S. (2010). Total quality management: Text and cases (Rev. ed.). Mumbai [India]: Himalaya Pub. House. Kiran, D. R. (2017). Total quality management: Key concepts and case studies. India: BS Publications https://www.sfs.fi/julkaisut_ja_palvelut/tuotteet_valokeilassa Lecklin, Olli. Laatu Yrityksen Menestystekijänä. 5. uud. p. Helsinki: Talentum, 2006