This QA/QC Construction program is based on the attributes of ISO 9001 and meets the requirements of the respective clauses within the Standard. Essentially, this program transposes the relevant clauses of the Standard into QA/QC management tasks. The program offers the application of the clauses into a process format to enable an assurance of quality. From foundation to furnishings within the project’s management, participants are guided through the QA/QC workflow and how the workflow is related to the Quality Management System Standard.
The program facilitates the following subject areas.
The structure of the program is group / team work. The participants are presented with the process and are engaged to develop the compliance procedural issues based on the ISO 9001:2008 Standard clauses over the three day period.
This workshop provides the skill-set to implement and manage a program of integrated maintenance, environmental and occupational safety management strategy, within a process industry. The latest technology will be used to demonstrate and support the clauses of ISO 14001 and OSHAS 18001/ANSI Z 10 and ISO 9001.
This exercise will facilitate team building due to its holistic cross-functional process -approach. The work-shop will demonstrate the common attributes of management to allow integration of the various disciplines so that managers are on the same page and have similar conditioning towards the organization’s mission.
At the end of the program participants will learn how to:
This is a five day interactive program. In many operations, personnel arrive on the scene with diverse backgrounds. This workshop will support relationships within an organization, itself, as well as those relationships with external contractors. The proposal is to use the International Management Standards, as the means to provide a common management understanding on the way the organization does business.
The construction industry as demonstrated by a number of documents such as Consensus Docs 300 and AIA C191 is re-inventing itself through collaborative efforts. The paradigm has shifted. New management tools are available to meet these new demands.
Across the organizational landscape, many do not grasp the significant role that ISO Management Standards can play beyond certification. This is so because high level managers have not developed competency on the use of these Standards as a Management tool.
Organizations are typically structured based on the hierarchical chart because of its people-centeredness traditions and a general lack of understanding of the process- approach to management. The process-approach requirements can be found on the adoption of Quality Management Systems (QMS) as a management strategy. It is a complete system, which is not found in any other management solution. The QMS principles are a combination of techniques with its genesis in the Toyota Production System and formatted as an internationally recognized Management Standard. Not withstanding its origins, QMS are applicable across all organizations as a strategic management technique. These management system attributes enable Senior Management to have accurate reporting systems with objective evidence of performance with traceability back to its policies.
At the end of this program managers will take away:
1. From Customer Requirements to Fulfillment
This module demonstrates the difficulty of managing through the hierarchical chart and engages the value added process approach as the means to gain efficiencies
2. Value Stream Map Interaction
This module set out the current state of a typical organization using ‘post it’ notes
3. ‘Lean’ Development Case Exercise
Participants are organized in groups to map a future efficient state of the organization above under the guidance of the instructor
4. The Deming Cycle of Plan, Do, Check & Act
This technique is offered as the means to manage the process and drive improvement
5. Key Elements of Operational Planning
Generally organizations are made up of people who come from different cultures and bring different experiences to the table. This module addresses Standardization for the constancy of purpose and repeatable outcomes.
6. Objective Evidence
It is not unusual for forms to be generated and used for any and every purpose without fully contributing to the outcome. Some of these are wasteful and does not add value. This module helps managers determine what forms / records contribute to the desired outcome. In this regard, this module shows how records are to be used for effectiveness and not just records for records sake.
7. Measuring to Manage
This module is structured to guide users on how to develop essential metrics and how to manage through them and the appropriate records to be used for the required metrics.
8. Managing Non-conformances
Individuals typically advance an obvious reason for a non-conformance. Ideally, it is preferred that the less than obvious root cause is found so that an effective solution is demonstrated. A risk based approach is advanced to facilitate whether the corrective action has the requisite characteristics to avoid a future non-conformance of the same issue.
9. How Managers should use the results of Operational Internal Audits
In any management system entropy sets in. Operational audits help to maintain conformance to the organizations requirements. Learn how to use audits results to drive improvement.
10. Case Study
The application of the Deming Cycle to the organizational process.
11. The Agenda and Conduct of the Management Team Meeting
Many organizations subject themselves to meetings, some of which can be inordinately long, without structure and unrelated or not within the context of the management system. Issues are likely to be discussed, but usually there is no reference point leading to future re-occurrences. This module leads participants through ‘the how to’ of a Management meeting.
12. Management Meeting Role Play
Using information gained from the program; participants are required to conduct a management meeting.
Participants are provided with an in depth understanding of ISO 9001:2008 in order to execute expert audits that facilitate the long term compliance to the Standard. ISO 9001:2008 is usually referred to as A Quality Management System. Process-based audits enable a better management performance review of the organization from its customer requirements through to fulfillment. Auditors need to have an understanding of the management requirements needed for assurances of customer outcomes, hence audit competency using a process-approach must relate to the business process within the organization as it is developed within the context of the Standard. American Safety introduces the concept of process-based auditing for expert internal auditing competencies.
Organizations will benefit from a process approach to auditing because the practice of clause auditing does not enable a significant sampling of objective evidence throughout the organization.
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