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.. e scoreso Give you a quick way of determining where remedial resources ought to be allocatedo Which way your audit report should be emphasizedo Scores can be used to measure whether the performance of your quality system is improving over timePhase 4- Evaluate Internal Audito Audit Evaluation Questionnaire ensures that quality system audit was carried out in a fair and reasonable mannerPhase 5- Prepare Audit Reporto Audit Report Checklist and Outline summarizes the evidence and discusses the conclusions drawn o Discusses the recommendations that should be implemented to correct or prevent nonconformities and to make improvementsPhase 6- Review Audit File o Audit Manager or Senior Audit Executive review questions designed to ensure that internal audit is complete and that tasks have been carried outPhase 7- Take Remedial Actiono Monitor control and record implementation processo Record a nonconformity, describe it, discuss root causes, and list effectso Record remedial actions that should be carried out to correct or prevent the nonconformityo Prepare implementation plan and monitor its implementation, record results achieved and recommend follow up actionsExternal AuditA registered ISO business must undergo frequent external audits from third party registrars who are licensed to carry out audits. The registrars audit the quality the system against the quality documents produced by the business. The auditors determine whether you are doing what you say you are doing within your business. To remain registered a company must be re-audited two times per year to ensure that standards are being met. Third party audits are one of the most important features of ISO to ensure the consistent quality.INTERVIEW WITH JOYCE IRVING1.

Who was involved in the set up and maintenance of ISO?o Steering committee →Management Faculty→Support Staffo Five different schools - Representation of all fiveo Maintenance - Joyce was in charge of: Audits, Procedure, and Problem Solving.  Internal audit And KPMG 2. What were the steps taken in the setup of ISO?o Steering Committee: Team approach Departments with steering committee Curriculum review Working with experts3. What were the original benefits?o To be able to say we are "ISO"o Forced departments to sit down and look at the procedures in steps:1. Opportunity for improvement2. Meeting students needs3

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Being able to reduce time maintenance calls.4. What were the outcomes you wanted to achieve?o Outcomes - Registration- Organization5. How were they achieved? Or why were they not achieved?o Achievement - People working together, "teamwork" to get ISO 9001o Goals not achieved6. How was the change communicated?o Steering Committee communicated changeo 3 years from start date - Newsletters to promote that they stay ISO certifiedo Managers have response - to take to their departments (??? Don't understand)7. Did you find that there was any resistance from staff or union?No, Union bought into it.No resistance - However a few people resisted change:o Tried to get them on board - reassure them we were working with ISO - not the new procedure o No change, just improvemento To understand the process - not to point fingers at people.8.

What was the process to maintain ISO?Chair - Edith ???o Created her position to create internal auditso Measurable o Internal audits - 1994 standard Produce 20 elements Once 2000 standard is put into place it will be ISO certified Once a month - 45 people trained to do internal audits- Voluntary basis Audited process - not departmentsFrom Registrar's Office↓School - Curriculum↓ Student Graduate9. How did you determine what to measure?o Quality standards → Prior to ISO  Measures were established  Just continued with them11. How did you measure performance?o Measured performance because 2000 standards came in; Did not do transition to it 1994 standard - as long as you followed your standards it was okay Each department did their performance review12. What steps were taken if performance standards were not met?o Example: Group of academic chairs / DeanDepartment manager HRWhy is it not happening? → Performance reviewDid investigating → Recommendations: Train Managers Simplify paperworko Numbers did improve after.o Example 2: Curriculum review Data pads - dates - process not functioningRepresentation from different schools  "Unbundle" data pack Split deadlines o Example 3: Food and beverages in the classroomsProblem - managers/faculty- Leave classroom clean Identify problems Brainstorming Look at procedures Who would implement it→ Make someone in charge→ Follow up - ?????- One year later 13. How do you define quality education?o Primary business is: Review program - updated computers KPI information ???? Teacher evaluationNow: Trying to come up with a new program for evaluation.There is no ISO committee anymore.o Personal Q education Environment for students to be successful in their program. To University → help them to do that To get ??? → skills 14. What was the cost to establish ISO?o Ball park - Half a million dollars Amount to register documentation Periodic assessment Audits Plus manpower- 25 Committee managers - 2 hours every other week- $117,000 average wage- Staff time Initial cost → KPMG -  $21,000 ???? Revenue / ???? Revenue Periodic Assessment15. How many manpower hours to establish the program?Edith and herself - full time with input from other people↓35 hours per weekTransition - February 2001↓January 2004o 2 - 3 years to be 1994 ISO certified.25 men (not sure what to do with this info)*2*261300 per year * 3 years16.

How many man hours to maintain?o 3900 hours per year17. How many years? (Salaries * Years)1997 Started working on it↓Steering committee came together - December 15/99↓February 2001 established ISO quality 18. Since it was taken out for budget concerns, what are you doing with the extra people hired for ISO?o Herself and Edith: New committee established  Meeting since June Been reassigned - ????19. Additional comments:o 1994 Standard based on manufacturing; Design ReviewVery difficult to figure out how to make it fit in service - Students vs. Producto New 2000 is more a business process Plan Allocate ??? Execute Measureo More process approach (2000) ISO Strategic planTranslate strategy into action.o Benefits of us having ISO Put all departments together Improve communication & all departments work together- Importance of planningo Weaknesses of ISO: Quality is what happens in an office Implement quality - does not just happen Lack of quality???Future Plan:o Quality committee - Receive additional trainingo December 2005 - Do we want to register again? Or is this enough?o Put ownership into departmentso Train → management→ identify trendsExample: Temperature in the classroomso If there are 2 students that complain in every classroom about the temperature, then something will be done about it.o No way of collecting data in all schoolsErik Delake - Assistant VP of ????Task test - 6 years to developPurpose - To validate programs through businesso What workforce actually needso Standards for incoming studentso Balancing act → academic standards→ wants to fill seatsMeasure skills - 3 essential skillso Levels needed: (Transferable skills) Measure Foundation Compute Thinking Written ??? ??? Working with each otherINTERVIEW WITH BILL JEFFREY1.

Who was involved in the set up and maintenance of ISO?o Only in charge of planning up to implementation and some of the initial maintenance.o 2. What were the steps taken in the setup of ISO?o Initial planning - College steering committee  Unions Management Support staffo ISO impacts everyone - all campuseso Look at standards of ISO Suggest if we can meet themo Management department heads Representation from all Include some students at the beginningo Full 2 day ISO training Educating committee on ISO philosophy Process was good on documentation Process documentation systemo Setting up ISO is not easy Once in place - maintaining is the big part. Established training sessions - 2 members were families and trained them. He (Bill Jeffery) came from hospital sector→ used to do documentation and audits - very natural for him.o Educational setting here - auditing departmentso 25 auditors were trained to look at documentation in different areas of the college.o Left no room in departments to do their job - when they did audits.o Curriculum design and development Heart of ISO is → 9001 - because we design curriculum → 9002/03 - because they don't designo New Program → design curriculumo More emphasis on documenting on what we do and proving it.o Outline → courses → course outcomes 200 - 300 programso ISO system does not relate to financeo Designing product - end producto Hours → 12 hours (2*6) of training per 23 auditors  Train to educate auditors - afternoons/eveningso Hardest part of ISO: Challenge → auditor's → prove you are doing it right.1. Teach them what ISO is2. Teach them the standards3. Documentation/Paperwork - procedures4. TimeProving → "Say what you do, do what you say, prove it then improve it" (is that right?)3.

What were the original benefits?o #1 benefit → enhancement of documentation # of policies to ensure consistency - trying to achieveo #2 benefit → evaluating ourselves - making sure we audit ??? Quality assurance  President tried it as is (I'm not sure what it said - guessed) Was a "point" high point - understand term ISO Different system to maintain3 Steps: Structure Process (auditing) Outcomes (enhance problems)4. What were the outcomes you wanted to achieve?o People understand their roles better - adds consistency.o KMI #1 rating - because of qualityo Other outcome - technology business Having the capability to talk to businesses that have ISO Example: Budd → high ISO - talk with them because they have the same system. ISO - how do you enhance what you do?5. How were they achieved? Or why were they not achieved?o No, end of process - "Outcomes were absolutely met"o External audits comes and insures it - 2 times per year6. How was the change communicated?o Steering committee - meetings ???????????? Newsletters/updates/website Manual memo's A lot of communication was done so people understand why you are doing it. Who communicates to faculty? School meetings with faculty We were fortunate - a lot of faculty had extensive training in ISO, therefore, did not need more. All campuses Mail boxes - so students can faster read up on ISO7. Did you find that there was any resistance from staff or union?o A lot of resistance with any change - some people can be very educated on ISO (our department)o Those who don't like - Documentation- Structure- Auditing→ will not like ISO change.o 20 - 25 years - will not want change o easy to convince them that it was goodo Gave them → logic/rational/benefitso Remembering the day of ISO certification.

Celebrated in blue room → People were so happy! - People came out for it.8. What was the process to maintain ISO?o Auditingo Manuals/documentso Everyday! Training policieso Quality council (up to 10 members) - got rid of steering committeeo Day to day maintenance o Non complacencies peopleo HR - clerical person On job all the timeo 2 people on ISO all the time1. Quality assurance Staff development2. Clerking Documentation/mapping o Committee council meets: Developed criteria Document well Teach it - appropriately → teaches performanceo Compliance vs. non complianceo Every two years: A teacher should be evaluated once per 2 year term It was not done ISO - should make sure it is doneo Set perimeters on how you operate everyday Change documentation to be able to realistically maintain it. Annual reviews - too much work, therefore, they change it every 2 years.o #1 School - I can guarantee you there is not a program in the school that does not have proper documentation.9. How did you determine what to measure?11.

How did you measure performance?(jumped to #12)12. What steps were taken if performance standards were not met?o Non compliance/ non conformanceo HR - teacher evaluation Give back to HR manager - well documented 24 - 48 hours to turn the non conformances and state your plan of action Department needs - man ?? system Its their responsibility to deal with problem (non compliance)o Follow up → Re-audit (one month/2weeks vs. policies yearly teacher evaluations) Minor (signature) vs. Major (policy) → signatures could be missing - small but could be big.o If still not met - bring up above their position Go up ladder - up to presidento Committee to make system worko Management system top down ????13. How do you define quality education?o Quality - Excellence of what we do Curriculum - best graduate for market Employers come back and expect good grads Example: Paramedics - if they are not trained it could be a life and death situation i.e.

medicationo Not minimum grades - better then passingo How do you measure this?o Assurances → Inside1. Health Services → periodical exam → 95% or better -we have a problem- Not just 70% to pass but betterA or better - in theory and out there2. With our employees: How good do our grads do? We ask them We interact with them/employers/grads Ask graduateso KPI comes in → #1 Do our measures/surveys Nurses Paramedics etc. → Do own questionnaire  Course evaluation/teachers should ask you to reflect about the course Ask student about their input ISO across system - we did not do it/say it- New or modified programs would -That was important and auditedCurriculum → Rely on faculty→ Course outline→ Learn very well and stats will reflect that→ then they look at stats - qualityo Set a bar that is achievable14. What was the cost to establish ISO?Cost → Blank on this one - video! ???→ Direct and indirect → salaryo 2 people put into place - manager/clerk Their salary under $100,000o Registrars cost → initial registration → Can't remember 15/20,000o Indirect - hard ( to put cost) time and energy of all these peopleo $100,000 → $150,000 per year Isn't that better for colleges? Better marketing Don't have to work that hardo Cost → As long as you have a system - framework→ Cost is irrelevant→ Companies put money into R&D(Bla Bla???)Back Burner → we were ISO to old standards→ only gave us 1.5 - 2 years to meet new ones - not enough timeo Take your losseso New seems easier - Taken a lot more resources to get new one- We still have quality → its in our mindso One still in quality managero One clerical → placed into continuing education? Doesn't know?o They did not loose their jobso No weaknesses → just challenges Internal auditing Too much structure - ISO Educational institutions - too structuredo St. Lauranes → modified it o Who was the driving force → who is we Director Hospitalo "Talk the lingo" - business to businesso President → board of governors - he is accountable for strategic decisionso Board made up of directors from industryo Same way as businesseso Board appointed → by ministry (approved)(new charter?) ↓Does not approve proposals anymore15.

How many manpower hours to establish the program?16. How many man hours to maintain?17. How many years? (Salaries * Years)19. Additional comments:18. Since it was taken out for budget concerns, what are you doing with the extra people hired for ISO?CONESTOGA COLLEGEAn external auditing company called KPMG, which is a Quality Registrar Inc. evaluated the colleges overall performance.

As a result, the college became fully registered under the ISO 9001 international quality management system on March 10, 2001. Since that date Conestoga College was one of the two Colleges in Ontario that was certified under ISO 9001. John Tibbits announced this accomplishment for Conestoga College at a reception held in the Doon campus inside the Blue Room. The goal to have ISO 9001 for the college was to establish standards that will benefit business, industry, the community, and students who decided to attend Conestoga. This registration marked another positive step for Conestoga, because ISO would help transform the College into a provincial and national center of excellence.

The purpose of having ISO at Conestoga:o Double enrollmentso Transform into a polytechnic instituteo Offer many high quality degree programso Increase research and development capabilitieso Provide quality educational options for studentsThese reasons might have increased student demand to acquire education at Conestoga College.Conestoga's Quality Policy Statement is: "Conestoga College continuously seeks opportunities for improvement to meet the needs of our students, employees and communities."Overall, having ISO 9001 at Conestoga College would have signaled students, customers and clients that this academic institution takes pride in its work, and offers outstanding quality programs and services.PROBLEMS AND RECOMENDATIONSProblem #1: The standards chosen to measure did not directly relate to the desired outcome.o Measured paperwork processeso Measured insignificant processes as opposed to important areas to improveo Should have focused on setting standards that affect studentso Desired outcome is educated students therefore measurements should relate to thiso Should have set standards for curriculumo Should have set standards for teaching other than "how often SAT's are performed.Recommendation #1: Align your standards to relate to your desired outcomeo Decide on your desired outcome (Educated students/ quality education)o Figure out factors that affect the outcomeo Set standards for these factorso Develop methods to measure these standardso Ensure these are understood by allo Audit all of these standards o Follow up and fix any non conformancesImplementation #1: Done by Roy Problem #2: Full support "Top down" and "Bottom up" was not establishedo Complete support from highest level of management to lowest member of staff was not evidento Complete understanding at all levels was not evidento Complete communication at all levels was not evidento Desire to work together in order to improve quality was not evidento "No Blame" environment was not established from the "Top"Recommendation #2: Inform all levels of the true benefits to a quality control systemo Involve all levels in decision making processo Communicate to all levels the real benefits of ISO (developed from rec. #1)o Ensure all levels feel free to communicate their ideaso Ensure all levels have input into changes o Break down walls of communication by eliminating politicsImplementation #2: Done by RoyCONCULSIONInternational and local companies have been more frequently using ISO over the past few years. The standardization that can be accomplished through the two series of ISO, 9000 and 14000, is becoming a strong marketing tool for companies, as there is a growing demand for companies to become certified by clientele. Furthermore, organizations can reap from the advantages of becoming ISO registered by gaining better operations, increased performance and consequently more profitability. As a result from joining the ISO family, not only can the company benefit itself but International Standards also benefits the customers, governments, trade officials, developing countries, and the planet in addition.SOURCEShttp://www.org/iso/en/isoonline.fr ontpagehttp://www.aqsr-us.com/misc/Registration services.htmlhttp://praxiom.com/iso-audit.htmhttp: //www.the9000store.com/iso-9001-internal-auditor-t raining.aspxhttp://www.isolawfirm.com/FAQ/FAQ-isol aw.htmhttp://www.standens.com/ISO9000.htmhttp://ww w.islandwaste.com/intro.htmhttp://www.collectionsc anada.ca/iso/tc46sc9/index.htmhttp://www.advantage -iso-consulting.com/sysmaint.htmhttp://www.iso.org /iso/en/stdsdevelopment/whowhenhow/proc/proc.html.

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