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A few days ago we mentioned in a quality forum how businesses do not start with the evolution of their quality and environment management systems, ISO 9001 and ISO 14001 v2015, and how they will consume the period to 2018. Certainly some companies may have doubts about the renewal, but also certainly be very few. Ther are simple economy aspects why most would do well in renwing, by combining renewal audits with new certification under the new version. There was a gneral view about companies, far beyond ISO 9001:2015, were already working, and have been working on organizational frameworks like Lean and Lean Six Sigma, including almost always Kaizen 5S as an starting point, where some have tried to rename Kaizen 5S to 6S by introducing Environment, Prevention,... as an element not included to manage.

It is logical that many companies do not have enough staff and resources (time, methods, etc.) to address its evolution towards this type of organizational levels and quality, but certainly standing still is not an option, because if you stop, you are eaten. I remember several stories a few years ago, when a director of a company said to me "what do you prefer, hire people or invest in automation?" I told him I preferred to automate, because that ensured competitiveness, and whether to temporarily stop production for lack of orders, did not have to fire anyone. He replied that automation was more expensive (at the investment moment), and also required training personnel and competent maintenance. The conversation continued and in a few minutes this person showed doubts about the company's survival in the medium term.

We bring this case here, because it is time of huge changes in a short time, moments when "you go" or "you stay", there is usually no breaks along the way, and therefore it's time to react for anyone interested in these lines of quality to all level, ISO 9001:2015, or organizational systems for continuous improvement Kaizen, Lean or Lean Six Sigma.

Another important aspect that gives meaning to the selected picture we use today for this comment, is that in both ISO 9001 and the analysis of organizational systems, there are areas that have not been managed previously, for most companies. So far, especially in ISO 9001 it was possible to leave out the management system, activities such as "Design and Development" margin used many companies not to address the management of its technical offices, design and R&D within the system. There were many reasons, and different in nature, depending on the type of company and the type of existing leadership in them. You could find reasons of confidentiality, trying to get these departments away from external communication, etc, but there were also cases where there was a need to avoid the evidence, errors, etc., which are given in the technical development for lack of ability to manage innovation and risk. Do not forget that this second aspect is too rooted in Spanish culture, but not in Anglo-Saxon culture, one of the key reasons they usually are ahead of us.

The context of the organization is another issue not addressed so far by many companies, and also it can be tricky for some, again having to manage aspects not managed so far. For the approach to risks, risk management is different, it meands to deepen a bit more in managing business processes and especially in business processes as it approaches the management level to the levels of GMPs ( Good Manufacturing Practices), EFQM, and even venture into Problem Solving methodologies generally used in Lean, Six Sigma and Lean Six Sigma.

However, in this article we especially want to expose those hidden aspects of management that are not reflected anywhere, and are a separate approach for optimization and even to identify where we can improve and innovate. We talk about those reasons why a manager rejects projects or opportunities for improvement of production, "because it is not enough." Typical response identifying optimization of process management has great route, and where Lean Six Sigma can make great strides. A few months ago as the Harvard Business Review published an article that showed in a magnificent graphic time qualified personnel were loosing (managers, designers, publicists, etc.) in broad salary ranges between 15 and 60 $/hour, with tasks that could be performed by machines or computers. The result was that except for one case, the remaining seven positions lost between 12 and 18% of their time in such activities. But do not forget that this is only a levity, as usual there are other large packages of inefficiency in unregistered activities, tasks or microtasks that are made but not recorded anywhere or masked in generic activities .

We can help your company in its evolution to ISO 9001:2015, ISO 14001:2015 into ways to promote and drive Continuous Improvement, go to Lean or Lean Six Sigma, to implement energy management and energy efficiency according to ISO 50001, to implement a management system construction of metal/steel structures UNE 1090, and we can not forget these days, the economic optimization of innovation.