system, what we're here to do in this video is talk about the basic steps to

understand what's involved in ISO 9001, what it's all about and I'll give you

5 tips to follow that sets you off on your journey to compliance with the ISO

9001 or meeting ISO 9001 and supporting your organization with improving

customer service. You're challenged with understanding this complicated standard,

you're challenged with trying to understand what I need to do and you

just want some simple terminology, you just want it simply broken down into

five basic steps to follow to get your quality management system started.

Let's get into this step 1 and step 1 is really important I'm not going to muck

around, we'll just go bang bang bang through the 5 steps and I'll give it

to you straight. Okay so step 1 what are the promises that your

organization's making to your customers. Specific to your customers, not what's on

your website not the features and benefits, not the bullet points not that

stuff but when the team that do the selling in your organization or the

people that do the selling or marketing and selling in your organization, when

they do that, what do they promise customers. A good little example that you

can undertake is to pick a specific customer, identify that specific customer

and say what did we promise them, what price did we promise them, when did we

promise the product or service to them, what was it about the product or service,

its specifications, its sizes, what was promised to them, and so once we've got

that in our clear awareness we can move through the next or the rest of the

steps in this process pretty easily and simply. Ok moving into step 2 what do

you do or what do you clearly understand that you do to deliver those promises

and this is often where the big breakdown is, the sales and business

development teams are out selling and they're doing their marketing and sales

for the marketplace and promising to customers, but internally in the

organization we get all caught up in the complexity, we're not clearly

understanding we need to do these three steps to deliver that part of the

promise to the customer and that's where it falls down. The quality management

system or the defined processes that the standard starts to talk about, the

critical processes it's starting to about very clearly, we do these three

steps to deliver that on time, we do these three steps to deliver that

specific product or that specific service and so starting to clearly write

down on note down and or clear up in your own mind, as you're challenged to

understand the complexity of organization, start to ask the question

of your organization, what do we do to ensure that that's delivered on time,

what do we do to ensure that this is the exact service that we provide, what do we

do to ensure that the customers happy at the end of the process, that the

customers satisfied, that they paid you the money and they got this product or

service that they paid for. So it's really clear to just get a understanding

of what those things are and focus on those things. Okay step 3 is all

about setting up a dashboard and tracking your performance, how we're

going, how many customers did we not deliver on time, how many customers did

we deliver on time. This is starting to give you a dashboard or a scoreboard if

you like across the organization and identify how you're going. You know we're

not going well in this area, we're going well in this area and we can start to

balance around, but that's ultimately tracking of objectives and targets. Well

the objective and target is to achieve customer satisfaction deliver on time on

budget, on specification if you like depending on what the product or service

is and the monitoring and measurement systems don't really go into depth and

give a clear picture of the organization's performance and that's

why we talk so much here at Best Practice about all the graphs and

statistics or even our logo if you like it's a graph performance over time so we

want to see and help you with your performance over time so now is the time

to start to say what can we measure our track internally to give us some lead

indicators to ensure that we meet and deliver on the promise. What do we need,

to watch what do we need to measure, so that we can check and we can monitor and

measure and manage the organization to deliver what we promise, we need to

deliver what we promised, how are we going, can we improve that. Okay step 4

is writing a list of the things that need fixing

and the new standards you know they're getting complicated they're talking

about risk based thinking, what we're recommending here at Best Practice to

give you a start as a beginner and someone who's struggling to

understand the standards, is to do a SWOT analysis. Look at strengths, weaknesses,

opportunities and threats. One of the critical reasons for recommending a SWOT

analysis is that there will be people already in the organization in their own

careers whether, it's the marketing people, the finance people, the executive

management in the organization, that have participated in SWOT analysis as before

and so because they have we don't need to train them in a new skill we can say

hey we're looking at the organization let's do a SWOT analysis and let's start

to write ourselves a list of the things that need fixing.

So in the previous step we talked about a scoreboard and dashboard, now we're

talking about a SWOT analysis between those two things

we're saying write a list and then start to prioritize that list, what are the

most important things that we need to fix, what are the easy things that we can

fix to improve our customer satisfaction and improve our organization as a whole.

Now the last part of prioritizing that list is it's important to identify

follow-up, so part of this step is about follow-up, we've written the list we'd go

to the organization we say this has got to be improved then following up, how's

that going, has it been improved, has it been finished or execute and the most

important part there is executed. Lots of people out there writing lists and doing

risk registers and all that sort of stuff but following up to ensure those

actions that have been identified are closed out that they're implemented that

it's been executed is a critical part here. Ok let's do is just a quick recap;

so with step 1 we're talking about getting your managers together, getting

key people together, and identifying and writing down the list of specific

promises that you make to your customers. Be very clear, capture the list of the

promises the times, the dates, the specifications, what are the promises and

write those things down that you make to your customers. As part of step 2 what

we want you to do here is understand and write down or identify the critical

processes and they could be a really basic one-page flowchart, the critical

processes or the steps that you follow to deliver each of those promises. So

what other things that need to be done and capturing notes and we talked about

in the standard defining critical processes on mapping critical processes,

don't write policies and procedures but capture. As part of step 3, 5 graphs or

8 graphs per team in your organization that are good examples of

the things that need to be monitored and measured, the performance that needs to

be tracked, to show that each of those processes is working, or each of those

promises is being delivered, and what you can see here at Best Practice is we've

got 30 graphs that are divided across five teams that track our performance

that gives us a clearer picture of when we're going well and when we're not

going very well and we can jump on those things and look at what's broken in our

process. As step four you're going to end up with a list, a to-do list and if you

can order that to-do list so the most important things get worked on first,

step 5 is all about prioritization so putting the important things at the top

and the least important things at the bottom and more importantly following up,

setting up a system to follow up with each of the managers and each of the

executive and each of the participants in the organization to ensure that the

improvements are being executed, implemented and they're staying in place

in your organization so they continue to support the improvement of performance

and ultimately the delivery of those amazing promises you're making to your

amazing customers. So what you're going to have, what this looks like people in

your organization clearly understanding and communicating across all teams and

each team's going to have an understanding of the things they need to

do to deliver those processes, you're going to have a way of tracking your

performance and showing when you're going well and helping you to identify

areas that might need improvement, you're going to have a SWOT analysis and the

SWOT analysis is going to create a to-do list, the to-do list is going to be

ordered and so you'll have an opportunity to be constantly following

up to closeout actions that are going to help your organization to keep improving

into the future. So that's been our 5 steps on how to improve your

organization how to start ISO 9001 so if you liked what you saw here hit the

subscribe button on the youtube channel lots of great videos coming out on a

weekly basis that are helping you unpack and understand how to start with ISO

9001 how to improve your organization and how to understand and make this

simple we've got a free checklist that helps you start with ISO 9001 available

over on our training academy into the comments below and you'll see

the link to the checklist the link to our training academy and that's going to

help you go through and understand more detail about ISO 9001 so your

organization's profitable efficient fun and delivers amazing services to your customers.