…With Business Improvement Strategies That Work Best For Your Organization
The project commenced with providing the key FTI employees with basic knowledge and understanding of ISO 9001:2008 Standard requirements and process management concepts.
The initial approach consisted of understanding the FTI’s business processes and their interaction, which led to the mapping of core processes that included business process flow, the rework loops, appropriately placed checks/balances, and well defined criteria for checks/ balances. With the knowledge of the business processes and with the assistance of JSA’s expertise in the interpretation of ISO 9001:2008 Standard, FTI was able to design the business management documentation that was practical, optimum and appropriate for the nature and complexity of their business. The documentation development initiatives were based upon total engagement of FTI employees at the working level. The documentation consisted of policies, procedures, process maps, work instructions, tools and templates. The highlights of documentation consisted of product and process measuring/monitoring specifics, analysis of data, customer requirements understanding specifics, customer satisfaction surveys, business strategic plan, business drivers, and value-adding management reviews.
The next step was to make all FTI employees aware of the business management system on paper that had been developed. Following the awareness sessions, a comprehensive questionnaire was developed to help employees retain the competence they had acquired.
Following awareness, an implementation plan was developed and executed. The plan consisted of providing employees with job-aids, assisting employees in the understanding and completion of templates, and revising/updating templates where needed for practicality and value-added. Reasonable additional financial incentives were offered to employees who demonstrated commitment and motivation towards implementation efforts. Comprehensive process-based internal audits were conducted to evaluate on-going success levels of implementation. The internal audit findings trigged greater awareness of as well as added further value to business management. The employees expressed positive feedback in helping FTI leverage the business management system to ‘raise the bar’ for business excellence, competitiveness, customer satisfaction, and ultimate cost reduction.
The project commenced in Feb/March 2009 and the FTI was registered to ISO 9001:2008 “ WITHOUT ANY MAJOR NON-CONFORMANCE” by December 15, 2009. The Regisrar’s report praised the quality and value-added documentation approach and content. The FTI senior management is extremely happy with the overall success of the project that has provided them with a solid model to achieve competitive, cost effective and quality product as well as satisfied customer by employing a process-based approach combined with their business specifics.
Jack Sekhon & Associates was retained to assist Wastech Services Ltd in the development, implementation and registration of their business management system to ISO 14001:2004 Standard for all Transfer Stations and Cache Creek Landfill.
The project commenced with the formation of executive and process teams. A project execution plan was prepared and submitted to Wastech for developing a mutually understood project goals and specifics. The executive team was offered awareness of ISO 14001:2004 Standard and high level process management approach. The process team was offered comprehensive understanding and interpretation of ISO 14001:2004 Standard, process mapping concepts and tools.
The key business processes were mapped and their interaction with other processes understood. This led to laying the foundation of “Environmental Aspects/Risk Registry” based upon risk likelihood, risk consequences, nature of process mode, applicable environmental legislation, nature of existing controls, nature of measuring/monitoring, and level of influence. The registry development process was facilitated by JSA and actively participated by employees and senior management. These initiatives provided Wastech with a well-defined and highly employee-receptive platform for sound and effective management of environmental practices.
In addition, a legal requirement registry was developed by JSA which provided the list of all applicable environmental legislation and brief explanation of how does a given legislation apply to Wastech’s operations.
The EMS documentation was developed with Wastech environmental risks nature and complexity of their business in mind. The documentation was singled out as “unique, extraordinary and business-oriented” by the Registrar at the documentation review stage.
The next stage was to make every employee aware of Wastech’s established management system on paper. This stage entailed providing customized packages for senior management and employees supported by area specific quizzes. This awareness formally connected the Wastech culture with the environmental mindset which they use as a leverage to enhance their business, market presence, competition and sustainability.
In order to have Wastech due-diligence incorporated in their environmental management, a compliance audit was conducted to relevant provincial environmental Acts and Regulations. The feedback from the compliance audit helped Wastech design environmental due-diligence in their day to day activities.
The final stage was to implement the management system through hands-on approach with senior management and employees. Site specific and probing questionnaires were used as aids to trigger, solicit and engage employees during the implementation process. The on-going level of success of implementation was determined through customized, challenging, and non-threatening internal audit practices that triggered a comprehensive continual improvement process.
All the above initiatives led to Westech’s registration to ISO 14001:2004 Standard without “ A Single Non-conformance” raised by the Registrar. The registration has helped Wastech in responsible environmental management as well as in running an effective and efficient business.
Jack Sekhon & Associates was retained to assist A.E. Concrete Ltd in revamping their business management system to ISO 9001:2000/2008 Standards and to business excellence model for concrete plant in Langley, B.C.
The initiatives included reviewing their business processes to identify core processes. This led to incorporating specifics, technical specifications, checks/balances and associated acceptance criteria for decision-making in their core business processes.
Further efforts included causing enormous awareness of process management concepts/tools and incorporation of bold, intensive and value-adding internal audit tools/techniques. This led to transformation of culture, focus on process measurements and analysis, enhanced customer satisfaction measurements, and meaningful and value-added management reviews.
In addition, A..E. Concrete retained Jack Sekhon & Associates to help them evaluate their compliance status with B.C. Worksafe Act and Regulations. This led to A.E. Concrete revisit their OHS initiatives in enhancing the workplace health and safety. A.E. Concrete concluded that the compliance report findings were professional, thorough, specific, and value-adding.
Based upon demonstrated success, A.E. Concrete retained Jack Sekhon as an Advisor for on-going business improvement initiatives. The mutual engagement between JSAInc and A.E. Concrete resulted in 30-40% increase in sales, reduced product quality variations, enhanced awareness of effective and efficient business management tools and better employee morale.