The seminar can be held online on the official International Business Academy platform. On completion of the training you will be given a link to the recording, which will be available for one month.
*dates are subject to additional confirmation
excluding VAT
* VAT of 16% will be added to the invoice
Programme goal:
Training managers and specialists in the principles and methods of building a NON-FORMAL, risk-based quality management system (QMS) in accordance with the international standard ISO 9001:2015, one that will genuinely help to increase the company's effectiveness by covering the following areas in the training:
— Improving the quality of products and services — fewer nonconformities and defects, greater customer satisfaction
— Reducing operational risks — cutting financial losses and downtime by managing risks in quality processes
— Optimising business processes — eliminating duplicated functions, cutting inefficient costs, integrating risk management into the company's processes
— Increasing the effectiveness of internal monitoring — moving from formal internal audits to a risk-based approach in planning and conducting internal audits of the QMS
— Compliance with the requirements of regulators and certification bodies — greater transparency, fewer nonconformities in external inspections and audits
— Improving the quality of management and corporate decisions — introducing decision-making methods based on quantitative risk assessment and process KPI data
Objectives:
— Examine the requirements of the ISO 9001:2015 standard
— Master methods of identifying, analysing and managing risks based on ISO 31010 (including: the «5 Whys» method, the «bow-tie» method, decision trees, MECE, etc.)
— Learn to apply algorithmic analysis tools (SWOT, PEST, «Porter's 5 Forces») to define the organisation's context
— Develop a risk-based model of the company's business processes
— Study methods of quantitative risk assessment (Monte Carlo simulation, the scoring model, the Tornado diagram)
— Build a system of KPIs (by process) and Key Risk Indicators (KRIs — by risk)
— Understand how to plan and conduct a risk-based internal audit of the QMS (ISO 19011)
— Consolidate the knowledge gained in practical cases, group work (based on the company's business processes), interactive games and discussions
Skills developed:
— Strategic thinking — the ability to link the company's strategy to process KPIs and the quality of management decisions
— The process approach — structuring and describing business processes taking the requirements of ISO 9001 into account
— Risk management — mastering methods of identifying, analysing, evaluating and treating risks in the quality management system
— Decision-making based on quantitative risk assessment — improving the quality of planning and forecasting
— Auditing skills — conducting internal audits of the QMS in accordance with ISO 19011
— Evaluating QMS performance — monitoring KPIs and KRIs, analysing nonconformities and corrective actions
— Working with interested parties — taking their requirements and expectations into account when building the QMS
Using artificial intelligence tools — mastering the skills of applying AI for analysing, planning and documenting processes; participants are given a ready-made prompt that they can use independently in their further work.
Introduction
Getting acquainted / introduction / course overview / participants introduce themselves.
The history of standardisation. Introduction to ISO.
The seven management principles.
The company's context
Understanding the organisation and its context in relation to risks and the company's structure.
The «5C» method, Michael Porter's «5 Forces», SWOT analysis, PEST analysis.
Interested parties, their requirements and expectations
Understanding interested parties. The link between interested parties and context.
Compliance obligations and their link to the company's context.
Assessing the degree of fulfilment of compliance obligations.
Examples of methods for assessing fulfilment of compliance obligations.
Scope of the quality management system (QMS)
The scope of the QMS and its link to context.
Business processes
The process approach.
The link between context and processes.
The procedure for identifying processes — best practices.
Options for describing processes.
Process criteria (KPI)
Types of criteria: input KPI and output KPI.
The link between criteria and the company's strategy.
Introduction to risk management
Common myths in the field of risk management and debunking them.
System 1, System 2 and the concept of «mental traps».
Risk identification
Mental traps at the risk identification stage.
Risk identification methods (from ISO 31010:2019):
— Goal decomposition and the MECE method (Mutually Exclusive & Collectively Exhaustive)
— «Brainstorming»
— A database of materialised risks
— The «RIR — Risk Identification Report» method
— Control «checklists»
— Business impact analysis (the «process approach»).
Risk analysis
Mental traps at the risk analysis stage.
Risk analysis methods (from ISO 31010:2019):
— The «5 Whys» method
— The «bow-tie» method
— The «decision trees» method
— The «Monte Carlo» simulation method, etc.
Examples of risk analysis and completing the Risk Register.
Determining the level of risk
Mental traps at the risk evaluation stage.
Different options for evaluating risk (qualitative, quantitative and their combination, from ISO 31010:2019).
Assessing and analysing the influence of risks on the decision being made
Ways of visualising the results of evaluation: Risk maps, Decision trees, the Scoring model.
Risk treatment
Mental traps at the risk treatment stage.
Six ways of treating risk.
Choosing the risk treatment method.
Examples of risk treatment.
Risk monitoring and review
Key risk indicators (KRI). The relationship between KRI and KPI.
Leadership
Risk-based decision-making.
Methods of improving the quality of corporate decisions from the «Decision Quality» methodology.
The relationship between strategy, context and the QMS Policy.
Recommendations on developing the QMS Policy.
Responsibility and authority
Methods of describing actions by process (in the form of regulations / control procedures).
Designing business processes and controls.
Basic requirements / recommendations for developing control procedures, and common mistakes.
QMS objectives
The standards' requirements for objective setting.
The relationship between strategy, context, the Policy and the QMS Objectives.
Best practices in risk-based objective setting.
Resources
Determining the competence of personnel needed for the processes to function.
Determining the infrastructure needed for the processes to function.
The in-house knowledge base.
Effective communication. Documented information.
Operations
The terms «verification» and «validation»: examples and explanations.
Managing procurement (externally provided processes, products and services).
Production and service provision.
Control of nonconforming outputs.
Performance evaluation
Internal audit of the QMS.
The procedure for planning, conducting and analysing the results of a risk-based internal audit of the QMS.
QMS review. Best practices.
Improvement
Corrective actions. Examples and best practices.
Continual improvement.
Group game «interactive review of requirements and situations from ISO 9001»
