ISO 9001:2015
as a Business
Improvement
Model
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excess materials
identified only upon
demobilization
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What is ISO?
• International Organization for Standardization
• Network of the national standards institutes of
> 160 countries
• World's largest developer of voluntary
international standards
• Develops standards to address market
requirements
• Has developed > 22,000 standards
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ISO 9001 Family of Standards
ISO
1 9000:2015
Fundamentals and Vocabulary
ISO
2
9001:2015
Requirements
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ISO 9001 in 2016
1,105,937 3,726 87,605
Organizations Organizations Construction
certified certified in the companies
worldwide Philippines certified
worldwide
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The Cost Reduction Principle
Traditional Efficient
Cost + profit = price Price – cost = profit
Price
Price Price Price
Profit Profit
Cost Cost
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Context of the
Organization Management System
Support &
Operation
CUSTOMER REQUIREMENTS
CUSTOMER SATISFACTION
PLAN DO
Performance
Planning Leadership
Evaluation
ACT CHECK
Improvement
Needs & Expectations
of Stakeholders
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Management System
• Ensuring that your business processes are
efficient.
• Includes processes for:
Project planning
Project implementation and monitoring
Project completion & demobilization
Equipment maintenance
Warehousing
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ISO Management System
Requirements
1. Scope
2. Normative References
3. Terms and Definitions
4. Context of the Organization
5. Leadership
6. Planning
7. Support
8. Operations
9. Performance evaluation
10. Improvement www.fcusolutions.org
4 Context of the Organization
Culture
Values
Internal
Structures
Rituals
Processes
Political
External Economic
Social
Technological
Legislative
Environmental
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Interested Parties
Shareholders/
Management Employees
Financial
Institutions Customers
ABC
Construction
External Company
Providers Community
Regulators
Environment
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Business Process Chart
CLIENT
• Project Identification
• Bidding
ProjectBidding
Identification Management
Purchasing • NOA/NTP
Bidding Planning
Warehousing • NOA/NTP
Document and
Maintenance Project Records
Implementation Control
Human
Resource
Development
Project Continual
Accounting Completion and Improvement
Turnover
CLIENT
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Business Process Chart
CLIENT
Bidding Management
Purchasing Planning
Warehousing
• Mobilization Document and
Maintenance
• ProjectProject
Planning
Mobilization Records
Implementation Control
Human • Project Implementation
Planning
Resource • Project Management
Implementation
Development
• ProjectProject
Management Continual
Accounting Completion and Improvement
Turnover
CLIENT
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Business Process Chart
CLIENT
Bidding Management
Purchasing Planning
Warehousing
Document and
Maintenance Project Records
Implementation Control
Human
Resource
Development
• FinalProject
Inspection Continual
Accounting • Punchlisting
Final Inspection
Completion and Improvement
• Turnover
Demobilization
Punchlisting
• Demobilization
CLIENT
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Bidding
NOA Project
NTP Specifications
Project Planning
Equipment
Management
Purchasing
Mobilization
HR Warehousing
Project Management
Project Completion
and Turn-Over
As-Built
Project
Completion Report
Client
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System Development Pipeline
PROCESS
POLICIES &
TARGETS
PLANS &
PROGRAMS
PROCEDURES
SUPPORT
DOCUMENTS
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5 Leadership
Leadership & Commitment
Policy
Roles, Responsibilities,
Authorities
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Quality Policy
ABC Corporation, a leading player in the infrastructure industry, contributes to the
company’s vision to “make life interesting and productive by constantly seeking growth
opportunities in a diversified portfolio lasting generations”.
We take pride in the quality of our construction projects and construction-related
products and services and in satisfying customer requirements. Our track record of
completing projects on time underscores our quality culture.
We continually improve our processes to achieve efficiency in order to maintain our
competitiveness in pursuing and accomplishing projects.
These commitments are founded on the following priorities:
• Strengthening our Human Resource Management processes
• Increasing/Upgrading overall efficiency of equipment
• Sustaining favorable project performance
• Health & Safety advocacy
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6 Planning
Risks & Opportunities
Planning of changes
Objectives & actions to achieve them
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System Development Pipeline
• Strategic
• Financial
• Operational
• RISK
Environmental
PROCESS ASSESSMENT
• Health & safety
• Compliance
POLICIES &
TARGETS
PLANS &
PROGRAMS
PROCEDURES
SUPPORT
DOCUMENTS
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Objectives
Responsible Units Objectives and Goals Performance Measures
Administration Establish job % completion (as planned) per
Division classification/grading system by quarter = 100%
HR Department 2018 Number of trainings conducted = 10
Technology Division Increase competence level of % of trainings conducted and rated
employees on 2018 as effective = 90%
Establish automated payroll % of employees rated as 3 and
system in 2018 above (based on the performance
appraisal) = 90%
Motorpool Increase average equipment Average time to repair (minor) = 2
Department utilization to 70% in 2018 days
Reduce repairs and Average time between (minor)
maintenance expense by 10% repairs = 90 days
from 2017 level Repairs and maintenance expense as
a percent of total operating expense
= 23%
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Vision
Mission
Quality Policy
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Quality Policy
KR KR KR KR KR
A 1: A 2: A 3: A 4: A 5:
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KRA 1
Department A Department B Department C
Objective 1 Objective 1 Objective 1
Objective 2 Objective 2 Objective 2
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Department A
Objective 1 Objective 2 Objective 3
Action Plan Action Plan Action Plan
With Key Performance With Key Performance With Key Performance
Measures Measures Measures
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7 Support
Resources Competence
Awareness and communication
Documented information
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Knowledge is
the only thing
that increases
when shared.
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8 Operation
Planning
Defining & understanding
requirements of customers
Design & development
Procurement
Project management
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9 Performance Evaluation
Monitoring,
measurement, analysis
and evaluation
Internal
audit
Management
review
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DPWH
LGU
PPA
Private
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How Many Squares Do You See?
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10 Improvement
Corrective
action
Continual
improvement
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Process
Emission to air?
QUALITY QUALITY QUALITY!
ACTIVITY
Inputs: Outputs:
Raw material Finished product
Utilities Service
Discharge to land?
Discharge to water?
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Research on SMEs shows….
51% 45% 42%
Achieved Achieved cost Achieved
resource efficiency better
savings marketing
credentials
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On time completion
& within budget
STAKEHODLERS’
SATISFACTION
Reduced materials
and utilities expense
Reduced number of
incidents
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Focus as a Business Model
• Leadership
• Risk management
• Organized processes and efficiency
• Satisfied customers, management, and
employees
• Business objectives measurement
• Change and continual improvement
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QMS Implementation Strategy
Keep it simple
Focus on business value
Involve all employees
Don’t do it for the auditor
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“The number one
mistake
organizations make
in implementing ISO
9001 is to make
things complicated.”
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Steps towards certification
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Certification Process
Implementation
Certification Activities
Activities
- Audit Maintenance Activities
- Planning
- Corrective Actions - Surveillance Audits
- Documentation
- Award of Certificate
- Implementation
6-8 months 1 month annual
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Bud
get
On time
fety
Sa
Equi
pm
Repa ent d oil
ir Use
Legal
Req
Haz e cs
a
ma rdous j Sp
Loan ter Pro
ay me nts ials
p On time
Safety Budget
completion
Equipment
Project specs Hazardous wastes
breakdown
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“The road to success is always under
construction”
Lily Tomlin
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Dindo A. Uy
• Education
• PhD in Organizational Development - candidate
• Master in Business Administration
University of the Philippines
• Master in Applied Business Economics
University of Asia and the Pacific
• Bachelor of Science in Psychology
University of the Philippines
• Silliman University High School
• Work Experience
• Business Development Manager/Consultant
Neville-Clarke Philippines, Inc
• Manager,
KPMG Sudjendro Soesanto Management Consultants, Indonesia
• Senior Technical Assistant
Asian Development Bank
• Senior Associate
Denver, Theosky, Faye & Associates Consulting
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THANK YOU!
Questions?
DINDO A. UY
0917-880-9001
0922-853-7415
[email protected]
[email protected]
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