© 2003 Pojasek & Associates Robert B. Pojasek, Ph.D. [email protected] LOOKING AT ISO 14001 BEFORE AND AFTER CERTIFICATION August 18, 2004.

© 2003 Pojasek & Associates

Robert B. Pojasek, Ph.D.Robert B. Pojasek, [email protected]

LOOKING AT ISO 14001LOOKING AT ISO 14001BEFORE AND AFTER BEFORE AND AFTER

CERTIFICATIONCERTIFICATION

August 18, 2004August 18, 2004

© 2003 Pojasek & Associates 2

ISO 14001 – YOUR EMSISO 14001 – YOUR EMS

• Aspects and ImpactsAspects and Impacts• Significant AspectsSignificant Aspects• Targets and ObjectivesTargets and Objectives• Environmental Management ProgramEnvironmental Management Program• Operational ControlsOperational Controls• Corrective ActionsCorrective Actions• Management InvolvementManagement Involvement


WHAT’S IN IT FOR ME?WHAT’S IN IT FOR ME?

• ISO 14001 (EMS) is a conformance ISO 14001 (EMS) is a conformance standard – brings everyone to a level standard – brings everyone to a level playing field for protecting the environmentplaying field for protecting the environment

• It attempts to integrate EMS into the It attempts to integrate EMS into the business, yet this depends on how it is business, yet this depends on how it is planned and implementedplanned and implemented

• Adds needed formality to environmental Adds needed formality to environmental managementmanagement


HOW DO I APPROACH AN EMSHOW DO I APPROACH AN EMS

• Maybe you cannot afford the upfront costs Maybe you cannot afford the upfront costs associated with ISO 14001associated with ISO 14001– Process characterization for aspectsProcess characterization for aspects– Process improvement for targets and objectives Process improvement for targets and objectives

and EMP’sand EMP’s– Employee involvement and management Employee involvement and management

oversightoversight

• Maybe you want to improve your EMSMaybe you want to improve your EMS


SYSTEMS APPROACHSYSTEMS APPROACH

• Take a “process view” of the organizationTake a “process view” of the organization

• Understand the processUnderstand the process

• Improve the processImprove the process

• Score the performance of the process Score the performance of the process improvement and quantify continual improvement and quantify continual improvement (required in ISO 9000)improvement (required in ISO 9000)


SYSTEMS APPROACH MAPSYSTEMS APPROACH MAP

CHARACTERIZE THEPROCESS

1

SELECT OPPORTUNITIESFOR IMPROVEMENT

2

ASSIGN EMPLOYEETEAMS

3

PREPARE DRAFTACTION PLANS

4

IMPLEMENTPROCESS IMPROVEMENT

PROGRAM5


PROCESS VIEWPROCESS VIEW

• ISO 9000:2000 requires a process viewISO 9000:2000 requires a process view

• Everything is connected to everything elseEverything is connected to everything else

• MainMain processes support the mission processes support the mission

• SupportingSupporting processes support the main processes support the main processprocess

• Organization as a Organization as a bookbook of maps of maps


UNDERSTANDING THE PROCESSUNDERSTANDING THE PROCESS

• Hierarchical process mapsHierarchical process maps

• Accounting sheetsAccounting sheets– Resource accountingResource accounting– Activity accountingActivity accounting– Information accountingInformation accounting– Cost accountingCost accounting

• Verification of the process informationVerification of the process information


IMPROVING THE PROCESSIMPROVING THE PROCESS

• Employee-driven projects (8-11 Projects)Employee-driven projects (8-11 Projects)

• Draft Action Plans prepared with Systems Draft Action Plans prepared with Systems Approach toolsApproach tools– Root Cause Analysis – Cause and EffectRoot Cause Analysis – Cause and Effect– Generation of Alternatives – BrainwritingGeneration of Alternatives – Brainwriting– Select Alternative(s) – Bubble SortingSelect Alternative(s) – Bubble Sorting– Implementation – Action PlansImplementation – Action Plans

• Management oversight providedManagement oversight provided


SCORING OF THE PERFORMANCESCORING OF THE PERFORMANCE

• Using the Baldrige performance modelUsing the Baldrige performance model

• Green Zia Program in New MexicoGreen Zia Program in New Mexico

• True performance scored (1-1,000 points)True performance scored (1-1,000 points)

• Third-party scoringThird-party scoring

• ResultsResults scored separate from performance scored separate from performance

• Excellence at about 700 pointsExcellence at about 700 points


PROCESS MAPPINGPROCESS MAPPING

• Proven analytical and communication Proven analytical and communication tooltool

• Improves understanding of processesImproves understanding of processes

• Helps design and implement new Helps design and implement new processesprocesses

• Hierarchical arrangement shows Hierarchical arrangement shows relationships between process steps relationships between process steps and supporting processesand supporting processes


HIERARCHICAL PROCESS MAPHIERARCHICAL PROCESS MAP

1 2 3

2.1 2.2 2.3

2.2.1 2.2.2 2.2.3 2.2.4

2.2.2.1 2.2.2.2 2.2.2.3

Top Level

Second Level

Third Level

Fourth Level


ACCOUNT AT LOWEST LEVELACCOUNT AT LOWEST LEVELDESCRIPTION OF WORK STEP

WORK STEP2.2.1

RESOURCE USED

RESOURCE LOST

SUPPORTING PROCESSES

OTHER INFORMATION EQUIPMENT SOP’s and BMP’s ASPECTS

IN OUT


RESOURCE ACCOUNTING SHEETSRESOURCE ACCOUNTING SHEETS

• Resources Resources usedused in each work step in each work step

• Resources Resources lostlost from each work step from each work step

• Resources from supporting processes Resources from supporting processes attributed to each work stepattributed to each work step

• List other information to be tracked by work List other information to be tracked by work step in the processstep in the process


ACTIVITY ACCOUNTING SHEETSACTIVITY ACCOUNTING SHEETS

• Keeps track of all EHS activities needed Keeps track of all EHS activities needed to operate each of the work stepsto operate each of the work steps

• Keeps track of all EHS activities needed Keeps track of all EHS activities needed to manage the to manage the wasteswastes from work steps from work steps

• You can track the activity-based costs You can track the activity-based costs using computerized maintenance using computerized maintenance management system (CMMS) softwaremanagement system (CMMS) software


INFORMATION ACCOUNTING SHEETSINFORMATION ACCOUNTING SHEETS

• ISO 14001 requires a lot of documentationISO 14001 requires a lot of documentation

• All documentation can be kept by work All documentation can be kept by work step using the process map and object step using the process map and object linking softwarelinking software

• Sorting of documentation by work step Sorting of documentation by work step enables better training of workers by their enables better training of workers by their workwork


COST ACCOUNTINGCOST ACCOUNTING

• Link a spreadsheet to the resource Link a spreadsheet to the resource accounting sheetaccounting sheet

• Link a spreadsheet to the activity Link a spreadsheet to the activity accounting sheetaccounting sheet

• Input cost information from MRP and Input cost information from MRP and CMMSCMMS

• Create a Cost Accounting Sheet to Create a Cost Accounting Sheet to combine these spreadsheetscombine these spreadsheets


SYSTEMS APPROACH TOOLSSYSTEMS APPROACH TOOLS

• Statement of the Problem by teamStatement of the Problem by team

• Root cause analysis – cause and effectRoot cause analysis – cause and effect

• Deriving alternatives – brainwritingDeriving alternatives – brainwriting

• Selecting alternative(s) – bubble sortSelecting alternative(s) – bubble sort

• Implementing alternative – action planImplementing alternative – action plan


WHY USE THESE TOOLS?WHY USE THESE TOOLS?

• They offer the most visibilityThey offer the most visibility

• They are the most interactiveThey are the most interactive

• Using the tools organizes documentationUsing the tools organizes documentation

• Do not appear to be culturally sensitiveDo not appear to be culturally sensitive

• All tools are provenAll tools are proven


ACTION PLAN FORMATACTION PLAN FORMAT

ActionResponsible

PersonPerformance

StandardCompletion

DeadlineResourcesNeeded

Date:

1

2

3

4

Alternative Selected•Purpose•Project•Benefits


ACTION PLAN EXECUTIVE SUMMARYACTION PLAN EXECUTIVE SUMMARY• Describe the purpose of the work Describe the purpose of the work

described in the action plandescribed in the action plan• Summarize the actual effort that will be Summarize the actual effort that will be

made by the employeesmade by the employees• Present the results of their effort should Present the results of their effort should

they be successfulthey be successful• These brief statements constitute a These brief statements constitute a

summary of the action plan and make it summary of the action plan and make it more readablemore readable


ACTION PLAN COMPONENTSACTION PLAN COMPONENTS

• First action step is to perform a baseline First action step is to perform a baseline analysis for weight/volume reduction and analysis for weight/volume reduction and cost savingscost savings

• Second step should be the alternative at the Second step should be the alternative at the top of the prioritization listingtop of the prioritization listing

• Next to the last action step is to repeat the Next to the last action step is to repeat the baseline analysis to determine quantitative baseline analysis to determine quantitative resultsresults


IMPROVING YOUR EMSIMPROVING YOUR EMS

• Aspects linked to process and each otherAspects linked to process and each other• Targets and objectives linked to action plansTargets and objectives linked to action plans• EMP’s have detail of each project with EMP’s have detail of each project with

attached action plansattached action plans• All corrective actions have an action planAll corrective actions have an action plan• Same tools used throughout the EMS Same tools used throughout the EMS

program and other programs like Lean and program and other programs like Lean and Six SigmaSix Sigma


TARGETSTARGETS

• Targets should be the sum of the action Targets should be the sum of the action step performance standardsstep performance standards

• In this way, targets are specifically In this way, targets are specifically traceable to the employee action plans traceable to the employee action plans responsible for themresponsible for them

• Writing a good performance standard Writing a good performance standard for each action step is the most difficult for each action step is the most difficult part of preparing an action planpart of preparing an action plan


ACTION PLAN PREPARATIONACTION PLAN PREPARATION

• Draft prepared by the team after using Draft prepared by the team after using the Systems Approach toolsthe Systems Approach tools

• Draft reviewed by the Oversight Draft reviewed by the Oversight CommitteeCommittee

• Action plans finalized in a form that can Action plans finalized in a form that can be independently auditedbe independently audited

• Implementation is reviewed periodically Implementation is reviewed periodically using the action plansusing the action plans


IMPROVEMENT PROGRAM PLANIMPROVEMENT PROGRAM PLAN

• Policy Statement and Program DescriptionPolicy Statement and Program Description• Integration With Other ProgramsIntegration With Other Programs• Management Oversight and FunctionsManagement Oversight and Functions• Training and FacilitationTraining and Facilitation• Audit, Review, Feedback, LeaningAudit, Review, Feedback, Leaning• Process Mapping and AccountingProcess Mapping and Accounting• Action PlansAction Plans


SYSTEMS APPROCH AND COMMITMENTSSYSTEMS APPROCH AND COMMITMENTS

• Uses activity accounting sheet for Uses activity accounting sheet for commitment to legal and other requirementscommitment to legal and other requirements

• Uses source reduction and prevention Uses source reduction and prevention approach to meet “the prevention of pollution”approach to meet “the prevention of pollution”

• Uses quality management tools to meet the Uses quality management tools to meet the continual improvement provisioncontinual improvement provision


ANY QUESTIONS?ANY QUESTIONS?


Contact InformationContact Information

Robert B. Pojasek, Ph. D.Robert B. Pojasek, Ph. D.

P.O. Box 1333P.O. Box 1333

E. Arlington, MA 02474-0071, USAE. Arlington, MA 02474-0071, USA

Phone: (781) 641-2422Phone: (781) 641-2422

Fax: (781) 465-6006Fax: (781) 465-6006

e-Mail: [email protected]: [email protected]

Website: www.Pojasek-Associates.comWebsite: www.Pojasek-Associates.com

© 2003 Pojasek & Associates Robert B. Pojasek, Ph.D. [email protected] LOOKING AT ISO 14001 BEFORE AND AFTER CERTIFICATION August 18, 2004.

Documents

process slide

process information

process steps

process characterization

process viewiso

process view iso

aspects process improvement

level slide