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May 2020

Kindly click the following link for registration : https://attendee.gotowebinar.com/register/2999326290444318478
Webinar ID : 380-091-323

CLOSED – Click to Register FREE webinar May 8, 2020 11-12am (Malaysia time) on Business Continuity – 3 Steps to Transform your business during and post COVID-19

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Malaysia Productivity Corporation

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EFR Certification

2909B (Level 2) Jalan Merbau 3,

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Johor, Malaysia

Email : sales@efrcertification.com

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www.efrcertification.com

OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM : Adoption of “Kaizen” Initiative in Systematic Way

Operational Excellence (OE) is an all-encompassing Management System, covering the entire business with a goal to achieve world-class performance in critical areas of the business. This 1-hour live webinar to initiate the continual improvement culture and performance, which leads to long-term sustainable growth.
Join us as Dr Edly Ferdin Ramly share about his experience on Operational Excellence Management System and to provide you with practical tips and strategy

You are cordially invited to join through an interactive Webinar Session by MPC Southern Region

Date : 18th May 2020 (Monday)
Time : 2.00 pm – 3.00pm
Speaker : Dr Edly Ferdin Ramly, Honorary Fellow of the International Society of Industrial Engineering and Operations Management, USA

Kindly click the following link for registration : https://attendee.gotowebinar.com/register/2999326290444318478
Webinar ID : 380-091-323

After registering, you will receive a confirmation email containing link and information about joining the session

Brought to you by MPC Southern Region Office and GoToWebinar®️ Webinar Made Easy ®️

1 DARIPADA 4 SYARIKAT GULUNG TIKAR

30 April 2020 Edly Ramly

1 daripada 4 syarikat yang dilanda bencana gulung tikar.

Menurut laporan dari Agensi Pengurusan Kecemasan Persekutuan (FEMA, US), 40 peratus perniagaan tidak dibuka semula setelah berlaku bencana. Selain itu, 25 peratus lagi gagal dalam satu tahun.


☹️
Syarikat yang berdaya tahan biasanya telah bersedia menghadapi semua jenis insiden – kecil atau besar dengan menyediakan “pelan kelangsungan perniagaan (BCP)” samada secara formal ataupun tidak.

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Anda pemilik perniagaan kecil sederhana, peniaga mikro? sudahkah anda membangunkan pelan tindakan anda? Jika tidak, anda masih tidak terlewat untuk menyediakan BCP untuk terus bedaya tahan menghadapi ganguan kawalan dan sekatan pergerakan yang sedang berlangsung sekarang dan kemungkinan KEGAWATAN ekonomi selepas PASCA Covid19.

Anda PERLU BERTINDAK SEGERA

Bertindaklah dengan 3 langkah mudah yang di garis mengikut standard ISO22301:2019 iaitu anda perlu:
(1) RESPON – Samada anda terkesan secara langsung atau tidak… anda perlu tahu dimanakah anda sekarang?
(2) RE-STRATEGI TRANSFORMASI – Apakah perubahan yang kita perlukan?
(3) BAIKPULIH/ TRANFORMASI – Jadikan syarikat anda sentiasa berdaya tahan!

Semua kajian kes dibawah adalah rekaan semata-mata
KAJIAN KES 1
En A – Beliau mempunyai 3 café, 2 unit produksi, 2 program Latihan. 3 café tersebut terkesan sedikit dari hasil julan kerana pelanggan tidak dapat “dine in” manakala 2 unit produksi dan Latihan tidak dapat dijalankan langsung semasa PKP dan kemungkinan pasca Covid penurunan permintaan kerana kemelesetan ekonomi.
Beliau tidak perlu membuang pekerja walaupun operasi ditutup. Pekerja-pekerja beliau di “Re-deploy” ke satu unit yang akan sentiasa berfungsi semasa bencana iaitu sebuah Pertubuhan Kebajikan. Kutipan sumbangan dapat diteruskan semasa bencana.

KAJIAN KES 2
Pn B – Beliau mempunyai 3 food truck. Food truck tidak dapat beroperasi. Dengan segera beliau mendapatkan dan meyewa tapak disebuah restoran yang sudah berdaftar dengan food panda. Beliau bertekad, memerlukan tranformasi selepas pasca covid untuk lebih bersedia.

KAJIAN KES 3
En C – Beliau mempunyai 3 rangkaian kedai telefon pintar. Beliau juga mempunyai kedai menjual langsir dan baju terpakai. Beliau mempunya lebih dari 30 perkeja. Walaupun ada subsidi upah sebanyak RM1200, beliau risaukan pasaran telefon pintar dan langsir akan merosot. Beliau tidak ambil subsidi upah yang disediakan oleh kerajaan dan terus menamatkan kontrak pekerja2 beliau. Apakah akan terjadi kepada En C.

YANG mana satu pilihan anda – Terdapat pelbagai PELUANG TRANSFORMASI yang sesuai dengan anda. *Anda yang perlu membuat pilihan.
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Daripada 3 langkah trasformasi tersebut ada 3 tindakan yang perlu anda lakukan yang saya akan kongsikan berdasarkan kajian dan pengalaman mengendalikan perniagaan lebih dari 20 tahun dalam Live – WEBINAR
8 Mei 2020 dari jam 11pagi- 12 tengahari untuk sessi Bahasa Inggeris dan
11 Mei 2020 dari jam 11 pagi-12 tengahari untuk sessi Bahasa Melayu.
Ada sessi soal jawab Bersama Dr. Edly, oleh itu slot terhad. Daftar sekarang di http://www.efrcertification.com utk tempat anda.

Semoga anda semua dalam sihat sejahtera. Jumpa di Webinar

Syarikat terperangkap tanpa persediaan “pelan kelangsungan peniagaan”

1 Apr 2020 Oleh Dr Edly Ramly

Rata-rata syarikat tidak bersedia untuk menghadapi perintah kawalan pergerakan (PKP) akibat dari pandemik Covid-19 dengan tidak menyediakan pelan kelangsungan perniagaan (business continuity plan-BCP), mengikut pemerhatian yang dijalankan melalui audit sistem pengurusan kualiti yang dijalankan pada 2019 kepada lebih 70 syarikat.

Hampir semua syarikat SME tidak mewujudkan BCP secara formal. Walaubagaimanapun, ada beberapa syarikat multinasional mempunyai pelan kelangsungan perniagaan (BCP), tetapi pelan tersebut tidak mengenalpasti ganguan dari pandemik yang menyebabkan PKP dikeluarkan kepada hampir semua syarikat dalam rantaian bekalan kecuali kepada perkhidmatan perlu (essential services).

Kesan paling besar yang dihadapi oleh syarikat pada masa ini ialah kehilangan punca pendapatan dan berkemungkinan besar menghadapi pengurangan permintaan pada fasa pasca pandemik Covid-19 pada masa hadapan. Walaubagaimanapun, tinjauan terkini kepada beberapa buah syarikat, BCP sedang dirangka untuk memulihkan dan meneruskan perniagaan, apabila PKP ditamatkan untuk menempuh fasa seterusnya. Malah syarikat masih tidak terlewat untuk menyediakan BCP untuk ganguan kawalan dan sekatan pergerakan yang sedang berlangsung sekarang.

Untuk syarikat telah membangunkan BCP sebelum ini mengikut standard ISO22301, tugasan penyediaan dan menambahbaik BCP berkaitan pandemic Covid-19 ini akan menjadi lebih mudah dan bersistematik.

Menurut standard sistem pengurusan kelangsungan perniagaan (business continuity management system – BCMS) ISO22301 versi 2019, BCP adalah dokumen yang akan membimbing organisasi untuk bertindak apabila berlaku ganguan termasuk tindakan menyambung semula, memulihkan dan mengembalikan penyampaian produk atau perkhidmatan selaras dengan matlamat kelangsungan perniagaan. Di dalam standard tersebut, BCP dibangunkan melalui rangka kerja sistem pengurusan kelangsungan perniagaan termasuk mengenalpasti aktiviti utama (prioritised activity – PA), mengenalpasti jenis-jenis ganguan (disruption), dan juga strategi-strategi untuk bertindak balas.

Pada masa hadapan, syarikat digalakkan untuk menambahbaik BCP sediaada, dengan menjalan pengujian terhadap BCP tersebut, serta menjalankan pelbagai persediaan awal untuk mengurangkan risiko dan kesan terhadap apa-apa ganguan kepada kelangsungan penyampaian syarikat. Syarikat juga digalakkan untuk mendapatkan persijilan ISO22301 untuk memastikan sistem pengurusan kelangsungan perniagaan tersebut dibangunkan dengan berkesan.

Determine Scope – Product

Determine product and scope for certification

Why “Determine product”?

Determine type and family product is one of important criteria for “Operation process” clause 8, support process clause 7, planning process clause 6 and performance evaluation clause 9 of ISO9001:2015. After the product have been determine as process output, the product criteria, risk and their performance measure need to be determine and measure. In addition, the process sequence, interaction need to determine and resources provided.

In ISO14001:2015, the product need to be determine in order to study the life cycle of product.

Determine product effectively is also one of Baldrige business excellence criteria in Category 3.2a as followed:

(1) Product Offerings HOW do you determine product offerings? HOW do you

• determine CUSTOMER and market needs and requirements for product offerings and services;

• identify and adapt product offerings to meet the requirements and exceed the expectations of your CUSTOMER groups and market SEGMENTS; and

• identify and adapt product offerings to enter new markets, to attract new CUSTOMERS, and to create opportunities to expand relationships with current CUSTOMERS, as appropriate.

Issues

In some organization, they produce hundreds of products. Hence, the organization should profile their product to segment, family or category in order to manage the product realization process effectively.

Purpose of this criteria

The idea to determine the type and family of product is to:

  1. Define the scope of quality/ environmental management system;
  2. Effectively plan, monitor and measure the product performance;
  3. consistently provide products and services conforming to their requirements;
  4. Effectively improve the product

Definition and Description

ISO9000:2015 defined:

Clause 3.7.6 Product

Output of an organization  that can be produced without any transaction taking place between the organization and the customer

Note 1 to entry: Production of a product is achieved without any transaction necessarily taking place between provider  and customer, but can often involve this service  element upon its delivery to the customer.

Note 2 to entry: The dominant element of a product is that it is generally tangible.

Note 3 to entry: Hardware is tangible and its amount is a countable characteristic (e.g. tyres). Processed materials are tangible and their amount is a continuous characteristic (e.g. fuel and soft drinks). Hardware and processed materials are often referred to as goods. Software consists of information regardless of delivery medium (e.g. computer programme, mobile phone app, instruction manual, dictionary content, musical composition copyright, driver’s license).

3.7.7 Service

Output of an organization with at least one activity necessarily performed between the organization and the customer.

Note 1 to entry: The dominant elements of a service are generally intangible.

Note 2 to entry: Service often involves activities at the interface with the customer to establish customer requirements as well as upon delivery of the service and can involve a continuing relationship such as banks, accountancies or public organizations, e.g. schools or hospital

CATEGORIZING PRODUCT

Commonly product is categorized by:

  • Customer
  • Profile i.e. commodity
  • Process Family

The benefit to categorise the product by customer is performance evaluation and analysis of the sales .  However, one customer may purchase different product commodity and process family. Hence to determine the improvement opportunities of products, the recommended tools and techniques is product-process matrix to determine the product family.

Product family is product that passing through similar processing steps and common equipment just prior to shipment to the customer. The significance of product families for lean thinkers is that they are the unit of analysis for value-stream maps, which are defined from the most downstream step just before the customer.

Note that product families can be defined from the standpoint of any customer along an extended value stream, ranging from the ultimate customer (the end consumer) to intermediate customers within the production process.

PRODUCT FAMILY MATRIX

A chart above constructed by lean thinkers to identify appropriate product families.

In the illustration below, a firm with seven product lines, as perceived by its customers, arrayed its assembly steps and equipment across the top of a product family matrix and quickly found a common path for Products A, B, and C, which it then value stream mapped as a product family.

Process Approaches

Why “Process Approaches”?

Extract from ISO9001:2015

Clause 0.1

This International Standard employs the process approach, which incorporates the Plan-Do-Check-Act (PDCA) cycle and risk-based thinking.

The process approach enables an organization to plan its processes and their interactions.

The PDCA cycle enables an organization to ensure that its processes are adequately resourced and managed, and that opportunities for improvement are determined and acted on.

Clause 0.3

  • Process approach
  • General

This International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. Specific requirements considered essential to the adoption of a process approach are included in 4.4.

Understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its intended results. This approach enables the organization to control the interrelationships and interdependencies among the processes of the system, so that the overall performance of the organization can be enhanced.

The process approach involves the systematic definition and management of processes, and their interactions, so as to achieve the intended results in accordance with the quality policy and strategic direction of the organization. Management of the processes and the system as a whole can be achieved using the PDCA cycle (see 0.3.2) with an overall focus on risk-based thinking (see 0.3.3) aimed at taking advantage of opportunities and preventing undesirable results.

The application of the process approach in a quality management system enables:

a) understanding and consistency in meeting requirements;

b) the consideration of processes in terms of added value;

c) the achievement of effective process performance;

 d) improvement of processes based on evaluation of data and information.

Figure 1 gives a schematic representation of any process and shows the interaction of its elements. The monitoring and measuring check points, which are necessary for control, are specific to each process and will vary depending on the related risks.

Clause 5.1

Top management shall demonstrate leadership and commitment with respect to the quality management system by:

d) promoting the use of the process approach and risk-based thinking;

Determine type and family product is one of important criteria for “Operation process” clause 8, support process clause 7, planning process clause 6 and performance evaluation clause 9 of ISO9001:2015. After the product have been determine as process output, the product criteria, risk and their performance measure need to be determine and measure. In addition, the process sequence, interaction need to determine and resources provided.

In ISO14001:2015, the product need to be determine in order to study the life cycle of product.

Determine product effectively is also one of Baldrige business excellence criteria in Category 3.2a as followed:

(1) Product Offerings HOW do you determine product offerings? HOW do you

• determine CUSTOMER and market needs and requirements for product offerings and services;

• identify and adapt product offerings to meet the requirements and exceed the expectations of your CUSTOMER groups and market SEGMENTS; and

• identify and adapt product offerings to enter new markets, to attract new CUSTOMERS, and to create opportunities to expand relationships with current CUSTOMERS, as appropriate.

Issues

In some organization, they produce hundreds of products. Hence, the organization should profile their product to segment, family or category in order to manage the product realization process effectively.

Purpose of this criteria

The idea to determine the type and family of product is to:

  1. Define the scope of quality/ environmental management system;
  2. Effectively plan, monitor and measure the product performance;
  3. consistently provide products and services conforming to their requirements;
  4. Effectively improve the product

Definition and Description

ISO9000:2015 defined:

Clause 3.7.6 Product

Output of an organization  that can be produced without any transaction taking place between the organization and the customer

Note 1 to entry: Production of a product is achieved without any transaction necessarily taking place between provider  and customer, but can often involve this service  element upon its delivery to the customer.

Note 2 to entry: The dominant element of a product is that it is generally tangible.

Note 3 to entry: Hardware is tangible and its amount is a countable characteristic (e.g. tyres). Processed materials are tangible and their amount is a continuous characteristic (e.g. fuel and soft drinks). Hardware and processed materials are often referred to as goods. Software consists of information regardless of delivery medium (e.g. computer programme, mobile phone app, instruction manual, dictionary content, musical composition copyright, driver’s license).

3.7.7 Service

Output of an organization with at least one activity necessarily performed between the organization and the customer.

Note 1 to entry: The dominant elements of a service are generally intangible.

Note 2 to entry: Service often involves activities at the interface with the customer to establish customer requirements as well as upon delivery of the service and can involve a continuing relationship such as banks, accountancies or public organizations, e.g. schools or hospital

CATEGORIZING PROCESS BY PRODUCT FAMILY

Commonly product is categorized by:

  • Customer
  • Profile i.e. commodity
  • Process Family

The benefit to categorise the product by customer is performance evaluation and analysis of the sales .  However, one customer may purchase different product commodity and process family. Hence to determine the improvement opportunities of products, the recommended tools and techniques is product-process matrix to determine the product family.

Product family is product that passing through similar processing steps and common equipment just prior to shipment to the customer. The significance of product families for lean thinkers is that they are the unit of analysis for value-stream maps, which are defined from the most downstream step just before the customer.

Note that product families can be defined from the standpoint of any customer along an extended value stream, ranging from the ultimate customer (the end consumer) to intermediate customers within the production process.

PRODUCT FAMILY MATRIX

A chart above constructed by lean thinkers to identify appropriate product families.

In the illustration below, a firm with seven product lines, as perceived by its customers, arrayed its assembly steps and equipment across the top of a product family matrix and quickly found a common path for Products A, B, and C, which it then value stream mapped as a product family.

Organization Context – COTO explained

Understanding Context of Organization

Why “Context of Organization”?

The newly revised standard of ISO9001 and ISO14001 version 2015 have the common requirements named as “Context of organization” on the first clause of requirements which is clause 4. 

Purpose of this requirements

The main purpose of this clause is to determine:

  1. Organization profile (Adopted term from Baldrige Business Excellence 2016/2017: See below for detail)
  2. Issue or Threat face by organization
  3. The interested party of organization
  4. Scope and boundary of management system

Definition and Description

ISO9000:2015 defined:

Context of the Organization is “business environment“, “combination of internal and external factors and conditions that can have an effect on an organization’s approach to its products, services and investments and interested Parties“

ISO14001:2015 (Annex A4.1) further decribed:

The intent of 4.1 is to provide a high-level, conceptual understanding of the important issues that can affect, either positively or negatively, the way the organization manages its environmental responsibilities. Issues are important topics for the organization, problems for debate and discussion or changing circumstances that affect the organization’s ability to achieve the intended outcomes it sets for its environmental management system.

ISO9001/14001:2015 Requirements

Both ISO9001 and ISO14001 have four requirements (sub-clause) which are:

4.1         Understanding the organization and its context 

4.2         Understanding the needs and expectations of interested parties

4.3         Determining the scope of the quality management system          

4.4         Quality management system and its processes  

BEF organization profile

The Organizational Profile is a snapshot of your organization, the KEY influences on HOW it operates, and your competitive environment.

P.1 Organizational Description: What are your key organizational characteristics?

a. Organizational Environment

(1) Product Offerings What are your main product offerings (see the note on the next page)? What is the relative importance of each to your success? What mechanisms do you use to deliver your products?

(2) MISSION, VISION, and VALUES What are your stated MISSION, VISION, and VALUES? What are your organization’s CORE COMPETENCIES, and what is their relationship to your MISSION?

(3) WORKFORCE

What is your WORKFORCE profile? What recent changes have you experienced in WORKFORCE

composition or your WORKFORCE needs? What are your WORKFORCE or employee groups and SEGMENTS,

• the educational requirements for different employee groups and SEGMENTS, and

• the KEY drivers that engage them in achieving your MISSION and VISION?

What are your organized bargaining units (union representation)? What are your organization’s special health and

safety requirements?

(4) Assets What are your major facilities, technologies, and equipment?

(5) Regulatory Requirements What is the regulatory environment under which you operate? What are the KEY applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and product regulations?

b. Organizational Relationships

(1) Organizational Structure What are your organizational structure and GOVERNANCE system? What are the reporting relationships among your GOVERNANCE board, SENIOR LEADERS, and parent organization, as appropriate?

(2) CUSTOMERS and STAKEHOLDERS What are your KEY market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations for your products, CUSTOMER support

services, and operations? What are the differences in these requirements and expectations among market SEGMENTS,

CUSTOMER groups, and STAKEHOLDER groups?

Recommended Best Practice

How to conform to the ISO9001/14001 requirements for clause 4.1-4.3

4.1       Understanding the organization and its context

The organization shall determine external and internal issues that are relevant to its purpose and that affect its ability to achieve the intended outcomes of its environmental/ quality management system. Such issues shall include environmental conditions being affected by or capable of affecting the organization.

Even there are many approach to address this requirement, one of the most common tools and technique is 4P (sometime 5P) matrix with PESTLE and/or SWOT

What is 4 P?

P – PRODUCT

P – PROCESS

P – PEOPLE

P – PLACE

In marketing some organization add P – PROMOTION and PRICE

What is PESTLE?

P – Political

E – Economy

S – Social

T – Technology

L – Legislation

E – Environment

What is SWOT?

S – Strength

W – Weaknessess

O – Opportunities

T – Threat

EXAMPLE 1

The organization can determine the internal and external issues by developing the matrix

4PInternal IssuesExternal Issues
StrengthWeaknessOpportunitiesTreat
Product/ Service    
Process    
People    
Place    
People    
Promotion    

EXAMPLE 2

The Internal Issues may relate to 5P while the external issues may relate to PESTLE

EXTERNAL (PESTLE)ISSUER -Risk (Environmental/ Quality Concerned )O – OpportunitiesAction to address R & O
POLITICAL    
ECONOMY    
SOCIAL (Neigbourhood)    
TECHNOLOGICAL    
LEGAL    
ENVIRONMENT (Surrounding)    
INTERNAL (P-P-P-P)ISSUER -Risk (Environmental Concerned )O – OpportunitiesAction to address R & O
PRODUCT & SERVICES    
PROCESS    
PEOPLE    
PLACE    
PROMOTION    

What is the minimum requirement accepted by EFR Certification?

The documented information shall be retained at minimum in management review minutes (Clause 9.3). At least 2 external and 1 internal issues shall be identified.

The external issues shall cover:

  • Customer of the organization product or services i.e. customer complaints
  • Legal Authority such as legal non compliance to business licencing authority

Internal issues shall cover internal complaints or rejections

Our Governance

Board of Directors oversees EFR’s operations. It is supported by a Impartiality Committee, a Finance and Audit Committee and a Excellence Committee.

Board of Directors

The EFR BOARD OF DIRECTORS meets twice a year. Its role is to ensure that EFR’s strategy and its implementation are aligned with the mission of the organization, taking into account the views and expectations of all stakeholder groups. It also strives to maximise the added-value for clients and to secure EFr’s sustainable financial independence. The Board of Directors consists of the Managing Directors or senior executives of EFR members.

Impartiality and Excellence Committee

OBJECTIVES

1.1 This document details the EFRC policy and top management commitment regarding the impartiality.

1.2 Its also describe relationship between certification and consultancy related or lead to certification .

1.2 This policy and procedure shall apply to impartiality committee review on application and annual review

.

2. REFERENCES

2.1 ISO/IEC 17021

2.2 EFRC Manual

2.3 Rules for achieving IATF recognition

3. DEFINITIONS

3.1 Consultancy

Consultancy is defined as:

Consulting is the provision of training, documentation development, or assistance with implementation of quality management systems to a specific organization.

Examples as follows;

i) preparing or producing manuals or procedures

ii) participating in the operation or management of the system

iii) giving specific advice or specific training towards the development and implementation of the management system and/or competence

iv) giving specific advice or specific training for the development and implementation of the operational procedure

In the context of Section 3.1 above, consultancy services are those related to or lead to obtaining or maintaining certification.

Note:

Training open to the public, not organization specific, and held at a public forum is not considered consulting.

3.2 Individual

Individuals defined in procedure is EFRC auditor or contracted auditor which include the technical expert.

4. PROCEDURES

4.1       To ensure that activities of EFRC do not affect the confidentiality, objectivity, or impartiality of its certifications / registrations and shall not offer or provide:

1) those services that it certifies / registers others to perform;

2) consulting services to obtain or maintain certification / registration;

3) services to design, implement or maintain quality or environmental management systems

4) supply or design products of the type it certifies;

5) give advice or provide consultancy services to the applicant as methods of dealing with matters which are barriers to the certification requested;

6) provide any other products or services which could compromise the confidentiality, objectivity or impartiality of its certification process and decisions.

4.2       The EFRC top management commitment to impartiality in management system certification activities. This procedure is accessible statement of EFRC understands the importance of impartiality in carrying out its management system certification activities, manages conflict of interest and ensures the objectivity of its management system certification activities. EFRC, shall not and will not involved in consultancy activities that are related to the certification activities.

4.3       EFR have the corporate structure that provide training arm and a certification body, which is EFR Management (EFRM) for training and EFRC for certification, both EFRM and EFRC are not allowed nothing should be said, or implied, in any marketing material, written or oral.

• to give the impression that the two activities are linked, or

• to imply that an advantage would be gained as a result of the organisation providing both services; or

• to suggest that certification would be simpler, easier or less expensive if any specific consultancy services were used.

4.4       EFRC not permit its name to be linked with any programme or activity in association with a EFRM, or in any marketing material or activity, written or oral:

• that gives the impression that the two activities of consultancy and

certification are linked; or

• that implies that an advantage would be gained in achieving certification

as a result of participating in the programme or activity; or

• to suggest that certification would be simpler, easier or less expensive if

the programme or activity was used.

4.5       EFRC considers that consultancy has been provided if a training course has been conducted, which was designed to go beyond general principles and concepts in order to provide a company through the students attending the course, with company specific solutions, other than of a casual nature, by way of advising in detail on, for example, company structure, quality system structure, product quality plans, policy and/or procedures or work instructions. Inquiries of a casual nature, which elicit quick, off-the-cuff responses, are not considered to be consulting for this purpose. However the risk is minimized if EFRM already provide the services more than 2 years, hence EFRC can provide the certification or auditing services if the consulting have been conducted after 2 years.

4.6       When a relationship poses an unacceptable threat to impartiality (such as a wholly owned subsidiary of the EFRC requesting certification from its parent), then EFRC shall refused to provide the service with clear reason stated in the application review.

4.7       A EFRC shall not certify another EFRC for its management system certification activities.

4.8       The EFRC and any part of the same legal entity shall not offer or provide management system consultancy. This also applies to that part of government identified as the EFRC.

4.9       The EFRC and any part of the same legal entity shall not offer or provide internal audits to its certified clients. The EFRC shall not certify a management system on which it provided internal audits within two years following the end of the internal audits. This also applies to that part of government identified as the EFRC.

4.10     The EFRC shall not outsource audits to a management system consultancy organization, as this poses an unacceptable threat to the impartiality of the EFRC (see 7.5). This does not apply to individuals contracted as auditors covered in 7.3.

4.11     The EFRC’s activities shall not be marketed or offered as linked with the activities of an organization that provides management system consultancy. The EFRC shall take action to correct inappropriate claims by any consultancy organization stating or implying that certification would be simpler, easier, faster or less expensive if the EFRC were used. A EFRC shall not state or imply that certification would be simpler, easier, faster or less expensive if a specified consultancy organization were used.

4.12     To ensure that there is no conflict of interests, individual who have provided management system consultancy, including those acting in a managerial capacity, shall not be used by the EFRC to take part in an audit or other certification activities if they have been involved in management system consultancy towards the client in question within two years following the end of the consultancy.

4.13     All EFRC individual, either internal or external, or committees, who could influence the

certification activities, shall act impartially and shall not allow commercial, financial or other pressures to compromise impartiality.

4.14     Individuals involved in the certification process, including those acting in an audit or review capacity, shall not have been involved in consultancy, with EFRC, or any company related to the body being subjected to the certification process, within the previous two (2) years.

4.15     Individuals involved in the certification process shall not have any existing commercial or other associations with the body being subjected to certification, which may influence, or be seen to influence their judgment during the certification process.

4.16     An individual involved in the certification process should not give consultancy as part of an audit.

4.17     EFRC shall require personnel, internal and external, to reveal any situation known to them that may present them or the EFRC with a conflict of interests. Certification bodies shall use this information as input to identifying threats to impartiality raised by the activities of such personnel or by the organizations that employ them, and shall not use such personnel, internal or external, unless they can demonstrate that there is no conflict of interests.

4.18     EFRC can carry out the following duties without them being considered as consultancy or having a potential conflict of interest:

a) certification including information meetings, planning meetings, examination of documents, auditing and follow up of non-compliances;

b) arrange and participate as a lecturer in training courses. They should confine themselves to the provision of generic information and advice which is freely available in the public domain, i.e. EFRC should not provide company specific advice which contravenes the requirements above

c) make available or publish on request information on the basis for the certification body’s interpretation of the requirements of the assessment standards.

d) activities prior to audit (i.e. pre-audit) aimed solely at determining readiness for assessment. The documented output of such activities should be capable of confirming compliance with this requirement and should be available for review. This activities only allowed once. Pre-audit more than once is consider as consultancy.

e) perform second and third party audits according to other standards or regulations than those being part of the scope of accreditation

f) an auditor may seek to add value during assessments and surveillance visits, e.g., by identifying opportunities for improvement as they become evident, during the audit without recommending specific solutions and but shall clearly state the compliance to requirements of audit criteria.

4.19     The above requirements mean that people who have provided consultancy, including those acting in a managerial capacity, shall not be employed to conduct an audit as part of the certification process if they have been involved in any consultancy activities towards the client in question, (or any client related to that supplier and having a similar system), within the last two years. Situations such as an employer’s involvement or previous involvement with the organisation being assessed may present individuals involved in any part of the certification process with a conflict of interest. The Chairman of Impartiality committee has a responsibility to identify and evaluate such situations and to assign responsibilities and tasks so as to ensure that impartiality is not compromised.

4.20     EFRC require all assessment sub-contractors or external assessors/auditors to give undertakings regarding the marketing of any consultancy services.

4.21     EFRC shall be responsible for ensuring that neither related bodies, nor sub-contractors, nor external assessors / auditors operate in breach of the undertakings that they have given. It shall also be responsible for implementing appropriate corrective action in the event such a breach is identified.

4.22     The certification body shall be independent from the body or bodies (including any individuals) which provide the internal audit of the organisation’s system subject to certification.

4.23     Chairman of impartiality Committee or his/ her designated shall analyse and document the relationship with EFRC or individual to determine the possibilities for conflict of interest with provision of certification and identify those bodies and activities that could, if not subject to appropriate controls, affect confidentiality, objectivity or impartiality through application review

4.24     The Committee shall take action to respond to any threats to its impartiality arising from the

actions of other persons, bodies or organizations, by issuing corrective action request.

4.25     An auditor should explain the audit findings and/or clarify the requirements of the assessment standard during the audit and / or at the closing meeting but shall not give prescriptive advice or consultancy as part of an assessment.

4.26     The committee shall meet at least once a year to review all the matter related to impartiality.

Resources Centre

Journals/ Proceedings

Download copy from Research Gate – https://www.researchgate.net/profile/Edly_Ramly

  1. A plastic injection molding process characterization using experimental design technique: A case study; Jurnal Teknologi 2004.
  2. Manufacturing audit to improve quality performance–a conceptual framework; World Engineering Congress 2007.
  3. Effectiveness of quality management system audit to improve quality performance–A conceptual framework; International Journal of Quality and Reliability 2008.
  4. Sustaining and spreading the gains in lean Hospitals: Role of Leadership, 2011.
  5.  Lean Supply Chain contribution toward Lean Health Care, 2011.
  6. Enabler for integrated operations diagnosis and improvement; ARPN Journal 2015.
  7. Empirical Research Methodology on Operation Diagnosis to Identify Operation Improvement Opportunities; IEOM Conference Detroit 2016.
  8. A review of operational risk management decision support tool; Proceeding of IEOM International Conference Morocco 2017.
  9. A Review on Operations Diagnosis to identify Operational Improvement Opportunities; Proceeding of IEOM International Conference Kuala Lumpur 2016.
  10. A review on the selection of lean production tools and techniques; ARPN Journal 2016.
  11. Operation Diagnosis and Improvement Approaches—Common Practice, Prowess, Limitations and Future Focus; Journal of Advance Science Letter, 2017.
  12. Case Study on Development of Process Failure Mode Effect Analysis (PFMEA)–Issues and Recommendation; Proceeding of IEOM International Conference Bandung 2018.
  13. Issues and Improvement Opportunities in Management System Internal Audit–A Survey; Proceeding of IEOM International Conference Bandung 2018.
  14. Development of Risk Management Framework – Case Studies; IEOM Conference Paris 2018.
  15. FMEA AIAG-VDA – Commentary and Case Study; Proceedings of the International Conference on Industrial Engineering and Operations Management Dubai, March 6-8, 2020

Books

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